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COUNTY, CO FISCAL YEAR 2026
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Weld County, Colorado
Prepared by the Finance Department.
Leading with responsive, innovative, cost-effective services.
C o M M u r ; C�-t- Z o O S 2025-3348
�2/02,/ _6 F=oo'63
County of Weld
2026 Final Budget
Presented To:
Weld County Board of Commissioners
Perry Buck, Chair
Scott James, Pro-Tern
Jason Maxey, Commissioner
Lynette Peppier, Commissioner
Kevin Ross, Commissioner
By The Finance Department
December 2025
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Table of Contents
Distinguished Budget Presentation Award 1
Budget Message 2
About Weld County, Colorado 8
Strategic Plan 11
Points Of Issue and Policy Matters:
2026 Budget Strategy 37
2026 Budget Calendar 40
Explanation of Overview of Budget and Management System 42
Overview of Budget and Management System 44
Hierarchy of Budget Information 45
Significant Budget and Accounting Policies 46
Explanation of Individual Funds 49
Budget Policies 52
Long Term Financial Planning Policies 53
Capital Improvement Policy 56
Investment Policy 58
Fund Balance and Reserve Policy 60
Policy Directions 62
2026 Guidelines 64
2026 Special Budget Instructions 66
Revenue Policies and Assumptions 68
Specific Revenue Assumptions of Significant Revenue 69
Five Year Projected Revenue and Expenditure Trends 72
Department/Fund Matrix and Organizational Responsibility for
Budget Units 77
Staffing or Equipment Requests/Points of Issue with a Fiscal Impact 80
2026 Changes Between Proposed and Final Budgets 83
Employee Salary Schedule and Benefits:
2026 Salary and Benefit Recommendations 85
2026 Other Benefits 87
iii
Summary of Funds:
Graph - All Funds Revenue 91
Graph - All Funds Expenditures 92
Graph - Mill Levy 93
2026 Summary of Fund Balances 94
2026 Summary of Major Revenues and Expenses 96
2024 Actual Summary of Major Revenues and Expenditures 98
Governmental Funds - 2024 - 2026
Summary of Estimated Financial Sources and Uses 102
Proprietary Funds Summary Sources and Uses 103
2025 Assessed Values to be Used for 2026 Budget 104
Net Program Cost 105
Seven Year Trend Data:
Beginning Fund Balance 108
County Expenditures 109
Weld County - Organizational Chart 110
Summary of County Funded Positions 1 1 1
General Fund:
Graph - General Fund Five Year Revenue and Expense Compare 115
Graph - General Fund Revenue and Expenses by Source 116
Graph - Seven Year Historical Expenses by Category 117
General Fund Summary Narrative 118
Summary of Revenue 119
Summary of Expenditures 122
Office of the Board 125
Public Information 127
County Attorney 129
Public Trustee 130
Clerk to the Board 132
Clerk and Recorder:
Recording/Administration 135
iv
Elections 137
Motor Vehicle 139
Treasurer 141
Assessor 143
County Council 146
District Attorney:
Seven Year Trend Data 147
Budget Unit Summary 148
Juvenile Diversion 150
Victim/Witness Assistance 151
Finance and Administration 153
Accounting 155
Homeland Security Grant 157
Purchasing 158
Human Resources 160
Wellness Program 163
Planning and Zoning 165
Community Development Block Grant 170
Facilities 172
Weld Plaza Building 174
Information Technology 175
Geographical Information System 179
Countywide Technology and Projects 181
Printing and Supplies 182
Sheriff's Office:
Seven Year Trend Data 184
Budget Unit Summary - All Departments 185
Sheriff's Administration Patrol 186
Sheriff's Booking Unit 188
Sheriff's Professional Standards 190
Sheriff's Civil Unit 192
v
Sheriff's Support Services 194
Sheriff's Records Unit 196
Sheriff's Evidence Unit 198
Sheriff's Patrol 200
Sheriff's Investigations Unit 202
Municipal Contract Enforcement 204
School Resource Officers Unit 205
Sheriff's Office Ordinance Enforcement 206
Regional Forensic Laboratory 208
Victim Advocate Services 210
Multi-Jurisdictional Drug Task Force 211
Inmate Services 213
Security Unit 215
Courts and Transportation Unit 218
Communications - County Wide 219
Public Safety Information System 222
Public Safety Wireless Communication 223
Coroner 225
Pretrial Services 227
Work Release 229
Adult Diversion Services 231
Community Corrections 232
Building Inspection 235
Oil and Gas Energy 238
Noxious Weeds 241
Office of Emergency Management 243
General Engineering 248
Parks and Trails 251
Senior Programs 252
Waste Water Management 253
vi
Developmentally Disabled 254
Mental Health 255
Transfers:
Human Services 256
Health Department 257
Economic Development 258
Building Rents 259
Non-Departmental 261
Community Agency Grants 263
Bright Futures 265
Extension Service 267
County Fair 269
Island Grove Building 271
Asset and Resource Management 272
Contingency (Salary) 273
Public Works Fund:
Graph -- Public Works Revenues 275
Graph -- Public Works Expenditures 276
Graph -- Seven Year Trend Data 277
Public Works Fund Summary Narrative 278
Concerning Local Accountability for Money Used for Highway
Purposes 282
Construction Bidding for State-Funded Local Projects 283
Summary of Revenue 284
Summary of Expenditures 285
Summary - All Departments 286
Administration 289
Trucking 291
Motor Grader (Gravel Road) Management 293
Bridge Construction 295
Maintenance Support 297
vii
Other Public Works (Seasonal) 299
Mining 301
Pavement Management 303
Dust Mitigation Management 305
Grants-in-Aid to Cities and Towns 307
Non-Departmental Revenue 308
Contingency (Salary) 309
Social Services Fund:
Graph -- Social Services Revenues 311
Graph -- Social Services Expenditures 312
Graph -- Five Year Trend Data 313
Social Services Fund Summary Narrative 314
Estimated Revenue 315
Mandated Programs 316
Summary of Revenue and Expenditures 317
Summary - All Departments 318
County Administration 324
Non-Program Revenue 326
Other Programs 327
Child Support Services 328
Temporary Assistance to Needy Families 330
Aid to Needy Disabled 332
Child Care 333
Old Age Pension 335
Child Welfare and Administration 336
Core Services 338
Adult Protective Services 339
LEAP Program and Administration 340
General Assistance 341
Public Health and Environment Fund:
Graph -- Health Fund Revenues 343
viii
Graph -- Health Fund Expenditures 344
Graph -- Seven Year Trend Data 345
Public Health and Environment Fund Summary Narrative 346
Summary of Revenue 349
Summary of Expenditures 352
Budget Unit Summary - All Departments 353
Administration 355
General Health Education 357
Public Health Services 360
Environmental Health Services 363
Public Health Preparedness 365
Public Clinic Health Services 366
Human Services Fund:
Graph -- Seven Year Trend Data 367
Human Services Fund Summary Narrative 368
Summary of Revenue 374
Summary of Expenditures 377
Summary - All Departments 379
Human Services-General 380
Learning Lab 381
AmeriCorps Youth Corps Program 383
Workforce Innovation & Opportunity Act (WIOA) 385
Veterans Service Office 388
Community Services Block Grant 390
Area Agency on Aging 392
Home Care Allowance 395
Case Management Agency 396
Special Revenue Funds:
Narrative Summary of Special Revenue Funds 399
Summary of Revenue 400
Summary of Expenditures 401
ix
Conservation Trust Fund:
Budget Unit Summary 402
Contingency Fund:
Budget Unit Summary 405
Emergency Reserve Fund:
Budget Unit Summary 406
Solid Waste Fund:
Budget Unit Request Summary - Code Enforcement 407
Budget Unit Fund Summary 408
Weld County Trust Fund:
Budget Unit Request Summary 410
Capital Funds:
Graph - Seven Year Trend 411
Capital Expenditures Fund Summary Narrative 412
Summary of Revenue and Expenditures 414
Budget Unit Summary 415
Communications Development Systems Capital Fund:
Summary of Revenue and Expenditures 417
Budget Unit Summary 418
Public Safety Communications Infrastructure Capital Plan 419
Long Range Capital Projects Five-Year Plan 421
Resource Capacity 425
2026 Budgetary Impact 427
Facilities 2026 -2030 Special Projects 428
Financing Alternatives 437
Proprietary Funds:
Narrative Summary of Funds 447
Enterprise - Northern Colorado Regional Forensic Laboratory Fund:
Summary of Revenue and Expenditures 448
Budget Unit Summary 449
x
IGS - Fleet Services Fund:
Summary of Revenue and Expenditures 450
Budget Unit Summary - Fleet Services Administration 451
Budget Unit Summary - Fleet Services Equipment 453
Approved IGA Equipment 454
Public Works Replacements and Increases in Fleet 455
IGS - Health Insurance Fund:
Summary of Revenue and Expenditures 457
Budget Unit Summary 458
IGS - Insurance Fund:
Summary of Revenue and Expenditures 460
Budget Unit Summary 461
IGS - Telecom Services Fund:
Summary of Revenue and Expenditures 463
Budget Unit Summary 464
Weld County Finance Authority:
Budget Unit Summary 466
Glossary 467
Acronyms 478
Supplemental Information:
Upstate Colorado, Weld County Demographics 481
xi
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Government Finance Officers Association
Distinguished
Budget Presentation
Award
PRESENTED TO
County of Weld
Colorado
For the Fiscal Year Beginning
January 01 , 2025
OL4 ft 2141A;11
Executive Director
1
Department Of Finance and Administration
Phone: (970) 400-4200
Fax: (970) 336-7233
r� 1 150 O Street
P.O. Box 758
V COUNTY
O U N T Y Greeley, Colorado 80632
December 10, 2025
Weld County Board of Commissioners
1 150 O Street
Greeley, CO 80631
Board Members:
As Weld County approaches fiscal year 2026, it remains in a stronger financial
position than many other local governments. It carries no outstanding debt,
imposes no sales tax, maintains one of the lowest mill levies among all Colorado
counties, holds a healthy cash reserve, and fully funds its pension obligations.
However, while the County's current financial standing is sound, revenue
projections indicate a potential decline or stagnation in the near term, while
expenditures are expected to continue rising for the foreseeable future.
The Weld County 2026 Final Budget for operations and capital outlay
expenditures of $702,770,703, has been prepared in accordance with the
directives developed during the existing budget process. The budget is funded
with revenue estimates of $586,357,832 and anticipated fund balances of
$870,563,809. This includes $314,696,180 in property taxes or a 2.5% increase from
the prior year. This is well below the maximum allowed property tax under the
Weld County Home Rule Charter.
2026 Budget Highlights and Growth Opportunities
•:• To achieve a flat budget Weld County has reduced FTEs by (0.33) or a 0.02%
decrease from 2025. However, to remain an Employer of Choice, 5 position
reclassifications have been recommended for a total of 10 staff impacted.
•:• Finalize the implementation of an Enterprise Resource Planning (ERP) system.
• Efforts to secure a more cost-effective health insurance plan that benefits
employees, their dependents, and the organization were a success. The new
plan will take effect on January 1 , 2026.
❖ There is increasing uncertainty surrounding the stability and availability of
grant funding. Many of Weld County's programs and initiatives rely on state
and federal grants, which are becoming more competitive and less
predictable. This volatility in external funding sources poses a significant risk
to long-term financial planning and service delivery.
2
❖ The 2026-2030 Capital Plan takes on numerous projects identified with the
recently completed Facilities Master Plan and includes over $50 million in
existing projects such as an expansion to Fleet Services, and four future
projects for downtown Greeley. The first three projects include the West Side
Block and Underground Parking Project, Justice Center Core and Shell
Project, and the Justice Center TI Project totaling approximately $347 million,
and the fourth is an Administrative Building to include the District Attorney's
office at approximately $132 million.
❖ Fund an accelerated, and result-driven, Public Works 2026-2030 Capital
Improvement Plan.
❖ Maintain a fully funded pension plan with an earning rate assumption of
5.9%.
❖ Comply with legislated duties mandated by the State of Colorado by SB25-
003.
❖ Encourage economic vitality through incentives for expanding industry and
commercial development in the county.
2026 Financial Plan
Economic Conditions and Outlook
The U.S. economy appears to be entering a period of deceleration, with
moderate growth projected to remain below 2%through the final quarters of 2025
and into 2026. The introduction of new tariffs is expected to exert upward pressure
on costs in 2026; however, revenue growth is anticipated to remain steady.
Despite forecasts indicating a rise in consumer savings and a pullback in
spending—driven in part by labor market instability, Kiplinger does not currently
project a recessionary environment. Inflation is expected to close out the year at
3.1%, with the Federal Reserve targeting a 2% rate by the end of 2026. The
technology sector continues to be a key driver of economic strength, bolstered
by ongoing advancements in artificial intelligence.
In June, the Office of State Planning and Budgeting (OSPB) revised its 2026 GDP
growth forecast for Colorado downward by 0.5%. Additionally, the estimated risk
of a state-level recession has increased from 40% to 50%, reflecting heightened
economic vulnerability.
At the local level, Weld County's labor market remains stable. According to data
from the Federal Reserve Bank of St. Louis, the county's unemployment rate stood
at 4.3% in June 2025, aligning with the national average. This represents a point
five percentage (.5%) point decrease from May 2025 and continues a downward
trend in local unemployment.
Infrastructure spending in Colorado has shown signs of deceleration, with
forecasters projecting only modest growth in this sector. Despite this slowdown,
construction activity remains supported by continued investment in healthcare,
education, and technology-related projects.
3
The construction industry is facing additional headwinds, as imposed tariffs are
expected to drive up material and equipment costs. In response to the evolving
economic landscape, Weld County remains committed to proactive planning
and strategic investment to ensure its infrastructure keeps pace with current and
future demand.
Federal deregulation and State implemented rules have led to conflicting
direction for Weld County's largest source of property tax, which is Oil and Gas
development. The County Assessor anticipates the next few years of assessed
value for Weld County to remain relatively flat, while populations and service
needs continue to grow. The 2026 tax year is a relative surprise by showing a 2.76%
increase in assessed value, higher than originally expected. While growth in
expenditures still trends to outpace revenues, this slight increase has allowed for
moderate growth in property tax to meet the insistent demands placed on
departments throughout the county.
18
16
14
Vacant Land
12
Residential
10 Property
Commercial
Z 8 Property
Industrial
Property
6 Agricultural
4 Natural
Resources
2 Oil and Gas
2020 2021 2022 2023 2024 2025 2026
$15.73 $15.28 $12.47 $18.78 $24.68 $19.22 $19.72
Property Tax Revenue Chart Data Link
2026 Budget Plan for The Future
In developing the goals for the 2026 Budget, the highest priority in Finance is to
ensure long-term financial stability. The main goal of the budget process is to
continue to provide critical resources needed to meet Strategic Priority #1 : Ensure
Healthy, Safe and Livable Communities. Part of that structure is to evaluate the
department budget requests provided and, if the information provided as
justification for increasing services or staff is not sufficient, to remove the request
from recommendation so unnecessary services are not funded indefinitely.
Finance and Administration work together with the Board to provide a
comprehensive plan and meet the county's mission statement: To provide
responsive, innovative, and cost-effective services. The most important resource
4
the county has is the employees that provide services to the public. Investing in
that resource is a crucial way to make the county as effective as possible.
With local government being the second largest employer in the county 1 behind
construction, and the State Demographer indicating that the labor force will
continue to slow, Weld County needs to be innovative in attracting and retaining
talent. Weld County is finding ways to keep the fundamentals that keep the
county fiscally responsible, while balancing the ever-changing needs for staffing
and being a competitive and attractive employer. This was addressed in the
Strategic Plan for 2023-2028 which is included in the following pages for reference.
Strategic Priority #4: Be an Employer of Choice, will be one of the county's focuses
in the years to come.
Weld County remains one of Colorado's fastest-growing regions, though growth
is beginning to slow. This moderation offers a chance to align services and
infrastructure with current needs. However, rising operational costs and Weld
County Charter limits can present fiscal challenges.
The Workday Enterprise Resource Planning (ERP) implementation is scheduled for
completion in 2026, with the fiscal rollout beginning January 1, 2026. Operational
efficiencies are expected to be realized as staff adapt to the new system. This ties
to Strategic Priority #5: Provide Excellent, Cost-Effective Service Delivery. For the
past nine years, Weld County's IT Department has managed a technology and
innovation fund focused on improving customer service, optimizing staffing, and
enhancing efficiency through innovation.
In summary, despite the uncertain and pressing challenges, the Board, other
elected officials, and managers must continue to provide strong financial and
strategic leadership. This enables Weld County to provide critical health, social,
public safety, and general government services to support a diverse and growing
population. With the county's elected officials, leadership team, and the entire
county workforce, we will ensure that whatever the future may hold, we keep
serving the needs of our residents countywide. The 2026 Budget recommends
measures to strengthen our current financial stability and bolster our ability to
weather what the future will bring. Weld County leadership will bring forward a
budget that demonstrates continued creativity, resilience, and commitment to
residents, but also a budget shaped by historical decisions and future strategies
to continue Weld County's fiscal stewardship.
General Government Overview
The following is a summary of major changes in revenue and expenditures
between 2025 and 2026.
1 Colorado State Demography Office, 09/12/25:
https://gis.dola.colorado.gov/Jobs_by_sector_chart/
5
Revenues
Revenues for general government functions are summarized below and total
$586,357,832 in 2026, an increase of 2.0% over 2025. The largest revenue increases
are related to Property Taxes; however, the percentage of revenues contributed
by Property Taxes remains similar. Charges for Services also increased but are
almost directly offset by the decrease in Miscellaneous Revenue. The amount of
revenue from the various sources and the changes compared to 2025 are shown
in the following tabulation:
2025 2026 Increase
Percent Percent (Decrease)
Revenue Sources 2025 Amount of Total 2026 Amount of Total from 2025
Property Taxes $306,627,137 53.4% $314,696,180 53.7% $8,069,043
Other Taxes 15,391,000 2.7% 14,260,000 2.4% (1,131,000)
Licenses and Permits 4,917,500 0.9% 5,219,380 0.9% 301,880
Intergovernmental
Revenues 106,030,827 18.4% 101,512,371 17.3% (4,518,456)
Charges for Services 16,023,430 2.8% 17,470,242 3.0% 1,446,812
Miscellaneous
Revenue 46,659,492 8.1% 51,268,947 8.7% 4,609,455
Fee Accounts 23,364,000 4.1% 24,546,000 4.2% 1,182,000
Internal Service
Charges 55,688,406 9.7% 57,384,712 9.8% 1,696,306
Total $574,701,792 100% $586,357,832 100% $11,656,040
Expenditures
Expenditures by function for the different categories of spending such as General
Government, Public Safety, Public Works, Social Services, Capital Expenditures,
and other services total $702,770,783 for 2026, which is an increase of 26.4% over
2025. The major increases are in Public Works, Public Safety, and General
Government. Expenditures are increasing to account for the growth in the
county, as well as inflation. The amounts by function and the changes from 2025
are as follows:
6
2025 2026 Increase
Expenditure Percent Percent (Decrease)
Sources 2025 Amount of Total 2026 Amount of Total from 2025
General
Government $74,668,289 13.25% $82,291,847 10.96% $7,623,558
Social Services 61,301,155 10.88% 64,755,863 9.09% $3,454,708
Public Works 34,793,047 6.18% 10,865,678 1 .49% ($23,927,369)
Public Safety 116,628,905 20.70% 120,601,479 16.50% $3,972,574
Human Services 15,313,324 2.72% 17,583,659 2.30% $2,270,335
Health 16,869,066 2.99% 16,172,185 2.47% ($696,881)
Capital 49,052,534 8.71% 49,738,455 7.50% $685,921
Road and Bridge 98,961,052 17.57% 257,201,100 35.67% $158,240,048
Contingency 10,000,000 1 .78% 10,000,000 1 .40% $0
Miscellaneous 12,140,093 2.15% 3,671,589 1 .95% ($8,468,504)
Culture and
Recreation 1,909,202 0.34% 2,252,017 0.31% $342,815
Auxiliary 3,037,560 0.54% 3,134,380 0.42% $96,820
Internal Services 68,691,875 12.19% 64,502,451 9.92% ($4,189,424)
Total $563,251,102 I 100% $702,770,703 100% $139,519,601
The 2026 Budget provides sufficient resources—including available fund
balances—to support the requested increases in service levels. The operational
plan funded by this budget reflects Weld County Government's ongoing
commitment to excellence and efficiency in fulfilling its responsibilities to
taxpayers. In 2026, the planned Justice Center and other capital projects will
require prudent budgeting and strategic allocation of resources to ensure their
successful implementation.
Ultimately, the best we can offer our community is our continued commitment to
excellence. Improvement is expected by our Board, embraced by our
organization, and deserved by our residents. We thank the department heads,
elected officials, and their teams for their dedication in preparing the 2026
Budget. The development of this budget required significant time and thoughtful
consideration, and that work continues as adjustments are made to meet
evolving needs.
Copies of all budget documents and audited financial statements are available
for the public at 1150 0 Street, Greeley, Colorado or at
https://www.weld.gov/Government/Departments/Finance-and-Administration.
More general information about Weld County may be found on Weld County's
website https://www.weld.gov/Home.
Sincerely,
Cheryl Pattelli, CFO
Jennifer Oftelie, Budget Manager
Linda Duncan, Fiscal and Budget Analyst
7
About Weld County
Established in 1861 , Weld County is the third-
largest county in Colorado by land area,
steeped in a rich history and poised for a
dynamic future. Located in the heart of
northern Colorado, Weld County has long
been a vital part of the state's
development — and it continues to grow ,.
and evolve in exciting ways.
Growth is on the horizon. According to
projections from the Colorado State
Demography Office, Weld County's
population is expected to double by 2050. ' •
-
This rapid growth is no surprise to those — Ail
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familiar with the area. With a unique blend
of rural charm and urban accessibility, Weld _ 4
11116.
County offers residents a high quality of life,
robust job opportunities, and a welcoming
community spirit. Whether you're looking to
establish roots, raise a family, or launch the
next phase of your career, Weld County
provides the ideal setting for personal and
professional growth.
Education lies at the heart of Weld County's
success. With 16 public school districts
serving communities large and small, =i '
IN
families benefit from a range of K-12 - 1 w -=- _I
educational options. The county is also
home to Aims Community College, which
offers workforce training and associate
degrees in high-demand fields. Just a short
drive away, the University of Northern Colorado in Greeley provides bachelor's,
master's, and doctoral programs across a wide range of disciplines. This strong
educational infrastructure ensures residents of all ages have access to lifelong
learning and are well-equipped to meet the demands of a changing workforce.
Economically, Weld County is a powerhouse. It plays a pivotal role in Colorado's
economy as one of the state's leading producers in both agriculture and energy.
From expansive farmlands to oil and natural gas fields, Weld County's industries
are diverse and thriving. Major employers like JBS Swift, Vestas, Halliburton Energy
Services, and Leprino Foods anchor a resilient local economy that generates
nearly $6 billion in annual revenue. This strong economic foundation supports
stable employment, fuels innovation, and attracts businesses from across the
country.
8
Weld County's geography is as impressive as its growth. Spanning more than 4,000
square miles — larger than the states of Rhode Island and Delaware combined
— the county offers vast open spaces, thriving communities, and room to grow.
Its location places residents within an hour's drive of key destinations, including
downtown Denver, Rocky Mountain National Park, and Cheyenne, Wyoming. For
outdoor enthusiasts, Weld County is a haven of opportunity. Parks, lakes, and over
100 miles of trails offer endless options for hiking, biking, boating, camping, and
fishing.
The county also offers distinctive cultural and recreational experiences. Unique
attractions like the Wild Animal Sanctuary in Keenesburg — one of the largest
carnivore sanctuaries in the world — and the high-octane thrills of the Colorado
National Speedway in Dacono provide entertainment for residents and visitors
alike. From family-friendly festivals and rodeos to live music and art exhibitions,
Weld County boasts a vibrant and growing cultural scene that reflects its diverse
and dynamic population.
In short, Weld County is more than just a place on the map — it's a place to
belong. With a strong sense of community, economic vitality, and a vision for the
future, it's easy to see why more and more people are choosing to call Weld
County home.
9
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Strategic Plan • 2023-2028
NJILD
WELD COUNTY, CO
STRATEGIC PLAN AT A GLANCE
Mission To provide responsive, innovative, and cost-effective services.
Vision Be a model county government that delivers excellent
services and enables citizens and communities to pursue
prosperity and quality of life in ways that are accessible,
inclusive, and forward thinking, while honoring our western
heritage and respecting individual liberties.
Guiding Principles
Fiscal Stability ti Accountability
ti ti
Community-Focused Empowerment
ti Collaboration ti Excellence
Strategic Priorities
Ensure Healthy, Safe, and Livable Communities
1 Balance Growth and Development
P Plan for Resilient Infrastructure, Facilities, and Resources
b Be an Employer of Choice
Provide Excellent, Cost-Effective Service Delivery
Enhance Accessible Communication, Outreach, and Awareness
12
Table of Contents
Mission & Vision Statement 15
Guiding Principles 16
Strategic Priorities Ensure Healthy,
Safe, and Livable Communities 17
Balance Growth and
Development 19
Plan for Resilient Infrastructure,
Facilities, and Resources 21
Be an Employer of Choice 23
Provide Excellent, Cost-Effective
Service Delivery 25
Enhance Accessible
Communication, Outreach, and
Awareness 27
Appendix 30
Acknowledgements ‘ „,, j
EL .r:.
The Weld County Board
of County Commissioners
has developed this five-
year strategic plan in
collaboration with staff
to guide the county into
the future.
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Mission • Vision
Mission Statement
To provide responsive, innovative, and cost-effective
services.
Vision Statement
Be a model county government that delivers excellent
services and enables citizens and communities to pursue
prosperity and quality of life in ways that are accessible,
inclusive, and forward thinking, while honoring our western
heritage and respecting individual liberties.
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Guiding Principles � 86
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Fiscal Stability
Consistent with the fiscally conservative philosophy of Weld County
Government, we constantly strive to ensure the best and most efficient use of
public funds and resources and be fiscally prepared for unforeseen changes
and challenges so the County can serve both current and future generations.
Community - Focused
We endeavor to provide superior services in everything we do, treating
citizens and communities with respect and dignity, creating innovative
customer-driven solutions, and providing equal treatment under our codes
and charter.
Collaboration
We actively engage with citizens and communities and form collaborative
partnerships to achieve shared goals to address needs to enrich the lives of
those who do business and/or reside in Weld County.
Accountability
We are committed to actions that foster accountability and the public's
trust and confidence, seeking input from citizens and communities, including
businesses, before making decisions, clearly communicating our intentions, and
taking responsibility for all that we do.
Empowerment
We promote the autonomy and self-sufficiency of all in the Weld County
community, encouraging all to advocate their interests in a responsible and
self-determined way.
Excellence
We train and equip our employees for excellence and invest in their
professional growth and development, so they can provide the most value
to citizens and communities and meet the ever-changing needs of Weld
County.
16
Strategic Priority1
Ensure Healthy, Safe, and Livable
Communities
Invest in innovative and collaborative
community partnerships that promote self- )t1.
sufficiency and enable people to improve their it la
quality of life, while providing a continuum of •
/
services that preserve, promote, and protect the
health, safety, and environment of Weld County.
Objectives
O Formalize a county-wide coalition focused on *�
public health and safety programming to .;6._
increase outreach and awareness.
0 Enhance partnerships with community
organizations to help connect recently released individuals with resources
and services.
Q Expand practices related to community policing to identify and divert crime.
+� Increase awareness of victims' services and resources within the community to
support victims of and witnesses to crimes.
• Enhance awareness, use, and exchange of survey data, and other strategies
across departments to support effective service provision.
{� Enhance access to health and safety services to best reach all in our community
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Strategic Priority1
Outcome Measures
• Coalition was created and formalized by June 30, 2023.
• "Key Health Indicators" dashboard is expanded by June 30, 2024.
• Increase X% participation in Thriving Weld coalition by December 31 ,
2024.
- Dashboard/database of events, programs, and community partners developed by
December 31 , 2023.
• Prioritized listing of events or programs targeted for increased
outreach/participation presented to the BOCC with recommendations by
February 28, 2024.
• Decrease in % recidivism rate by December 31 , 2025.
• Increase % diversion rate by December 31, 2026.
• Increase % of individuals connected to victims' services programming by December 31 ,
2026.
• Updated survey completed (every three years), and results shared across
departments and elected offices within 120 days of receiving results.
• Cross-departmental workgroup established by December 31 , 2022, at least
six months prior to the survey distribution in future years, to oversee survey
development/dissemination of data and completion of action items from
survey.
- Gap Analysis of service provision by departments and elected offices
completed by June 30, 2023, and bi-annually thereafter.
• Prioritized recommendations to address identified gaps including program
specific measurements of success presented to BOCC by March 31 , 2024,
and bi-annually thereafter.
• WCDPHE Mobile outreach unit was established with collaborating partners
(Sunrise Clinic, NCHA, etc.) by December 31 , 2024.
• Increase X% in shared clinic space county-wide by December 31 , 2024.
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Strategic Priority2
Balance Growth and Development
AIM&
Foster a healthy and resilient regional
economy through collaboration and
partnerships that encourages growth,
attracts, and retains businesses and talent,
and creates opportunities for prosperity that
enhance and support the quality of life in
Weld County.
Objectives
• Continue to review County Code and policies to
improve customer experience -
Q Sustain and expand programs and services to
attract and retain businesses and the workforce
Q Collaborate with municipalities to develop business and workforce incentive
programs
0 Encourage and consider all potential forms of energy development
O Continue to monitor, mitigate, and protect water resources to the best of Weld
County's ability
Strategic Priority 2
Ida
Outcome Measures
• Customer experience reporting metrics identified by July 31 , 2023 (i.e.,
time to issue permit, time to issue license, etc.) Establish benchmark and
determine if improvement equates to increase/decrease, etc.
• Annually report on outcomes from policy to BOCC and public. Report to
be posted online at the end of each fiscal year.
• # of small business incentives approved annually
• Status report bi-annually to County leadership on businesses who have
received incentives: successes/challenges/barrier/type of services
• Establish baseline number of primary jobs existing in County by sector by
June 30, 2023.
• Increase in number of primary jobs created by sector yr/yr and reported
annually to BOCC.
• Relevant departments and elected offices provide reports on
collaboration efforts to BOCC in 4th quarter of each year, with
recommendations for new collaborative initiatives.
• Types of energy sources and/or technologies are identified annually by
June 30, 2024
Recommendations for action presented to BOCC annually starting
September 30, 2024
Existing water resources identified by March 31 , 2024
• Bi-Annual risk assessment and recommendations for mitigation of risks
presented to BOCC starting in FY24.
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Strategic Priority3
Plan for Resilient Infrastructure,
Facilities, and Resources
Design, maintain, continuously improve, and ` .yam
protect the county's roads, bridges, buildings, 1 r
facilities, and resources to ensure safe, efficient
access, used, transport, and availability by • V -
--44tcurrent and future generations in Weld �' �;,•�
County. � ,,,,,#/#0/0
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Objectives
0 Maximize resources to leverage infrastructure
funding and lifecycle infrastructure costs
0 Plan for growth to balance capacity of infrastructure
Q Maintain operational plans to ensure resilient infrastructure
Q Maximize partnerships and involvement with non-profit and private sectors
to solve infrastructure challenges
Q Use data and technology to develop project budgets, forecasts, and other
department work plans
1
Strategic Priority 3
T. E
Outcome Measures
® Complete planned capital projects within budget and on time annually starting
in FY23.
Formal review/report process for capital projects developed and implemented
by December 31 , 2023
Increase # of employees trained in grant writing, application process, reporting
process, reimbursement process, and annual reporting process by December
1 , 2024.
Grant Training Program developed for all county staff involved in grants process
by December 31 , 2025.
100% infrastructure meets and/or exceeds department specific industry
standards,
service level agreements, and follows all requirements by December 31 , 2025.
Respond to operational issues within department specified service level
agreements or levels of services and provide annual report to leadership
regarding levels of service and any barriers experienced over the past year.
Develop a dashboard to identify and track performance on service level
agreements or levels of service by December 31 , 2024.
Comprehensive list of financing options for infrastructure developed by July 1 ,
2023.
10-Year to 20-Year formal Infrastructure Plan is developed and presented to the
BOCC by December 31 , 2023.
Inventory of all contracts, agreements, memorandums of understanding, etc.
complete by all departments by December 31 , 2023
90% of all contracts, agreements, memorandums of understanding, etc.,
are entered and tracked utilizing appropriate system by December 31 , 2025
100% of leadership and all departments have access to available data and
technologies
needed to make informed decisions by December 31 , 2024
Project Accounting system implemented by December 31 , 2024.
At least 75% of all applicable departments utilize system by June 30, 2025;
increase to 90% by June 30, 2027.
22
Strategic Priority4
Be an Employer of Choice
MPillb
Implement flexible, creative and diverse
methods of attracting, training, and retaining a A
M
workforce that is skilled, dedicated and ,�;1
supporting employees in achieving their goals. . P k
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Objectives ,' gyp} .., 1
r
, ,Provide increased opportunities for interaction ' ' ‘
and communication between employees and
leadership to understand employee needs and
perspectives.
Create a Weld County Leadership Program to
maintain consistent leadership across all
departments to increase employee support, skill development, and retention.
Establish consistent application of supervisory roles to provide accountability.
Provide training and opportunities that support career advancement and foster
new ideas and innovation.
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Strategic Priority 4 4-4�6-
Outcome Measures
Employee satisfaction/engagement metrics identified and benchmarked by
December 31 , 2023.
Annual employee survey was developed by December 31 , 2023, and
distributed to employees during annual performance evaluation starting in
2024.
DHS internal annual employee survey established by December 31 , 2023.
DHS action plans developed for divisions and department-wide following
survey results by December 31 , 2024.
90%o employee satisfaction rating following benchmarking activities by
December 31 , 2026.
Consistent leadership standards developed and adopted by December 31 ,
2024.
Leadership Program developed and implemented by December 31 , 2025.
90% of all managers/supervisors adhere to adopted standards by December
31 , 2026.
• Metrics for supervisor/departmental performance were established by
December 31 , 2023.
Dashboard for relevant county-wide supervisor/departmental performance
metrics developed by March 31 , 2024.
Increase % of employee satisfaction rating following benchmarking activities
by December 31 , 2025.
Department specific training plans developed by June 30, 2024.
All DHS employees will have a minimum of 20 hours of training annually starting
with the annual performance evaluation cycle for 2025.
90% adherence to departmental training plans achieved by December 31 ,
2026.
24
Strategic Priority5
Provide Excellent, Cost-Effective Service Delivery
Apply best practices, technologies, and systems
in innovative, collaborative, and cost-
avoidance/effective ways to provide excellent
services and programs to our community today
so that we are prepared for and remain resilient
in the future.
•
Objectives 111111111-11
0 Review processes and procedures to ensure that
citizens and communities receive best and most
cost-effective services.
Q Expand Business Process Analyst (BPA) capacity
to evaluate departmental systems and
processes.
Create mechanisms for feedback and dialogue with the community
regarding projects, initiatives, and service needs to increase awareness
and understanding.
0 Continue to expand ways for communities to engage with and receive
services from the County.
Q Enhance methods of communication to provide communities with
increased information and resources.
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Strategic Priority 5 :-
y 1F
Outcome Measures
• Departments will identify and prioritize between one and three processes or
procedures for revision/streamlining annually beginning in 2023.
• 3 BPA projects submitted annually by DHS.
• Increase X% in administrative tasks being automated by use of software by
December 31 , 2024.
• Conduct a purchasing process assessment by December 31 , 2023, including
review of the purchasing code.
• Recommendations regarding centralized functions such as accounts
payable, purchasing/buying provided to XXX by December 31 , 2025.
• Budget Monitoring and Analysis process updated and implemented by
December 31 , 2024.
• Complete 100% of BPAs initiated during the fiscal year starting in 2025.
• Establish baseline measure of satisfaction with the role of BPA and
communications by July 31 , 2023.
• Departments will meet annually to discuss and prioritize methods to
understand ways to improve delivery of digital services.
• Prioritized recommendations for potential digitization to Weld County
Leadership by June 30th of each year.
• Library or catalogue of online or digital services developed by December 31 ,
2023.
Cost-Benefit analyses and/or documentation of savings based on efficiencies
provided in departmental budget requests starting in FY24.
Total cost saving/efficiencies gained from efforts consolidated and reported
on website/newsletter/etc. annually starting in FY25.
DHS annual communication developed and distributed quarterly starting in
2023.
Quarterly financial reports to be available online by December 31 , 2025.
Interactive, online budget and financial reports (PAFR) available starting with
the FY26 Budget.
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26
Strategic Priority6
Enhance Accessible Communication,
Outreach, and Awareness
Proactively communicate and engage with
communities, employees, and governmental
partners in a variety of ways that create
dialogue, understanding and opportunities to
educate, train, and create excitement about
Weld County.
Objectives -�
Q Provide mobile/digital access to applicable
County services and investigate opportunities
to integrate with existing systems.
0 Strive to ensure that systems, services, and facilities are accessible to
communities.
Q Centralize and formalize communications and marketing processes for all
departments.
Q Enhancing use of communication platforms.
0 Increase awareness of county services.
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Strategic Priority6 El
Outcome Measures
Services and integration opportunities identified and prioritized by June 30,
2023, and updated annually.
Establish Customer Effort Score(s) (CES) for digital services by December 31 ,
2024
Increase CES by 5% by December 31 , 2026
100% of County payments can be made online and/or digitally by December
31 , 2024.
Increase X% of customers and/or vendors using online payment methods by
December 31 , 2026
Internal working group on accessibility established by September 30, 2023
DHS client perspective gap analyses completed by March 2024.
Consolidated listing/repository/etc. of all accessibility standards developed
by June 30, 2024, and updated annually.
Documented processes for ensuring adherence to department specific
standards implemented by March 31 , 2025.
Review of annual audits and recommendations for any needed
improvements or action items needed performed annually and presented to
County leadership within 120 days of audit completion.
Design standards established by March 1 , 2023
Standardized templates county-wide developed and in-use by June 30, 2023
Internal communication plans to increase employee engagement and
awareness created by June 30, 2023.
Departmental communication needs and goals developed by October 31 ,
2023.
Implementation strategies and reporting mechanisms for departments
implemented by December 31 , 2023.
Website content standards and templates developed by December 31 , 2023.
28
Strategic Priority6
Outcome Measures Continued
Communication and marketing approval workflows established and
implemented by March 31 , 2024
Employee reporting guidance and definitions developed by March 31 , 2024.
County code updated as needed to ensure alignment with formalized
communications processes by March 31 , 2024.
Standard measures of engagement defined, and baseline measures
established by July 31 , 2023.
15% increase in employee use of County intranet by December 31 , 2023.
Targets for increased % established by July 31 , 2024.
Public engagement platforms to establish baseline engagement metrics
launched by December 31 , 2024.
Decrease "bounce rate" on County website by 10% by December 31 , 2025
Increase total social engagement by 8% annually
Increase total civic engagement by 10% annually
Top 5 specific campaigns needed identified and prioritized by October 31 ,
2023
Top 2 prioritized campaigns developed and launched by December 31 , 2023
Remaining campaigns developed and launched by December 31 , 2024
Following campaign launches - specific programs engagements/services
provided/etc. should serve
as a measure of success (i.e., % increase in number of qualified applicants,
increased number of attendees at public safety awareness events, etc.)
Three or more information sessions facilitated by DHS annually
Internal working group focused on public engagement in large capital
projects and/or County initiatives established by June 30, 2023
29
Appendix
Companion Report: Process for Performance Management, Plan
Updating, and Evaluation
Background
Over the course of the past several months, Weld County has worked with its consultant to
develop its Five-Year Strategic Plan. This Strategic Plan will serve as a guiding document for
the County over the next five years. The mission, vision, principles, priorities, goals, and
objectives reflected in the Strategic Plan were developed with the input, participation, and
feedback from the Board of County Commissioners (BOCC), directors and assistant directors
for all County departments, and county staff. To help measure progress made towards Weld
County's vision, the plan also includes outcome measures. These measures provide insight
into how the County is progressing towards its goals and objectives. Achieving those goals
and objectives will carry the County towards reaching its vision in the future.
The BOCC has ultimate oversight on the success of this plan and progress made towards
Weld County's vision. As such, the progress reporting described below incorporates BOCC
involvement and oversight throughout.
Below are the timeline and actions taken to develop the Strategic Plan:
March - April: The Project Management Team met with the consultant to develop the
overall project workplan and timeline, identify participants and develop interview questions.
April - May: The consultant held one on one interviews with County Commissioners.
May 26th: Preliminary Priority Setting Session held with BOCC.
June: The consultant held one on one interviews with elected officials and department
directors and prepared a draft of work done by the BOCC in May. The Employee Survey was
developed by the Project Management Team.
June 30th: Preliminary Planning Session held with elected officials and department
directors.
July - August: The consultant prepared Existing Conditions and Future Needs Report and
revised the draft based upon work done by elected officials and department directors.
Employee Survey was sent to all staff.
August 18th: Strategic Planning Session held with BOCC, elected officials, and department
directors. The consultant presented Existing Conditions and Future Needs Report. Elected
officials and department directors began development of objectives and outcome
measures.
September 21st: The consultant held focused sessions with elected officials and
department directors to continue developing and refining objectives and outcome
measures.
September 23rd -October 7th: Elected officials and department directors refined
outcome measures, developed department specific measures, and reviewed with staff.
October 1 2th: Draft Strategic Plan was completed and provided to BOCC for review.
November 21st: Review Meeting was held with the BOCC to finalize comments.
30
Appendix
To help ensure that the Strategic Plan becomes, and remains, a document that guides Weld
County towards achieving its vision, a process for reporting on progress has also been
developed. The process outlined below will provide the BOCC, elected officials, department
directors, staff, and the community with the ability to evaluate progress and discuss potential
updates to the plan. The process also provides transparency and formalizes a method of
accountability; both of which will help to fully incorporate the goals and objectives of the
plan into decision making and priorities for the County. Transparency and accountability are
critical elements to the successful implementation of the Strategic Plan.
As the County implements the Strategic Plan, new methods of progress, evaluation and
updates may become needed. The Board of County Commissioners (BOCC) will work with
the County's designated Strategic Plan coordinators to discuss and adjust the process below
as needed over the course of the next three years when and if needed and will communicate
any changes as they occur.
Performance Management
Objectives
Establishing Standards and Benchmarks - Many of the objectives and associated outcome measures
are new initiatives for the County. For this reason, the County will need to first develop the plan, program
and/or metric by which to measure progress in future years. Once plans and metrics have been established
during the first cycle of this plan, the County will then update the plan to reflect when the outcome
measures based on these metrics will be reported.
One-Time Reporting - Several objectives within the plan require that a process, initiative and/or group is
started by a certain date to continue progress of priorities and goals. For this reason, the outcome measure
in the first cycle of the plan, is one-time, and related to the creation, establishment or kick-off of the initiative,
group, or process that will provide ongoing measurement thereafter.
Monthly- Elected officials and department directors will evaluate and discuss progress made on objectives
during monthly leadership team meetings. Department Directors will then share, discuss, and disseminate
information to their teams.
Quarterly - Elected Officials and department directors will provide the BOCC and Strategic Plan
coordinators with progress updates for each objective. Each elected official and department director will
compile all information and prepare an informal report that will be provided to the coordinators for review.
Following the coordinator's review, a formal quarterly report on all objectives identified in the plan will be
presented to the BOCC. All metrics will be updated on the County's Strategic Plan Dashboard which will be
accessible both internally and externally.
Bi-Annually - The Strategic Plan coordinators will prepare a mid-year written report that describes the
progress made for each objective and any significant wins or notable challenges that have been
experienced since the last bi-annual report.This written report will also be uploaded to the County's website
for public access.
Annually-Each elected official and department director will prepare an annual report on progress made
towards goals and objectives within their areas. This report will be prepared at the beginning of the annual
budget cycle to help inform budget development for the following year. The reports will be provided to the
coordinators and Budget staff to include in budget request documents that will be presented to the BOCC.
The report will provide progress updates for each objective, all success measures that are reported annually
and any significant wins or notable challenges that have been experienced. The report will also provide an
overview of anticipated activities, and progress to be made in the upcoming year and describe any
potential revisions that may require discussion. This report will be presented to the BOCC in conjunction with
the budget and uploaded to the County's website for public access.
31
Appendix
•
O U
Outcome Measures
The outcome measures established with the plan vary by data type, method of collection and
frequency of measurement. For most, the frequency of progress reporting is annual. However,
there are several success measures that have reporting frequencies other than annual. All
outcome measures and reporting frequencies are listed below.
Ensure Healthy, Safe, and Livable Communities
Outcome Measures Reporting
Frequency
Cross Departmental Coalition created and formalized by June 30, 2023. One-Time
"Key Health Indicators" dashboard is expanded by June 30, 2024. One-Time
Increase X% participation in Thriving Weld coalition by December 31, 2024. Annual
Dashboard/database of events, programs, and community partners developed by December 31,
2023. One-Time
Prioritized listing of events or programs targeted for increased outreach/ participation presented to Annual
the BOCC with recommendations by February 28,2024.
Decrease in % recidivism rate by December 31,2025. Annual
Increase % diversion rate by December 31, 2026. Annual
Increase % of individuals connected to victims' services programming by December Annual
31, 2026.
Updated Community Health Survey completed(every three years)and at least six months prior to the
survey distribution in future years to oversee survey development/dissemination of data and Every Three Year:
completion of action items from survey.
Cross-departmental workgroup established by December 31, 2022, and at least six months prior to the One-Time and ever)
survey distribution in future years to oversee survey development/dissemination of data and three years
completion of action items from survey.
Gap Analysis of service provision by departments and elected offices completed by June 30, 2023, Bi-Annual
and bi-annually thereafter.
Prioritized recommendations to address identified gaps including program specific measurements of Bi Annual
success presented to BOCC by March 31, 2024, and bi-annually thereafter.
WCDPHE Mobile outreach unit established with collaborating partners (Sunrise Clinic, NCHA, Annually
etc.) by December 31, 2024.
Increase X% in shared clinic space county-wide by December 31, 2024. Annually
Balance Growth and Development
Outcome Measures Reporting
Frequency
Customer experience reporting metrics identified by July 31, 2023 (i.e., time to issue permit, Establishing
time to issue license, etc.) Establish benchmark and determine if improvement equates to Baseline
increase/decrease. Metrics
Annually report on outcomes from policy to BOCC and public. Report to be posted online at
the end of each fiscal year. Annual
# of small business incentives approved annually. Annual
Status report bi-annually to County leadership on businesses who have received incentives
successes/challenges/barrier/type of services. Bi-Annual
Establish baseline number of primary jobs existing in County by sector by June 30, 2023. Establishing
Baseline Metrics
Increase in number of primary jobs created by sector yr/yr and reported annually to BOCC. Annual
Relevant departments and elected offices provide reports on collaboration efforts to BOCC Annual
in 4th quarter of each year, with recommendations for new collaborative initiatives.
32
Appendix
Outcome Measures Reporting
Frequency
Types of energy sources and/or technologies are identified annually starting June 30,2024 Annual
Recommendations for action presented to BOCC annually starting September 30, 2024. Annual
Existing water resources identified by March 31, 2024, and updated annually thereafter Annual
Bi-Annual risk assessment and recommendations for mitigation of risks presented to BOCC Bi-Annual
starting in FY2
Plan for Resilient Infrastructure
Outcome Measures Reporting
Frequenc
Complete planned capital projects within budget and on time annually starting in FY23. Annual
Formal review/report process for capital projects developed and implemented by December 31, One Time
2023. _
Increase#of employees trained in grant writing, application process, reporting processes,
reimbursement process, and annual reporting process by December 1, 2024. One-Time
Grant Training Program developed for all county staff involved in grants process by December 31,
2025. One-Time
100% infrastructure meets and/or exceeds department specific industry standards, service level Annual
agreements and follows all requirements by December 31, 2025.
Respond to operational issues within department specified service level agreements or levels of
services and provide annual report to leadership regarding levels of service any barriers experienced Annual
over the past year.
Develop a dashboard to identify and track performance on service level agreements or levels of One-Time and
service by December 31, 2024. updated quarterly
Comprehensive list of financing options for infrastructure developed by July 1, 2023. One-Time
10-Year to 20-Year formal Infrastructure Plan is developed and presented to the BOCC by December One-Time
31, 2023.
Inventory of all contracts, agreements, memorandums of understanding, etc. complete all departments One-Time
by December 31, 2023.
90% of all contracts, agreements, memorandums of understanding, etc., are entered and
tracked utilizing appropriate system by December 31, 2025. Annual
100% of leadership and departments have access to available data and technologies
Annual
needed to make informed decisions by December 31, 2024.
Project Accounting system implemented by March 31, 2025. One-Time
75% of all applicable departments utilize project accounting system by June 30, 2025; increase to 90% Annual
by June 30, 2027.
Be an Employer of Choice
Outcome Measures Reporting
Frequency
Employee satisfaction/engagement metrics identified and benchmarked by December 31, 2023. Establishing
Baseline Metrics
Annual employee survey developed by December 31, 2023, and distributed to employees during annual Annual
performance evaluation process starting in 2024.
Metrics for supervisor/departmental performance established by December 31, 2023 Establishing
Baseline Metrics
DHS internal annual employee survey established by December 31, 2023. Annual
Dashboard of relevant county-wide by supervisor/departmental performance metrics developed by One-Time and
March 31, 2024. updated quarterly
Department specific training plans developed by June 30,2024. One-Time
Consistent leadership standards developed and adopted by December 31, 2024. One-Time
DHS actions plan developed for divisions and department wide following survey results by December One-Time
31, 2024.
Leadership Program developed and implemented by December 31, 2025. One-Time
Appendix
A
Outcome Measures Reporting
Frequency
All DHS employees will have a minimum of 20 hours of training annually starting with the
annual performance evaluation cycle for 2025. Annual
Increase% in employee satisfaction rating following benchmarking activities by December 31, Annual
2025.
90%employee satisfaction rating following benchmarking activities by December 31,2026. Annual
90% of all managers/supervisors adhere to adopted standards by December 31, 2026. Annual
90% adherence to departmental training plans achieved by December 31, 2026. Annual
Provide Excellent, Cost-Effective Service Delivery
Outcome Measures Reporting
Frequency
Departments will identify and prioritize between one and three processes or procedures for Annual
revision/streamlining annually beginning in 2023.
Establish baseline measure of satisfaction with the role of BPA and communications by July 31,
2023. One-Time
Conduct a purchasing process assessment by December 31, 2023, including reviewing the
purchasing code. One-Time
Library or catalogue of online or digital services developed by December 31,2023, and
updated annually thereafter. One-Time
DHS quarterly communication developed and distributed annually starting in 2023. Quarterly
3 BPA projects submitted annually by DHS Annual
Increase X%in administrative tasks being automated by use of software by Annual
December 31, 2024.
Recommendations regarding centralized functions such as accounts payable,
purchasing/buying provided to County leadership by December 31, 2024. One-Time
Budget Monitoring and Analysis process updated and implemented by
One-Time
December 31, 2024.
Cost-Benefit analyses and/or documentation of savings based on efficiencies provided in
departmental budget requests starting in FY24 Annual
Complete 100%of BPAs initiated during the fiscal year starting in 2025. Annual
Departments will meet annually to discuss and prioritize methods to understand ways to Annual
improve delivery of digital services
Prioritized recommendations for potential digitization to Weld County Leadership by June Annual
30th of each year.
Quarterly financial reports available online starting by December 31, 2025. Quarterly
Interactive,online budget and financial reports (PAFR) available starting with the
One-Time
FY26 Budget.
Enhance Accessible Communication, Outreach, and Awareness
Outcome Measures Reporting
Frequency
Design standards established by March 1, 2023. One-Time
Consolidated listing/repository/etc.of all accessibility standards developed by June Annual
30, 2024, and updated annually.
34
Appendix
Outcome Measures Reporting
Frequency
Services and integration opportunities identified and prioritized by June 30, Annual
2023, and updated annually.
Standardized templates developed and in-use county-wide by June 30, 2023. One-Time
Internal communication plans to increase employee engagement and awareness were
created by June 30, 2023. One-Time
Internal working group focused on public engagement in large capital
projects and/or County initiatives established by June 30, 2023. One-Time
Top 5 specific campaigns needed to be identified and prioritized by October One Time
31, 2023.
Standard measures of engagement defined, and baseline measures Establishing
established by July 31, 2023. Baseline
Metrics
Internal working group on accessibility established by September 30, 2023,
with meetings twice per year thereafter. Annual
Departmental communication needs and goals developed by October 31,
2023. One-Time
Implementation strategies and reporting mechanisms for departments
implemented by December 31, 2023. One-Time
15%increase in employee use of County intranet by December 31, 2023. Annual
Top 2 prioritized campaigns developed and launched by December 31, 2023. One-Time
Website content standards and templates developed by December 31, 2023. One-Time
DHS client perspective gap analyses completed by March 2024 and bi-
annually thereafter, Bi Annual
Communication and marketing approval workflows were established and
implemented by March 31, 2024. One Time
Employee reporting guidance and definitions developed by March 31, 2024. One-Time
County code updated as needed to ensure alignment with formalized
communications processes by March 31, 2024 Bi-Annual
Establishing
processes by March 31, 2024, and reviewed biannually thereafter. Baseline
Metrics
Establishing
Targets for increased % established by July 31, 2024. Baseline
Metrics
Establish Customer Effort Score(s) (CES) for digital services by December 31,
2024. One-Time
Public engagement platforms to establish baseline engagement metrics Annual
launched by December 31, 2024.
100%of County payments can be made online and/or digitally by December Annual
31, 2024.
Remaining campaigns developed and launched by December 31, 2024. Annual
Documented processes for ensuring adherence to department specific Annual
standards
implemented by March 31, 2025. Annual
Decrease "bounce rate" on County website by 10% by December 31, 2025.
35
Appendix
os, �: � a
rµ 'a'
Outcome Measures Reporting
Frequency
8%annual increase in total social engagement by December 31, 2025. Annual
Review of annual audits and recommendations for any needed improvements or Action
items needed performed annually and presented to County leadership within 120 days of Annual
audit completion
Establishing
Increase CES by 5% by December 31, 2026. Baseline
Metrics
Increase X%of customers and/or vendors using online payment methods by Annual
December 31, 2026.
Following campaign launches-specific programs engagements/services provided/etc. Establishing
should serve as a measure of success (i.e. %increase in number of qualified applicants, Baseline
increased number of attendees at public safety events, etc.) Metrics
Three more information sessions facilitated by DHS annually Annual
Plan Updating and Evaluation
The Strategic Plan was developed with long-term goals associated with each priority. The objectives
associated are short-term and generally achievable within a one-to-two-year period. Updates to objectives
can be considered annually and proposed within the annual report provided to the BOCC during budget
development. Updates to the priorities and goals established in the Strategic Plan will be evaluated by the
Strategic Plan coordinators and brought to the BOCC for consideration during the annual budget process
if needed. A formal review and revision of the plan will occur every five years. A Five-Year Strategic Plan
Outcomes report will be compiled to report on all progress made over the course of the plan.This document
will help provide the BOCC insight on successes and challenges experienced over the course of the plan
and inform the development of the next Five-Year Strategic Plan.
36
2026 Budget Strategy
The budget strategy uses proven methodologies for dealing with past budgets
and looking at future strategic approaches. The budget is based upon the
following assumptions and approaches:
➢ A change to the local property tax rate threshold will not be presented to
voters.
➢ In the 2026 budget request, any net county cost increase in a budget unit
must be offset with a corresponding decrease in a department's total
budget, unless sufficiently justified.
➢ Unless a change is legally mandated, the county's share of partnership
programs will not increase, it will decrease wherever possible. County dollars
will not displace federal or state reductions.
➢ Programs funded with state and/or federal allocation increases must be able
to have a sustainability plan when staff or program costs are increased or be
prepared to reduce staff or program costs if the allocation declines.
➢ Program managers and the public will be made aware of the proposed
service reductions as soon as possible.
> Early warning sessions will be held in September addressing budget issues
identified early in the process.
> No salary adjustments will be included in the requested budget. The Board
will determine any salary adjustments above the 2025 level in the Final
Budget process. Any Department Head or Elected Official justifying to the
Board a higher salary for a class unique to that department or office should
include the additional salary within the assigned target budget amount.
➢ Any 2026 classification upgrades will be treated like new position requests in
the budget process, with the department funding any requests within the
target amount.
➢ Outside agencies that provide contractual services will be treated like
county departments.
➢ Additional program options outside the overall budget plan will be proposed
for Board consideration. Staff will explore the options as directed by the
Board, and these options will be topics of discussion at the public work
sessions and hearings.
37
2026 Budget Strategy (Continued)
➢ A review of all discretionary programs will be done by the Department Head
or Elected Official and the Board.
➢ All vacant positions in 2026 will follow the "sunset review" process within the
Workday system to determine if the position needs to be filled. Resources for
new activities will come from increased productivity and termination of
existing activities wherever possible. No new non-mandated programs will
be proposed without proportionate cutbacks in other programs.
➢ All user and service fees will be examined, and recommendations are made
for increases or other adjustments to match the cost of providing such
services.
➢ As 2026 budget requests accommodate or are integrated with long-term
program strategies, they will be highlighted.
➢ The budget strategy will permit Weld County to cope with the new fiscal and
program challenges faced in 2026, while accomplishing a balanced
budget. The 2026 Budget must be structured to attempt, within available
funds, to ensure that:
• Basic services are funded at adequate levels.
• Revenue has been estimated at realistic levels.
• Reserves that afford protection for the future are funded.
• Productivity improvement programs are continued.
• Employee compensation levels are based upon realistic employment
market considerations and within the county's ability to pay.
• TABOR Amendment limits will be adhered to in the budget.
• Legislative and regulatory changes are accommodated.
• Technologies are employed in cost effective manners in the county.
• Population growth and development are planned for and
accommodated.
• New initiatives associated with human capital management strategies
are accommodated.
38
2026 Budget Strategy (Continued)
■ Investment in the transportation system infrastructure, as outlined in the
Five-Year Public Works Capital Improvement Plan, addresses the
strategic roads of the county and the maintenance of the current road
and bridge infrastructure.
• Weld County continues the initiatives required to foster area economic
development and to improve the quality of life.
■ Long-term capital planning for facilities, information technology, and
communication infrastructure is provided.
39
2026 Budget Calendar
February 10, 2025, Board of County Commissioners (BOCC) reviews
the 2026 budget plan.
March 17 - April 28 Finance team discusses target budgets and 2026
budget plan with department heads and
elected officials.
April 14 BOCC sets 2026 Budget strategic direction.
April 21 - June 16 Departments prepare budget proposals.
May 30 Elected officials and department heads submit
requests for Facilities special projects to the
Director of Facilities and Finance.
May 30 Elected officials and department heads submit
new position requests and any reclassification
requests to Human Resources and Finance.
May 30 Elected officials and department heads submit
requests for information technology services to
Information Technology and Finance.
May 30 Elected officials and department heads submit
requests for vehicles to the Director of Fleet
Services and Finance.
June 16 Submit budget request to Finance Department.
July 16 - July 29 Department presentations to the BOCC.
August 11 - August 26 Executive Budget Team (EBT) meets and makes
recommendations on requests.
September 16 Publish notice of availability of Proposed Budget.
September 17 Finance requests 2026 Fee Ordinance Changes
to Departments
September 16 - October 20 Board meets to discuss 2026 requests and
recommendations.
October 20 Publish notice of final budget hearing.
October 20 Board makes final decisions on 2026 Budget
requests.
40
2026 Budget Calendar (Continued)
November 3 First Reading and Public Hearing on Final Budget
at 9:00 a.m.
November 17 Second Reading and Public Hearing on Final
Budget at 9:00 a.m.
December 1 Assessor certification of final assessed value due.
December 10 Final Reading and Public Hearing to adopt mill
levy at 9:00 a.m.
41
Explanation Of Overview Of
Budget And Management System
Budgeting, at best, is an inexact science. It can be both precise and unyielding
as numbers tend to be, or as flexible as priority changes dictate. In the end, the
goal of Weld County's budgeting process is to produce a "user friendly"
document, designed to enhance policy makers', managers', and citizens'
understanding of major issues, resource choices, and impact of the total budget.
The budget is not only a financial plan, but a policy document, operational guide,
and communication device.
As a financial plan, Weld County's budget includes all funds, presents a summary
of historical and projected revenues and expenditures, describes major revenue
sources, underlying assumptions and trends, and includes projected changes to
fund balances.
As a policy document, the budget includes a budget message articulating
strategic priorities, describing budget and financial policies, and addressing long-
term concerns and issues.
As an operations guide, the document includes an organizational chart(s),
provides authorized personnel schedules, describes departmental services or
functions, and includes goals and objectives.
As a communications device, the budget includes a summary of budgetary
issues, trends, and resource choices, explains the impact of other plans or
planning processes, describes the preparation, review, and adoption process,
includes a demographics or community profile section, and contains a table of
contents and glossary of terms.
Program planning at the department level follows policy formulation. All
departments assess their programs, explore alternatives, design and define
existing and new programs, develop program objectives, and relate present
operations to the programs planned. The budget is then based upon the
program, performance, and periodic program review. This process allows for the
allocation of resources by program area and multi-year projections. The
programs are then evaluated on an on-going basis through program analysis,
review of performance, and an examination and evaluation of alternatives. This
input then cycles into the policy formation process for a new budget cycle.
42
Explanation Of Overview Of
Budget And Management System
(Continued)
The budget and management system is supported by the Banner Accounting
System, fiscal control and cost accounting by program, workload and
performance management systems and reports.
In summary, Weld County's budget process is virtually a year-around process,
combining months of planning, analysis, program and policy review, and
constant monitoring. The adopted budget asserts Weld County's commitment to
meet or exceed the community's highest priority expectations at the lowest
possible cost to citizens. In the end, the budget represents a balance between
the political process represented by citizen input, policymakers, county
departments and offices, and teamwork.
The following two pages show the process graphically.
43
Budget And Management System
Overview
Policy Forumulation
Analyze Community Needs Long Range
Community Develop County-wide Goals I`' Planning
Assessment �' Assess Prior Year's Capital
Performance Improvements
Review Policy Alternatives
Establish General Priorities
Establish Fiscal Policy
I
Support
Program Planning
Program Evaluation ' Accounting System Assess Program
Fiscal Control Alternatives
Program Analysis Design Program
Review Program Cost Accounting by Program Define Program
Performance
Objectives Relate to
Examine and Evaluate
Performance Measurement Present Operations
Alternatives Systems and Reports
Revise as Necessary
Budgeting Based On
Programs, Performance, &
Periodic Program Review
Allocate Resources by
Program Area
Develop Multi-Year
Projections
Schedule Action
44
Budget Framework
From Policy to Execution
Strategic Objectives
Board Of County
Comissioners
/ ■IF
Implementation and Budget Policies
Results of Strategic
Objectives Budget Process
Major Program Goals Revenue Policies
Specific Revenue Policy Directions
Assumptions Accounting Policies
Policy Matters/ Investment Policies
Points of Issue Capital Improvement
Workload Data Projects
Department Objectives Budget Guidelines
Significant Changes Allocation of Resources
Department
Budget Units
45
Significant Budget and
Accounting Policies
Weld County Fund Structure
By Budgetary Basis
IModified Accrual Basis of Budgeting Accrual Basis of Budgeting
(Government Fund Types) (Proprietary Fund Types)
General Special Capital Internal Enterprise
Fund Revenue Funds Service Funds Funds
Public Social Health Fleet Health Regional
Works Services Services Insurance Crime Lab
Solid Waste Human Insurance Telecom
Services Services
Conservation Weld Weld
County Trust Finance
Trust Fund Corp.
Budgetary Accounting Basis:
The Weld County budgetary procedure uses the following Basis of Accounting,
which refers to when revenues and expenditures are recognized in the accounts
and reported in the financial statements. Basis of Accounting relates to the timing
of the measurements made, regardless of the measurement focus applied.
The governmental funds and expendable trust funds utilize the Modified Accrual
Basis of Accounting. Under this method, revenue is recorded in the year in which
it becomes both measurable and available as net current assets. "Measurable"
means the amount of the transaction can be determined and "available" means
collectible within the current period or soon enough thereafter to pay liabilities of
the current period.
Revenue susceptible to accrual, that is, measurable and available to finance the
county's operations, or of a material amount and not received at the normal time
of receipt, primarily consists of: 1 ) State Highway Users' Tax; 2) property taxes,
assessed in 2025, payable in 2026; and 3) various routinely provided services
(health department). Unbilled charges for services are recorded in the
appropriate funds at year end.
46
Significant Budget and
Accounting Policies (Continued)
Expenditures are generally recorded when the related fund liability is incurred.
Proprietary funds follow the Accrual Basis of Accounting method, whereby
revenue is recognized in the year in which it is earned and becomes measurable.
Expenses are recorded when liabilities are incurred. Due to Colorado legal
requirements, capital expenses are budgeted and appropriated in the
Proprietary Funds.
Budget Adoption:
An annual budget and appropriation ordinance is adopted by the Board of
County Commissioners in accordance with the Colorado State Budget Act and
Weld County Home Rule Charter. The budget is prepared on a basis consistent
with generally accepted accounting principles for all governmental, proprietary
and expendable trust funds. The accounting system is employed as a budgetary
management control device during the year to monitor the individual
departments (level of classification which expenditures may not legally exceed
appropriations). All annual appropriations lapse at year end.
The Director of Finance and Chief Financial Officer are authorized to transfer
budgeted amounts within departments of each fund. Any revisions that alter the
total appropriation for each department must be approved by the Board of
County Commissioners through a supplemental appropriation ordinance.
Amendment To Budget Process:
Section 29-1-1 1 1 , C.R.S., provides that, if during the fiscal year, the governing
board deems it necessary, in view of the needs of the various offices or
departments, it may transfer budgeted and appropriated monies from one or
more spending agencies in the fund to one or more spending agencies in another
fund and/or transfer budgeted appropriated monies between spending
agencies within a fund.
Section 29-1-1 1 1 , C.R.S., provides that, if during the fiscal year, the governing body
or any spending agency received unanticipated revenue or revenues not
assured at the time of the adoption of the budget from any source other than the
local government's property tax mill levy, the governing board of the local
government may authorize the expenditure of these unanticipated or unassured
funds by enacting a supplementary budget and appropriation.
47
Significant Budget and
Accounting Policies (Continued)
Supplementary budget and appropriations require a two-thirds majority vote by
the Board of County Commissioners.
Property Taxes:
Property taxes attach as an enforceable lien on property as of January 1 . Taxes
are levied no later than December 15 and are payable the following year in two
installments on February 28 and June 15, or in full on April 30. The county, through
the Weld County Treasurer, bills and collects its own property taxes, as well as
property taxes for all school districts, cities and towns and special districts located
within the county. In accordance with Section 14-7 of the Weld County Home
Rule Charter, all ad valorem tax levies for county purposes, when applied to the
total valuation for assessment of the county, shall be reduced so as to prohibit the
levying of a greater amount of tax revenue than was levied from ad valorem
taxation in the preceding year, plus five percent (5%), except to provide for the
payment of bonds and interest. The Board of County Commissioners may submit
the question of an increased levy to the County Council and, if in the opinion of
a majority of the County Council, the county is in need of additional funds, the
Council may grant an increased levy for the county in such amount as it deems
appropriate, and the county is authorized to make such increased levy.
Any one capital project requiring a capital expenditure out of funds procured by
ad valorem taxation equal to a three-mill levy for three years shall be prohibited
unless approved by a majority vote of the qualified electors at a general or
special election per Section 14-8 of the Weld County Home Rule Charter.
With the passage of Amendment One (TABOR) effective November 4, 1992, the
mill levy cannot be increased above the prior year mill levy, except by a vote of
the people. In addition, the growth of property tax revenue cannot exceed the
prior year amount plus inflation plus net new construction, without voter approval.
48
Explanation of Individual Funds
Governmental Fund Types:
Funds generally used to account for tax-supported activities.
General Fund
The General Fund accounts for all financial transactions of the County that are
not properly accounted for in other funds. Ordinary operations of the County
such as public safety, County administration and other activities financed from
taxes and general revenues are reflected in this fund. The three percent (3%) of
fiscal spending reserve established in accordance with the State Constitution
Amendment One (TABOR), passed November 3, 1992, is included in the General
Fund's fund balance.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked
revenue for the County which finances specified activities as required by law or
administrative action.
Public Works Fund: The Public Works Fund records all costs related to Weld
County's road and bridge construction and maintenance. This fund is also utilized
for allocation of monies to cities and towns for use in their road and street
activities.
Social Services Fund: The Social Services Fund accounts for the various public
welfare programs administered by the County.
Conservation Trust Fund: The Conservation Trust Fund accounts for revenue
received from the State of Colorado to be used for the acquisition, development,
and maintenance of new and existing conservation sites within Weld County. The
funds are derived from the Colorado State Lottery.
Weld County Trust Fund: The Weld County Trust Fund, a permanent fund, accounts
for the assets held by the Weld Trust, a Colorado nonprofit corporation recognized
by the Internal Revenue Service as an exempt charitable organization under
Internal Revenue Code section 501 (c)(3), for charitable purposes to benefit the
citizens of Weld County.
49
Explanation of Individual Funds
(Continued)
Contingent Fund: The Contingent Fund records any property tax revenue levied
by the Board of County Commissioners to cover reasonably unforeseen
expenditures.
Public Health Fund: The Weld County Department of Public Health and
Environment provide health services to County residents. The fund reflects
revenue and expenditures for health care, health education, health monitoring,
and other related activities.
Human Services Fund: The Human Services Fund accounts for various Federal and
State human service grants. Primary funding agencies are Department of Labor
(DOL), Health and Human Services (HHS), and Child Support Administration (CSA).
Solid Waste Fund: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites for the purpose of combating
environmental problems and for further improvement and development of landfill
sites within the County.
Capital Project Funds
Capital Project Funds are established to account for financial resources used for
the acquisition or improvement of the capital facilities of the County.
Capital Expenditures Fund: This fund accounts for various capital improvement
projects on County property as required by Section 29-1-301 , C.R.S., 1973.
Communications Capital Development Fund: This fund accounts for various
capital improvement projects for the development and maintenance of the
county communications system infrastructure.
Proprietary Fund Types:
Proprietary funds focus on the determination of operating income, changes in net
assets (or cost recovery), financial position, and cash flows. There are two
different types of proprietary funds: enterprise funds and internal service funds.
Enterprise Funds:
Enterprise Funds account for departments providing services primarily to third-
party payers.
50
Explanation of Individual Funds
(Continued)
Northern Colorado Regional Forensic Laboratory Fund: This fund accounts for the
maintenance and operational cost of the Northern Colorado Regional Forensic
Laboratory. It is funded by rent paid by participating agencies.
Internal Service Funds:
Internal Service Funds are established to account for goods and services provided
to other departments of the County on a cost-reimbursement basis.
Fleet Services Fund: This fund accounts for the revenue and costs generated by
equipment and vehicles rented to the Public Works Fund and to various
departments of other County funds.
Insurance Fund: This fund accounts for all insurance costs for the County. The
program is a combination of insured risks and protected self-insurance risks.
Telecom Services Fund: This fund accounts for all phone costs provided to the
County and other outside agencies on a cost-reimbursement basis.
Health Insurance Fund: This fund accounts for the self-insured health, dental, and
vision plans offered to County employees.
Weld County Finance Corporation Fund: This fund accounts for the
lease/purchase of county facilities. There are no active leases. The last lease was
paid off on August 1, 2007.
51
Budget Policies
The basic budget policies of Weld County are stated in the following forms:
• Budget Process
• Program Policy Changes/Impacts
• County Strategic Objectives
• Revenue Policies and Assumptions
• Policy Directions
• Significant Budget and Accounting Policies
• 2025 Budget Guidelines
The overall County budget policies are reflected at the program level on each of
the "Budget Unit Summary" sheets. The "Budget Unit Summary" sheets describe
how the policies impact operations, service levels and/or finances at the program
level. In addition, comments on the summaries explain implementation issues and
provide goals and workload and performance data for monitoring purposes.
The "Budget Unit Summary" has been structured as follows to accommodate the
governing board and public reader:
• Department Description
• Resources
• Summary of Changes
• Goals/Desired Outcomes/Performance Objectives/Key Performance
Indicators
• Workload Measures
• Staff Recommendations
Note: In accordance with Article IV, Section 4-2(6)(b), of the Weld County Home
Rule Charter, the Director of Finance and Administration shall cause the policies
adopted or approved by the Board of County Commissioners to be implemented
in the county as required by the Board of County Commissioners and insure that
the activities of the departments are consistent with the policies determined and
set by the Board of County Commissioners.
52
Long Term Financial Planning
Policies
Balancing the Operating Budget: The State of Colorado's constitution requires all
local governments to annually adopt a balanced budget. A balanced budget
means expenditures cannot exceed available resources. No debt financing of
the operational budget is permitted. Weld County's policy is that under no
circumstances will Weld County adopt a budget that is not balanced, even if the
constitutional requirement is lifted.
Long Range Planning: The Board of County Commissioners has adopted
countywide strategic goals. The recommended budget shall, to the extent
possible, based upon available resources, be consistent with the goals and
objectives of the county's strategic goals. The process shall involve identifying
several critical areas which have or are expected to have an impact on the
financial condition of the county over the next five years. Once the critical issues
are identified, specific goals and objectives will be developed along with an
implementation plan by impacted departments.
Long Term Financial Forecast: Annually prepare a five-year forecast that
maintains the current level of services, including known changes that will occur
during the forecast period. If the forecast does not depict a positive operating
condition in all five years of the forecast, the county will strive to balance the
operating budget for all years included in the five-year financial forecast.
Long Term Budget-to-Actual Trends: Annually evaluate trends from a budget-to-
actual perspective and from a historical year-to-year perspective to identify
areas where resources have been overallocated. This will improve the accuracy
of revenue and expenditure forecasts by eliminating the impact of recurring
historical variances.
Asset Inventory: An inventory of capital needs will be maintained by the Finance
department. The inventory shall include the identified needs, a list of projects,
their cost estimates, and project timetable for funding, acquisition or construction.
The recommended budget shall include a capital budget and a five-year capital
plan with a balanced financial base for renewal, replacement, and new projects.
The capital budget shall be adequate to maintain capital assets at a level
sufficient to protect infrastructure and minimize future maintenance and
replacement costs.
Revenue Diversification: Weld County encourages a diversity of revenue sources
to improve the County's ability to handle fluctuations in individual revenue
sources year to year and long-term.
53
Long Term Financial Planning
Policies (Continued)
Revenue Diversification (continued): Due to the high percentage of oil and gas
assessed values, Weld County also encourages the diversification of revenues for
long range planning to minimize the dependence of the County's budget on oil
and gas revenue fluctuations in production and price, and long-range depletion
of the resource in the County.
Fees and Charges: Unless fees or charges are established by state law or
contractually, Weld County will establish fees for goods and services at full cost
recovery, including direct and indirect costs, where the user of the goods or
services has the ability to pay. All fees will be reviewed periodically to ensure that
they are still appropriate. Fees will be available to the public and adopted by
code in public meetings.
Use of One-Time Revenues: Weld County has a policy discouraging the use of
one-time revenues for ongoing operational expenditures. The highest priority for
one-time revenues will be to fund assets or other non-recurring expenditures, or to
put the one-time revenues in a reserve fund.
Debt Capacity, Issuance, and Management: To the extent possible, Weld County
will pay cash for major projects rather than borrowing. Any existing debt will be
retired at the earliest possible time during the life of the debt unless circumstances
change significantly. Weld County's debt level, per Weld County's Home Rule
Charter and state law, cannot exceed three percent (3%) of the current assessed
value of the county. The current debt capacity is nearly $550 million. Debt under
the debt limit includes all financial obligations over one year in duration, e.g.
general obligation bonds, revenue bonds, certificates of participation, notes,
lease purchase agreements, letters of credit, revenue warrants, long term lease
obligations, or any other multiple-fiscal year direct or indirect debt or other
financial obligation. Obligations for pension plans are excluded under Colorado
state law.
Stabilization Funds: Weld County maintains a prudent level of financial resources
in the form of a contingent reserve, plus adequate fund balances for cash flow,
to protect against the need to reduce service levels or raise taxes and fees due
to temporary revenue shortfalls or unpredicted one-time expenditures. See fund
balance policy in the policy section of the Budget Message for more details.
Operating/Capital Expenditure Accountability: A budgetary control system will be
maintained by the Finance Department to ensure accountability and adherence
to the budget by restricting the expenditure of funds above the amount
appropriated for the spending agency.
54
Long Term Financial Planning
Policies (Continued)
Operating/Capital Expenditure Accountability (continued): Monthly financial
reports will be available online through the accounting system for elected officials
and department heads, detailing the progress towards budget compliance.
These reports will, at a minimum, compare the current budget and year-to-year
revenues and expenditures by department.
Contingency Planning: Weld County supports a financial planning process that
assesses the long-term financial implications of current and proposed operating
and capital budgets, budget policies, cash management, and investment
policies, programs and assumptions that will permit Weld County to deal with
future contingencies in a reasonable and responsible way without adversely
impacting County citizens.
Strategic Investment Plan for the Future of Weld County: Due to the oil and gas
boom in Weld County from development of the Niobrara formation, Weld County
property tax revenue has increased. As a result, in February 2012, staff developed,
and the Board of Weld County Commissioners approved the Strategic Investment
Plan for the Future of Weld County. A long-term strategy of investment in the
county's infrastructure, technology and innovation, staff training and
development, and economic development for diversification of the local
economy can all have a demonstrable long-term payoff. A good county
transportation system facilitates the movement of goods and services. Investment
in innovation and technology will lay the foundation for new and more efficient
governmental services being provided by Weld County government. Staff
development ensures that the county's employees have the skills required to
provide the very best service possible to the citizens of Weld County. Investment
in economic development for the diversity of the local economy will lay a solid
foundation for long-term economic growth in the county and allow Weld County
to be competitive in retaining and attracting quality companies and a labor force
to support those companies. Weld County must focus on investing rather than
spending in order to ensure long-term economic prosperity not only while the
energy boom is happening, but also when it eventually ends.
55
Capital Improvement Policy
1 . Capital Improvement Plan - A plan for capital expenditures to be incurred
each year over a fixed period of several years (normally on a five-year cycle),
setting forth each capital project and identifying the expected fiscal year for
each project and the anticipated revenues to finance those projects.
2. Capital Improvement Staff Committee -The Finance department develops a
Long Range County-wide Capital Improvement Plan for all major capital
expenditures within the County after surveying County-wide needs with
program managers. The Board of County Commissioners is responsible for
approving capital improvement policies, as well as approving capital
improvement programming as a part of the annual budget.
3. Capital Assets - Capital assets are defined as land, improvements to land,
easements, building improvements, vehicles, machinery, equipment, works
of art and historical treasures, infrastructure, and all other tangible or
intangible assets that are used in operations and that have initial useful lives
extending beyond a single reporting period.
4. Capital Projects - Capital projects are defined as those major, non-recurring
projects that have a time interval of at least three (3) years between such
expenditures and have a total cost of at least $10,000. Purchases of real
property and selected equipment may be exempted from these limitations.
Examples of capital projects include:
a. New and expanded physical facilities.
b. Large scale rehabilitation and replacement facilities.
c. Major equipment which has a relatively long period of usefulness.
d. The cost of engineering or architectural studies for services related to
a major public improvement.
e. Acquisition of land and/or buildings.
5. Annual Action Program - Those capital improvement projects from the plan
which have been identified by the Finance Department and approved by
the Board of County Commissioners for funding and implementation for each
fiscal budget year.
6. Relationship Between Capital Funding and Operating Budget- Capital assets,
which include property, plant equipment, rights-of-way, and infrastructure
assets (e.g., roads, bridges and similar items,) are reported in the applicable
governmental or business-type funds. Capital assets are defined by the
County as assets with an initial, individual cost of more than $10,000 and a
useful life of more than one year. All fixed assets are valued at historical cost
or estimated historical cost if actual historical cost is not available.
56
Capital Improvement Policy
(Continued)
Donated capital assets are recorded at estimated fair market value at the
date of donation.
The costs of normal maintenance and repairs that do not add to the value of the
asset or materially extend assets' lives are not capitalized.
All reported capital assets, except for gravel roads, are depreciated.
Improvements are depreciated over the remaining useful lives of the related
capital assets. Depreciation on all assets is provided on the straight-line basis
(asset value divided by years of useful life) over the following estimated useful
lives:
Buildings 20 - 50 years
Improvements 10 - 20 years
Infrastructure - Bridges 50 years
Infrastructure - Roads 20 years
Equipment 3 - 5 years
Heavy Equipment 10 - 20 years
GASB Statement 34 allows an alternative approach which would reflect a
reasonable value of the assets, and the cost incurred to maintain the service
potential to locally established minimum standards in lieu of depreciation. To
elect this option the County must develop and implement an asset management
system which measures, at least every third year, by class of asset, if the minimum
standards are maintained. The County has elected to use this alternative
approach only for gravel roads.
57
Investment Policy
On March 5, 2003, the Board of County Commissioners adopted a comprehensive
investment policy that is reviewed annually by the Investment Committee. A copy
of the detailed investment policy can be obtained by contacting the Weld
County Treasurer at (970) 400-3260. The following is a brief overview of the
investment policy:
The County Treasurer is responsible for the investment of all available monies. The
statutes defining legal investments for Colorado counties are Sections 24-75-601
and 30-10-708, C.R.S. Investment priorities are: (1 ) safety, (2) liquidity, and (3) yield.
In compliance with statutes, deposits/investments are made only in "qualified"
financial institutions, i.e., those which are federally insured by either FDIC or FSLIC.
Further, any deposit/investment amount more than $250,000 may only be made
at institutions that are designated as public depositories by the state bank or
savings and loan commissioners, Sections 1 1-10-1 18 and 1 1-47-1 18, C.R.S. Such
designation occurs when acceptable collateral is pledged to secure the total
deposit.
Deposits/investments shall be made in the name of the treasurer in one or more
state banks, national banks having their principal offices in this state, or in
compliance with the provisions of Article 47 of Title 11 , C.R.S. 1973, savings and
loan associations having their principal offices in this state which have been
approved and designated by written resolution by a majority of the Board of
County Commissioners.
The Board of County Commissioners can designate, by resolution, an average
annual rate of interest income to be paid to a specific fund or funds. All other
interest income is deposited to the county general fund for the purpose of
supplementing the county mill levy, thus reducing the amount of revenue
required from property tax.
The county maintains a cash and investment pool that is available for use by all
funds except the Pension Trust Fund. Several of the county's funds also hold
investments on their own account. The cash and investments of the Pension Trust
Fund are held separately from those of the other county's funds.
Deposits:
At year end, the estimated carrying amount of the county's deposits is nearly$575
million. Of this amount, approximately $1 million will be covered by Federal
deposit insurance, and the remainder was collateralized with securities held by
the pledging financial institution's trust departments or agents in the county's
name.
58
Investment Policy (Continued)
Investments:
Statutes authorize the county to invest in obligations of the U.S.Treasury, agencies,
and instrumentalities, commercial paper, and repurchase agreements. The
Pension Trust Fund is also authorized to invest in corporate bonds and mortgages.
Interest revenue is projected based on an average interest rate of three percent
(3%) in 2025.
59
Fund Balance and Reserve Policy
Weld County considers maintenance of adequate operating reserves to be a
prudent management tool and important factor in providing financial flexibility to
the county. A financial reserve may be used to address unanticipated revenue
shortfalls and unforeseen expenditures. The reserves provide a first line of defense
against deficit spending and help maintain liquidity when budget downturns
become inevitable. The appropriate size of such fund balance reserves depends
on the potential viability of the county's revenues and expenses, as well as its
working cash needs to handle seasonality of revenues or expenditures.
The Board of County Commissioners adopted the county Fund Balance Policy on
December 14, 2011 , "nunc pro tunc" January 1, 2011 . The policy was created to
help reduce the negative impact on the County in times of economic
uncertainty, major fluctuations in oil and gas assessed valuations, and potential
losses of funding from other governmental agencies. The policy established
minimum requirements for reserves and guidelines for the use of certain funds. The
reserves and restrictions are also consistent with the requirements under Colorado
statute or state constitutional requirements. The County Fund Balance Policy
requires the following:
• Any remaining fund balance following all restrictions and commitments in the
Health Fund shall be assigned for future health programs for the benefit of
the citizens of Weld County.
• Any remaining fund balance following all restrictions and commitments in the
Social Services Fund shall be assigned for future welfare programs for the
benefit of the citizens of Weld County.
• Any remaining fund balance following all restrictions and commitments in the
Human Services Fund shall be assigned for future welfare, senior, and
employment programs for the benefit of the citizens of Weld County.
• The Contingency Fund shall maintain a minimum fund balance to cover a
minimum ten percent (10%) of the annual expenditures and maximum of
twenty percent (20%) of the annual total expenditures as determined by the
Director of Finance to provide: (1 ) a reasonable level of assurance that Weld
County's operations will continue even if circumstances occur where
revenues are insufficient in an amount that is equal to at least one percent
(1%) of annual expenditures to cover necessary expenses for public safety,
public welfare and public works; (2) there is a major reduction in oil and gas
assessed valuations; or (3) there are other unexpected needs or emergency
situations costing an amount that is equal to at least one percent (1%) of
annual total expenditures that do not routinely occur.
60
Fund Balance and Reserve Policy
(Continued)
The Contingency Fund shall be funded by property tax. The Board may also
exceed the balance of the maximum of twenty percent (20%) of the annual
total expenditures in the annual budget process if circumstances warrant it,
such as oil and gas assessed valuation fluctuations.
• The three percent (3%) 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 $10 million dollars or three percent
(3%) of the TABOR revenue limit, whichever is greater.
61
Policy Directions
➢ Incorporate Guiding Principles, Mission Statement, and Strategic Goals into
the budget submission.
➢ Incorporate the Strategic Investment Plan for the Future of Weld County into
the budget.
➢ Continue revenue maximization policy to support county services to users.
o Continue a policy of identifying ways to minimize the reliance upon
property tax funding.
➢ Advocate legislative positions.
➢ Examine county programs on a continual basis to maximize productivity and
maintain current service levels with current or reduced workforce.
➢ Examine county programs and services to prepare Weld County for
continuing financial uncertainties and future limitations.
➢ Utilize cost cutting/revenue raising strategies to hold down costs and support
county services. This may be accomplished by:
o Organization assessment
o Contraction in services
o Productivity improvement
o Privatization and contracting
o Automation
o Energy conservation
o Administrative reorganization
o Innovation/technological transfer
o Continue position sunset review process to assess the need for any
vacated positions.
➢ Utilize a target budget approach with the following features:
o Identifies county's resource capacity
o Clearly identifies targets and related reductions
o Identify proposed non-funding early
o Allows time to accommodate reductions (employees)
o Allows board discretion in allocating funds to unfunded programs in
critical service areas
o Targets all offices, departments, and outside agencies
o Better reflects county priorities
o Since limits are known, allows planning of alternative expenditure levels six
months before fiscal year begins
o Constrains growth in existing levels, so high priority requests can be
granted while lower priority projects are cut
62
Policy Directions (Continued)
➢ Examine all user and service fees and make recommendations for increases
or other adjustments to match the cost of providing such services.
➢ Clearly identify all newly mandated program costs for the Board.
➢ Continue the county's share of partnership programs, unless a change is
legally mandated, and decrease the share wherever possible.
➢ Maximize manpower avoidance or substitution methods for all departments
through automation, productivity improvements, or cost cutting strategies.
➢ Recommend capital outlay expenses for equipment only when the need has
been fully justified, the useful life of equipment cannot be extended, and it
has been determined that salvage equipment is unavailable for use. Vehicle
replacement must be recommended by the Director of Fleet Services for
consideration in the budget process.
➢ Continue to examine priorities, which services to provide, best way to deliver
services, and most cost-effective way to provide services within the
constraints of TABOR.
➢ Minimize levels of management for departments within the county by
flattening the organization and empowering employees to the maximum
extent possible.
➢ Continued deployment of LEAN. The county began to use LEAN, a
continuous improvement methodology, in 2017. Significant process
improvements have been made in many departments, including Motor
Vehicle, Jail Booking, Human Resources, and Human Services operations. The
county's LEAN efforts are evolving from a centralized group in Information
Technology to broader deployment throughout county departments
involving their own staff.
63
2026 Guidelines
➢ Any new programs or expansion of existing programs will be highlighted as a
policy issue for the Board.
➢ All newly mandated program costs should be clearly identified for the Board.
> Unless a change is legally mandated, the county's share of partnership
programs should not be increased, the share should be decreased wherever
possible.
➢ Methods to maximize manpower avoidance or substitution should be
encouraged by all departments through automation, productivity
improvements, or cost cutting strategies.
➢ Capital outlay expenses for equipment should only be recommended when
the need has been fully justified, the useful life of equipment cannot be
extended, and it has been determined that salvage equipment is
unavailable for use. Vehicle replacement must be recommended by the
Director of Fleet Services for consideration in the budget process.
➢ Budgets are to be prepared on a cost center basis with submission in this
format, as well as in the normal line-item format like 2025's budget
presentation.
➢ Salaries should be budgeted at the 2025 level. Any salary increases for a
class unique to a department must be absorbed in target amounts or listed
and summarized as an increase in requests.
➢ All user and service fees should be examined, and recommendations should
be made for increases or other adjustments to match the cost of providing
such services.
➢ Those areas where increased personnel productivity has shown gains in
services and/or reductions in cost should be identified.
> In reviewing the 2026 budget request, The Finance and Human Resources
departments will develop preliminary recommendations to the Board of
County Commissioners. The Finance team will ask the same basic questions
concerning need and purpose, objectives, departmental priorities and rank,
expected achievements and benefits, means for measuring results,
consequences of not implementing the request, impact on other agencies
or departments, alternative approaches or service level, resource
requirements, means of financing, and whether all cost cutting and revenue
generating strategies have been applied.
64
2026 Guidelines (Continued)
➢ Unless a significant organizational change has occurred, or intentionally
postponed to a certain point in time, upgrades of specific positions that were
requested but denied in the last two years will not be reconsidered in the
2026 budget process.
➢ Use the following budget population data for performance measures:
Year Population
2024 (Actual 367,453
2025 (Estimated) 376,012
2026 (Projected) 384,829
➢ Interns: Any department planning on using interns in the next fiscal year must
include any costs associated with the interns in the budget request. Costs
should include all salaries, equipment (vehicle), service and supplies (e.g.,
mileage). No mid-year intern position requests will be approved that have a
cost that is not already budgeted in the final budget.
65
2026 Special Budget Instructions
The following are special budget instructions to be used for submission of your
2026 budget.
1 . All budgets (including Enterprise and IGS) must be submitted by June 16, 2025.
2. All departments are requested to submit, on or before June 1 , 2025, the
following items that will be part of your 2026 budget:
A. Special Project Request for Facilities projects estimated to be over $5,000.
B. Any additional position requests or reclassifications, as outlined in the
Budget Manual, to allow Human Resources to assess the need.
C. Information Technology requests for computer hardware, software,
phones, system upgrades or system study. (See memo from the CIO
regarding 2026 IT Project Request process)
D. New or replacement vehicle requests to the Director of Fleet Services for
inclusion in the Fleet Services budget.
3. Salary and fringe benefits will be budgeted at the 2025 level. Any anticipated
increase over the 2025 level must be highlighted as an increase.
4. For budgetary purposes, please use the 650 per mile reimbursement rate in
developing your 2026 budget.
5. Any requests for equipment should be submitted as part of your departmental
budget request. Once a determination has been made as to whether the
Board of County Commissioners will approve your request for equipment
purposes, the total amount may be moved to a Capital Outlay budget unit
as has been practice in past years.
6. Fleet Services IGA rates should be ascertained by the Director of Fleet Services
for budget purposes. This is necessary because of the varying rates for unique
kinds of vehicles, such as patrol cars, etc. Fuel costs should be budgeted as
follows: unleaded $3.29/gallon, diesel $3.53/gallon, and LNG at $2.90/gallon.
7. Any new or replacement vehicles should be discussed with the Director of
Fleet Services and a Vehicle Request Form completed. Vehicles being
replaced must be identified on the Vehicle Request Form and will be turned
in when the replacement arrives in 2026.
8. Postage costs are anticipated to be 780 in 2026.
9. Any 2026 position classification upgrades will be treated the same as a new
position request in the budget process and will be analyzed by Human
Resources for reasonableness.
66
2026 Special Budget Instructions
(Continued)
10. Unless there has been a significant organizational change or a future spread
applied, reclassification requests made in the last two years and denied by
the Board will not be reconsidered in the 2026 budget process.
11 .Department presentations of their programs and budget request will be held
in July and August, with the Board of County Commissioners reviewing the
requests in September. The board will make decisions in October, and the
budget will be approved during a three-reading process with public input in
November and December 2025.
12.As revenues are budgeted, each department should examine whether credit
cards should be implemented at the point of sale for the specific service
being offered. If credit card services for payment are an option, discuss with
the Finance Department the way the credit card service fee can be
recovered or absorbed in the fee structure in compliance with all legal and
credit card service provider requirements.
13.INTERNS: Any department planning on using interns in the next fiscal year must
include any costs associated with the interns in the budget request. Costs
should include all salaries, equipment (vehicle), service and supplies (e.g.,
mileage). No mid-year intern position requests will be approved that have a
cost that is not already budgeted in the final budget.
14.Part of the 2026 budget process will include new goals and objectives as a
part of the approved 2023-2028 Strategic Plan discussions and
implementation. Each department is encouraged to continue tracking
statistics outside of these new goals and objectives that show the program's
value and are requested for other purposes, such as brochures or reporting.
If, in the development of your budget request, you determine that there are
unique requirements or unique situations in your department that affect your
budget presentation, please do not hesitate to contact the Budget Manager at
970-400-4202, Chief Financial Officer at 970-400-4451 to answer questions, or to
get approval for variation to the normal procedures outlined in the special
instructions.
67
Revenue Policies and Assumptions
The following revenue policies and assumptions have been used in the
preparation of the 2026 Budget.
1 . Wherever possible, those receiving the benefits of a government service
should pay for what they receive in full through current fees, charges, and
other assumptions.
2. Continual search for new sources of revenue shall be made to diversify the
county's financing plan.
3. The county shall seek the establishment of a diversified and stable revenue
system to shelter the county from short run fluctuations in any one revenue
source.
4. Estimated revenues are conservatively projected. Proposed rate increases
are based upon:
a. Fee policies applicable to each activity.
b. Related cost of the service provided.
c. The impact of inflation on the provision of services.
d. Equitability of comparable fees.
5. Programs funded by state and federal revenue sources shall be reduced or
eliminated accordingly if state or federal revenues are reduced or
eliminated. Local funding will be substituted only after a full study by the
Board and if the program has a high priority to satisfy a local need.
6. Revenue targeting for a specific program shall only be utilized whenever
legally required and when a revenue source has been established for the
sole purpose of providing a specific program.
7. Revenue from intergovernmental sources with a specific ending date shall
not be projected beyond the date.
8. Looking at 2026 economic projections that may impact the 2026 Budget,
each department should anticipate inflationary increases within their
proposed budget request. Assume interest rates averaging four percent (4%)
throughout 2026.
9. Property taxes are based upon the maximum allowable under Amendment
One (TABOR) and the Weld County Home Rule Charter limitation.
10. Assume that unless there is proven evidence to the contrary, federal and
state categorical and entitlement grants will continue at the current level of
funding.
68
Specific Revenue Assumptions
of Significant Revenue
Where appropriate, the local economic conditions and forward-looking
economic indicators have been noted and considered in forecasting revenue
trends.
Property Tax: Weld County's property tax revenue is very dependent upon oil and
gas assessed valuation. The volatility of the oil and gas assessed values continues
to have a major impact on the county's budget planning, as it has been for the
last decade. In addition, legislative proposals and ballot initiatives regulating
energy development in Colorado continue to threaten the long-term viability of
this portion of the energy industry in the state. Going forward the county will levy
the maximum allowable, per Weld County Home Rule Charter and Amendment
One (TABOR) limitation.
Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to
be equal to 2025 levels in 2026, due to high interest rates slowing projected vehicle
sales and how the new vehicles figure into the five-year sliding fee schedule.
Building Inspection, Oil and Gas Permits, and Planning Permits: Although growth
is still occurring in the county, due to the slowdown in the economy and decline
in the oil and gas activity, permit revenues and Building Inspection permits were
lower than anticipated throughout 2025 and, therefore, remain the same for 2026.
However, Oil and Gas permits were higher than anticipated in 2025 and are,
therefore, increasing for 2026 as crude oil prices are rising worldwide.
State and Federal Grant Revenue: The budget is prepared at the signed contract
level or anticipated funding level provided by state or federal agencies. The
outcome of the presidential election has hinted to lowered available funds in
Human and Social Service programs. We can anticipate moderation in non-
defense discretionary spending and some spending cuts in entitlements.
Spending and revenue imbalances at the state and federal levels will most likely
result in lower or, at best, slower growth in intergovernmental revenues for the
county in the future.
Charges for Services: Charges are anticipated to be up in 2026 due to population
growth and increases in fees.
Earnings on Investments: Interest revenue is calculated on the average earnings
rate of three to four percent (3% - 4%), times the estimated average daily cash
balance.
69
Specific Revenue Assumptions
of Significant Revenue (Continued)
Royalties: Based on analysis of oil and gas leases active on over 40,000 acres of
mineral interests owned by Weld County, there has been a drop in assessed value
to oil and gas. As a result, royalties were decreased by twenty percent (20%) from
2024's record high revenue collection, and ten percent (10%) from 2025's
anticipated collections.
Rental: All rental income is based upon signed leases.
Overhead/Cost Plan: Revenues are based upon the 2024 Indirect Cost Plan
approved by the Department of Health and Human Services that results in federal
revenue allowable from grants. Social Services has been charged the full indirect
cost allocation amount since July 1 , 2012, which results in approximately an
additional $6.7 million in revenues in this area.
County Clerk Fees: Calculated on the historical level of activity, and legislative
changes in the last few years.
Treasurer's Fees: Based upon historical level of activity for fees, which have been
growing slightly due to the statutory fee structure for property taxes collected.
Highway Users - Special Bridge: Revenue based upon signed state and federal
grant contracts.
Motor Vehicle Registration Fees: Like Specific Ownership Tax this revenue is
anticipated to be the same in 2026 as 2025, due to aging vehicles, offset by
population growth.
Highway User's Tax: Based on State Department of Highway estimates from gas
tax less than three percent (3%) reduction that Weld County has historically
experienced. As vehicles become more fuel-efficient less fuel is purchased, thus
paying less HUTF tax that is based upon a per gallon tax. This is offset by population
growth in the state.
Social Service Revenue: Based on anticipated caseload as discussed under each
program, plus state and federal funding formula for each program.
Health Grants: Based upon contracts signed as of July 1, 2025.
Health Fees: Based upon historical patient/client caseload with 2026 rates
applied. With more and more uninsured patients, utilization continues to increase
in the county clinic due to affordability.
Human Services Grants: Based upon contract funding level as of October 1, 2025.
70
Specific Revenue Assumptions
of Significant Revenue (Continued)
State Lottery: Funded at the prior year's collected level, with no anticipated
legislative changes.
Solid Waste Fees:Ten percent (10%) surcharge applied to historical waste volumes
and input on projected volume from landfill operators.
Proprietary Fund Revenues: Revenues for each Proprietary Fund equally funded
anticipated expenditures in user departments' budgets.
Severance Tax: Severance Tax distributions are determined by formula from the
Department of Local Affairs, resulting from energy and mineral extraction
statewide. The tax is specific to the energy industry employees that live in
unincorporated Weld County, as municipalities get a direct allocation from the
state. See the policy on severance tax direct distribution in the Public Works
Non-Departmental Revenue (Budget Unit 2000-90100).
71
Five Year Projected Revenue and
Expenditure Trends
2027-2031 Revenue Projections
The forecasted revenue trends cited in the graphs below are discussed in the
previous section, Major Revenue Historical and Future Trends and Analysis.
Assumptions include:
• Property taxes are levied up to the maximum allowable limit, in accordance
with the Weld County Home Rule Charter and Amendment One (TABOR).
Projections assume a modest annual growth rate of two-point-five percent
(2.5%).
• In 2024, assessed values declined significantly due to decreases in oil and gas
appraisals. In 2025, values recovered slightly; however, due to the volatility of
the oil and gas industry, further recovery remains difficult to predict.
• Intergovernmental revenue projections show one percent (1%) minimal
growth due to uncertainty surrounding future grant funding.
• Fees are projected to increase two percent (2%), licensing and permitting
revenues have been flattened, however, this is conservative as permit fees are
increasing for WOGLA and 1041 building and planning permits.
• Charges for service are projected to increase by four percent (4%) annually to
keep pace with inflationary pressures. Miscellaneous revenues are projected
to grow at three percent (3%).
• Proprietary Services revenues are primarily influenced by inflationary pressures
and population or service growth.
o These revenues are matched by equivalent expenditures, with an
adjustment to account for the property tax allocated to the Insurance
Fund.
Description 2027 2028 2029 2030 2031
Property Taxes $322,979,669 $331,054,161 $340,985,785 $349,510,430 $359,995,743
Other Taxes 14,635,910 14,782,269 14,930,092 15,079,393 15,230,187
Fees 25,036,920 25,537,658 26,048,412 26,569,380 27,100,767
Intergovernmental 107,740,805 108,818,213 109,906,395 111,005,459 112,115,513
Licenses/Permits 5,271,574 5,324,290 5,377,532 5,431,308 5,485,621
Charges for Services 18,169,052 18,895,814 19,651,646 20,437,712 21,255,221
Proprietary Services 57,540,673 59,266,893 61,044,900 62,876,247 64,762,534
Miscellaneous 46,348,638 47,739,097 49,171,270 50,646,409 52,165,801
Total Revenues $597,723,240 $611,418,395 $627,116,033 $641,556,337 $658,111,387
72
Major Revenue Projections
400
S Property
350 Taxes
300 fIntergovernm
c ental
O 250
Proprietary
200 Services
150
—11(—Other
Revenue
100
50
0
2027 2028 2029 2030 2031
2027-2031 Expenditure Projections
Assumptions used for the expenditure projections are as follows:
• Inflation is expected to remain at around three percent (3%), with small
fluctuations, into the foreseeable future.
• Weld County's population growth continues to outpace that of the State
of Colorado overall. In contrast, the United States is experiencing a general
population decline, particularly among working-age individuals. Despite
these national trends, Weld County maintains a steady annual growth rate
of approximately three percent (3%)
• Public Health, Welfare, and Human Services costs will align with state and
federal funding trends. A projected decrease in 2026 reflects a correction
in the cost allocation formula. Moderate three percent (3%) annual growth
is expected, though rising costs are pressured by reduced federal support,
inflation, and unfunded mandates.
• In election years, General Government will increase by approximately
$500,000 for General Election years and $1 ,000,000 for Presidential Election
years and drop by the corresponding amount in off-election years.
• Proprietary Services will be driven primarily by inflation plus growth.
• Proprietary Services revenues are offset by the same expenditure amount.
• Capital costs follow the revenue contribution to the Capital Expenditure
Fund in accordance with the Capital Improvements Plan and reflect
increased expenses in correlation with the Justice Center capital addition.
• Public Works costs are expected to rise over the next five years due to
increased traffic from population growth and energy development. A
guardrail crew has been added, and expenses will remain elevated during
this five-year initiative before returning to typical levels.
Description 2027 2028 2029 2030 2031
General Government $91,379,437 $94,120,820 $96,944,445 $99,852,778 $102,848,361
Public Safety 121,022,797 124,653,481 128,393,085 132,244,878 136,212,224
Public Works 255,939,483 232,007,253 233,680,959 235,366,739 98,961,052
Public Health & Welfare 84,744,048 87,286,370 89,904,961 92,602,110 95,380,173
Human Services 16,873,571 17,379,778 17,901,172 18,438,207 18,991,353
Proprietary Services 72,804,767 74,988,910 77,238,578 79,555,735 81,942,407
Capital 175,330,286 135,271,721 86,643,645 49,052,534 50,033,585
Miscellaneous 29,977,639 30,876,968 31,803,277 32,757,376 33,740,097
Total Expenses $848,072,029 $796,585,302 $762,510,121 $739,870,356 $618,109,252
74
Major Expenditure Projections
280 —X—General
260 - Government
240 - —a—Public Safety
220 -
200 -----\ Public Works
N
0
6 0 -180 -
- -Public Health and
1 Welfare
2-- 140 - �.
120
Human Services
100 -
80 �_ Proprietary
60 - Services
40 - Capital
20 - A< ii< )l( * *
0 - —Miscellaneous
2027 2028 2029 2030 2031
2027 - 2031 Fund Balance Projections
Description 2027 2028 2029 2030 2031
Begin Fund Balance $742,743,683 $492,394,894 $307,227,987 $171,833,898 $73,519,879
Total Revenues 597,723,240 611,418,395 627,116,033 641,556,337 658,111,387
Total Expenses 848,072,029 796,585,302 762,510,121 739,870,356 618,109,252
Ending Fund Balance $492,394,894 $307,227,987 $171,833,898 $73,519,879 $113,522,014
Fund Balance Projections
900
800
:!o : ues
•= 500
(Total Expenses
400
300 —x—Ending Fund
Balance
200
100
0
2027 2028 2029 2030 2031
76
Department/Fund Matrix and Organizational
Responsibility for Budget Units
Budget Unit Responsible Official
General Fund:
Office of the Board Chairman, Board of County
Commissioners
Public Information Public Information Officer
County Attorney County Attorney
Public Trustee Treasurer
Clerk to the Board Clerk to the Board
Clerk and Recorder Clerk and Recorder
Elections Clerk and Recorder
Motor Vehicle Clerk and Recorder
Treasurer Treasurer
Assessor Assessor
County Council Chairman, County Council
District Attorney District Attorney
Juvenile Diversion District Attorney
Victim Witness District Attorney
Adult Diversion District Attorney
Finance and Administration Director, Finance and Administration
Accounting Controller
Purchasing Chief Financial Officer
Printing and Supply Chief Financial Officer
Human Resources Director, Human Resources
Planning and Zoning Director, Planning Services
Community Dev Block Grant Chief Financial Officer
Facilities Facilities Director
Information Services Chief Information Officer
Geographical Information System Chief Information Officer
77
Budget Unit Responsible Official
Sheriff Administration Units (21 100- Sheriff
21 160)
Patrol Unit Sheriff
Investigation Unit Sheriff
Regional Forensic Lab Sheriff
Victim Advocates Sheriff
Drug Task Force Sheriff
Contract Services Sheriff
Ordinance Enforcement Sheriff
Communications - County-wide Director, Public Safety
Communications
E 91 1 Administration Director, Public Safety
Communications
Public Safety Wireless Director, Public Safety
Communications Communications
Public Safety Information System Chief Information Officer
Coroner Coroner
Courts and Transportation Sheriff
Inmate Services and Security Units Sheriff
Justice Services Director, Justice Services
Community Corrections Director, Justice Services
Work Release Director, Justice Services
Oil and Gas Energy Department Director, Oil and Gas Energy
Department
Building Inspection Director, Planning Services
Office of Emergency Management Director, Office of Emergency
Management
Pest and Weed Control Director, Public Works
Economic Development Chief Financial Officer
Waste Water Management Chief Financial Officer
Engineering Director, Public Works
Extension Service Director, Extension Office
Veteran's Office Director, Facilities
Seniors Program Chief Financial Officer
78
Budget Unit Responsible Official
Parks and Trails Chief Financial Officer
Building Rents Chief Financial Officer
Non-Departmental Chief Financial Officer
Community Agency Grants Chief Financial Officer
Bright Futures Chief Financial Officer
Island Grove Building Chief Financial Officer
Asset and Resource Management Chief Financial Officer
County Fair Director, Extension Office
Special Revenue Funds:
Public Works Fund Director, Public Works
Social Services Fund Director, Human Services
Health Fund Director, Public Health and
Environment
Human Services Fund Director, Human Services
Conservation Trust Fund Chief Financial Officer
Contingency Fund Chief Financial Officer
Weld County Trust Fund Chief Financial Officer
Solid Waste Fund Chief Financial Officer
Capital Funds:
Capital Expenditure Fund Chief Financial Officer
Communications Capital Chief Financial Officer
Development Fund
Enterprise Fund:
Regional Forensic Crime Lab Fund Chief Financial Officer
Proprietary Funds:
Fleet Services Fund Director, Fleet Services
Insurance Fund Chief Financial Officer
Telecom Fund Chief Information Officer
Health Insurance Fund Chief Financial Officer
79
Staffing or Equipment Requests/Points of Issue
with a Fiscal Impact
Funding Included Excluded
General Fund - -
Board of County Commissioners - -
Additional travel increases for special projects $10,000 $10,000
Public Information Officer - -
Increase 1 .0 FTE for Communications Lead 107,000 -
County Attorney's Office - -
Reclassify County Attorney IV to V 14,716 Public Trustee - -
Increase 0.5 FTE for Public Trustee Accountant - 51,188
Clerk and Recorder - -
Elections - Increase 1 .0 FTE Assistant Manager 89,348 -
Motor Vehicle - Increase 1 .0 FTE Auditor - 94,439
Motor Vehicle - Increase 1 .0 FTE Assistant Manager - 89,348
District Attorney - -
Increase 1 .0 FTE Deputy District Attorney IV (SVU) 172,378 Increase 1 .0 FTE Deputy District Attorney IV
(Appellate) - 172,378
Increase 1 .0 FTE Deputy DA III (Sr for County Court) - 151,866
Increase 1 .0 FTE DA Investigator II (SVU) 136,949 -
Increases for travel and training 12,500 12,500
Victim Witness - -
Decrease in grant funds and 1 .0 FTE Office Tech III (80,734) -
Finance - -
Increase in Purchase Services for Publishing Software 80,000 40,000
Increase in Contract Services for Internal Audit - 50,000
Planning - -
Increase 1 .0 FTE Engineer I - 121,325
Reclassify Planner Ito Planner II (midyear 2025) 14,313 -
Reclassify Planner Ito Planner II - 17,135
Reclassify Planning Tech II to Office Manager - 4,586
Reclassify Compliance Officer Ito II - 5,141
Reclassify Engineer I to II - 15,523
Increase in Travel and Training 4,000 26,000
Building Inspection - -
Reclassify Permit Tech I to II (midyear 2025) 9,198 -
Sheriff's Office - -
Admin - Increase 2.0 FTE Law Enforcement Techs - 182,676
Inmate Services - Increase 1 .0 FTE Chaplain - 119,864
80
Funding Included Excluded
Sheriff's Office (continued) - -
Security - Reduce 1 .0 FTE Support Manager
(midyear) (174,496) -
Security - Reclassify 6.0 FTE Corporals to Deputies (72,725) -
Security - Increase 1 .0 FTE Lieutenant 197,855 -
Dispatch / Public Safety Communications - -
Decrease 1 .0 FTE Guard Terminal (91,010) -
Reclassify 1 .0 FTE Guard Terminal to Law Specialist 12,726 -
Oil and Gas Energy Department - -
Reduce 1 .0 FTE to Planning (midyear 2025) (98,747)Reclassify 1 .0 FTE to Lead Inspector - 6,275
Reclassify 1 .0 FTE Regulatory Analyst I to II - 6,904
Increase share back with Planning 39,770 -
Office of Emergency Management - -
Decrease in grant revenue and 2.0 FTE (287,050)Engineering - -
Increase 1 .0 FTE Engineer Tech I - 95,039
Various Infrastructure projects moved to Pub Works (9,538,080) -
Fair - -
Increase for fair contribution 6,005 -
Parks and Trails - -
Great Western Trail Authority - 20,000
Poudre River Trail Authority 67,000 200,000
Island Grove 979,754 907,400
Community Agencies - -
Envision 38,225 -
Senior Programs 40,000 -
North Range Behavioral Health 226,000 -
Adult Treatment Court 50,000 -
Reading Great by 8 (formerly Promises for Children) 10,000 211 Information and Referral 50,000 -
Weld's Way Home 10,000 -
A Woman's Place 10,000 -
Economic Development - -
SBDC 65,000 -
Upstate Colorado Economic Development 200,000 150,000
Continuation for Air Quality contract and consulting 420,000 580,000
Bright Futures - -
Increase for FTE Scholar Relations 315,407 117,136
Innovation and Technology Projects - -
Multiple Projects 515,906 243,170
81
Funding Included Excluded
County-Wide - -
Commissioners Request for Employee Appreciation 20,700 -
County Contribution Health Department 6,046,315 352,704
County Contribution Human Services 1,163,500 -
County Contribution for Employee Appreciation 87,500 -
Total General Fund $789,223 3,842,597
Public Works Fund - -
Equipment x4 MD30 Mobile Road Detector System 48,000 -
Equipment new sign printer and plotter 23,000 -
Increase 3.0 FTE for Bridge Guard Rail Service
Workers 315,276 105,254
Increase 1 .0 FTE for Bridge Guard Rail Welder 107,819 -
Increase in Operating supplies for Guard Rail team 682,721 -
Increase from General Fund for CIP projects 9,538,080
Increase 2.0 FTE for Pavement Flaggers 282,400 -
Increase 1 .0 FTE for Pavement Foreman - 121,325
Increase 1 .0 FTE for Dust Mitigation Foreman - 121,325
Increase in Operating Supplies - Radio for Foreman - 8,000
Total Public Works Fund $10,997,782 $355,904
Public Health - -
Reclassify 1 .0 FTE Health Admin Finance Supervisor - 4,562
Reclassify 3.0 FTE Education Specialist I to II - 13,178
Reclassify 1 .0 FTE Nurse I to II - 4,889
Reclassify 3.0 FTE CHS Office Tech III to IV - 9,978
Reclassify 1 .0 FTE EH Lab Tech Ito II - 3,377
Reclassify 1 .0 FTE Lab Specialist I to II - 4,662
Reclassify 4.0 FTE EH Specialist I to II - 18,648
Increase 2.0 FTE EH Specialist I 109,935 109,935
Total Public Health Fund $109,935 $169,229
Social Services and Human Services - -
Property Tax increase from 2025 1,319,781 -
Decrease 12.0 FTE County Administration (169,566) -
Increase 6.0 FTE Case Management Agency 1 ,524,391 -
Total Social Services and Human Services Fund $2,674,606 -
Fleet - -
Replacement of vehicles - -
Sixteen total new vehicles/equipment -For full details, see page 440 7,950,000 -
Total Fleet Fund $7,950,000 -
82
2026 Changes Between Proposed and Final
Budgets
General Fund Revenue/
Department Expense Description of Change Amount
Transfer excess Fund Balance to Capital
Non-Departmental Expenses Fund $23,180,930
Janitorial Contract service for non-secure
Facilities Expenses Jail areas 35,000
Asset & Resource Increases for Public Works vehicle
Management Expenses maintenance and equipment 107,451
Eliminate purchase of software and
Assessor Expenses ongoing maintenance (54,000)
Move 1 FTE + $1,000 training and $100 EA
Information Services Expenses from Information Services (155,238)
Move 1 FTE + $1,000 training and $100 EA to
Finance Expenses Finance 155,238
NEAHR Grant expenses for grant closeout
Accounting Expenses in 2026 164,530
Vehicle expenses moved between Building
Building Inspection Expenses Inspection and Planning (30,000)
Vehicle expenses moved between Building
Planning Expenses Inspection and Planning 30,000
Public Information
Office Expenses Increase for tax notice insert each year 9,000
Public Information
Office Expenses Communications Lead - 1 FTE 107,100
Sheriff Administration Expenses Remove of 1.0 FTE Law Enforcement Tech (91,338)
County Fair Expenses Increase in contribution to Fair expenses 6,005
Office of Emergency Reinstate 1.0 FTE from the two eliminated in
Mgmt. Expenses Proposed Budget 167,845
Increase in County paid expenses for
Non-Departmental Expenses Employee Appreciation 30,700
Moved 3 FTE from Accounting to Human
Accounting Expenses Resources (430,409)
Moved $3,000 training and $300 Employee
Accounting Expenses Appreciation to HR (3,300)
Moved 3 FTE and operating expenses from
Human Resources Expenses Accounting to HR 433,709
NEAHR Grant Revenue to offset expenses
Accounting (NEAHR) Revenue for 2026 closeout 164,530
General Fund Revenue less Expense Changes $(23,498,693)
83
Public Works Fund Revenue/
Department Expense Description of Change Amount
Move two FTE salaries and benefits to
Trucking Expenses Mining $(218,242)
Move two FTE salaries and benefits to
Mining Expenses Mining 215,242
Remove one Service Worker from Guard
Bridge Expenses Rail Crew (105,254)
Other Public Works Expenses Airport Taxiway Phase II 3,200,000
Non-Departmental Revenue Increase HUTF by $918,049 (218,242)
Non-Departmental Revenue Increase transfer from Benefit Area 1 918,049
Non-Departmental Revenue Increase transfer from Benefit Area 2 1,000,000
Non-Departmental Revenue Increase transfer from Benefit Area 3 1,000,000
Non-Departmental Revenue Increase transfer from Benefit Area 4 1,500,000
Non-Departmental Revenue Increase transfer from Solid Waste Fund 1,300,000
Non-Departmental Revenue Increase revenue anticipated from Grants 500,000
Decrease revenue anticipated from FML
Non-Departmental Revenue District 200,000
Public Works Fund Revenue less Expense Changes $9,112,795
Revenue/
Capital Fund Expense Description of Change Amount
Transfers Revenue Transfer IN from General Fund for pro'ects $23,180,930
2027 Pro'ects Expenses Marlborou•h Buildin• Elevator U••rade 75,000
Capital Fund Revenue less Ex•ense Chan•es $23,105,130
Revenue/
Health Insurance Fund Expense Description of Change Amount
VARIOUS Revenue Increase in enrollment $1,518,331
Increases in claims, insurance and dental
VARIOUS Expenses expenses 668,211
Health Insurance Fund Revenue less Expense Changes $850,120
84
2026 Salary and Benefit Recommendations
Weld County strives to pay competitive and equitable salaries and benefits. To
maintain this competitive position, Weld County participates in various salary
surveys. Salaries are set by the Board of County Commissioners after full
consideration is given to:
• Current market compensation ranges from labor competitors within Weld
County, the grade and step ranges of comparable positions within the
organization, and compensation ranges from labor competitors outside the
Weld County geographic region.
• Comparisons are analyzed from other government entities (counties,
municipalities, etc.), private sector businesses, and non-profit entities. Weld
County positions are assigned a grade based on a multitude of specific
identifiers as presented in the Weld County job description. The range
associated with the assigned grade is then compared to the minimum,
median, and maximum salary ranges from the comparison sources listed
above.
• There are occasionally positions within Weld County Government which do
not have direct comparators available for analysis; in these cases, Weld
County Compensation analyzes both the "best fit" comparable positions as
well as a blended analysis if one Weld County position comprises functions
from several different roles in labor competitors.
o Ability to pay and the sustainability of the pay long term.
o Benefits and supplemental pay policies.
o Supply/demand situations for personnel needs.
o Supply/demand situation in the labor market.
o Employees' expectations.
o Retention of career employees.
o Taxpayers' perceptions of pay and benefits.
o Economic conditions locally and nationally.
Salary Surveys Utilized:
• Neighboring county websites
• Employers' Council
• Payfactors
• Comp Analyst
• Economic Research Institute (ERI)
• Bureau of Labor Statistics (BLS)
85
Considering the economic conditions through 2025, and Weld County's focus on
retaining qualified employees, the following recommendations are made:
• In 2025, the county implemented a multi-year initiative to update the
compensation structure at Weld County, which had not been changed
since the late 1970s. The intent is to allow for more flexibility to reward hard
working employees with merit-based increases and allow for a much
broader pay range for growth within each job classification or position.
• The 2026 proposed budget includes a two percent (2%) cost of living
increase anticipated to help address the increased costs and the
competitive job market. The budget also builds in up to a one-point-five
percent (1 .5%) merit-based increase, to account for the prior system "Steps"
that accounted for longevity and performance.
• Health insurance rates are expected to remain the same for most
employees, and the county will also remain the same for 2025. Health
coverage will be provided by Anthem on a partially self-insured basis, with a
Preferred Provider Organization (PPO) option and a High-Deductible Health
Plan/Health Savings Account (HDHP/HSA) option.
• According to the County's actuarial company, the retirement plan is fully
funded at approximately one-hundred and seven percent (107%). No
additional county contributions or expenses are requested currently;
however, the Retirement Board is asking that the county consider some
improvements to the retirement plan option for attracting and retaining staff.
• Weld County continues to support a bilingual pay differential for
English/Spanish-speaking employees in positions where such skills are
required. This differential is reviewed and approved annually by the Weld
Board of County Commissioners. For eligible employees, the amounts of the
differential vary based on both the frequency of use and the proficiency
required for the employee's current position. Department head approval
and qualified testing to verify employees' proficiency will be completed
before the differential will be provided, and verification that speaking
Spanish is a bona fide requirement for their position.
Other benefit changes recommended are listed on the following page.
86
Other Benefits
Benefits Coverage
Employee survey responses indicated that one issue that will help retention is not
requiring employees to bundle coverage of medical health insurance with dental
and vision insurance needs. 2025 was the first year that this "unbundled" option
was available to employees. A High-Deductible Health Plan (HDHP) with Anthem
will be eligible for a Health Savings Account (HSA) with a $1,000 employer-paid
contribution. Additionally, 25 visits of chiropractor care have been added to
medical plans, an increase in physical therapy sessions to 40 annually, and no
increase in employee premiums.
Vision Program
This is a 100% employee-paid benefit utilizing the VSP (Vision Service Plan) network,
which is one of the largest national networks of private-practice eye care doctors.
Members are responsible for a $10 copay for an annual vision exam and receive
allowances towards lenses and frames for prescription eyewear.
Dental Program
The county offers three dental plans: low, medium, and high. The low plan is fully
covered by the county, while the medium and high plans are 50% covered by
the county. Feedback from the survey highlighted a demand for improved dental
coverage, the county has enhanced the high plan to include orthodontic care
for children.
Life Insurance
Coverage is three times the annual salary, up to $600,000, with a cost of $0.131
per $1 ,000 per month.
Long Term Disability
The cost is $0.312 per $100 of compensation. The benefit provides 60%
compensation after 180 days of continuous absence. Maximum coverage ends
the later of the employee Social Security Normal Retirement Age or the maximum
benefit period provided in the employee benefits summary.
Short Term Disability
The cost is $0.147 per $10 of covered benefit. It provides 60% compensation after
30 days of a continuous absence or expiration of employee accumulated sick
leave, whichever is greater, due to employee's own health condition. Maximum
coverage ends when the 180-day elimination waiting period for qualifying
benefits for LTD. Employee sick leave accumulation limited to a maximum of 480
hours.
87
Employee Assistance Program
This program is offered by IOME.
Wellness Program
Wellness program has been enhanced for all county employees through the
addition and advancement of wellness resources and programs. Aetna will
contribute $100,000 to the wellness program.
Executive Pay Plan
Elected Officials have a direct benefit plan for health purposes.
Mileage Reimbursement
Mileage is reimbursed at the published IRS mileage allowance rate.
Retirement Benefits
• County Retirement Plan: 12.5% of gross salary for the county and 9.0%
employee contribution.
• PERA- Health Department: 15.77% of gross salary for county contribution and
9.0% employee contribution.
• PERA - District Attorney Only: 21 .61% of gross salary for county contribution
and 1 1% of gross salary for employee contribution.
Voluntary Coverages
Includes supplemental life with accidental death and dismemberment, accident,
hospital indemnity, critical illness, pet insurance, and Flexible Spending Accounts.
These plans are fully employee-paid.
88
Position Authorization Changes Due to 2026
Budget
Fund and
Department Department Name Old Position New Position
Communications Lead, N 10,
1 000-1 01 50 Public Information None 1 .0 FTE
County Attorney IV, 1.0
1000-10200 County Attorney FTE County Attorney V, 1.0 FTE
1 000-1 1 200 Elections None Assistant Manager, 1.0 FTE
SVU Dep District Attorney IV,
1000-15100 District Attorney None 1 .0 FTE
1000-15100 District Attorney None SVU Investigator II, 1.0 FTE
1000-15300 Victim Witness Office Tech III, 1.0 FTE None
Grant & Program Officer,
1 000-1 61 00 Finance 1FTE None
1 000-1 61 00 Finance None Finance ERP Analyst, 1.0 FTE
1000-16200 Accounting Fiscal Analyst, 0.5 FTE None
1000-16200 Accounting Payroll Supervisor, 1.0 FTE None
1000-16200 Accounting Payroll Specialist, 2.0 FTE None
1000-16400 Human Resources None Payroll Supervisor, 1.0 FTE
1000-16400 Human Resources None Payroll Specialist, 2.0 FTE
1 000-1 71 00 Planning None Environmental Planner, 1 .0 FTE
1 000-1 71 00 Planning None Zoning Technician, 1.0 FTE
1 000-1 71 00 Planning Planner I, 1.0 FTE Planner II, 1.0 FTE
1 000-1 71 00 Planning Permit Tech I, 1.0 FTE Permit Tech II, 1 .0 FTE
1000-17200 Facilities Carpenter, 1.0 FTE None
Al Analyst/Network Technician
1000-17300 Information Services None 1 .0 FTE
1000-17300 Information Services App Analyst, 1.0 FTE None
1000-17300 Information Services System Admin I, 1.0 FTE System Administrator II, 1.0 FTE
Sr PM/BI Analytics Mgr., 1 Network/Voice Technician, 1.0
1000-17300 Information Services FTE FTE
1000-17300 Information Services System Admin III, 1.0 FTE System Administrator IV, 1.0 FTE
1000-17300 Information Services Network Manager, 1 .0 FTE Network Manager, 1.0 FTE
Sr ERP App Analyst, 1 .0
1000-17300 Information Services FTE App Analyst Supervisor, 1.0 FTE
SO Finance Manager, 1 .0
1 000-21 1 00 SO Administration FTE SO Budget Manager, 1.0 FTE
Jail Standards Specialist, 1.0
1000-24415 SO Security Detention Deputy, 1.0 FTE FTE
1000-24415 SO Security Support Manager, 1.0 FTE None
Advanced Detention Deputy,
1000-24415 SO Security Corporal, 6.0 FTE 6.0 FTE
1000-24415 SO Security None Lieutenant, 1.0 FTE
1000-22100 Dispatch Guard Terminal, 1.0 FTE None
1000-22100 Dispatch Guard Terminal, 1.0 FTE Law Specialist, 1.0 FTE
1 000-25 1 00 Building Inspection Lead Inspector, 1.0 FTE Building Inspector, 1.0 FTE
1000-25200 Oil and Gas Energy O&G Technician, 1.0 FTE None
89
Fund and
Department Department Name Old Position New Position
Office of Emergency Training Coordinator, 1.0
1000-26200 Management FTE None
2000-32100 PW Trucking Service Workers, 2.0 FTE None
2000-32200 PW Motor Grader PW Grader III, 10.0 FTE None
2000-32200 PW Motor Grader PW Lead Worker, 6.0 FTE None
PW Grader Foreman, 2.0
2000-32200 PW Motor Grader FTE None
2000-32200 PW Motor Grader PW Supervisor, 1.0 FTE None
2000-32300 PW Bridge Division None Service Worker III, 3.0 FTE
2000-32300 PW Bridge Division None Welder, 1.0 FTE
2000-32600 PW Mining None Service Worker III, 2.0 FTE
2000-32700 PW Pavement Mgmt. Seasonal Flaggers, 2.0 FTE Flagger, 2.0 FTE
2000-32800 Dust Mitigation None PW Grader III, 10.0 FTE
2000-32800 Dust Mitigation None PW Lead Worker, 6.0 FTE
2000-32800 Dust Mitigation None PW Grader Foreman, 2.0 FTE
2000-32800 Dust Mitigation None PW Supervisor, 1.0 FTE
Customer Support, 12.0
2100-421 10 SS Administration FTE None
2100-42110 SS Legal Paralegal III, 1.0 FTE Paralegal IV, 1.0 FTE
Public Health
2500-41300 Services PT Nurse II, 0.5 FTE x2 Nurse II, 1.0 FTE
Environmental Health
2500-41400 Environmental Health None Specialist I, 1.0 FTE
Environmental Planner, 1
2500-41400 Environmental Health FTE None
2600-61781 Human Services CMA None Case Manager, 5.0 FTE
Case Management Supervisor,
2600-61781 Human Services CMA None 1 .0 FTE
90
All Fund Revenues
Increase
Revenue Comparison 2025 2026 (Decrease)
Net Property Tax $306,627,137 $314,696,180 2.6%
Other Taxes 15,391 ,000 14,260,000 -7.3%
Fees 23,364,000 24,546,000 5.1%
Intergovernmental 106,030,827 101,643,371 -4.1%
Licenses and Permits 4,917,500 5,219,380 6.1%
Charges for Service 16,023,430 17,470,242 9.0%
Miscellaneous 46,659,492 51 ,137,947 9.6%
Proprietary Services 55,688,406 57,384,712 3.0%
Total $574,701,792 $586,357,832 2.0%
Proprietary
Services
9.8%
Miscellaneous
8.7%
Charges for
Service
3.0%
Licenses and -\e'llaillkillikatitto..„
Permits
0.9%
Intergovernmental d Net Property Tax
17.3% 53.7%
Fees
4.2%
Other Taxes
2.4%
Link to chart data
91
All Fund Expenditures
Increase
Expense Comparison 2025 2026 (Decrease)
General Government $74,668,289 $82,291 ,847 10%
Social Services $61,301,155 64,81 1 ,963 6%
Road and Bridge $34,793,047 10,865,678 -69%
Public Safety $1 16,628,905 120,601 ,479 3%
Human Services $15,313,324 17,583,659 15%
Health $16,869,066 15,896,185 -6%
Capital $49,052,534 49,738,455 1
Public Works $98,961,052 257,201 ,100 160%
Contingency $10,000,000 10,000,000 0%
Miscellaneous $12,140,093 3,891 ,489 -68%
Culture and Recreation $1 ,909,202 2,252,017 18%
Auxiliary $3,037,560 3,134,380 3%
Internal Services $68,691,875 64,502,451 -6%
Total $563,366,102 $702,770,703 25%
Internal Services General
Culture and 9% Government
Recreation_� Auxiliary j 12%
0% A 0%
Miscellaneous ----
1% . -
Social Services
Contingency__! 9%
1%
Road and Bridge
2%
Public Works Public Safety
37% 17%
\,_Human Services
1 Health 3%
Capital 2%
7%
Link to chart data
92
Mill Levy
2026
15.956 Total Levy
Capital 28%
4.445
Social Services Insurance
General 59% 5% Public Works 5% 3%
9.488 0.826 0.761 0.436
2025
15.956 Total Levy
Capital 27%
4.254
Social Services
Insurance
5%General 61% Public Works 5% 3%
9.737 0.780 0.779 0.406
Link to chart data
93
2026 Estimated Beginning Fund Balances*
Fund Est. Balance 2025 Budgeted 2025 Budgeted Balance as of
12/31/2024 Revenue Expenses 12/31/2025
1000 General Fund $ 164,205,880 $ 250,656,157 $ 250,736,557 $ 164,125,480
2000 PUBLIC WORKS $ 263,964,015 $ 82,022,581 $ 98,961,052 $ 247,025,544
2100 SOCIAL SERVICES $ 5,140,603 $ 59,956,294 $ 61,357,855 $ 3,739,042
2200 CONSERVATION TRUST $ 785,923 $ 797,329 $ 702,804 $ 880,448
2300 CONTINGENT $ 164,822,351 $ - $ - $ 164,822,351
2500 HEALTH DEPARTMENT** $ 22,267,433 $ 15,334,765 $ 15,334,765 $ 22,267,433
2600 HUMAN SERVICES $ 201,409 $ 15,356,700 $ 15,356,700 $ 201,409
2700 SOLID WASTE $ 7,868,136 $ 1,700,000 $ 1,232,676 $ 8,335,460
7400 WELD COUNTY TRUST FUND $ 46,944,899 $ 2,500,000 $ 2,000,000 $ 47,444,899
CAPITAL
4000 CAPITAL EXPENDITURES $ 137,416,687 $ 82,933,927 $ 46,989,534 $ 173,361,080
4010 COMMUNICATIONS CAP DEV $ 6,049,181 $ 2,063,000 $ 1,948,000 $ 6,164,181
PROPRIETARY FUNDS
5200 REGIONAL CRIME LAB $ 640,000 $ 310,000 $ 310,000 $ 640,000
6000 FLEET SERVICES $ 5,667,705 $ 22,752,713 $ 23,096,713 $ 5,323,705
6200 HEALTH INSURANCE $ 14,061,426 $ 36,508,573 $ 35,253,642 $ 15,316,357
6300 INSURANCE $ 10,506,935 $ 8,187,069 $ 8,240,400 $ 10,453,604
6400 TELECOM SERVICES $ 462,816 $ 1,791,120 $ 1,791,120 $ 462,816
6500 WELD FINANCE CORP $ -
$ 870,563,809
*All funds include trust funds that roll up to Major Funds
**Health Department includes PERA Trust Fund
General Fund includes: Public Works Fund includes:
Bright Futures(property tax credits) Benefit Area 1 $1,007,764
E-Recording for Clerk and Recorder Benefit Area 2 $1,256,556
Economic Development Benefit Area 3 $1,635,181
Front Range Communications Center Benefit Area 4 $1,824,711
SO Commissary Account
Extension COOP fund Proprietary Funds do NOT include:
Drug Task Force seizure dollars Net Investments in Capital Assets
DSHEM
94
2026 BUDGETED ENDING Fund Balances*
Fund Est. Balance 2026 Budgeted 2026 Budgeted Balance as of
1/1/2026 Revenue Expenses 12/31/2026
1000 General Fund $ 164,125,480 $ 253,041,513 $ 251,245,291 $ 165,921,702
2000 PUBLIC WORKS $ 247,025,544 $ 81,362,458 $ 257,201,100 $ 71,186,902
2100 SOCIAL SERVICES $ 3,739,042 $ 64,887,327 $ 64,811,963 $ 3,814,406
2200 CONSERVATION TRUST $ 880,448 $ 550,000 $ 907,400 $ 523,048
2300 CONTINGENT $ 164,822,351 $ - $ 10,000,000 $ 154,822,351
2500 HEALTH DEPARTMENT** $ 22,267,433 $ 15,896,185 $ 15,896,185 $ 22,267,433
2600 HUMAN SERVICES $ 201,409 $ 16,740,434 $ 16,740,434 $ 201,409
2700 SOLID WASTE $ 8,335,460 $ 1,700,000 $ 2,174,269 $ 7,861,191
7400 WELD COUNTY TRUST FUND $ 47,444,899 $ 4,500,000 $ 2,000,000 $ 49,944,899
CAPITAL
4000 CAPITAL EXPENDITURES $ 173,361,080 $ 112,080,272 $ 47,675,455 $ 237,765,897
4010 COMMUNICATIONS CAP DEV $ 6,164,181 $ 2,063,000 $ 2,063,000 $ 6,164,181
PROPRIETARY FUNDS
5200 REGIONAL CRIME LAB $ 640,000 $ 310,000 $ 310,000 $ 640,000
6000 FLEET SERVICES $ 5,323,705 $ 16,638,379 $ 17,398,379 $ 4,563,705
6200 HEALTH INSURANCE $ 15,316,357 $ 38,028,554 $ 35,921,853 $ 17,423,058
6300 INSURANCE $ 10,453,604 $ 9,198,776 $ 9,064,440 $ 10,587,940
6400 TELECOM SERVICES $ 462,816 $ 1,807,779 $ 1,807,779 $ 462,816
6500 WELD FINANCE CORP $ -
$ 754,150,938
*All funds include trust funds that roll up to Major Funds
**Health Department includes PERA Trust Fund
General Fund includes: Public Works Fund includes:
Bright Futures(property tax credits) Benefit Area 1 $1,007,764
E-Recording for Clerk and Recorder Benefit Area 2 $1,256,556
Economic Development Benefit Area 3 $1,635,181
Front Range Communications Center Benefit Area 4 $1,824,711
SO Commissary Account
Extension COOP fund Proprietary Funds do NOT include:
Drug Task Force seizure dollars Net Investments in Capital Assets
DSHEM
95
2026 BUDGETED
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
2026 2026 2026 2026 2026 2026
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND AVAILABLE
FUND BALANCE TAXES REVENUE REVENUE TRANSFER FINANCING
1000 General Fund $164,125,480 $187,124,097 $ 9,177,128 $ 56,740,288 0 $ 417,166,993
SPECIAL REVENUE FUNDS:
2000 Public Works 247,025,544 15,000,000 22,661,458 43,701,000 - 328,388,002
2100 Social Services 3,739,042 16,298,965 48,532,262 - 56,100 68,626,369
2200 Conservation Trust 880,448 - 535,000 15,000 - 1,430,448
2300 Contingent 164,822,351 - - - - 164,822,351
2500 Health Department 22,267,433 - 5,738,301 4,111,569 6,046,315 38,163,618
2600 Human Services 201,409 - 14,868,222 708,712 1,163,500 16,941,843
2700 Solid Waste 8,335,460 - - 1,700,000 10,035,460
7400 Weld County Trust 47,444,899 - - 2,500,000 2,000,000 51,944,899
CAPITAL PROJECT FUNDS: -
4000 Capital Expenditure 173,361,080 87,674,342 - 1,225,000 23,180,930 285,441,352
4010 Communications Dev. 6,164,181 2,063,000 8,227,181
GROSS TOTALS $838,367,327 $306,097,404 $101,512,371 $112,764,569 $ 32,446,845 $1,391,188,516
LESS INTERFUND TRANSFERS - - - (32,446,845) (32,446,845)
NET TOTAL $838,367,327 $306,097,404 $101,512,371 $112,764,569 $ - $1,358,741,671
PROPRIETARY FUNDS:
5200 Regional Crime Lab 640,000 - - 310,000 - 950,000
6000 Fleet Services 5,323,705 - - 16,636,179 2,200 21,962,084
6200 Health Insurance 15,316,357 - - 38,028,554 - 53,344,911
6300 Insurance 10,453,604 8,598,776 - 600,000 - 19,652,380
6400 Telecom Service 462,816 - - 1,807,779 - 2,270,595
6500 Weld Finance Corp - - - - - -
NET TOTAL-IS FUNDS $ 32,196,482 $ 8,598,776 $ - $ 57,382,512 $ 2,200 $ 98,179,970
GROSS TOTAL ALL FUNDS $870,563,809 $314,696,180 $101,512,371 $170,147,081 $ 2,200 $1,456,921,641
96
2026 BUDGETED
SUMMARY OF MAJOR REVENUES AND EXPENDITURES (CONTINUED)
Final Assessed Value$19,722,748,799
2026 2026 2026 2026 2026 2026
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FUND FINANCING SUPPLIES PRIATIONS BALANCE
1000 General Fund $ 417,166,993 $ 155,012,573 $ 94,505,437 $ 1,727,281 251,245,291 $ 165,921,702
SPECIAL REVENUE FUNDS:
2000 Public Works 328,388,002 24,488,373 232,641,727 71,000 257,201,100 71,186,902
2100 Social Services 68,626,369 48,398,419 16,413,544 - 64,811,963 3,814,406
2200 Conservation Trust 1,430,448 - 907,400 - 907,400 523,048
2300 Contingent 164,822,351 - 10,000,000 - 10,000,000 154,822,351
2500 Health Department 38,163,618 12,583,154 3,313,031 15,896,185 22,267,433
2600 Human Services 16,941,843 11,622,815 5,117,619 - 16,740,434 201,409
2700 Solid Waste 10,035,460 - 2,174,269 - 2,174,269 7,861,191
7400 Weld County Trust 51,944,899 - 2,000,000 - 2,000,000 49,944,899
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 285,441,352 - - 47,675,455 47,675,455 237,765,897
4010 Communications Dev. 8,227,181 - 2,063,000 2,063,000 6,164,181
GROSS TOTALS $ 1,391,188,516 $ 252,105,334 $ 367,073,027 $ 51,536,736 $ 670,715,097 $ 720,473,419
LESS INTERFUND TRANSFE (32,446,845) (32,446,845) (32,446,845)NET TOTAL $ 1,358,741,671 $ 252,105,334 $ 334,626,182 $ 51,536,736 $ 638,268,252 $ 720,473,419
PROPRIETARY FUNDS:
5200 Regional Crime Lab 950,000 - 310,000 - 310,000 640,000
6000 Fleet Services 21,962,084 2,748,929 6,699,450 7,950,000 17,398,379 4,563,705
6200 Health Insurance 53,344,911 - 35,921,853 - 35,921,853 17,423,058
6300 Insurance 19,652,380 - 9,064,440 - 9,064,440 10,587,940
6400 Telecom Service 2,270,595 294,099 1,513,680 - 1,807,779 462,816
6500 Weld Finance Corp - - - - - -
NET TOTAL-IS FUNDS $ 98,179,970 $ 3,043,028 $ 53,509,423 $ 7,950,000 $ 64,502,451 $ 33,677,519
GROSS TOTAL ALL FUNDS $ 1,456,921,641 $ 255,148,362 $ 388,135,605 $ 59,486,736 $ 702,770,703 $ 754,150,938
$ 735,217,548
97
2025 ESTIMATED
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
2025 2025 2025 2025 2025 2025
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND AVAILABLE
FUND BALANCE TAXES REVENUE REVENUE TRANSFER FINANCING
1000 General Fund $172,697,208 $187,124,097 $ 10,415,951 $ 53,118,249 $ - $ 423,355,505
SPECIAL REVENUE FUNDS:
2000 Public Works 283,964,015 14,989,914 24,971,581 42,051,000 - 365,976,510
2100 Social Services 5,140,603 14,970,696 44,920,410 - 56,700 65,088,409
2200 Conservation Trust 785,923 - 797,329 10,000 - 1,593,252
2300 Contingent 164,822,351 - - - - 164,822,351
2500 Health Department 9,367,268 - 5,771,177 15,685,038 6,778,715 37,602,198
2600 Human Services 201,401 - 13,469,049 927,000 1,201,601 15,799,051
2700 Solid Waste 7,868,136 - - 1,700,000 9,568,136
7400 Weld County Trust 46,944,899 - - 2,500,000 2,000,000 51,444,899
CAPITAL PROJECT FUNDS: -
4000 Capital Expenditure 146,008,295 81,752,687 - 1,225,000 - 228,985,982
4010 Communications Dev. 3,960,331 4,151,850 8,112,181
GROSS TOTALS $841,760,430 $298,837,394 $100,345,497 $121,368,137 $ 10,037,016 $1,372,348,474
LESS INTERFUND TRANSFERS - - - (10,037,016) (10,037,016)
NET TOTAL $841,760,430 $298,837,394 $100,345,497 $121,368,137 $ - $1,362,311,458
PROPRIETARY FUNDS:
5200 Regional Crime Lab 636,209 - - 310,000 - 946,209
6000 Fleet Services 5,667,705 - - 22,752,713 - 28,420,418
6200 Health Insurance 14,061,426 - - 36,508,573 - 50,569,999
6300 Insurance 10,506,935 7,802,443 - 370,000 - 18,679,378
6400 Telecom Service 639,677 - - 1,791,120 - 2,430,797
6500 Weld Finance Corp - - - - - -
NETTOTAL-ISFUNDS $ 31,511,952 $ 7,802,443 $ - $ 61,732,406 $ - $ 101,046,801
GROSS TOTAL ALL FUNDS $873,272,382 $306,639,837 $100,345,497 $183,100,543 $ - $1,463,358,259
98
2025 ESTIMATED
SUMMARY OF MAJOR REVENUES AND EXPENDITURES (CONTINUED)
Assessed Value$19,217,838,863
2025 2025 2025 2025 2025 2025
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FUND FINANCING SUPPLIES PRIATIONS BALANCE
1000 General Fund $ 423,355,505 $ 150,573,838 $ 107,793,587 $ 862,600 259,230,025 $ 164,125,480
SPECIAL REVENUE FUNDS:
2000 Public Works 365,976,510 21,287,273 97,663,693 - 118,950,966 247,025,544
2100 Social Services 65,088,409 45,000,000 16,349,367 - 61,349,367 3,739,042
2200 Conservation Trust 1,593,252 - 712,804 - 712,804 880,448
2300 Contingent 164,822,351 - - - - 164,822,351
2500 Health Department 37,602,198 11,923,516 3,411,249 15,334,765 22,267,433
2600 Human Services 15,799,051 7,468,300 8,129,342 - 15,597,642 201,409
2700 Solid Waste 9,568,136 - 1,232,676 - 1,232,676 8,335,460
7400 Weld County Trust 51,444,899 - 4,000,000 - 4,000,000 47,444,899
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 228,985,982 - - 55,624,902 55,624,902 173,361,080
4010 Communications Dev. 8,112,181 - 1,948,000 1,948,000 6,164,181
GROSS TOTALS $ 1,372,348,474 $ 236,252,927 $ 239,292,718 $ 58,435,502 $ 533,981,147 $ 838,367,327
LESS INTERFUND TRANSFE (10,037,016) (10,037,016) (10,037,016) -
NET TOTAL $ 1,362,311,458 $ 236,252,927 $ 229,255,702 $ 58,435,502 $ 523,944,131 $ 838,367,327
PROPRIETARY FUNDS:
5200 Regional Crime Lab 946,209 - 306,209 - 306,209 640,000
6000 Fleet Services 28,420,418 2,554,676 13,379,537 7,162,500 23,096,713 5,323,705
6200 Health Insurance 50,569,999 - 35,253,642 - 35,253,642 15,316,357
6300 Insurance 18,679,378 - 8,225,774 - 8,225,774 10,453,604
6400 Telecom Service 2,430,797 266,402 1,701,579 - 1,967,981 462,816
6500 Weld Finance Corp - - - - - -
NET TOTAL-IS FUNDS $ 101,046,801 $ 2,821,078 $ 58,866,741 $ 7,162,500 $ 68,850,319 $ 32,196,482
GROSS TOTAL ALL FUNDS $ 1,463,358,259 $ 239,074,005 $ 288,122,443 $ 65,598,002 $ 592,794,450 $ 870,563,809
99
2024 AUDITED ACTUALS
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
2024 2024 2024 2024 2024 2024
BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND AVAILABLE
FUND BALANCE TAXES REVENUE REVENUE TRANSFER FINANCING
1000 General Fund $ 97,597,498 $ 178,823,316 $ 12,958,196 $ 87,480,572 $ - $ 376,859,582
SPECIAL REVENUE FUNDS:
2000 Public Works 272,587,590 15,029,400 31,762,846 29,032,265 417,600 348,829,701
2100 Social Services 6,610,811 13,283,035 46,117,136 - 1,080,400 67,091,382
2200 Conservation Trust 797,329 - 529,672 33,132 - 1,360,133
2300 Contingent 164,672,945 - - 149,406 - 164,822,351
2500 Health Department 7,858,664 - 4,582,270 3,044,409 6,500,033 21,985,376
2600 Human Services 499,000 - 14,900,259 588,907 1,072,229 17,060,395
2700 Solid Waste 5,946,946 - - 3,712,215 - 9,659,161
7400 Weld County Trust 45,694,342 - - 1,709,980 47,404,322
CAPITAL PROJECT FUNDS: -
4000 Capital Expenditure 81,302,059 80,560,736 - 6,383,302 - 168,246,097
4010 Communications Dev. 3,203,630 1,850,000 5,053,630
GROSS TOTALS $ 686,770,814 $ 287,696,487 $ 110,850,379 $ 133,984,188 $ 9,070,262 $ 1,228,372,130
LESS INTERFUND TRANSFERS - - - (9,070,262) (9,070,262)
NET TOTAL $ 686,770,814 $ 287,696,487 $ 110,850,379 $ 133,984,188 $ - $ 1,219,301,868
PROPRIETARY FUNDS:
5200 Regional Crime Lab 636,209 - - 310,000 - 946,209
6000 Fleet Services 6,254,345 - - 14,293,022 40,700 20,588,067
6200 Health Insurance 7,813,303 - - 36,997,857 - 44,811,160
6300 Insurance 8,248,829 6,515,584 - 625,443 - 15,389,856
6400 Telecom Service 887,508 - - 1,765,223 - 2,652,731
6500 Weld Finance Corp - - - - - -
NET TOTAL-IS FUNDS $ 23,840,194 $ 6,515,584 $ - $ 53,991,545 $ 40,700 $ 84,388,023
GROSS TOTAL ALL FUNDS $ 710,611,008 $ 294,212,071 $ 110,850,379 $ 187,975,733 $ 40,700 $ 1,303,689,891
100
2024 AUDITED ACTUALS
SUMMARY OF MAJOR REVENUES AND EXPENDITURES (CONTINUED)
Assessed Value$24,037,727,539
2024 2024 2024 2024 2024 2024
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FUND FINANCING SUPPLIES PRIATIONS BALANCE
1000 General Fund $ 376,859,582 $ 127,888,217 $ 75,975,843 $ 298,314 204,162,374 $ 172,697,208
SPECIAL REVENUE FUNDS:
2000 Public Works 348,829,701 19,486,963 45,238,201 140,522 64,865,686 283,964,015
2100 Social Services 67,091,382 45,517,395 16,433,384 - 61,950,779 5,140,603
2200 Conservation Trust 1,360,133 - 574,210 - 574,210 785,923
2300 Contingent 164,822,351 - - - - 164,822,351
2500 Health Department 21,985,376 10,476,077 2,120,751 21,280 12,618,108 9,367,268
2600 Human Services 17,060,395 10,703,526 6,155,468 - 16,858,994 201,401
2700 Solid Waste 9,659,161 - 1,791,025 - 1,791,025 7,868,136
7400 Weld County Trust 47,404,322 - 459,423 - 459,423 46,944,899
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 168,246,097 - - 22,237,802 22,237,802 146,008,295
4010 Communications Dev. 5,053,630 - 1,093,299 1,093,299 3,960,331
GROSS TOTALS $ 1,228,372,130 $ 214,072,178 $ 148,748,305 $ 23,791,217 $ 386,611,700 $ 841,760,430
LESS INTERFUND TRANSFE (9,070,262) (9,070,262) (9,070,262)NET TOTAL $ 1,219,301,868 $ 214,072,178 $ 139,678,043 $ 23,791,217 $ 377,541,438 $ 841,760,430
PROPRIETARY FUNDS:
5200 Regional Crime Lab 946,209 - 310,000 - 310,000 636,209
6000 Fleet Services 20,588,067 2,516,013 12,404,349 14,920,362 5,667,705
6200 Health Insurance 44,811,160 - 30,749,734 - 30,749,734 14,061,426
6300 Insurance 15,389,856 - 4,882,921 - 4,882,921 10,506,935
6400 Telecom Service 2,652,731 273,686 1,739,368 - 2,013,054 639,677
6500 Weld Finance Corp - - - - - -
NET TOTAL-IS FUNDS $ 84,388,023 $ 2,789,699 $ 50,086,372 $ - $ 52,876,071 $ 31,511,952
GROSS TOTAL ALL FUNDS $ 1,303,689,891 $ 216,861,877 $ 189,764,415 $ 23,791,217 $ 430,417,509 $ 873,272,382
101
Government Funds
Summary of Estimated Financial Sources and Uses
2024-2026
Revenues Actual 2024 Budget 2025 Budget 2026
Taxes $286,530,563 $298,658,174 $306,097,404
Licenses and Permits 5,610,550 5,513,750 4,917,500
Intergovernmental 81,901,677 87,038,715 106,030,827
Miscellaneous 45,855,856 43,713,630 46,760,492
Fees 20,182,750 20,884,000 23,364,000
Charges for Services 14,633,248 14,821,103 16,023,430
Total Estimated Financial Sources $454,714,644 $470,629,372 $503,193,653
Expenditures Actual 2024 Budget 2025 Budget 2026
General Government $61,073,550 $70,724,085 $74,668,289
Public Safety 97,495,240 108,323,947 116,628,905
Public Works 103,122,933 105,106,054 133,754,099
Public Health and Welfare 61,923,832 64,540,366 76,968,620
Human Services 11,244,025 14,093,147 16,514,925
Culture and Recreation 1,189,511 1,222,417 1,909,202
Miscellaneous 10,640,283 8,861,190 15,234,353
Capital Outlay 36,267,602 42,916,232 48,937,534
Contingency/Reserves 10,000,000 10,000,000 10,000,000
Total Use of Resources $392,956,976 $425,787,438 $494,615,927
Net Increase (Decrease) in Fund
Balance 61,757,668 44,841,934 8,577,726
Fund Balance at Beginning of the Year - $61,757,668 $116,599,602
Fund Balance at End of Year- without
Unspent Contingencies/Reserves 61,757,668 106,599,602 125,177,328
Contingencies/Reserves Appropriated
but Unspent - _ 10,000,000 10,000,000
Fund Balance at End of Year - with
Contingencies/Reserves $61,757,668 $116,599,602 $135,177,328
102
Proprietary Funds
Summary of Estimated Financial Sources and Uses
2024-2026
Revenues Actual 2024 Budget 2025 Budget 2026
Taxes $6,641,027 $7,687,069 $8,598,776
Intergovernmental - - -
Transfers - - 2,200
Charges for Services 52,955,004 54,733,906 57,382,512
Total Estimated Financial Sources $59,596,031 $62,420,975 $65,983,488
Expenditures Actual 2024 Budget 2025 Budget 2026
Regional Crime Lab $307,315 $310,000 $310,000
Fleet Services 22,661,869 23,096,713 17,398,379
Health Insurance 30,807,987 35,253,642 35,921,853
Insurance 4,777,434 8,240,400 9,064,440
Telecom Service 1,821,679 1,791,120 1,807,779
Weld Finance Corp - - -
Total Use of Resources $60,376,284 $68,691,875 $64,502,451
Net Increase (Decrease) in Fund
Balance (780,253) (6,270,900) 1,481,037
Fund Balance at Beginning of the Year 28,205,685 27,425,432 21,154,532
Fund Balance at End of Year- without
Unspent Contingencies/Reserves 27,425,432 21,154,532 22,635,569
Contingencies/Reserves Appropriated
but Unspent - - -
Fund Balance at End of Year - with
Contingencies/Reserves $27,425,432 $21,154,532 $22,635,569
103
Weld County
Total Taxable Property
2025 Assessed Values
To Be Used For 2026 Budget
2024 Final Assessed 2025 Proposed Change
lass Value Assessed Value Change $ 70
Vacant $144,078,970 $177,855,140 $33,776,170 23.4%
Residential 3,354,136,830 3,752,626,860 398,490,020 11.9%
Commercial 1,781,976,980 2,036,086,170 254,109,190 14.3%
Industrial 1,540,61 1,860 1,550,278,420 9,666,560 0.6%
Agricultural 232,762,910 237,914,840 _ 5,151,940 2.2%
Natural Resource 54,079,750 63,705,720 9,625,970 17.8%
Oil and Gas 11,531,413,450 11,234,029,310 (297,384,140) (2.6%)
State Assessed 1,048,379,700 1,125,373,200 76,993,500 7.3%
Total Value $19,687,440,450 20,177,869,660 490,429,210 2.5%
Less TIF Value (469,601,587) (455,120,861) 33,776,170 7.2%
Net Total $19,217,838,863 $19,722,748,799 $504,909,936 2.6%
Value Changes 2025 Assessed Value by Type
2024 Assd Value 2025 Assd Value Residential
6%
$12 000 000 000
18.
$10 000 000 000 state Assessed
5.6%
$8 000 000 000
$6 000 000 000 Oil&Gas Vacant Land
55 7% 0.9%
54 000 000 000
Minerals Agricultural
$2 000 000 000 — ' ' — , — 0 3?ro 1 2°ro
$0 Q Q R a Commercial
o m d o w rs 10.1°ro
eC c °rs c
a C C !T O C h R
Q j 5 o a Industrial
7 7%
f
104
2026 Net Program Costs
Mandated: Charter/State Constitutional Offices
Allocated
Office/Division Name Net Cost Support Total
Office of The Board $1,125,745 $798,951 $1,924,696
Public Trustee (146,692) 23,664 (123,028)
Clerk and Recorder (3,684,418) 1,868,876 (1,815,542)
Elections 2,697,1 12 284,813 2,981,925
Treasurer (1 1,381,1 18) - (1 1,381,1 18)
Assessor 6,009,716 930,419 6,940,135
County Council 70,424 15,887 86,311
District Attorney 12,078,966 1,243,129 13,322,095
Sheriff 10,268,616 3,516,970 13,785,586
Coroner 1,983,938 643,893 2,627,831
Clerk to The Board 901,769 213,211 1,1 14,980
Total $19,924,058 $9,539,814 $29,463,872
Mandated: State/Federal County Cost
Allocated
Office/Division Name Net Cost Support Total
Inmate Services and Security $45,257,128 $9,874,616 $55,131,744
Courts and Transportation 6,526,751 - 6,526,751
Communit Corrections 2,469 482,199 484,668
Social Services 16,298,965 5,639,425 21,938,390
Human Services Support 1,163,500 1,454,663 2,618,163
Public Health 7,285,584 2,105,850 9,391,434
Total $76,534,397 $19,556,752 $96,091,149
Critical: Non-Mandated County Cost
Allocated
Office/Division Name Net Cost Support Total
Public Safety Information System $2,021,722 - $2,021,722
Crime Lab 907,453 $202,983 1,1 10,436
Police Services (Level) 16,774,821 3,729,800 20,504,621
Sheriff Contract Services / SRO 1,157,812 - 1,157,812
Communications-County-Wide 4,402,732 - 4,402,732
Office Emer•enc Services 778,505 323,378 1,101,883
Drug Task Force 420,387 10,361 430,748
Total $26,463,432 $4,266,523 $30,729,955
Local Discretion
Allocated
Office/Division Name Net Cost Support Total
Plannin• & Zonin•/Bld•. Insp $4,040,260 $1,176,201 $5,216,461
Oil And Gas Ener•y 1,148,350 354,378 1,502,728
Community Development Block Grant - - -
Animal Control/Code Enforcement 666,757 - 666,757
105
2026 Net Program Costs
Local Discretion (Continued)
Allocated
Office/Division Name Net Cost Support Total
Noxious Weeds 1,539,387 95,460 1,634,847
Extension Service 818,973 274,427 1,093,400
Veterans Services - 50,929 50,929
Airport - 15,156 15,156
Mental Health 276,000 - 276,000
Missile Site Park - 146 146
County Fair 297,863 10,847 308,710
Developmentally Disabled 38,225 - 38,225
Senior Coordinators 40,000 - 40,000
Victim/Witness Assistance 1,069,013 88,413 1,157,426
Juvenile Diversion 329,826 10,353 340,179
Victim Advocates 231,055 - 231,055
Waste Water Management 10,000 - 10,000
Economic Development 685,000 1,017 686,017
Public Information 715,608 34,738 750,346
Geographical Information System 453,460 701,045 1,154,505
Community Agency Grants 80,000 - 80,000
Parks And Trails 67,000 - 67,000
Island Grove Building 979,754 - 979,754
Justice Services 2,464,908 471,055 2,935,963
Work Release 2,074,824 486,740 2,561,564
Adult Diversion - - -
Weld Plaza Building - - -
Wellness Program 872,200 - 872,200
Bright Futures 2,315,407 - 2,315,407
Asset & Resource Management 5,281,299 - 5,281,299
Total $26,495,169 $3,770,906 $30,266,075
Local Discretion (Public Works)
Allocated
Office/Division Name Net Cost Support Total
Public Works $15,000,000 $5,961,703 $20,961,703
En•ineerin• 10,865,858 998,827 11,864,685
Total $25,865,858 $6,960,530 $32,826,388
Local Discretion (Capital)
Allocated
Office/Division Name Net Cost Support Total
Equipment - - -
Buildin•s $87,674,342 - $87,674,342
Total $87,674,342 - $87,674,342
106
2026 Net Program Costs
Support Function
Allocated
Office/Division Name Net Cost Support Total
County Attorney $2,051,059 $(2,051,059) $-
Facilities 14,667,891 (14,667,891 ) -
Finance & Administration 1,190,528 (1 ,190,528) -
Accounting 1,194,559 (1,194,559) -
Purchasing 461,281 (461,281) -
Human Resources 4,079,930 (4,079,930) -
Telecom Services -
Insurance 8,598,776 (8,598,776) -
Non-Departmental 1,382,100 (1,382,100) -
Building Rents 0 0 -
Information Technology 13,413,755 (13,413,755) -
County-Wide Project & Technology 1,615,612 (1,615,612) -
Printing & Supply 402,624 (402,624) -
Total $49,058,115 $(49,058,115) $-
107
Beginning Fund Balances
1,000,000,000
900,000,000 870,563,809
800,000,000
71 1,435,830
700,000,000
597,910,160
600,000,000
531,188,847
500,000,000
423,450,500
400,000,000
270,834,578
300,000,000
200,000,000
114,260,000
100,000,000
0
2020 2021 2022 2023 2024 2025 2026
Link to chart data
108
Seven Year Trend
County Expenditures
In Millions
93.59
75.49
66.67
67.68 67.82
65.35
120.6
108.32 116.63
97.5
78.98 80.5 85.9
51.7 50.97 55.21 61.07
70.72 74.67 82.29
2020 2021 2022 2023 2024 2025 2026
•Gen Gov •Public Safety ■Roads & Bridges •Health/Human Srv/Soc Sry
Link to chart data
109
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110
Summary of County Funded Full Time Equivalents (FTEs)
2025 to 2026
Last Current
Year Year Requested Final Current To
Actual Budget Budget Budget Final
Department 2024 2025 2026 2026 Change
General Fund:
Office of the Board 6.00 6.00 6.00 6.00 0
Public Information 5.00 6.00 7.00 7.00 1 .00
County Attorney 7.00 7.00 7.00 7.00 0
Public Trustee 2.50 2.50 3.00 2.50 0
Clerk to the Board 7.00 7.00 7.00 7.00 0
Clerk and Recorder 8.00 8.00 8.00 8.00 0
Elections 7.00 7.00 8.00 8.00 1 .00
Motor Vehicle 55.00 54.00 56.00 54.00 0
Treasurer 10.00 10.00 10.00 10.00 0
Assessor 41 .50 41 .50 41 .50 41 .50 0
County Council 1 .00 1 .00 1 .00 1 .00 0
District Attorney 69.00 69.00 73.00 71 .00 2.00
Juvenile Diversion 2.50 2.50 2.50 2.50 0
Victim Witness 16.00 16.00 16.00 15.00 (1 .00)
Finance and Administration 4.00 5.00 4.00 5.00 0
Accounting 9.50 9.50 9.50 6.00 (3.50)
Purchasing 3.00 3.00 3.00 3.00 0
Human Resources 22.00 22.00 22.00 25.00 3.00
Planning and Zoning 25.00 25.00 28.00 27.00 2.00
Community Develop (CDBG) 2.00 1 .00 1 .00 1 .00 0
Facilities 53.00 53.00 52.00 52.00 (1 .00)
Information Services 54.00 54.00 55.00 54.00 0
Printing and Supply 4.00 4.00 4.00 4.00 0
SO Admin Patrol 16.00 16.00 18.00 16.00 0
SO Admin Detention 30.00 30.00 30.00 30.00 0
SO Prof. Standards 12.00 12.00 12.00 12.00 0
SO Civil Unit 7.20 7.20 7.20 7.20 0
SO Support Services 1 .00 1 .00 1 .00 1 .00 0
SO Records Unit 14.00 14.00 14.00 14.00 0
SO Evidence Unit 3.00 3.00 3.00 3.00 0
Sheriff Patrol 62.00 62.00 62.00 62.00 0
Sheriff Investigations 23.00 23.00 23.00 23.00 0
Municipal Contract 1 .00 1 .00 1 .00 1 .00 0
School Resource Officers 7.00 7.00 7.00 7.00 0
Animal Control/Code
Enforcement 3.00 3.00 3.00 3.00 0
111
Last Current
Year Year Requested Final Current To
Actual Budget Budget Budget Final
Department 2024 2025 2026 2026 Change
Crime Lab 5.00 5.00 5.00 5.00 0
Victim Advocates 2.00 2.00 2.00 2.00 0
Drug Task Force 2.00 2.00 2.00 2.00 0
Inmate Services 20.00 20.00 21 .00 20.00 0
Security 205.00 205.00 205.00 205.00 0
Courts and Transport 35.00 35.00 35.00 35.00 0
Communications 115.00 109.00 108.00 108.00 (1 .00)
PS Information Systems 10.00 10.00 10.00 10.00 0
PS Wireless Communications 1 .00 1 .00 1 .00 1 .00 0
Coroner 12.50 12.50 12.50 12.50 0
Justice Services 17.00 17.00 17.00 17.00 0
Work Release 20.00 20.00 20.00 20.00 0
Adult Diversion 1 .50 1 .50 1 .50 1 .50 0
Community Corrections 1 .40 1 .40 1 .40 1 .40 0
Building Inspection 14.00 13.00 13.00 13.00 0
Oil and Gas Energy 9.00 9.00 8.00 8.00 (1 .00)
Noxious Weeds 6.00 6.00 6.00 6.00 0
Office of Emergency Mgt. 5.00 5.00 5.00 4.00 (1 .00)
General Engineering 34.00 33.00 34.00 33.00 0
Extension Service 12.98 12.98 12.98 12.98 0
Fair 1 .25 1 .25 1 .50 1 .50 0.25
Total General Fund 1,122.83 1,114.83 1,126.58 1,115.58 0.75
Public Works:
Administration 8.00 9.00 9.00 9.00 0
Trucking 33.00 33.00 33.00 33.00 0
Motor Graders 53.00 55.00 36.00 36.00 (19.00)
Bridge Construction 33.00 33.00 38.00 37.00 4.00
Maintenance Support 15.00 15.00 15.00 15.00 0
Mining 8.00 8.00 8.00 8.00 0
Pavement Management 26.00 32.00 35.00 34.00 2.00
Dust Mitigation 0.00 0.00 20.00 19.00 19.00
Total Public Works 176.00 185.00 194.00 191.00 6.00
Health Fund:
Administration 8.00 8.00 8.00 8.00 0
Health Communication 20.19 20.19 20.19 20.88 0.69
Community Health Service 13.00 13.00 13.00 0 -13.00
Environmental Services 36.60 35.79 35.79 36.90 1 .11
Health Preparedness 2.00 2.00 2.00 0 -2.00
112
Last Current
Year Year Requested Final Current To
Actual Budget Budget Budget Final
Department 2024 2025 2026 2026 Change
Public Health Services 21 .61 21 .61 21 .61 33.72 12.11
Total Health Fund 101.40 100.59 99.50 99.50 (1.08)
Social Services 416 426 414 414 (12)
Human Services 141 141 147 147 6
Fleet Services 22 22 22 22 0
Telecom Services 2 2 2 2 0
Grand Total 1,981.23 1,991.41 2,006.08 1,991.08 (0.33)
113
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114
General Fund
Five Year Revenue and Expense Comparison
300,000,000
250,000,000
200,000,000
150,000,000
100,000,000
50,000,000
2021 Actual 2022 Actual 2023 Actual 2024 Actual 2025 Budget 2026 Budget
•Revenues 174,533,672 150,272,149 232,340,609 278,325,730 250,656,157 253,041,513
■Expenses 148,548,368 159,489,776 172,352,146 194,805,937 250,736,557 251,245,291
Link to chart data
115
General Fund
Revenues and Expenses by Source
Revenues
(2026 Figures Shown, Total $253,041,513)
Miscellaneous Er $16,697,216
Fines/Forfeitures $101,000
Charges for Services a'-$14,384,572
Licenses/Permits
$3,146,500
Intergovernmental $9,177,128
Fees
$24,321,000
Other Taxes $90,000
Property Tax $185,124,097
$0 $80 000 000 $700 000 000 $7S0 00�000 $200 00p,000
■2024 IN 2025 ❑2026
Expenses
(2026 Figures Shown, Total $251 ,245,291)
Public Works
$10,865,678
Culture/Rec.
$1,344,617
Auxilary - $3,134,380
Misc. qL=i
$24,678,250
Human Serv. ]I $2,006,725
Health & Welfare , $6,322,315
General Gov. $82,291,847
Public Safety
$120,601,479
$0 $5O 000 000 $100 000 000 $780 000 000
■2024 ■2025 ❑2026
Link to chart data
116
General Fund
Seven Year Comparison of General Government, Public Safety, Health &
Welfare Expenses, and Road & Bridge (Engineering)
120.0
100.0
80.0
C
0 60.0
40.0
20.0
1
. 'lI lI 1
2019 2020 2021 2022 2023 2024 2025 2026
•General Gov't 43.1 51 .7 51 .0 55.2 61 .1 70.7 74.7 82.3
• Public Safety 69.1 77.0 79.1 85.9 97.5 108.3 116.6 120.6
■ Health & Welfare 12.2 8.4 15.1 3.0 9.8 7.0 7.6 6.3
Road & Bridge 9.4 14.5 7.9 9.1 9.9 13.7 34.8 10.9
Link to chart data
117
General Fund Summary
For 2026, the requested General Fund funding appropriations are $251,245,291 ,
up $508,734, or less than one percent, from 2025. The largest decrease is specific
to Engineering moving project expenses to the Public Works Fund for 2026 to help
absorb some of the additional expenses for the Board approved Judicial Center
project under the Capital Fund, this is offset by moving those savings into the
Capital Fund. A total of twelve-point seven-five (12.75) new FTE positions were
requested. Of these, five (5.0) new FTEs are recommended for the General Fund.
To maintain staffing levels consistent with those in 2025, a reduction of four (4.0)
FTEs is anticipated in other areas to offset the increase.
Election-related costs increase substantially during election years. This is reflected
in a projected $1 .5 million increase in expenditures for 2026. There is also an
increase of one (1 .0) FTE for Elections to help accommodate new mandates at
the federal level for improving security and accuracy of election processes.
Facilities budgets for the operating costs of all Weld County buildings, and
maintenance of the buildings and grounds. County leadership is working on a
Facilities Master Plan, and changes are coming to how the funds are budgeted
to improve the efficiencies in overall operations.
As a part of the Strategic Plan execution, Finance and Administration personnel
expect to launch the financial portion of the Workday ERP implementation in
2026. Strategically, the county is separating all County-wide Projects and
Technology into its own budget unit, or Cost Center, and is incorporated into
General Government expenses and removed from specific units such as Finance,
IT and Human Resources. There are also dollars designated for Employee Training
and continuing the Employee Appreciation program, included to help Weld
County attract and retain talent by being an Employer of Choice, Strategic
Priority #4. Included in the miscellaneous expenditure category of the General
Fund is a two percent (2%) proposed cost-of-living increase and the option of up
to a one-point-five percent (1 .5%) merit-based increase for those surpassing
performance expectations. The General Fund final budget has accounted for the
implemented compensation survey, per the board's direction in 2024 and 2025,
and is reflected in the existing expenses.
Revenues for 2026 remain relatively stagnant, with many grant funds decreasing
from the federal and state level, but fees increasing due to rising population and
additional taxing authorities. Revenues are budgeted at $253,041,513, a
$2,385,356 increase, or less than one percent (1%), from total 2025 revenues. This
includes property tax revenue of $187,124,097, which remains the same as 2025.
Urban Renewal Authority shared revenues will decrease by approximately
$721 ,045 for 2026, because of the reduction in assessed value in these developing
areas. Property Tax continues to be the main source of funding at seventy-four
percent (74%) for General Fund appropriations.
118
General Fund
Summary of Revenue
Taxes
2026 2026
Fund Org Acct Account Title 2025 Budget Request Recommended 2026 Final
1000 90100 4112 Current Property Taxes $187,121,957 $196,458,075 $187,124,097 $187,124,097
1000 90100 4116 Pro•ert Tax Adustment 2,000,000 2,000,000 2,000,000 2,000,000
1000 90100 4117 Personal Property Tax
Incentive - - - -
1000 90100 4140 Severance Taxes - - - -
1000 90100 4150 Tobacco Products 90,000 90,000 90,000 90,000
Total Taxes $185,211,957 $194,548,075 $185,214,097 $185,214,097
Licenses and Permits
2026 2026
Fund Org Acct Account Title 2025 Budget Request Recommended 2026 Final
1000 10400 4215 Licenses, Liquor/Dance $5,000 $5,000 $5,000 $5,000
1000 17100 4221 Permits 350,000 350,000 350,000 350,000
1000 25200 4221 Permits 537,500 506,500 506,500 506,500
1000 25100 4222 Buildin• 900,000 900,000 900,000 900,000
1000 25100 4224 Electrical 800,000 800,000 800,000 800,000
1000 25100 4226 Plan Check 585,000 585,000 585,000 585,000
1000 10400 4215 Licenses, Liquor/Dance 5,000 5,000 5,000 5,000
Total Licenses and Permits $3,177,500 $3,146,500 $3,146,500 $3,146,500
Intergovernmental
2025 Budget 2026 2026
Fund Org Acct Account Title Request Recommended 2026 Final
1000 21300 4320 Federal Grants $62,196 $67,918 $67,918 $67,918
1000 26200 4320 Federal Grants 328,379 287,050 287,050 287,050
1000 15100 4336 Reimbursements 127,270 127,270 127,270 127,270
1000 21200 4336 Reimbursements 13,000 - - -
1000 24410 4336 Reimbursements 10,000 10,000 10,000 10,000
1000 15200 4340 Grants 168,300 168,300 168,300 168,300
1000 15300 4340 Grants 119,000 129,000 129,000 129,000
1120 15300 4340 Grants 232,791 360,374 360,374 360,374
1 130 15300 4340 Grants 156,200 128,160 128,160 128,160
7067 16200 4340 Grants - - - 164,530
1000 17100 4340 Grants 200,000 - - -
1000 17150 4340 Grants 1,21 1,310 1,251,662 1,251,662 1,251,662
1000 21200 4340 Grants - 9,000 9,000 9,000
1000 21260 4340 Grants 36,270 26,000 26,000 26,000
1000 21300 4340 Grants 39,930 25,066 25,066 25,066
1000 24200 4340 Grants 153,965 156,625 156,625 156,625
1000 24410 4340 Grants 300,000 300,000 300,000 300,000
1000 26200 4340 Grants 83,788 - - -
116024 24220 4340 Grants 4,068,414 - - -
116025 24220 4340 Grants - 4,229,503 4,229,503 4,229,503
1000 90100 4351 Town of Fredrick 9,415 22,489 22,489 22,489
1000 90100 4352 Thornton 78,714 78,714 78,714 78,714
119
General Fund
Summary of Revenue (Continued)
Intergovernmental (continued)
2026 2026
Fund Org Acct iekccount Title 2025 Budget Request Recommended 2026 Final
1000 90100 4353 Brighton URA $200,932 $223,353 $223,353 $223,353
1000 24415 4354 Cities and Towns 480,000 200,000 200,000 200,000
1000 90100 4355 Erie URA 6,749 400 400 400
1000 90100 4357 South Firestone URA 7,154 8,682 8,682 8,682
1000 90100 4358 Fort Lupton URA 48,349 84,233 84,233 84,233
1000 90100 4359 Mead URA (MURA) 256,713 331,327 331,327 331,327
1000 90100 4360 Eagle Business Park URA 132,987 208,723 208,723 208,723
1000 90100 4361 Evans URA - - - -
1000 90100 4362 North Firestone URA 312,731 287,180 287,180 287,180
1000 90100 4363 Wyndam Hill URA 587 908 908 908
1000 90100 4364 Dacono URA 1,374,552 382,510 382,510 382,510
Total Intergovernmental $10,415,951 $9,380,022 $9,012,598 $9,177,128
Charges for Services
2026 2026
Fund Org Acct Account Title 2025 Budget Request Recommended 2026 Final
1000 11100 4410 Charge For Services - - $61,000 $61,000
1000 11200 4410 Charge For Services 600,000 600,000 950,000 950,000
1000 15100 4410 Charge For Services 40,000 43,000 43,000 43,000
1000 15200 4410 Charge For Services 4,000 4,000 4,000 4,000
1000 17200 4410 Charge For Services 200 0 0 0
1000 17350 4410 Charge For Services 1,600 700 700 700
1000 17600 4410 Charge For Services 190,000 190,000 190,000 190,000
1000 21100 4410 Charge For Services 110,000 110,000 110,000 110,000
1000 21110 4410 Charge For Services 25,000 23,000 23,000 23,000
1000 21 130 4410 Charge For Services 170,000 170,000 170,000 170,000
1000 21150 4410 Charge For Services 20,000 25,000 25,000 25,000
1000 21210 4410 Charge For Services 186,264 202,280 202,280 202,280
1000 22100 4410 Charge For Services 8,81 1,951 9,719,374 9,719,374 9,719,374
1000 22400 4410 Charge For Services 1,227,309 1,174,518 1,174,518 1,174,518
1000 22500 4410 Charge For Services 361,500 377,200 377,200 377,200
1000 24100 4410 Charge For Services 35,000 35,000 35,000 35,000
1000 24125 4410 Charge For Services 600,000 600,000 600,000 600,000
1000 24150 4410 Charge For Services 10,000 10,000 10,000 10,000
1000 24410 4410 Charge For Services 235,000 650,000 650,000 650,000
1000 26100 4410 Charge For Services 6,000 6,000 6,000 6,000
1000 90100 4420 parking 20,000 20,000 20,000 20,000
1000 13100 4430 Sale of Supplies 500 500 500 500
1000 17600 4430 Sale of Supplies 1,000 1,000 1,000 1,000
1000 24100 4430 Sale of Supplies 12,000 12,000 12,000 12,000
Total Charges for Services $12,667,324 $13,973,572 $14,384,572 $14,384,572
120
General Fund
Summary of Revenue (Continued)
Fines
2026
Fund Org Acct Account Title 2025 Budget 2026 Request Recommended 2026 Final
1000 21200 4510 Fines $65,000 $65,000 $65,000 $65,000
1000 90100 4510 Fines 36,000 36,000 36,000 36,000
Total Fines $101,000 $101,000 $101,000 $101,000
Miscellaneous
2026
Fund Org Acct Account Title 2025 Budget 2026 Request Recommended 2026 Final
1000 90100 4610 Earnings on
Investments $8,000,000 $8,000,000 $8,000,000 $8,000,000
1000 17250 4624 Rents from Buildings 371,374 - -
1000 22100 4624 Rents from Buildings 142,161 142,161 142,161 142,161
1000 90100 4624 Rents from Buildings 529,122 936,847 936,847 936,847
1000 90100 4630 Indirect Costs 6,192,275 6,192,275 6,705,524 6,705,524
1000 21110 _4670 Refund of Expenditure 1,500 - - -
1000 21260 4670 Refund of Expenditure 45,000 30,000 30,000 30,000
1000 22100 4670 Refund of Expenditure 554,493 536,561 536,561 536,561
1000 24410 4670 Refund of Expenditure 4,500 3,000 3,000 3,000
1000 24420 4670 Refund of Expenditure 40,000 40,000 40,000 40,000
1000 22400 4680 Other - 240,123 240,123 240,123
1000 23200 4680 Other 63,000 63,000 63,000 63,000
Total Miscellaneous $15,943,425 $16,183,967 $16,697,216 $16,697,216
Fees, Cable, Franchise
2026
Fund Org Acct Account Title 2025 Budget 2026 Request Recommended 2026 Final
1000 12100 4720 Advertisin. Fees $50,000 - - -
1000 10300 4730 Other Fees 340,000 475,000 475,000 475,000
1000 11100 4730 Other Fees 10,500,000 10,500,000 10,500,000 10,500,000
1000 12100 4730 Other Fees 12,000,000 13,100,000 13,100,000 13,100,000
1000 13100 4730 Other Fees 60,000 60,000 60,000 60,000
1000 21110 4730 Other Fees 100,000 97,000 97,000 97,000
1000 90100 4740 Fees, Cable Franchise 89,000 89,000 89,000 89,000
Total Fees, Cable, Franchise $23,139,000 $24,321,000 $24,321,000 $24,321,000
2026 2026
All Revenues 2025 Budget Request Recommended 2026 Final
Total General Fund Revenues $250,656,157 $261,654,136 $252,876,983 $253,041,513
General Fund
Summary of Expenses
General Government
2025 2026 2026
Fund Org Expenditure Function Budget Request Recommended 2026 Final
1000 10100 Office of The Board $1,103,449 $1,146,949 $1,136,949 $1,125,745
1000 10150 Public Information 561,460 684,705 560,835 715,608
1000 10200 County Attorney 2,017,451 2,050,351 2,050,351 2,051,059
1000 10300 Public Trustee 311,655 365,043 313,855 328,308
1000 10400 Clerk to The Board 899,779 900,179 900,179 906,769
1000 1 1 100 County Clerk 1,261,336 1,266,736 1,266,836 1,297,568
1000 11200 Elections and Registration 2,095,065 3,558,727 3,558,727 3,647,1 12
1000 11300 Motor Vehicle 4,995,216 5,214,402 5,030,615 5,579,014
1000 12100 Treasurer's Office 1,662,007 1,699,950 1,699,950 1,718,882
1000 13100 Assessor 5,396,450 5,463,920 5,463,920 6,070,216
1000 14100 County Council 68,403 68,403 68,403 70,424
1000 15100 District Attorney 10,911,923 11,598,529 11,266,476 12,249,236
1000 15200 Juvenile Diversion 222,660 222,925 222,925 502,126
1000 15300 Victim Witness 1,245,524 1,253,839 1,166,000 1,217,182
1000 15300 Victim Witness 388,991 388,991 388,991 388,991
1000 16100 Finance 1,224,512 1,135,973 1,045,973 1,190,528
1000 16200 Accounting 1,561,159 1,501,409 1,501,409 1,194,559
1000 16300 Purchasing 476,254 476,254 476,254 461,281
1000 16400 Human Resources 3,649,653 3,399,653 3,395,653 4,079,930
1000 16450 Wellness Program 892,200 872,200 872,200 872,200
1000 17100 Planning Office 4,073,612 4,291,985 4,321,157 4,628,405
1000 17150 Community Dev Block Grant 1,21 1,310 1,251,662 1,251,662 1,251,662
1000 17200 Facilities Department 14,210,203 14,340,587 14,340,587 14,667,891
1000 17300 Information Services 13,198,524 13,160,077 13,161,277 13,413,755
Geographical Information
1000 17350 System 460,338 454,160 454,160 454,160
Countywide Technology and
1000 17375 Projects - 1,963,868 1,615,612 1,615,612
1000 17600 Printing and Supply 569,155 569,155 569,155 593,624
Total General Government $74,668,289 $79,300,632 $78,100,111 $82,291,847
Public Safety
2025 2026
Fund Org Expenditure Function Budget 2026 Request Recommended 2026 Final
1000 21 100 Administration $3,302,038 $3,506,001 $3,414,463 $3,477,190
1000 21 1 10 Booking 3,236,507 3,301,925 3,301,925 3,407,018
1000 21 120 Professional Std 3,553,411 3,504,703 3,504,703 3,477,992
1000 21 130 Civil 771,074 771,459 771,459 862,362
1000 21 140 Support Services 1,142,781 888,080 888,080 887,093
1000 21 150 Records Unit 1,233,817 1,241,772 1,241,772 1,412,272
1000 21 160 Evidence Unit 402,613 411,917 411,917 456,707
1000 21200 Patrol 11,816,753 12,091,965 12,091,965 12,586,459
1000 21205 Investigations 3,969,530 4,079,375 4,079,375 4,262,362
1000 21210 Contract Services 181,838 183,413 _ 183,413 192,031
1000 21215 School Resource Officer 1,135,126 1,140,248 1,140,248 1,168,061
122
General Fund
Summary of Expenses (Continued)
Public Safety
2025 Budget 2026 2026
Fund Org Expenditure Function Request Recommended 2026 Final
1000 21230 Ordinance Enforcement 639,506 649,048 649,048 751,757
1000 21260 Regional Lab 938,378 940,982 940,982 963,453
1000 21300 Victim Advocates 300,975 322,565 322,565 324,039
1000 21410 Drug Task Force 413,782 413,782 413,782 420,387
1000 22100 Communications Service 14,640,959 14,669,786 14,669,786 14,800,828
Public Safety Information
1000 22400 System 2,933,630 3,349,963 3,349,963 3,436,363
1000 22500 Public Safety Wireless Comm 361,500 377,200 377,200 377,200
1000 23200 County Coroner 1,969,043 1,979,078 1,979,078 2,046,938
1000 24100 Justice Services 2,405,793 2,439,693 2,439,693 2,511,908
1000 24125 Work Release 2,627,160 2,596,368 2,596,368 2,674,824
1000 24150 Adult Diversion 187,726 187,891 187,891 -
Community Corrections-
1000 24200 Admin 156,614 159,274 159,274 159,274
Community Corrections-
116024 24220 Services 4,068,414 - _ - -
Community Corrections-
116025 24220 Services - 4,229,503 4,229,503 4,229,503
1000 24410 Inmate Services 13,199,761 13,641,111 13,521,247 13,565,756
1000 24415 Security 28,648,713 28,661,537 28,661,537 29,557,354
1000 24420 Courts and Transportation 6,349,041 6,348,899 6,348,899 6,566,751
1000 25100 Building Inspection 1,937,893 1,977,342 1,977,342 2,046,855
1000 25200 Oil and Gas Energy 1,683,449 1,617,301 1,600,622 1,654,850
1000 26100 Weed and Pest 1,416,352 1,451,579 1,451,579 1,545,387
Office of Emergency
1000 26200 Management 1,004,728 853,675 592,182 778,505
Total Public Safety $116,628,905 $117,987,435 $117,497,861 $120,601,479
Public Works
2025 Budget 2026 2026
Fund Org Expenditure Function Request Recommended 2026 Final
1000 31100 En•ineerin• $34,793,047 $20,252,108 $10,617,789 $10,865,678
Total Public Works $34,793,047 $20,252,108 $10,617,789 $10,865,678
Culture and Recreation
2025 Budget 2026 2026
Fund Org Expenditure Function Request Recommended 2026 Final
1000 50200 Parks and Trails $67,000 $67,000 $67,000 $67,000
Total Culture and Recreation $67,000 $67,000 $67,000 $67,000
Health and Welfare
2025 Budget 2026 2026
Fund Org Expenditure Function Request Recommended 2026 Final
1000 56110 Senior Pro•rams $40,000 $40,000 $40,000 $40,000
1000 56120 Waste Water 10,000 10,000 10,000 10,000
1000 56130 Developmentally Disabled 38,225 38,225 38,225 38,225
1000 56140 Mental Health 276,000 276,000 276,000 276,000
123
General Fund
Summary of Expenses (Continued)
Health and Welfare (continued)
2026 2026
Fund Org Expenditure Function 2025 Budget Request Recommended 2026 Final
1000 56160 Count Contribution 7,208,281 7,562,519 7,209,815 7,209,815
Total Health and Welfare $7,572,506 $7,926,744 $7,574,040 $7,574,040
Economic Assistance
2025 Budget 2026 2026
Fund Org Expenditure Function Request Recommended 2026 Final
1000 60200 Economic Assistance $1,000,000 $1,415,000 $685,000 $685,000
Total Culture and Recreation $1,000,000 $1,415,000 $685,000 $685,000
Miscellaneous
2025 Budget 2026 2026
Fund Org Expenditure Function Request Recommended 2026 Final
1000 90100 Non Departmental 2,103,765 1,274,000 1,296,500 1,382,100
Community Agencies
1000 90150 Grants 80,000 80,000 80,000 80,000
1000 90160 Brighter Weld 2,315,407 2,432,543 2,315,407 2,315,407
1000 96100 Extension 722,153 685,664 685,664 818,973
1000 96200 Fair 237,431 239,936 233,931 297,863
1000 96400 Veterans - - - -
1000 96500 Island Grove Buildings 901,967 979,754 979,754 979,754
Asset and Resource
1000 96600 Management 5,173,848 5,173,848 5,173,848 5,281,299
1000 99999 Contingency 4,472,239 8,617,850 7,000,000 -
1000 752200 Transfer to Capital - - - 18,004,851
Total Miscellaneous $16,006,810 $19,483,595 $17,765,104 $29,160,247
2026 2026
All Expenses 2025 Budget Request Recommended 2026 Final
Total General Fund Expenses $250,736,557 $246,432,514 $232,306,905 $251,245,291
Budget Unit Request Summary
Department: Board of County Commissioners
Budget Unit: Office of the Board- 1000 -10100 [CC_10500]
Department Description: The Board of County Commissioners is the statutory head
of county government. Each major department is overseen by one
Commissioner, with each Commissioner serving as an assistant in another area,
on a rotating basis each year. Statutory duties also include sitting as the Board of
Equalization to hear appeals on tax assessments; sitting as the County Board of
Social Services; and filling, by appointment, all vacancies in county offices except
the Board of Commissioners.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $844,953 $968,669 $968,669 $957,465
Supplies 1,216 1,900 1,900 1,900
Purchased Services 121,079 132,280 175,780 165,780
Fixed Charges 600 600 600 600
Capital - - - -
Gross County Cost $967,848 $1,103,449 $1,146,949 $1,125,745
Revenue - -Net County Cost $967,848 $1,103,449 $1,146,949 $1,125,745
Budgeted Positions 6.0 6.0 6.0 6.0
Summary of Changes: Overall increases in travel ($7,500), registrations ($3,000),
meetings ($6,000) and mileage ($7,000) expenses account for the increases in
Purchased Services for the five active board members. The board added one trip
to Washington, D.C. with a newer contracted vendor to help impact the
effectiveness of federal policy changes to Weld County, and that was an
additional $20,000 to this budget in 2026.
Finance/Administration Recommendation: Administration removed $10,000 for
travel to ensure not all of county leadership is gone at the same time for continuity
of government plans. This allows half of the leadership to attend each year.
Recommend approval for remaining requests.
Board Action: The final budget adjusted salaries to reflect anticipated actuals for
2026, which is slightly lower than 2025. The reduction in travel was approved as
recommended.
125
Office of the Board - 1000- 10100 [CC_10500]
(Continued)
2025 Strategic Priority Accomplishments:
1 . Strategic Priority 1 F & 5D: Health Department Mobile Unit completed and is
out in the community.
2. Strategic Priority 3B: Actively engaged with staff and continued evaluating
the Facilities Master Plan and made decisions on critical infrastructure and
planned for future growth and needs of not only staff, but the residents we
serve.
3. Strategic Priority 4D: Encouraged and participated in new Leadership
Academy Classes.
4. Strategic Priority 5E: Worked with staff to submit "Good Governance Plan" to
DOLA, which will shape code, processes and policy in years to come.
2026 Strategic Priority Objectives and Goals:
1 . Strategic Priority 1 E: Enhance awareness, use, and exchange of survey data,
and other strategies across departments to support effective service
provision.
2. Strategic Priority 2E: Continue to monitor, mitigate, and protect water
resources to the best of Weld County's ability.
3. Strategic Priority 4A: Review processes and procedures to ensure that citizens
and communities receive the best and most cost-effective services.
Performance Measures
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.163 0.160 0.156
Per capita cost (county support) $2.63 $2.93 $2.93
126
Budget Unit Request Summary
Department: Board of County Commissioners
Budget Unit: Public Information - 1000-10150 [CC_12700]
Department Description: The public information function of the county is funded
in this budget unit. The director serves as the county's Public Information officer.
The staff of this department assist all departments in developing and
disseminating information to the public about Weld County government and
services.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $463,144 $497,499 $621,269 $643,172
Supplies 33,308 36,844 41,314 41,314
Purchased Services 12,505 26,517 21,422 30,422
Fixed Charges 620 600 700 700
Capital - - - -
Gross County Cost $509,577 $561,460 $684,705 $715,608
Revenue
Net County Cost $509,577 $561,460 $684,705 $715,608
Budgeted Positions 5.0 6.0 7.0 7.0
Summary of Changes: The 2026 budget request remains flat in Supplies and
Purchased Services (achieved through reduction of conference and other
purchased services expenses). The request for one additional FTE accounts for the
increase in the personnel line item. A Communications Manager position will assist
in guiding the day-to-day projects of the Communications Team on behalf of the
Public Information officer, while allowing more flexibility to the Public Information
officer to not only better address the larger commissioner-driven projects and
goals but also better set direction and future planning for the communications
department, overall, per the county's Strategic Plan 2023-2028 and board
direction.
Finance/Administration Recommendation: While the Communications Manager
position is a policy matter for the board to consider, it is not recommended during
a year when no budget increases are being requested. This also removes $100 for
employee appreciation for the potential position. Recommend approval of
remaining expenses.
Board Action: After discussion with the board and department, the position was
reclassified as a Communications Lead, at a moderately lower rate of pay. The
final budget also includes adjustments for COLA, and an additional $9,000 in
printing for an insert of a flyer with the property tax bill.
127
Public Information- 1000- 10150 [CC_12700]
(Continued)
2025 Strategic Priority Accomplishments:
Strategic Priority 6C:
1 . Created and distributed of a county-wide branding and style guide.
2. Direction to departments and supported by the BOCC for the
Communications and Public Information Department to review all public
facing material.
Strategic Priority 6D:
1 . Moved news releases from listserve to subscribe option, allowing more
people to receive this information.
2. Baseline metrics for social media were established to gauge campaign
success.
3. Updated Chapter 4 of County Code.
Strategic Priority 6E:
1 . Added eNewsletter Communication "The Weld County Energy Line."
2. Added podcast option for County Roots.
3. Added Instagram to reach new audiences.
4. Hosted first-ever Weld Count government citizen's academy.
5. Launched and promoted Legislative webpage for residents to learn about
legislative issues impacting county government.
2026 Strategic Priority Objectives and Goals:
1 . Define best practices for webpage structure and layout to share with
departments. (6C)
2. Create and manage content to expand the county's YouTube Channel. (6E)
3. Develop county-wide educational campaigns for 2027 roll-out. (6E)
4. Audit county's communications platforms and explore improvements. (6D)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
County Roots Newsletter issues 27 26 26
County Roots Newsletter viewership 5,308 6,017 6,257
Other county newsletters 5 10 12
Intranet articles/employee
communication 76 76 76
News releases 60 60 60
Social media: Facebook followers 31,542 32,109 33,393
Social media: Twitter followers 2,353 2,461 2,560
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.136 0.160 0.182
Per capita cost (county support) $1 .39 $1 .49 $1 .86
128
Budget Unit Request Summary
Department: County Attorney
Budget Unit: County Attorney - 1000-10200 [CC_10900]
Department Description: The County Attorney renders opinions on constitutional
questions, defends any lawsuits against Weld County, and brings civil actions for
enforcement of County regulations. The seven full-time assistant county attorneys
share the responsibilities of the office.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,199,213 $1,475,331 $1,490,046 $1,490,754
Supplies 1,663 32,500 33,205 33,205
Purchased Services 424,838 508,720 526,200 526,200
Fixed Charges 1,020 900 900 900
Capital - - - -
Gross County Cost $1,626,734 $2,017,451 $2,050,351 $2,051,059
Revenue - - -
Net County Cost $1,626,734 $2,017,451 $2,050,351 $2,051,059
Budgeted Positions 7.0 7.0 7.0 7.0
Summary of Changes: The total increase of $32,900 is made up of increases in
supplies and purchased services for software increases, training, subscriptions and
E-Discovery contracts. The remaining $14,716 is for the promotion of one attorney
from County Attorney IV to V, due to increased responsibilities and demands.
Finance/Administration Recommendation: The promotion is a policy issue for the
board. Recommend approval.
Board Action: The promotion is approved as presented, and the final budget
adjusted salaries to reflect the anticipated COLA and other changes. Approved
as recommended.
Goals/Desired Outcomes/Key Performance Indicators: As employees that deal
with internal and external personal or sensitive information, the County Attorney's
office does not provide workload measures or goals in the budget document.
129
Budget Unit Request Summary
Department: Public Trustee
Budget Unit: Public Trustee - 1000-10300 [CC_11600]
Department Description: The Public Trustee's Office processes two primary real
estate functions: administering foreclosures initiated within the county and
releasing deeds of trust when a mortgage loan is paid off. The Public Trustee assists
with managing tax escrow accounts for land purchase contracts and serves as
the County Treasurer.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $232,893 $275,430 $344,743 $307,958
Supplies 1,364 1,500 1,500 1,500
Purchased Services 15,800 34,625 18,700 18,700
Fixed Charges 118 100 100 150
Capital - - -
Gross County Cost $250,175 $31 1,655 $365,043 $328,308
Revenue - 340,000 475,000 475,000
Net County Cost $250,175 ($28,345) ($109,957) ($146,692)
Budgeted Positions 2.5 2.5 3.0 2.5
Summary of Changes: Revenue is projected to increase by$135,000 based on fee
increases per HB24-1443. Supplies are staying the same and Purchased Services
are decreasing by$15,925 due to a cost allocation to split Treasurer/Public Trustee
position. This has been incorporated into the salary section. The 2026 FTE budget
captures 2025 approved staffing changes of an additional one-half (0.5) FTE,
refilling a vacated position and bringing Public Trustee to one (1 .0) FTE position.
This is reflected in a salary increase of $69,313.
Finance/Administration Recommendation: At this time, an increase of one-half
(0.5) FTE is not recommended with the hope that efficiencies can be found with
the Workday implementation. However, the offsetting of $18,125 should have
been included and remains in the personnel request with an offsetting decrease
in the Treasurer's Office. Recommend approval of remaining expenses.
Board Action: The final budget is adjusted for COLA and changes in salary and
does not include an additional one-half (0.5) FTE. Approved as recommended.
130
Public Trustee- 1000- 10300 [CC_11600]
(Continued)
2025 Strategic Priority Accomplishments:
1 . Built new website consistent with County format.
2. Moved foreclosure software platform to County server.
3. Implemented cross-training between Treasurer and Public Trustee offices.
4. Completed online ADA compliance metrics.
5. Moved QuickBooks from desktop to online version.
6. Moved live foreclosure auctions online.
2026 Strategic Priority Objectives and Goals:
1 . Transition the Public Trustee to new ERP system.
2. Continue cross-training between Treasurer and Public Trustee.
3. Continue policy and procedure manual.
4. Transition to electronic payments for foreclosure transactions.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Foreclosures 407 500 500
Releases 9,154 9,000 9,000
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.068 0.066 0.078
Per capita contribution $0.68 $(0.08) $(0.38)
131
Budget Unit Request Summary
Department: Clerk to the Board
Budget Unit: Clerk to the Board - 1000-10400 [CC_10510]
Department Description: The Clerk to the Board records all meetings and hearings
of the County Commissioners and manages all official records of the Board
concerning land use, special districts, liquor licenses, property tax abatements,
road right-of-way vacation petitions, and County Board of Equalization.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $767,250 $792,854 $792,854 $799,444
Supplies 56,000 72,100 71,600 71,600
Purchased Services 25,122 34,125 35,025 35,025
Fixed Charges 701 700 700 700
Capital - - - -
Gross County Cost $849,073 $899,779 $900,179 $906,769
Revenue - - - 5,000
Net County Cost $849,073 $899,799 $900,179 $901,769
Budgeted Positions 7.0 7.0 7.0 7.0
Summary of Changes: Small changes in supplies and travel were made to offset
increases in publishing and legal notices due to many county code changes
expected in 2026. The total increase requested was $400.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget moved revenue from Non-Departmental to Clerk
to the Board for the Liquor and Dance Licenses, as this department does all the
collection, compliance, and paperwork for those licenses. The final salaries are
adjusted to reflect the approved COLA. Approved as recommended.
132
Clerk to The Board - 1000- 10400 [CC_10510]
(Continued)
2025 Strategic Priority Accomplishments:
1 . Priority 3D: Maximized partnerships and involvement with non-profit and
private sectors to solve infrastructure challenges. Specifically, inventory of all
contracts, agreements, memorandums of understanding, etc. complete by
all departments by December 2025. Prepared, published, indexed, and
scanned all Commissioner Agendas, Minutes, Ordinances Land Use Hearings,
Liquor Licenses, Road Right-of-Way Petitions, and Oil and Gas records, as well
as all related documents within the specified timelines.
2. Priority 6A: Provided mobile/digital access to applicable County services and
investigate opportunities to integrate with existing systems. Completed
onboarding for the new personnel to implement use of the existing Contract
Management System (OnBase) for digital document routing and review
processing.
3. Priority 5A: Reviewed processes and procedures to ensure that citizens and
communities receive best and most cost-effective services, specifically to
identify and prioritize between one and three processes or procedures for
revision/streamlining annually. Supported the Assessor's Office with annual
County Board of Equalization process within the statutory deadlines, to
present the property value recommendations of independent referees for
review by the Board of Equalization for final approval.
4. Priority 4D: Provided training and opportunities to support career
advancement and foster new ideas and innovation. Conducted complete
candidate search, promoted from within, hired a new staff member,
conducted additional cross-training and succession planning, and increased
office efficiency through ongoing full coverage of responsibilities following
personnel retirement.
2026 Strategic Priority Objectives and Goals:
1 . Priority 2A: Continue to review County Code and policies to improve
customer experience. Specifically, work with new personnel and MuniCode
to increase speed at which supplements are completed and published for
public use.
2. Priority 3D: Maximize partnerships and involvement with non-profit and
private sectors to solve infrastructure challenges. Specifically, inventory of all
contracts, agreements, memorandums of understanding, etc. complete by
all departments by December 31 , 2026.
3. Priority 5A: Review processes and procedures to ensure citizens and
communities receive best and most cost-effective services. Specifically,
increase administrative tasks being automated by use of software by
December 31 , 2026. Participate in software upgrade, as necessary
(Power2Pay), to ensure compatibility with the new County-wide ERP system.
133
Clerk to The Board - 1000- 10400 [CC_10510]
(Continued)
4. Priority 6C: Centralize and formalize communications and marketing
processes for all departments. Specifically, County Code will be updated, as
needed, to ensure alignment with formalized communications processes by
March 31 , 2025, and review bi-annually thereafter. Draft and propose
updates to Chapter 2 Administration of the Weld County Code, to
incorporate and be consistent with new Consent Agenda policies and
various departmental and procurement policy changes.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of meetings/hearings
transcribed 179 190 195
Number of documents optically
scanned 3,581 3,800 3,900
Number of BOE appeals processed 155 400 150
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.191 0.186 0.182
Per capita cost county support $2.31 $2.39 $2.34
Cost per meeting/hearing $4,369.01 $4,086.93 $4,895.98
134
Budget Unit Request Summary
Department: Clerk and Recorder
Budget Unit: County Clerk - 1000-11100 [CC_10300]
Department Description: The Recording Department records, scans, retrieves and
reproduces copies of legal documents, and issues marriage licenses.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $947,377 $1,056,521 $1,056,521 $1,087,253
Supplies 3,938 120,295 124,545 124,545
Purchased Services 36,106 78,770 78,770 78,770
Fixed Charges 1,106 6,900 6,900 7,000
Capital - - - -
Gross County Cost $988,527 $1,262,486 $1,266,736 $1,297,568
Revenue 10,093,478 10,500,000 10,500,000 10,561,000
Net County Cost $(9,104,951) $(9,237,514) $(9,233,264) $(9,263,432)
Budgeted Positions 9.0 8.0 8.0 8.0
Summary of Changes: The $4,250 increase in Supplies is specific to the software
maintenance contracts and verified by IT. No significant increases requested.
Finance/Administration Recommendation: Finance included the potential for
$61 ,000 of revenue to be included for adding the passport processing service in
Recording. Recommend approval, and increased employee appreciation by
$100 for an additional FTE in Elections.
Board Action: The final budget was adjusted to account for changes in salary and
COLA. Approved as recommended.
135
County Clerk- 1000- 11100 [CC_10300]
(Continued)
2025 Strategic Priority Accomplishments:
1 . Purchased services or items using the recording technology fund to improve
customer service.
2. Met statutory guidelines.
3. Achieved a high customer service rating.
2026 Strategic Priority Objectives and Goals:
1 . Ensure Healthy, Safe, and Livable Communities: Self-sufficiency with e-filing
documents and feeding other departments documentation, such as
subdivision and annexation plats, to ensure public safety in our growing
communities.
2. Balance Growth and Development: Ease of research to search and purchase
records online to support businesses, municipalities, and land/homeowners.
3. Plan for Resilient Infrastructure, Facilities, and Resources: Maintaining
historical and current documents so they may be accessed in perpetuity.
4. Be an Employer of Choice: Employees will have access to continuing
education through tuition assistance, County-provided online and in-person
training, and opportunities to attend both national and state conferences.
This allows us to build leadership and advancement opportunities to foster
new ideas and innovation.
5. Provide Excellent, Cost-Effective Service Delivery: Eighty-seven percent
(87%) of documents are E-recorded. There is no need to hand-deliver or mail
documents to be recorded. E-Recording offers protection from natural
disasters because it is more resilient and secure.
6. Enhance Accessible Communication, Outreach, and Awareness: Continue
education around recording documents and protection against fraud.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of documents recorded 65,381 59,293 65,000
Number of copies produced 18,529 15,000 16,000
Number of marriage licenses issued 2,162 2,100 2,200
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita - Recording 0.245 0.213 0.208
Per capita contribution $2.69 $3.36 $3.37
Number of documents recorded per FTE 7,265 7,412 8,125
136
Budget Unit Request Summary
Department: Clerk and Recorder
Budget Unit: Elections and Registration - 1000-11200 [CC_10310]
Department Description: The Elections Department conducts primary and general
elections every two years, conducts voter registration, maintains records
alphabetically and by precinct, conducts schools for election judges, provides
supplies for elections, issues certificates of registration for proof of age and
citizenship for international travel, services municipal clerks, school districts,
special districts, and conducts special elections each November in the off year.
Starting in 2020 there will be a Presidential Primary every four years.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,422,575 $1,099,732 $1,769,549 $1,857,934
Supplies 934,144 569,500 1,188,700 1,188,700
Purchased Services 418,605 380,833 555,478 555,478
Fixed Charges 21,043 45,000 45,000 45,000
Capital - - -
Gross County Cost $2,796,367 $2,095,065 $3,558,727 $3,647,112
Revenue 1,589,275 600,000 600,000 950,000
Net County Cost $1,207,092 $1,495,065 $2,958,727 $2,697,112
Budgeted Positions 7.0 7.0 8.0 8.0
Summary of Changes: The total increase in Elections of $2,955,727 is due to two
scheduled elections. Under Personnel Services, the Clerk and Recorder is
requesting an Assistant Manager position that will cost $89,348 if approved.
Contract Labor is estimated to increase by $580,469. Supplies are increasing by
$619,200. Postage is increasing by $70,000 and Maintenance is increasing by
$74,953, which accounts for most of the increase in Purchased Services. The
Secretary of State will cover up to forty-five percent (45%) of reimbursable
expenses for the General Election.
Finance/Administration Recommendation: The security of the election process is
a high concern, so the new position is recommended. Based on flat rate election
fee increases, Finance added $350,000 for coordinated election reimbursements
from internal municipalities for 2026, after discussion with the department.
Recommend approval.
Board Action: The position was approved as recommended, and the final salaries
were adjusted based on changes and COLA. Approved as recommended.
137
Elections and Registration- 1000- 11200
[CC_10310] (Continued)
2025 Strategic Priority Accomplishments:
1 . Conduct a successful Coordinated Election.
2026 Strategic Priority Objectives and Goals:
1 . Ensure Healthy, Safe, and Livable Communities: Collaborate and involve
community to build a strong volunteer base to conduct elections.
2. Balance Growth and Development: Hold secure fair and transparent
elections to make sure the will of the people is known.
3. Plan for Resilient Infrastructure, Facilities, and Resources: The Department of
Homeland Security has designated elections systems as part of the nation's
critical infrastructure. Continue working with county stakeholders to make
sure the Elections Department has the resources to ensure safe and secure
elections.
4. Be an Employer of Choice: Provide training opportunities such as state
certification and attend conferences to continue building leadership and
advancement opportunities to foster new ideas and innovation.
5. Provide Excellent, Cost-Effective Service Delivery: Continue voter outreach
in our community. Participate in national and state involvement for best
practices and policies.
6. Enhance Accessible Communication, Outreach, and Awareness: Increase
awareness through voter education by engaging with the public in person
and communication platforms.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of voter transactions 426,279 447,593 469,973
Revenue generated from elections $722,845 $250,000 $950,000
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.191 0.186 0.208
Per capita cost county support $3.29 $3.98 $7.01
Transactions per FTE 60,897 63,942 67,942
138
Budget Unit Request Summary
Department: Clerk and Recorder
Budget Unit: Motor Vehicle - 1000-11300 [CC_10320]
Department Description: Motor Vehicle collects registration fees, specific
ownership tax, sales tax, and files chattel mortgages on motor vehicles, processes
title applications, maintains files on all titles and license plates issued in Weld
County, and provides law enforcement agencies with vehicle registration
information.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $3,813,897 $4,518,099 $4,701,886 $5,066,498
Supplies 226,417 46,470 45,970 45,970
Purchased Services 401,229 430,647 466,546 466,546
Fixed Charges 5,100 - -
Capital - -
Gross County Cost $4,446,643 $4,995,216 $5,214,402 $5,579,014
Revenue
Net County Cost $4,446,643 $4,995,216 $5,214,402 $5,579,014
Budgeted Positions 51.0 54.0 56.0 54.0
Summary of Changes: The Clerk and Recorder is requesting one Auditor position
at Grade 25 and an Assistant Manager at Grade 22 for the Fort Lupton office and
will cost $183,787 if approved. Supplies decreased by $500 to reflect a decrease
in software maintenance from Nemo-Q and verified by IT. Purchased Services is
up $35,899, made up of a ten percent (10%) increase in postage expenses due
to an increase in E-services and postage increase effective as of July 2025.
Finance/Administration Recommendation: The new positions are a policy issue for
the board; however, it is believed efficiencies can be found within existing
personnel and increases should be requested in a subsequent year. Recommend
approval of remaining expenses.
Board Action: The board agreed with staff recommendations to wait for a
subsequent year to add positions. The final budget includes salary changes
reflected in the outcome of the compensation study and approved COLA.
Approved as recommended.
139
Motor Vehicle - 1000- 11300 [CC_10320]
(Continued)
2025 Strategic Priority Accomplishments:
1 . Increased the number of appointments available to the public every day.
2. Renewal kiosks continue to be the most productive in the state.
3. Provided more E-Services on our website to reduce in-office visits.
2026 Strategic Priority Objectives and Goals:
1 . Ensure Healthy, Safe, and Livable Communities: Promote vehicle
roadworthiness to preserve and protect the safety and environment,
Emissions Practices to protect the health and environment, and fraud training
and auditing positions for community policing to identify and divert crime.
2. Balance Growth and Development: Expand services at the Business and
Dealer Desk to attract and retain businesses/workforce.
3. Plan for Resilient Infrastructure, Facilities, and Resources: The accurate
collection of road and bridge fees helps to ensure a resilient infrastructure.
4. Be an Employer of Choice: Enhance professional development by offering
training opportunities such as state certification programs and conference
participation, aimed at building leadership capacity, supporting career
growth, and fostering innovation through the exchange of new ideas.
5. Provide Excellent, Cost-Effective Service Delivery: Continue to expand online
services in collaboration with the Department of Revenue to apply
technologies to provide excellent services.
6. Enhance Accessible Communication, Outreach, and Awareness: Increase
motor vehicle education and service announcements around fraud and
scams.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of titles/re.istrations issued 429,776 483,774 493,239
Fort Lupton Branch:
Number of marriage licenses issued 152 346 353
Del Camino Branch:
Number of marriage licenses issued 449 187 193
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita - DMV 1 .388 1 .436 1 .403
Per capita cost $12.10 $13.28 $14.50
Number of titles/registrations issued
per FTEs 8,427 8,959 9,134
140
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Treasurer's Office - 1000-12100 [CC_1 1610]
Department Description: The Treasurer is responsible for billing, collecting, and
distributing property taxes to various underlying taxing authorities to include
schools, municipalities, state, special districts, and metro districts. The Treasurer's
Office invests idle funds in accordance with state statutes and the county's
investment policy while providing for safety, liquidity, and competitive yields. The
Treasurer also serves as the county's Public Trustee, overseeing foreclosures and
release of deeds of trust.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $944,947 $1,128,792 $1,128,792 $1,147,724
Supplies 148,891 162,240 171,410 171,410
Purchased Services 398,316 388,600 399,248 399,248
Fixed Charges 672 (17,625) 500 500
Capital - -
Gross County Cost $1,492,826 $1,662,007 $1,699,950 $1,718,882
Revenue 13,321,688 12,050,000 13,100,000 13,100,000
Net County Cost $(1 1,828,862) $(10,387,993) $(1 1,400,050) $(1 1,381,1 18)
Budgeted Positions 10.0 10.0 10.0 10.0
Summary of Changes: 2026 Revenue is projected to increase by $1 ,050,000
aligning with 2024 actual collections. Supplies costs are forecasted to increase by
$9,170 due to increases in existing software licenses. Purchased Services is
projected to increase by a total of $10,648 for increased postage and printing
cost due to inflation. The interdepartmental charge between Public Trustee and
Treasurer will be reflected in actual salaries in 2026, based on time allocated in
cross-training. As a result, the credit was removed from Fixed Charges for 2026
and would be reflected as salary savings, if so approved.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
141
Treasurer - 1000- 12100 [CC_11610] (Continued)
2025 Strategic Priority Accomplishments:
1 . Legislative Changes:
a. Implemented legislative changes related to HB 1056 Deed Auction
and Senate Bill 183 Mobile Home Interest.
2. Provide Excellent, Cost-Effective Service Delivery:
a. Updated Treasurer Website meeting the 2025 ADA compliance
deadline.
b. Implemented software updates for deed auctions and treasury
functions.
c. Workday financial module implementation is in progress.
3. Be an Employer of Choice:
a. Provided training sessions for personal and professional growth.
b. Implemented additional security measures to protect staff and public.
c. Updated job descriptions to better align with the strategic goals of the
Treasurer's Office.
2026 Strategic Priority Objectives and Goals:
1 . Provide Excellent, Cost-Effective Service Delivery:
a. WorkDay implementation -The Workday Finance module implementation
will be completed, and the new ERP system will be utilized.
b. Continue to improve the taxpayers' online experience with a
comprehensive website providing real-time results.
2. Be an Employer of Choice:
a. offer training sessions that align with the employee's current and future
career path within the county.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Property Tax Collected $1 .8 B $1 .5 B $1 .5 B
Percenta•e of Property Tax Collected 99.5% 99.50% 99.50%
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.272 0.266 0.260
Per capita contribution $4.06 $4.42 $4.42
142
Budget Unit Request Summary
Department: Assessor's Office
Budget Unit: Assessor - 1000-13100 [CC_10100]
Department Description: The Assessor's Office discovers and lists all real and
personal property in Weld County; maintains accurate public records, including
ownership history, parcel values and parcel maps; completes appraisals of all real
and personal property using statutory mandates and mass appraisal techniques;
completes statutory reports and certifications for Weld County taxing authorities
for use in the property tax system; and completes and delivers an accurate tax
warrant to the Treasurer for collection of property taxes.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $4,070,178 $4,844,656 $4,844,656 $5,504,952
Supplies 273,688 303,150 370,620 316,620
Purchased Services 293,291 244,444 244,444 244,444
Fixed Charges 4,188 4,200 4,200 4,200
Capital - - - -
Gross County Cost $4,641,344 $5,396,450 $5,463,920 $6,070,216
Revenue 270,042 60,500 60,500 60,500
Net County Cost $4,371,302 $5,335,950 $5,403,420 $6,009,716
Budgeted Positions 41.5 41 .5 41.5 41 .5
Summary of Changes: Software maintenance costs increased by $13,470 for
existing software and $54,000 for annual licenses for online appeals. All other
budget items remained the same.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget removed the $54,000 request for software at the
request of the department and includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
143
Assessor - 1000- 13100 [CC_10100] (Continued)
2025 Strategic Priority Accomplishments:
1 . Provide Excellent, Cost-Effective Service: Develop sales comparison value
review process that identifies and test appropriate residential comparable
values prior to taxpayer notice of value. The intent is to have another method
for verifying value to ensure accuracy and minimize value adjustments
during appeals.
2. Enhance Accessible Communication, Outreach and Awareness: Identify
opportunities for collective communications with municipal planning
departments and establish expectations for mapping correct parcel
ownership based on conveyance and dedication documents.
3. Enhance Accessible Communication, Outreach and Awareness: Develop
Intranet page for Assessor's Office employees that includes notices, standard
procedures, reference materials, and calendar items to improve internal
communication.
2026 Strategic Priority Objectives and Goals:
1 . Enhance Accessible Communication, Outreach and Awareness: Implement
explanatory videos on the Assessor's website to provide clear and accessible
information on the methodology used to calculate property taxes, with
particular emphasis on the statutorily mandated split assessment rate for
residential properties. This initiative aims to enhance transparency and
promote greater understanding among property owners, title companies,
and real estate professionals.
2. Provide Excellent, Cost-Effective Service Delivery: Integrate Al, machine
learning, and geospatial analytics into the valuation process to improve data
quality, uncover spatial patterns, refine neighborhood-level variables, and
better understand interdependent factors ultimately driving more
equitable property assessments.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of parcels (including personal 191 ,600 193,700 197,000
property, OG equipment and SA)
Number of administrative updates to database 160,000 165,000 170,000
Tax Authorities 610 639 660
Number of Permits reviewed ' 7,800 7,200 7,800
New Construction units added 3,400 3,000 3,500
Sales Verification 14,500 16,000 17,000
144
Assessor - 1000-13100 [CC_10100] (Continued)
Performance Measures (Continued)
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 1 .129 1 .104 1 .078
Per capita cost county support $11 .90 $14.19 $15.62
Cost per parcel $22.81 $27.85 $30.51
Parcels Per FTE 4,617 4,667 4,747
2024 2025 2026
Effectiveness Measures Actuals Estimated Projected
Deed Processing Time (days) 5 5 5
Requests for Information per FTE 825 825 825
Percent of Properties Site Reviewed 5% 5% 5%
Assessment Levels compared to
market value 100% 100% 100%
145
Budget Unit Request Summary
Department: County Council
Budget Unit: County Council - 1000-14100 [CC_11100]
Department Description: Weld County's Home Rule Charter provides for a five-
member, unsalaried County Council chosen in non-partisan elections. Major
responsibilities of the Council are setting salaries of all elected officials, filling
vacancies in the Board of County Commissioners, reviewing county government
and making periodic reports to the citizens, and authorizing an increased levy in
ad valorem taxes if requested by the County Commissioners.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $30,836 $36,103 $36,103 $38,124
Supplies - 300 300 300
Purchased Services 1,093 31,900 31,900 31,900
Fixed Charges - 100 100 100
Capital - - - -
Gross County Cost $31,929 $68,403 $68,403 $70,424
Revenue - - -Net County Cost $31,929 $68,403 $68,403 $70,424
Budgeted Positions 1.0 1 .0 1.0 1 .0
Summary of Changes: No changes are requested for the 2026 budget. The
$25,000 authorized for departmental audits goes back to the fund balance if
unspent.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
146
Seven Year Trends
District Attorney's Office
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
0
2020 2021 2022 2023 2024 2025 2026
n Reimbursed Costs 184,960 184,960 184,960 187,270 171,270 167,270 170,270
•County Costs 7,073,853 7,263,180 7,667,163 8,597,329 9,191,654 10,744,653 11,096,206
Link to chart data
147
Budget Unit Request Summary
Department: District Attorney
Budget Unit: District Attorney - 1000-15100 [CC_20810]
Department Description: The District Attorney's Office prosecutes crimes upon
complaints of citizens or investigation and complaint of law enforcement
agencies; answers all criminal complaints of the people; handles such civil matters
as juvenile actions and non-support actions; serves as attorney for all county
officers, except the County Commissioners; and handles consumer fraud and
welfare fraud complaints.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $9,240,208 $10,490,545 $11,124,116 $11,782,633
Supplies 53,066 160,018 168,800 168,800
Purchased Services 280,042 252,460 296,313 288,703
Fixed Charges 8,647 8,900 9,300 9,100
Capital - - - -
Gross County Cost $9,581,963 $10,911,923 $11,598,529 $12,249,236
Revenue 170,645 167,270 170,270 170,270
Net County Cost $9,411,317 $10,744,653 $11,428,259 $12,078,966
Budgeted Positions 65.0 69.0 73.0 71 .0
Summary of Changes: Four positions were requested for 2026 for an additional
$633,571 in personnel, including three attorneys and one additional investigator
for the increased workload reflected throughout the judicial district. Other small
increases include software increases per the IT Department memo ($7,782), and
an increase of $1 ,000 for Roxio software. Purchased Services has an overall
increase due to mandated expert witness fee increases, annual membership and
assessment fees increasing, and travel and professional development for new
employees.
Finance/Administration Recommendation: The board, via work session in August
2025, approved a Deputy District Attorney at $172,378 in August 2025. The
investigator position is recommended for the increased workload, however the
two remaining attorneys are not recommended, as there are now three
additional attorneys approved within the past two years. The hope is with some
longevity; the efficiencies will increase and stabilize until additional courtrooms
are opened. Because of the recommendation, travel and professional
development were also reduced to only half of the increased request. The office
also included an additional request of $4,890 in Memberships and Dues for the
Colorado District Attorney's Council. Recommend approval of reduced
expenses.
148
District Attorney - 1000- 15100 [CC_20810]
(Continued)
Board Action: The board agreed with staff recommendations to wait for a
subsequent year to add the excluded two positions. The final budget includes
salary changes reflected in the outcome of the compensation study and
approved COLA. Approved as recommended.
Goals/Desired Outcomes/Key Performance Indicators: As a state official, the
District Attorney does not provide workload measures or goals in the budget
document.
149
Budget Unit Request Summary
Department: District Attorney
Budget Unit: Juvenile Diversion (Diverson Programs) - 1000-15200
[CC_20820]
Department Description: The Diversion programs review and recommend charges
in juvenile cases to reduce the juvenile caseloads for the Courts and Probation.
Program staff review referred adult cases for Diversion to reduce the caseloads
for the Courts and Probation. This decreases workload of Deputy District
Attorneys. The case managers perform intake appointments using validated
screening and assessment tools, create agreements, provide supervision, make
referrals to community-based agencies, and a variety of other services to
offenders who would otherwise be prosecuted through the Courts.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $301,097 $220,391 $220,391 $498,827
Supplies 717 764 764 1,264
Purchased Services 5,798 1,505 1,520 2,035
Fixed Charges 250 - 250
Capital - - -
Gross County Cost $307,862 $222,660 $222,925 $502,126
Revenue 160,740 172,300 172,300 182,300
Net County Cost $147,122 $50,360 $50,625 $319,826
Budgeted Positions 2.5 2.5 2.5 4.0
Summary of Changes: No proposed changes for 2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: At the department's request, Adult Diversion (Org 24150) and
Juvenile Diversion will be combined into Diversion Programs here, moving all
personnel and requests to this Cost Center. The final budget includes salary
changes reflected in the outcome of the compensation study and approved
COLA. Approved as recommended.
Goals/Desired Outcomes/Key Performance Indicators: As a state official, the
District Attorney does not provide workload measures or goals in the budget
document.
150
Budget Unit Request Summary
Department: District Attorney
Budget Unit: Victim Witness - 1000-15300 [CC_20830]
Department Description: The Victim Witness Assistance Unit provides services for
victims of crime through the Federal Victims of Crime Act, Victim Assistance Law
Enforcement, Crime Victim Compensation and the Victims' Rights Amendment.
The VW Program provides services to all victims/witnesses involved in cases being
prosecuted through the District Attorney's Office. Crime Victim Compensation
provides monetary assistance to eligible crime victims who have reported the
crime to a law enforcement agency. The Victim Assistance and Law Enforcement
Fund (VALE) provide grant funding to agencies that provide direct and youth
prevention services to victims in Weld County.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,021,948 $1,601,080 $1,601,080 $1,564,423
Supplies 35 385 350 350
Purchased Services 24,280 33,050 41,400 41,400
Fixed Charges - - - -
Capital - - -
Gross County Cost $1,046,263 $1,634,515 $1,642,830 $1,606,173
Revenue 126,551 507,991 617,534 537,160
Net County Cost $919,711 $1,126,524 $1,025,296 $1,069,013
Budgeted Positions 16.0 16.0 16.0 15.0
Summary of Changes: There were no proposed changes to staff for 2026. An
increase for VALE/CVC biennial conference and Victim Witness program training
needs was requested. Funding is anticipated to come from the following sources:
• VALE Grant ($128,000)
• VOCA Grant ($360,374 requested in 2026 application)
• VALE Administrative Fund ($61 ,000)
• Crime Victim Compensation Administration Fund ($68,000)
151
Victim Witness Assistance - 1000- 15300
[CC_20830] (Continued)
Summary of Changes (Continued):
Revenue changes for 2026 include:
1 . The 2026 VOCA Grant was requested at the previous grant amount from
2024, prior to a decrease. Funding announcements will not be provided until
fall of 2025.
2. The VALE Board has requested that agencies prepare for a decreased grant,
with cuts up to forty percent (40%). The county budget was submitted with a
twenty percent (20%) decrease.
3. VALE Administrative funds are based on offender fines and fees, which can
be unpredictable due to the number of cases filed and resolved within the
year. Funds have continued to decrease due to judicial waivers. However, a
Colorado Supreme Court Chief Justice directive was released in April 2025,
which may lower the number of cases that are waived.
4. In 2024, the administrative amount assessed for Crime Victim Compensation
dollars increased from ten percent (10%) to twenty percent (20%) statutorily.
5. The total grant revenue is requested at approximately $100,000 more than in
2025, as reductions are expected in 2026. Expenses were cut wherever
possible to help offset these revenues.
Finance/Administration Recommendation: Due to amended VOCA funding
resulting in a reduction of over $80,000, and an anticipated decrease in VALE
funding, the recommendation is to remove one FTE from the Victim Witness unit.
This is a policy issue for the board. Recommend approval.
Board Action: The board agreed with staff recommendations to decrease one
position due to grant funding reductions.The final budget includes salary changes
reflected in the outcome of the compensation study and approved COLA.
Approved as recommended.
Goals/Desired Outcomes/Key Performance Indicators: As a state official, the
District Attorney does not provide workload measures or goals in the budget
document.
152
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Finance - 1000-16100 [CC_11620]
Department Description: The Finance and Administration office provides financial
and administrative support to the Board of County Commissioners.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $668,809 $1,187,012 $933,693 $1,078,348
Supplies 57 500 120,500 80,500
Purchased Services 9,248 35,000 79,880 29,880
Fixed Charges 285 2,000 1,900 1,800
Capital - - - -
Gross County Cost $678,399 $1,224,512 $1,135,973 $1,190,528
Revenue - - - -
Net County Cost $678,399 $1,224,512 $1,135,973 $1,190,528
Budgeted Positions 4.0 5.0 4.0 5.0
Summary of Changes: In April 2025, the board eliminated a position, removing
one FTE. Supplies are increasing by up to $120,000 based on RFP results for
publishing software to combine the audited financials with the budget book and
improve the output of both documents and allow for ADA compliance and more
accuracy and simplicity. The ongoing cost of the publishing software will be
significantly lower after implementation is complete.
Purchased Services reflects a request for up to $50,000 in contract services to
allow for a potential internal auditor position to improve cash handling,
compliance, revenue collection and reconciliation. Removal of $5,100 is related
to the vehicle expenses of the eliminated position, as well as the Employee
Appreciation program under Fixed Costs, which accounts for half of all the
Finance FTE for the General Fund, as well as the employees in this cost center.
Overall decrease of $88,539.
Finance/Administration Recommendation: The recommended budget removes
$40,000 from the implementation cost of the publishing software after vendors
had submitted their best and final offers. The contract internal audit service is
removed from the recommended budget. While it would be a great service,
reducing costs is the highest priority for 2026.
153
Finance and Administration - 1000-16100
[CC_11620] (Continued)
Board Action: The final budget includes a move of 1 .0 FTE to Finance from
Information Technology. The final budget includes salary changes reflected in the
outcome of the compensation study and approved COLA. Approved as
recommended.
2025 Strategic Priority Accomplishments:
1 . Budget presentations to the board for 2026 showed vast improvements of
connection to the county-wide strategic plan and transparency.
2. Workday Implementation took up a majority of 2025, with multiple weeks of
testing and validations for the Phase 2 roll out on January 1, 2026.
2026 Strategic Priority Objectives and Goals:
1 . Continue to develop incentives for increasing commercial industry
development in the county.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Excess revenue over budgeted 21 .52% 10.00% 8.00%
revenue
Budgeted Expenses over actual
expenses 15.89% 10.00% 8.00%
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.109 0.133 0.130
Per capita cost (county support) $1 .85 $3.26 $3.09
154
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Accounting - 1000-16200 [CC_11630]
Department Description: The Accounting Department oversees all general
accounting functions and must maintain and produce accurate records for
various departments' use to allow proper budgetary control. The department
maintains records for grants in the County and assists in the annual audit by an
independent auditor, issues County warrants, and provides budgetary control by
processing supplemental appropriations, etcetera.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,045,997 $1,305,599 $1,305,599 $1,001,949
Supplies 183,587 199,760 140,010 140,010
Purchased Services 31,142 55,300 55,300 52,300
Fixed Charges 997 500 500 300
Capital - - - -
Gross County Cost $1,261,723 $1,561,159 $1,501,409 $1,194,559
Revenue - - -Net County Cost $1,261,723 $1,561,159 $1,501,409 $1,194,559
Budgeted Positions 9.0 9.0 9.0 6.0
Summary of Changes: No significant changes for 2026. Software maintenance
has an overall decrease due to the elimination of Banner and iPayment in 2026.
CanAm software ($120,000) originally anticipated under Accounting is moved to
Countywide Technology and Projects.
Finance/Administration Recommendation: Recommend approval.
Board Action: In November 2025, the Board decided to move the 3.0 FTE of Payroll
to Human Resources from Accounting, so the final budget includes the move of
those three positions, $3,000 in training, and half of the Employee Appreciation
dollars to Human Resources in 2026. The final budget includes salary changes
reflected in the outcome of the compensation study and approved COLA.
Approved as recommended.
155
Accounting - 1000- 16200 [CC_11630]
(Continued)
2025 Strategic Priority Accomplishments:
1 . Workday Finance ERP implementation is on schedule.
2. Unit testing has been completed and End to End testing began July 2025 for
an on-time go-live for January 1 , 2026.
2026 Strategic Priority Objectives and Goals:
1 . Workday go-live is scheduled for January 1 , 2026. This will help us achieve the
following goal: Apply best practices, technologies, and systems
in innovative, collaborative, and cost-avoidance/effective ways to provide
excellent services and programs to our community today so that we are
prepared for and remain resilient in the future.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of Account Payable warrants 17,440 16,770 13,160
issued
Average number of employees paid 1 ,920 1 ,950 1 ,950
Number of employees trained in 150 150 150
General Ledger
Total Inter•overnmental funds $1 18.12M $89.4M $83.9M
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.245 0.239 0.156
Per capita cost (county support $3.43 $4.15 $3.10
Account Payable warrants per week
per A/P FTE 340 330 330
Employees paid monthly by Payroll FTE 960 650 667
156
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Homeland Security Grant - 7067-90100 [CC_21100]
Department Description: Weld County took fiscal ownership of the Department of
Homeland Security regional grant in mid-2023. The grant will be in place for
multiple years and will roll up into the General Fund.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - $47,700 - -
Supplies $6 - -
Purchased Services - - - -
Fixed Charges 385,267 494,385 $542,085 $164,530
Capital - - - -
Gross County Cost $385,273 $542,085 $542,085 $164,530
Revenue 357,377 - - 164,530
Net County Cost $27,896 $542,085 $542,085 -
Budgeted Positions 0.5 0.5 0.0 0.0
Summary of Changes: Finance has chosen not to refill the FTE position managing
this grant, and the salary amount is requested to be transferred to the payment
of the consultant that has assisted with this grant over many years. 2026 is the last
year Weld County intends to be the fiscal agent for this program.
Finance/Administration Recommendation: Recommend approval.
Board Action: The County has chosen not to remain the fiscal agent of this grant
program, so the close out of the remaining grant funds total only $164,530 in 2026.
The changes were indicated by the grant manager contracted to manage these
funds externally from the County. Approved as recommended.
157
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Purchasing - 1000-16300 [CC_11640]
Department Description: The Purchasing department is responsible for all
purchases whether by formal bid, telephone proposal, or quotation. The
department maintains vendor bid lists for all types of bidding and seeks approval
from the Board of County Commissioners on all bids over $50,000.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $421,328 $466,204 $466,204 $451,281
Supplies 360 400 400 400
Purchased Services 8,206 9,450 9,450 9,450
Fixed Charges 298 200 200 200
Capital - - - -
Gross County Cost $430,192 $476,254 $476,254 $461,281
Revenue - - -Net County Cost $430,192 $476,254 $476,254 $461,281
Budgeted Positions 3.0 3.0 3.0 3.0
Summary of Changes: No changes requested for 2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
158
Purchasing - 1000-16300 [CC_11640]
(Continued)
2025 Strategic Priority Accomplishments:
1 . Continued the improvement process for updating county contact templates
to reduce risk exposure.
2. Boosted efficiency by creating standardized bid templates that also meet
WCAG 2.1 accessibility requirements
3. Collaborated, streamlined, and reduced costs of purchases using
cooperatives.
2026 Strategic Priority Objectives and Goals:
1 . Continue to improve paperless processes and remove duplicative processes.
2. Implement procurement process efficiencies through Workday.
3. Continue to leverage cooperative purchasing agreements to reduce
spending while increasing efficiencies.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of formal bids presented to
BOCC 217 200 200
Number of Purchase Orders placed 801 800 850
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.082 0.080 0.078
Per capita cost (county support) $1 .17 $1 .27 $1 .24
No. of formal bids/FTE presented to
BOCC 146 180 185
159
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Human Resources - 1000-16400 [CC_11900]
Department Description: The Human Resources Department plays a critical and
strategic role in the effective operation of Weld County Government. This
essential department is responsible for developing and enforcing employment
policies, maintaining job descriptions/classifications, and administering fair and
competitive compensation systems. Human Resources manages the full spectrum
of employment functions, from recruiting and hiring to employee relations,
disciplinary actions, and terminations. This ensures compliance with legal and
organizational standards. The department also oversees and maintains the
Humen Resources Information System (HRIS), which serves as the central system
of record for personnel data and supports efficient processing, reporting, and
analytics across all HR functions. In addition, Human Resources drives workforce
development through comprehensive training programs for supervisors,
managers, and front-line staff. It also oversees the County's benefits, leave
management, risk management, and employee wellness/safety programs, which
are vital to maintaining a safe, healthy and productive work environment. These
core functions directly support the County's ability to attract, retain and develop
a high-performing workforce dedicated to serving the citizens of Weld County.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $2,575,251 $2,885,053 $2,885,053 $3,566,030
Supplies 292,802 479,000 186,000 182,000
Purchased Services 296,762 283,400 326,400 329,400
Fixed Charges 2,401 2,200 2,200 2,500
Capital - - -
Gross County Cost $3,167,216 $3,649,653 , $3,399,653 $4,079,930
Revenue - - -Net County Cost $3,167,216 $3,649,653 $3,399,653 $4,079,930
Budgeted Positions 23.0 22.0 22.0 25.0
Summary of Changes: The Human Resource Department's 2026 budget is
projected to decrease by approximately $250,000. This reduction is primarily due
to reallocation directives from the Finance Department. Human Resources is not
submitting any requests for additional personnel, IT resources, or facility needs for
2026 but did experience some slight increases in software costs.
Finance/Administration Recommendation: Finance removed $4,000 of other
operating supplies to lower the increases requested.
160
Human Resources - 1000- 16400 [CC_11900]
(Continued)
Board Action: In November 2025, the Board moved 3.0 FTE associated with Payroll
from Accounting to Human Resources. The changes in the final budget include
$3,000 in Training, $300 from Employee Appreciation and salaries. The final budget
includes salary changes reflected in the outcome of the compensation study and
approved COLA. Approved as recommended.
Strategic Alignment:
The Human Resources department aligns with all 6 strategic initiatives of Weld
County by supporting a modern workforce and staying on top of initiatives that
attract and retain top talent. Each of the below goals will aid in our continued
commitment to being an Employer of Choice. As an Employer of Choice, Weld
must implement flexible, creative and diverse methods of attracting, training, and
retaining a workforce that is skilled, dedicated and supporting employees in
achieving their goals.
2025 Strategic Priority Accomplishments:
1 . Workday Implementation: Celebrated the one-year anniversary of the
successful launch of Workday Phase I in June 2024, streamlining HR
operations and data management.
2. Compensation and Classification Study: Completed a comprehensive
county-wide study, with implementation effective July 1 , 2025. This effort
supports the long-term goal of transitioning to a true merit-based
compensation system by 2028.
3. Payfactors Partnership: Partnered with Payfactors to support ongoing
maintenance of the new pay structure and alignment with the county's
compensation philosophy.
4. POWR Case Reduction: Achieved a reduction in POWR (Preservation of Weld
Resources) cases, indicating improved workplace practices and employee
relations.
5. Improved Turnover Trends: Continued positive trends in employee retention,
contributing to greater workforce stability.
6. MVR Monitoring Rollout: Launched new Motor Vehicle Record (MVR)
monitoring to reinforce employee safety and risk mitigation.
7. Health Plan Improvements: Realized a significant reduction in
cardiovascular-related claims on the county's health plan, attributed to
proactive, bi-annual screenings offered to all employees.
8. Benefits Enhancements: Continued to enhance the employee benefits
package to better meet workforce needs and remain competitive.
161
Human Resources - 1000- 16400 [CC_11900]
(Continued)
2026 Strategic Priority Objectives and Goals:
In 2026, the Human Resources Department will focus on several key strategic
initiatives to support organizational growth, workforce development, and the
County's evolving compensation philosophy:
1 . Leadership Development: Continue investing in leadership development to
prepare teams for the transition to a true merit-based compensation system
by equipping leaders with the necessary tools and training.
2. Performance Management Program: Launch a new performance
management program as a foundational tool to support merit-based pay
and drive accountability, growth, and development.
3. Workday Phase II: Support the implementation and enhancement of
Workday Phase II, with continued collaboration between Human Resources
and Finance to maximize system capabilities and ensure long-term success.
4. Health Insurance Transition: Facilitate a smooth transition to a new health
insurance provider, offering a more comprehensive plan and stronger
partnership aligned with the County's employee wellness and financial
objectives.
5. Compensation Maintenance: Uphold the County's evolving compensation
philosophy by adhering to a regular market analysis schedule to ensure
competitiveness in attracting and retaining talent.
6. Succession Planning and Talent Management: Prioritize succession planning
and talent management as core HR functions, ensuring the County has a
skilled and prepared workforce to meet the ongoing needs of Weld County
residents.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Authorized County Positions (FTEs) 1,951 1,991 1 ,992
Occupied FTEs 1,757 1,885 1 ,950
Employees
Terminated/Resigned/Retired 277 275 275
Employees Hired 361 400 425
Turnover Rate 16% 15% 14%
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/Capita 0.626 0.585 0.650
Per Capita Cost (County Support) $8.62 $9.71 $10.60
Personnel Served per FTE 101 98 80
162
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Wellness Program - 1000-16450 [CC_11900]
Department Description: The Wellness Program is a subsidiary of Human Resources
that focuses on the health and well-being of all Weld County employees by
addressing department, as well as individual risk factors and building
programming to reduce risk and promote a healthy lifestyle.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies $47,295 $116,500 $121,500 $121,500
Purchased Services 512,629 775,700 750,700 750,700
Fixed Charges - - - -
Capital - - - -
Gross County Cost $559,924 $892,200 $872,200 $872,200
Revenue - - -Net County Cost $559,924 $892,200 $872,200 $872,200
Budgeted Positions 0.0 0.0 0.0 0.0
Summary of Changes: The Wellness Budget is projecting a slight decrease in 2026
due to realignment of costs as directed by the Finance Department.
Finance/Administration Recommendation: Recommend approval.
Board Action: No changes between Proposed and Final. Approved as
recommended.
2025 Strategic Priority Accomplishments:
1 . Continued to create wellness programming focused on trends presented
through health insurance claims, such as skin cancer screening campaign.
The cardiovascular system has proven successful, as cardiovascular claims
are no longer in our top 5 highest cost categories.
2. Implemented a county-wide motor vehicle record program that coincides
with a drug and alcohol screening program for all employees that have
driving as an essential function of their job to reduce risk of our employees
and the citizens of Weld County
3. Continued to offer safety and wellness programming to engage our
employees in a culture that promotes health and safety.
163
Wellness Program - 1000- 16450 [CC_11900]
(Continued)
2026 Strategic Priority Objectives and Goals:
1 . Improve engagement in the Employee Medical Clinic by increasing
knowledge of what the clinic provides, partnering with the clinic on health
campaigns, and continuing to build a relationship of trust with the clinic staff
and management team.
2. Continue to build a culture that focuses on the health and safety of our
employees by continuing to increase the awareness on safety and wellness
through programs and campaigns.
3. Partner closely with workers compensation, property and liability, and health
insurance carriers to create proactive approaches to reduce claims and
address costly trends.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Wellness Incentive Program
Completion 969 750 900
inBody Scans 909 1 ,800 1 ,800
IOME 50 Minute Counseling Sessions 934 900 1 ,000
Cardiovascular Screenings 518 550 550
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
Per capita cost (county support) $1 .52 $2.37 $2.27
164
Budget Unit Request Summary
Department: Planning and Zoning
Budget Unit: Planning Office - 1000-17100 [CC_12500]
Department Description: The Planning and Zoning department provides the Weld
County Planning Commission and Board of County Commissioners with research
and recommendations regarding land use decisions in relationship to the Weld
County Comprehensive Plan, zoning, development review, and the issuance of
land use entitlements. The department provides information, guidance, and
assistance to Weld County citizens and jurisdictions with land use decisions and
community development activities.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $3,144,602 $3,437,526 $3,615,549 $3,944,069
Supplies 6,077 27,810 29,560 29,560
Purchased Services 318,899 604,476 642,776 650,776
Fixed Charges (595,773) 3,800 4,100 4,000
Capital •
- - - -
Gross County Cost $2,873,805 $4,073,612 $4,291,985 $4,628,405
Revenue 350,790 550,000 350,000 350,000
Net County Cost $2,523,015 $3,523,612 $3,941,985 $4,278,405
Budgeted Positions 25.0 25.0 29.0 27.0
Summary of Changes: Personnel Services included a mid-year 2025 approval
requesting one promotion of an existing position, resulting in a $14,313 increase in
Personnel. The 2026 request includes four promotions to existing positions, resulting
in a $42,385 increase in Personnel. The promotions are to reclassify a Planning Tech
II to an Executive Assistant/office Manager, an Engineer I position to an Engineer
II, a Compliance officer Ito a Compliance officer II, and a Planner Ito a Planner
II based on performance and certifications. The budget includes a request to add
a new Engineer I position, resulting in an increase of $121 ,325. Historically, the
department maintains a ratio of one Engineer for every two Planners; therefore,
the increase in Planners necessitates hiring an additional Engineer.
The requested increase in travel accounts for newly required conference
participation, including Floodplain Management, Planning Law Updates, and
Accela User Conferences that provide direct benefits to county operations.
Additional increased travel costs are due to rising airfare, lodging, and per diem
rates. These conferences provide critical regulatory updates, industry best
practices, and technology training that directly enhances the efficiency of our
planning processes.
165
Planning and Zoning - 1000-17100 [CC_12500]
(Continued)
Summary of Changes (Continued): Several staff members have obtained
professional licenses (CFM, AICP, PE) that require continuing education credits
(CEUs) to remain valid. Many of these CEU opportunities are not available locally,
requiring travel to industry conferences and specialized training sessions. Without
this budget increase, staff may risk losing their certifications, which could
jeopardize the department's ability to meet regulatory requirements and
maintain high professional standards.
Finance/Administration Recommendation: Finance added salaries for the two
additional FTE that were transferred mid-year to Planning, including one FTE from
Oil and Gas and one FTE from Environmental Health. With those additions, Finance
recommends delaying the promotions and new positions for another year or two
with hopes efficiency can be developed with the existing staff. Also, travel and
training were reduced from the requested $52,000 to a total of $30,000, which is
still a $4,000 increase from 2025. However, thoughtful use of those dollars is
requested to maximize training opportunities. Recommend approval of this
budget.
Board Action: The board agreed with staff recommendations to wait for a
subsequent year to consider the new position and promotions. The final budget
includes a restructuring of vehicle expenses from Building Inspection to Planning
for historical coverage, salary changes reflected in the outcome of the
compensation study, and approved COLA. Approved as recommended.
Performance Measures
2024 2025 2026
Planning Activity Actuals Estimated Projected
Land Use Permits (USR, COZ, ZPAG, etc.) 186 205 226
Land Division Permits FFD, MINF, LLA, etc.) 179 197 217
Total Number of Cases Processed 365 402 442
Pre-Application Meetings 253 300 330
Code Revisions 4 6 8
Small Business Incentive Program 2 0 0
2024 2025 2026
Development Review Activity Actuals Estimated Projected
Gradin• Permits Issued 80 88 97
Access Permits Issued 623 685 754
IA's Project Collateral Dollars Collected/YR $696,978 $446,481 $500,000
Number of Flood Hazard Dev Permits (FHDP)
Issued 73 80 88
Number of Flood Plain FP) Permits Issued 29 35 39
166
Planning and Zoning - 1000-17100 [CC_12500]
(Continued)
Performance Measures (Continued)
2024 2025 2026
Compliance Activity Actuals Estimated Projected
Number of complaints COMP 339 373 410
Number of violations initiated (CCV) 229 252 277
Number of violations closed 233 256 282
Violations referred to County Attorney's office 71 78 86
Vouchers (Property clean up assistance) 13 14 15
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.680 0.691 0.728
Per capita cost (county support) $6.87 $9.37 $10.32
2025 Strategic Priority Accomplishments:
1 . Housing Needs Assessment (HNA): Building a Vision for Weld County's Housing
Future
a. Weld County advanced its Housing Needs Assessment (HNA) in
alignment with Senate Bill 2024-174, ensuring compliance well ahead of
the December 31, 2026, deadline. This initiative represented an exciting
opportunity to better understand and plan for the evolving housing
needs of the community. Final recommendations and refinements will
be developed with input from staff, the PC, and BOCC, ensuring this
plan is not just a compliance measure but a bold step forward in shaping
a more inclusive and resilient Weld County housing landscape with
adoption in Q4 of 2025.
2. Fee Study: Aligning Resources with Service Excellence
a. To ensure Weld County's planning services remain both effective and
equitable, a comprehensive fee study has been initiated, excluding
impact fees, with a professional consultant engaged in May 2025. This
project is a critical step toward modernizing cost structure, enhancing
transparency, and reinforcing commitment to high-quality service
delivery. While currently in the data-gathering stage, the study is on
track for completion in alignment with the County's annual fee
ordinance process. The resulting recommendations will support
thoughtful, data-driven adjustments for 2026 that reflect both
operational realities and dedication to customer service.
167
Planning and Zoning - 1000-17100 [CC_12500]
(Continued)
2025 Strategic Priority Accomplishments Continued:
3. Code Updates: Modernizing for Clarity, Consistency, and Growth
a. In 2025, Weld County made significant progress in updating land use
codes to better reflect current practices and future needs. Revisions
have been adopted to Chapter 27 (Planned Unit Developments) and
Chapter 2 (graywater systems), modernizing and aligning code with
best practices. Two additional ordinances will enhance clarity around
agricultural land leveling and reservoir dredging (Chapter 8), the first
phase of a comprehensive update to Chapter 21 , including Articles I
and II and the repeal of Article IV. Updates to Articles III and VII are
planned, while OGED is leading efforts on Articles V and VI, as well as
updating key definitions and provisions in Chapter 23. Together, these
efforts form the foundation of a cleaner, more efficient, and more future-
ready development code for Weld County.
4. Comprehensive Plan: Charting a Unified Vision for Weld County's Future
a. Weld County is preparing to embark on a once-in-a-generation update
to its Comprehensive Plan, a bold and forward-thinking effort to shape
the county's long-term growth, development, and preservation
strategies. This plan will reflect the values of residents, the realities of our
regional context, and the opportunities ahead. Building on a strong
agricultural legacy and diverse communities, the plan will incorporate
robust public engagement, cutting-edge mapping and scenario
planning tools, and a deep understanding of Weld County's economic
and environmental landscape. A consultant will be selected later this
year to guide this process, with the goal of producing a plan that is
visually compelling, highly actionable, and rooted in consensus. This
initiative will ensure future land use decisions are not only legally sound
and technically precise, but also visionary, inclusive, and built to last.
168
Planning and Zoning - 1000-17100 [CC_12500]
(Continued)
2026 Strategic Priority Objectives and Goals:
1 . Ensure Healthy, Safe and Livable Communities by administering the
Comprehensive Plan vision into actionable policies and decisions.
2. Balance Growth and Development by responsibly evaluating applications,
ensuring consistency, and maintaining fair and uniform standards across the
county. The Planning Department continues to update codes and policies
that support balanced growth and development. These improved processes
align to provide excellent, cost-effective service delivery to ensure county
codes and policies continue to improve customer service and experience.
3. Plan for Resilient Infrastructure, Facilities, and Resources by restricting
development in high-risk areas such as floodplains, enforcing setbacks and
buffers, preserving wetlands and other open spaces.
4. Be an Employer of Choice by implementing creative and diverse methods
for attracting and retaining a department workforce that is skilled and
dedicated. Supports employees in achieving their goals by providing
increased training opportunities and leadership programs.
5. Provide Excellent, Cost-Effective Service Delivery by reviewing processes and
procedures to ensure that citizens and communities receive the best and
most cost-effective services.
6. Enhance Accessible Communication, Outreach, and Awareness by
providing online application submission, online payments, and the
availability to track application progress in real-time without phone calls or
office visits. The department coordinates with the Communications
department to enhance accessible communication, outreach and
awareness by proactively communicating and engaging with communities,
employees and residents.
169
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Community Dev Block Grant - 1000-17150 [CC_11660]
Department Description: The CDBG department administers the Community
Development Block Grant program which is funded through an allocation from
the U.S. Department of Housing and Urban Development.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $101,529 $105,807 $105,807 $108,246
Supplies 30 4,600 2,100 2,100
Purchased Services 5,807 29,907 77,400 75,900
Fixed Charges 1,152,814 1,070,996 1,066,355 1,066,355
Capital - - - -
Gross County Cost $1,260,180 $1,211,310 $1,251,662 $1,251,662
Revenue 1,260,180 1,21 1,310 1,251,662 1,251,662
Net County Cost - - - -
Budgeted Positions 1 .0 1 .0 1 .0 1.0
Summary of Changes: Increased budget for Fixed Charges and overhead to
reflect increased revenue due to a larger grant allocation from HUD.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA, reducing operating expenses
to offset the increase. Approved as recommended.
2025 Strategic Priority Accomplishments:
1 . Performed a Housing Needs Assessment for rural Weld County to inform
affordable housing efforts thereby promoting self-sufficiency in LMI persons
and improving their quality of life. (P1)
2. 100%of all contracts, agreements, memorandums of understanding etc. and
entered and tracked in OnBase during 2025. (P3)
3. Increased social and/or civic engagement by 10% in 2025. (P6)
170
Community Development Block Grant - 1000-
17150 [CC_11660] (Continued)
2026 Strategic Priority Objectives and Goals:
1 . All Weld County CDBG projects funded with prior year program funds to be
completed by the end of Program Year 2025 (PY25).
a. CDBG grant funds assist Weld County municipalities to carry out
infrastructure projects they could not otherwise afford. CDBG staff work
with subrecipients to complete their projects as efficiently as possible and
to meet current Federal, State and local standards.
b. Priority 5A: Review processes and procedures to ensure that citizens and
communities receive best and most cost-effective services.
2. Timely completion of a HUD compliant 2026-2030 Consolidated Plan for the
Weld County CDBG Program.
a. Share final plan with other County departments, most notably Planning
and Public Works.
b. Priority 1 E: Enhance awareness, use and exchange of survey data and
other strategies across departments to support effective service provision.
3. Create a robust library of data sources for HUD beneficiary reporting
requirements.
a. Issues exist finding accurate numbers for smaller communities for whom
specific census data is not readily available. Beneficiary data for all CDBG
funded projects must be reported in HUD's IDIS (Integrated Disbursement
and Information System) broken down by income (extremely low, low and
moderate), race, ethnicity, number of Seniors, and disabled persons, etc.
This data is not only required for reporting but to qualify the project as
eligible for CDBG funding. Driven by the Federal objective that 70% of
CDBG-funded projects serve low- and moderate-income persons or is a
special project designed to remove barriers to accessibility which serves
beneficiaries presumed by HUD to be low to moderate income as a
group, i.e. Seniors/disabled persons. Weld County designed their program
such that all projects funded with County CDBG dollars must meet the test
of benefit to low- and moderate-income persons.
b. When meeting with potential grant applicants prior to, or during, the initial
screening process, the data for their municipality is shared with them,
including the numbers of Seniors and disabled persons. This gives CDBG
staff an opportunity to advocate their proposed project be designed as
accessible by adding the construction of compliant ADA ramps to a
street project or providing accessible parking in front of their newly
renovated Senior Center or make the entire project about accessibility
since these items would be eligible for CDBG funding given HUD's priority
for accessibility.
c. Priority 6B Strive to ensure that systems, services and facilities are
accessible to communities.
171
Budget Unit Request Summary
Department: Facilities
Budget Unit: Facilities Department Administration - 1000-17200 [CC_11300]
Department Description: Facilities maintain all 105 county buildings and grounds
in the areas of air conditioning, heating, plumbing, carpentry, painting, electrical,
lawn and grounds care, furniture moves, snow removal, etc. This Department
performs cleaning tasks in the Courthouse, Centennial Complex, Human Services
Buildings, South County Services Building, Public Works Headquarters, North
County Jail, Health Building, Training Center, Southwest Weld Administration
Building, Public Safety Administration Building, Alternative Programs Building,
Community Corrections Building, Regional Crime Lab, and Weld Business Park
Administrative Buildings.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $5,077,934 $6,001,545 $5,864,067 $6,204,906
Supplies 554,431 867,000 875,208 863,708
Purchased Services 6,613,703 7,566,358 7,826,1 12 7,824,077
Fixed Charges 13,453 (224,700) (224,800) (224,800)
Capital - - - -
Gross County Cost $12,259,520 $14,210,203 $14,340,587 $14,667,891
Revenue (3,226) 371,574 -Net County Cost $12,262,746 $13,838,629 $14,340,587 $14,667,891
Budgeted Positions 53.0 53.0 52.0 52.0
Summary of Changes: This is a summary of the six different units that will make up
the Facilities department in 2026. The total increase in expenditures of $130,424 is
0.92%, reflected by increases in all county building utilities and repairs and moving
$60,000 in armed security contract expenses from Non-Departmental to Facilities'
Security unit. The increase is also offset with the moving of one FTE to Information
Technology for the moving of audio/visual tickets to be housed under IT in 2026.
Revenue has also been moved to Non-Departmental for the rental agreements
within the Chase building, and Missile Site Fees that are still collected.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes operating adjustments to allow for the
breakout of separate cost centers in 2026, salary changes reflected in the
outcome of the compensation study, and the approved COLA. Approved as
recommended.
172
Facilities - 1000-17200 [CC_11300]
(Continued)
2025 Strategic Priority Accomplishments:
• Responded to operational repair issues within 7 days of receipt and goal of
completion within 30 days.
2026 Strategic Priority Objectives and Goals:
1 . Facilities Master Plan
• 20-year Capital and Infrastructure mission
• Begin with Fleet Building $19M construction.
• (Communication 911 renovation and new backup Center, $8.5M).
• Judicial Center
• FCA: Facility Condition Assessment data drives decisions.
• JAIL security and technology assessment vision.
2. Grants: Facilities plans to pursue and utilize grants to offset costs in the
following areas:
• DOLA Department of Local Affairs
• Fleet $1 ,000,000
• Grounds Building $200,000
• Keenesburg Grader Shed $200,000
• EECBG (Energy Efficiency and Conservation Block Grant)
• Lighting and Lighting Control Systems $231 ,000
3. Maintain operational plans to ensure resilient infrastructure:
• Facilities to continue maintaining infrastructure throughout the County
based on the following:
a. Operational repair issues to be corrected within 7days of receipt.
b. Forecasting infrastructure issues and creating a corrective action
plan.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of square feet maintained 1 ,767,712 1 ,767,712 1 ,767,712
Number of preventative maintenance work
orders (PMs) 275 300 300
Number of tracked repair work orders 11 ,816 12,000 12,000
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 1 .442 1 .410 1 .351
Per capita cost (county support) $33.37 $36.80 $37.26
Cost per square foot $6.26 $7.68 $7.94
173
Budget Unit Request Summary
Department: Facilities
Budget Unit: Weld Plaza - 1000-17250 [CC_11370]
Department Description: The Weld Plaza Building was purchased in 2014 for future
justice services and court related county offices. The building has excess space
that will be leased until there is a county need. This budget accounts for the costs
and rental revenues of the building.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies $3,520 - - -
Purchased Services 315,391 - -
Fixed Charges - - - -
Capital - - - -
Gross County Cost $318,911 - - -
Revenue $566,783 - -Net County Cost ($247,872) - - -
Budgeted Positions 0 0 0 0
Summary of Changes: As of 2023, most tenants outside of county business were
no longer renting space, therefore, the Weld Plaza expenses and revenues are
being moved to Facilities.
Finance/Administration Recommendation: Recommend approval of removing
this budget.
Board Action: Approved as recommended.
174
Budget Unit Request Summary
Department: Information Technology
Budget Unit: Information Services - 1000-17300 [CC_12100]
Department Description: Information Technology provides the technology
involving the development, maintenance, and use of computer systems,
software, networks, and telecommunications for the processing and distribution
of data support services to Weld County.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $8,828,837 $9,065,548 $9,090,778 $9,344,456
Supplies 4,566,686 4,646,973 5,054,130 5,054,130
Purchased Services 175,275 94,900 96,900 96,900
Fixed Charges (2,384,723) (1,523,875) (2,197,731) (2,197,731)
Capital 915,000 1,1 16,000 1,1 16,000
Gross County Cost $11,186,075 $13,198,546 $13,160,077 $13,413,755
Revenue - -Net County Cost $1 1,186,075 $13,198,546 $13,160,077 $13,413,755
Budgeted Positions 54.0 54.0 55.0 54.0
Summary of Changes: Personnel for 2026 remains static, however it also reflects
the elimination of two part-time positions as discussed with the implementation of
Workday, and the move of one (1 .0) FTE from Facilities to IT to take over audio-
visual repair and assistance starting in 2026. The original position was budgeted at
Grade 43 and moved to an IT Tech Support at Grade 35, with the remaining
$20,000 in salary savings being moved to supplies for any break/fix small purchases
for this new function.
The biggest change is moving Countywide Technology and Projects back to a
separate Cost Center starting in 2026. This allows for better analysis of IT functions
without including the budget of up to $1 million, depending on available funding,
and for other department requests and countywide software such as Workday
and CanAm, that are not specifically IT software.
Finance/Administration Recommendation: Finance increased Supplies by $1 ,200
and removed the same expense from Engineering for monitors that would be
purchased by IT. Recommend approval.
Board Action: The final budget includes the reduction of 1 .0 FTE that was moved
to Finance, salary changes reflected in the outcome of the compensation study,
and the approved COLA. Approved as recommended.
175
Information Technology - 1000-17300
ICC_12100] (Continued)
Mission Statement (Information Technology): The mission of the Weld County
Information Technology (IT) Department is to provide responsive, adaptive,
transformative, innovative, and cost-effective information technology solutions
and services. This assists County departments and offices to successfully achieve
their objectives. IT will assist with the implementation and support of technology
solutions empowering the citizens of Weld County to access information and
mission critical services in a comprehensive, responsive and effective manner.
2025 Strategic Priority Accomplishments:
1 . Ensure Healthy, Safe, and Livable Communities:
• HEP-1666 2025 Community Health Survey
• OEM-1587 Emergency Response System Replacement
• SO-1699 Axon Body Worn Cameras
• HE - Health Mobile Unit
• SO-1735 Command Bus
• COM-1755 New 911 Protocols
• WELD-1782 Address Standardization for Oil Field Sites
2. Balance Growth and Development:
• WELD-1702 Migration to SharePoint
• BOCC-1733 Assembly Room Audio Visual Replacement
• FAC-1704 Audio/Video System - Conference Room Upgrades
• IT-1546 Interactive Display - Administration Building
• SS-1696 Chocolate/Phase II of TIMS
• CTB-1421 Upgrade Record Management
• PL- 1707 Storymaps for Planning Website
• FAC-1513 Dispatch Remodel (10-Year Growth)
• FAC-1697 Night Facilities Project
• AS-161 1 2024 Aerial Imagery
3. Plan For Resilient Infrastructure, Facilities, and Resources:
• PS-1538 Public Safety BCP
• WELD-1783 MFA / Mobile Outlook Client / Activesync
• WELD-1578 Enterprise Password Management
• WELD-1693 Disaster Recovery BCP - Infrastructure
4. Be An Employer of Choice:
• HR-1585 Wellness Platform RFP
• WELD-1486 Workday Implementation Phase I
• IT- Orientation Presentation/Support
5. Provide Excellent, Cost-Effective Service Delivery:
• IT-171 1 2025 Data Protection
• FAC-1536 Jail Security Electronics and Controls
• PL-1646 Desktops for Accela Lobby Kiosks
176
Information Technology - 1000-17300
[CC_12100] (Continued)
2025 Strategic Priority Accomplishments (Continued):
• IT-1657 Software RFP/Implementation of Haloit
• SO-1533 Jail Muni Billing
• AS-1429 Online Appeals
6. Enhance Accessible Communication, Outreach, and Awareness:
• MV-1672 Upgrade Nemo Q Kiosk Installation - Greeley
• MV-1673 Upgrade Nemo Q Kiosk Installation - Del Camino
• IT-1703 Update Vendor Response Form Within RFP Template
• PL-1707 Storymaps for Planning Website
• WELD-1384 HB21-1 1 10 Conformance - Accessibility Standards
2026 Strategic Priority Objectives and Goals:
IT Strategic Priorities for IT Excellence in County Governance
1 . Information Technology Security
• Implement cybersecurity protocols across systems and endpoints.
• Conduct regular audits and penetration testing.
• Train staff on data privacy, phishing prevention, and secure practices.
2. Enterprise Architecture
• Align IT infrastructure with organizational mission and departmental
workflows.
• Standardize technology stacks to ensure scalability and integration.
• Document systems architecture for continuity and disaster recovery.
3. Business Alignment
• Create measurable IT objectives that support business goals. (Service
Level Agreement, System Uptime, Speed to Answer, etc.)
• Involve stakeholders in the planning of tech initiatives via regular
departmental and office meetings.
• Develop application roadmap for each department and office that
infuses Al technologies where appropriate.
4. Project Management
• Use agile or hybrid frameworks to manage IT projects.
• Define clear roles, milestones, and success metrics.
• Create dashboards for transparency and executive oversight.
5. Service Management - Client Experience
• Implement an ITIL-based framework for service delivery.
• Monitor SLAs and user satisfaction through helpdesk analytics.
• Continuously improve with user feedback loops and incident reviews.
6. Application Management
• Track usage and performance throughout application lifecycles.
• Establish regular updates and retirement schedules.
• Ensure licensing, security patches, and interoperability standards.
177
Information Technology - 1000-17300
[CC_12100] (Continued)
2026 Strategic Priority Objectives and Goals Continued:
7. Infrastructure Management
• Modernize physical and cloud infrastructure with resilience in mind.
• Monitor uptime, latency, and performance KPIs.
• Automate routine tasks and backups to improve reliability.
8. Data Management
• Maintain a data governance policy covering privacy, access, and
retention.
• Implement secure, scalable data storage systems.
• Use data analytics to inform policy and decision-making.
9. Innovation & Emerging Technologies
• Identify opportunities with Al and loT.
• Review opportunities for automation - chatbots, repetitive tasks,
cybersecurity, etc.
• Partner with other counties and municipalities or vendors for research and
opportunities to increase efficiency.
10. IT Governance
• Develop clear IT usage policies and training guidelines.
• Brief the BOCC with bi-weekly updates and recommendations.
• Ensure compliance with federal, state, and local regulations.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of Computing Devices
Supported 3,750 4,347 4,500
Number of Personal Computer systems
installed/replaced 350 575 500
Number of IT Mana•ed Projects 162 150 148
Number of Technical Support 1 ,400 1 ,400 1 ,200
Calls/Month
Number of Virtual Servers Managed 325 325 400
Number of Application Mana•ed 130 130 180
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 1 .524 1 .489 1 .455
Per capita cost county support $30.44 $35.10 $34.20
Note: information technology has a comprehensive strategic plan available by
emailing: rrose@weld.gov
178
Budget Unit Request Summary
Department: Information Technology
Budget Unit: Geographical Information Systems - 1000-17350 [CC_12110]
Department Description: Geographical Information Systems (GIS) provides
technical support for the development and maintenance of the Weld County
geographical information system that serves the entire county and some outside
entities.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies $368,819 $457,178 $450,800 $450,800
Purchased Services 3,160 3,160 3,360 3,360
Fixed Charges - - - -
Capital - - - -
Gross County Cost $371,979 $460,338 $454,160 $454,160
Revenue 1,341 1,600 700 700
Net County Cost $370,639 $458,738 $453,460 $453,460
Budgeted Positions 0.0 0.0 0.0 0.0
Summary of Changes: Small changes were made to accurately reflect expenses,
including higher services, lower supplies and lower revenue. This unit typically
comes in under budget.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
2025 Strategic Priority Accomplishments:
1 . Leveraged the benefits of the Esri Enterprise License Agreement to deploy
innovative and cutting-edge technology.
2. Reviewed GIS systems and updated or migrated from software and web
mapping applications that were being retired or deprecated.
3. Ensured that new GIS applications adhere to digital accessibility standards.
4. Provided GIS support for initiatives that preserve, promote, and protect the
health, safety, and environment of Weld County.
179
Geographical Information Systems - 1000- 17350
[CC_12110] (Continued)
2026 Strategic Priority Objectives and Goals:
1 . Develop GIS applications that adhere to accessibility standards and provide
communication and community outreach.
2. Employ best practices to upgrade or maintain GIS systems on current
software versions to deliver innovative and secure technology.
3. Review existing workflows and processes to ensure streamlined and cost-
effective methods are in place.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
# Parcels in Database 159,245 163,226 167,307
# Parcels Updated 4,043 3,981 4,081
# Available Coverage (Layers) in GIS 90 95 100
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.000 0.000 0.000
Per capita costs (County support $1 .01 $1 .22 $1 .18
Goals/Desired Outcomes/Key Performance Indicators: GIS is a division of
Information Services, see goals for Budget Unit 1000-17300 [CC_12100].
180
Budget Unit Request Summary
Department: Information Technology
Budget Unit: County-Wide Projects and Technology - 1000-17375
[CC_12120]
Department Description: The County-Wide Projects and Technology cost center is
used to track county-wide software expenses and to separate department-
requested IT projects from the central IT budget. These projects have been
approved through the IT evaluation process, allowing for clearer budgeting and
accountability.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - $568,200 $946,710
Purchased Services - - 803,534 668,902
Fixed Charges - - - -
Capital - - 592,134 -
Gross County Cost - - $1,963,868 $1,615,612
Revenue - - -Net County Cost - - $1,963,868 $1,615,612
Budgeted Positions 0.0 0.0 0.0 0.0
Summary of Changes: Finance recommended using this Cost Center to
accurately account for county-wide software such as CanAm and Workday, as
well as separating the department requested IT projects to be separated from the
IT budget. These include multiple projects that have made it through the IT project
evaluation.
Finance/Administration Recommendation: To reduce costs, Finance and IT
deferred a total of five projects, amounting to $348,256, for a future year.
Recommend approval of the reduced budget.
Board Action: Approved as recommended.
181
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Printing and Supply - 1000-17600 [CC_11650]
Department Description: The Print Shop provides printing and supply support, mail
processing, and courier services to the county.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $41 1,496 $424,455 $424,455 $448,924
Supplies 62,312 74,000 74,000 74,000
Purchased Services 59,828 70,500 70,500 70,500
Fixed Charges 356 200 200 200
Capital - - - -
Gross County Cost $533,992 $569,155 $569,155 $593,624
Revenue 234,721 191,000 191,000 191,000
Net County Cost $299,271 $378,155 $378,155 $402,624
Budgeted Positions 4.0 4.0 4.0 4.0
Summary of Changes: No changes requested for 2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the salary changes reflected in the
outcome of the compensation study, and the approved COLA. Approved as
recommended.
2025 Strategic Priority Accomplishments:
Per Strategic Goal 5A, the goal of the Printing and Supply Division is to provide the
most cost-effective services possible. Here are some examples:
1 . Health Department: Printing, sorting, stuffing, and mailing the tri-annual
health survey to approximately 70,757 households to lower postage costs.
There were four separate letters and postcards printed and prepared for
mailing.
2. Public Trustee: Address, stuff, and mail foreclosures. In 2024, there were 686
foreclosures for a total of 7,451 letters mailed. Year to date, as of May 31 ,
2025, there have been 419 foreclosures, and 4,388 associated letters mailed.
3. Treasurer: Delinquent tax notices are mailed out once a year. For 2024, 8,665
were organized and sent. This division also handles all returned mail from tax
notices, and re-mails with forwarding address. They also keep a log for the
Treasurer to update their files.
4. Assessor: Prints and sends the Notice of Valuation, Notice of Determination,
and Personal Property Letters each year.
182
Printing and Supplies1000 - 17600 [CC_11650]
(Continued)
2025 Strategic Priority Accomplishments (Continued):
5. Clerk and Recording: Sends the renewal tags for Motor Vehicle requests that
are processed daily. In 2024, over 34,935 were sent out. This division also prints,
sorts and mails all New Voter notices and any Colorado Department of
Revenue notices or confirmation cards at the Clerk and Recorder's request.
Undeliverable ballot notices are organized and tracked after every election.
6. Human Services: Monthly processes the M476, A2220 and CE33 reports for
Child Support and Rosters and Remittance notices for Fiscal are printed,
inserted and mailed out.
7. Instrumental in assisting other departments with mailing, such as Accounting
for the annual requirement of 1099's and W-2's, Planning for USRs, PUDs and
any other requests.
8. Every year in July, Printing and Supply assists the County Fair with printing
and mailing any requested materials.
2026 Strategic Priority Objectives and Goals:
Continuing to assist departments with large mail-merge projects to improve
efficiency and lower the ever-rising postage and printing costs. This ensures
accurate information is given to residents of the county at the lowest cost
possible, directly impacting Strategic Goal 5A
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Print Orders 1 ,518 1 ,476 1,500
Mail Pieces 355,915 416,075 400,000
Supply Orders 6 10 10
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.109 0.106 0.104
Per Capita cost (county support) $0.81 $1 .01 $0.98
183
Budget Comparison
Sheriff's Office Expenses
90,000,000
80,000,000
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
2021 2022 2023 2024 2025 2026
■Budget 57,372,878 61,133,759 68,510,531 75,295,360 81,235,644 84,339,044
■Actual 56,162,129 59,407,882 62,965,679 70,379,466 -
Link to chart data
184
Sheriff' s Office
2026 Budget Summary
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $55,333,299 61,870,519 $62,150,632 $64,306,194
Supplies 1,313,621 2,244,972 2,244,972 2,244,972
Purchased Services 13,683,643 17,439,407 17,439,407 17,439,407
Fixed Charges (63,112)_ (39,800) (39,800) 44,900
Capital 115,014 303,571 303,571 303,571
Gross County Cost $70,382,465 81,235,644 $82,098,782 $84,339,044
Revenue 3,084,523 2,053,264 2,053,264 2,138,264
Net County Cost $67,297,942 79,291,984 $80,045,518 $82,200,780
Budgeted Positions 448.2 448.2 451.2 448.2
Administration
Support Services U $887,093
Sheriff Administration $3,477,190
School Resource Officer $1,168,061
Records Unit - $1,412,272
Professional Standards $3,477,992
Evidence Unit I $456,707
$- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000
Patrol
Victim Advocates I $324,039
Regional Lab • $963,453
Patrol $12,586,459
Ordinance Enforcement • $751,757
Investigations $4,262,362
Drug Task Force I $420,387
Contract Services I $192,031
Civil • $862,362
$- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000
Jail
Security $29,557,354
Inmate Services $13,565,756
Courts &Transportation $6,566,751
Booking $3,407,018
$- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000
■Series l ■Series2 ■Series3 ■Series4 ■Series5 Series6
Link to Chart Data
185
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Sheriff Administration - 1 000-21 1 00 [CC_20100]
Department Description: The Administration Unit supports other budget units within
the Sheriff's Office. This budget unit provides for policy development, formulation
of written directives and overall direction by the Sheriff and upper agency staff.
Typical activities performed within this budget unit include clerical staff support,
agency service billing, agency procurement, Human Resources Department
support, and lobby counter service access to the public.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $2,387,409 $2,449,167 $2,631,843 $2,603,332
Supplies 58,533 133,610 157,885 157,885
Purchased Services 119,420 654,861 657,573 657,573
Fixed Charges 21,888 44,900 45,200 44,900
Capital - 19,500 13,500 13,500
Gross County Cost $2,587,251 $3,302,038 $3,506,001 $3,477,190
Revenue 106,389 110,000 110,000 110,000
Net County Cost $2,480,861 $3,192,038 $3,396,001 $3,367,190
Budgeted Positions 16.0 16.0 18.0 16.0
Summary of Changes: Total Net Change: increase of $203,963.
Personnel increase of $182,676 for adding two (2.0) new Law Enforcement Techs
to handle the added duties mandated by SB 25-003. Purchased Services
increased by $2,712, of which $5,801 is attributed to Vehicle Repair and
Maintenance according to the advice of the Fleet Director. Supplies increased
by $24,275, including a new printer for the north office due to increased customer
service. Fixed Charges increased by$300 for employee appreciation for the entire
Sheriff's Office. Capital decreased by $6,000 for multi-use printers bought in 2025,
not needing replacement in 2026.
Finance/Administration Recommendation: The recommendation is to increase
FTE by one (1 .0) to see if the increased legislation really does result in an excessive
increased workload. Finance would support a midyear increase if the workload
increase is obvious. Also, employee appreciation was lowered by $200 to reflect
the two (2.0) FTE not recommended for 2026.
Board Action: The board removed the additional FTE with the intention that if the
bill goes into effect, they will approve the new position(s) at that time. Approved
as recommended.
186
Sheriff Administration Patrol - 1 000-21 1 00
[CC_20100] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals I Estimated Projected
Press Releases (PIO) 26 28 30
Social Media Posts (PIO) 891 900 910
Vin Checks 1 ,751 1,900 2,000
Fingerprints 2,600 3,000 3,500
Concealed Handgun Permits Issued 5,003 5,300 5,600
CORA/CCJRA Re•uests and Releases 1 ,357 1,500 1,800
2024 2025 2026
Efficiency Measures Actuals I Estimated Projected
FTEs per 10,000/capita 0.435 0.426 0.442
Per Capita cost (County Support) $6.75 $8.49 $8.59
187
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Booking - 1 000-21 1 1 0 [CC_20200]
Department Description: The Booking Unit supports other budget units within the
Sheriff's Office. This budget unit provides 24-hour data entry of prisoner
information needed to complete the booking process. Additional responsibilities
include managing prisoner property, money, inmate, and staff supplies, inmate
mail processing, facilitating personal and professional visitation for inmates and
lobby counter service access to the public. Revenue is generated from inmate
telephone and commissary contracts.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $2,368,760 $2,725,554 $2,725,554 $2,830,647
Supplies 221,250 418,623 400,001 400,001
Purchased Services 40,684 62,330 60,370 60,370
Fixed Charges - - - -
Capital - 30,000 116,000 116,000
Gross County Cost $2,630,694 $3,236,507 $3,301,925 $3,407,018
Revenue 124,648 126,500 120,000 120,000
Net County Cost $2,506,046 $3,110,007 $3,181,925 $3,287,018
Budgeted Positions 30.0 30.0 30.0 30.0
Summary of Changes: Net Change: increase of $71,918.
Revenue decreased by $6,500, Supplies decreased by $18,622, and Purchased
Services decreased by $1,960. Capital increased by $86,000: $20,000 to replace
two (2) old copiers and $66,000 to replace multiple end-of-life ten printers.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
188
Sheriff Booking Unit - 1 000-21 1 1 0 [CC_20200]
(Continued)
Performance Measures
2024 2025 2026
Work Outputs IMO Actuals Estimated Projected
Inmate Book-In 9,213 9,350 9,400
Inmate Book-Out 9,265 9,400 9,475
Jail Inmate mail outs 8,774 8,850 9,000
Jail Inmate mail ins 8,029 8,200 8,300
Personal Remote Inmate Visitation 35,858 36,000 36,500
Personal Onsite Inmate Visitation 2,328 2,500 2,600
Professional Onsite Inmate Visitation 2,328 2,400 2,500
Fingerprinting of Public 2,688 2,750 2,900
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.816 0.798 0.780
Per Capita cost (county support) $6.82 $8.27 $8.27
Goals/Desired Outcomes/Key Performance Indicators: See the Detention Division
and Patrol Division goals that follow the Sheriff's Office summary page.
189
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Professional Standards Unit - 1000-21120 [CC_20120]
Department Description: The Professional Standards Unit supports other budget
units within the Sheriff's Office. This unit is responsible for the administration of the
internal affairs investigative process, recruitment, and screening applicants for
employment within the Sheriff's Office. Additionally, this unit is responsible for
developing, scheduling, facilitating, and documenting/tracking training for all
divisions, updating policy and procedure to comply with current case law, best
practice, and ensuring the Sheriff's Office practice and procedure are aligned.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,395,762 $1,578,469 $1,578,469 $1,551,758
Supplies 80,375 171,979 175,180 175,180
Purchased Services 845,017' 1,802,963 1,751,054 1,751,054
Fixed Charges - - - -
Capital - - - -
Gross County Cost $2,321,154 $3,553,411 $3,504,703 $3,477,992
Revenue 43,994 - -Net County Cost $2,277,160. $3,553,411 $3,504,703 $3,477,992
Budgeted Positions 12.0 12.0 12.0 12.0
Summary of Changes: Net Change: decrease of $48,708.
No significant program changes requested for 2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
190
Sheriff Professional Standards - 1000-21120
[CC_20120] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals I Estimated Projected
Polygraph 224 230 235
Hiring 112 115 115
Training (hours) Provided to WCSO 24,360 14,120 15,000
Academies 8 9 9
Use of force 239 262 289
Investigations 76 84 92
Detention Incidents Reviewed 2,707 3,167 3,705
Inmate Discipline Appeals 371 408 448
Detention Videos Copied 225 247 271
2024 2025 2026
Efficiency Measures Actuals I Estimated Projected
FTEs per 10,000/capita 0.327 0.319 0.312
Per Capita cost (county support) $6.20 $9.45 $9.1 1
Goals/Desired Outcomes/Key Performance Indicators: See the Detention Division
and Patrol Division goals that follow the Sheriff's Office summary page.
191
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Civil Unit - 1 000-21 1 30 [CC_20300]
Department Description: The Civil Unit provides a statutorily required function by
serving civil process and precepts issued from the courts. Civil papers are
generally court-issued documents but may also pertain to small claims, court
summons, or subpoenas.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $746,442 $753,180 $753,180 $844,083
Supplies 700 1,200 500 500
Purchased Services 45,358 16,694 17,779 17,779
Fixed Charges - - -
Capital - - -
Gross County Cost $792,500 $771,074 $771,459 $862,362
Revenue 183,057 170,000 170,000 170,000
Net County Cost $609,442 $601,074 $601,459 $692,362
Budgeted Positions 7.2 7.2 7.2 7.2
Summary of Changes: The net change is an increase of $385. Supplies decreased
by $700 and Purchased Services increase by $1 ,085 all of which is attributed to
Vehicle repairs and maintenance per the advice of the Fleet Director.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
192
Sheriff Civil Unit - 1 000-21 1 30 [CC_20300]
(Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Civil Process Served 6,065 6,238 6,413
Evictions 1 ,116 1,012 1,064
Sheriff's Sales (court orders for seized
•roperty and equipment) 8 10 10
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.196 0.191 0.187
Per Capita Net County Cost $1 .66 $1 .60 $1 .56
Goals/Desired Outcomes/Key Performance Indicators: See the Detention Division
and Patrol Division goals that follow the Sheriff's Office summary page.
193
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Sheriff's Support Services - 1 000-21 1 40 [CC_20140]
Department Description: The Support Services Unit supports other budget units
within the Sheriff's Office. This unit is responsible for the coordination and
facilitation of tracking, ordering, and maintaining designated equipment
assigned in all divisions.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $100,428 $101,265 $101,265 $100,278
Supplies 563,264 1,041,516 786,370 786,370
Purchased Services 1,369 - 445 445
Fixed Charges - - - -
Capital •
- - - -
Gross County Cost $665,081 $1,142,781 $888,080 $887,093
Revenue 1,015 - -Net County Cost $664,066 $1,142,781 $888,080 $887,093
Budgeted Positions 1 .0 1.0 1 .0 1.0
Summary of Changes: A $254,701 net decrease in expenses is requested for 2026.
Supplies will decrease by $255,146. This reduction is reflected across costs as
follows: $93,755 was a decrease in Firearm Supplies, $134,566 in Small Equipment,
$27,525 in Uniforms, and a $200 reduction to Other Operating Supplies. An
increase of $445 is requested in Purchased Services for maintenance of Lifeloc
BAC FC10 Plus units.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
194
Sheriff Support Services - 1000-21140 [CC_20140]
(Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
New Hire Equipment Procurement
and Issue QM 61 40 75
Critical Equipment and Firearm
Inventory (QM 12 12 12
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.027 0.027 0.026
Per Capita Net County Cost $1 .81 $3.04 $2.31
Goals/Desired Outcomes/Key Performance Indicators: See Administration,
Detention, and Patrol Division Goals specific to new projects, physical plant
maintenance, and equipment allocation and new personnel hires.
195
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Sheriff's Records Unit - 1000-21150 [CC_20130]
Department Description: The Records Unit was established in 2020 when Law
Enforcement Records services, which used to be contracted out to the Greeley
Police Department, was brought in-house. The Records Unit is responsible for the
processing, storage, dissemination to other criminal justice stakeholders, and the
appropriate and legal release of criminal justice records for the Weld County
Sheriff's Office. These responsibilities are accomplished while complying with all
federal, state, and local regulations.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,287,878 $1,207,957 $1,207,957 $1,378,457
Supplies 7,052 19,420 27,475 27,475
Purchased Services 11,752 6,440 6,340 6,340
Fixed Charges - - - -
Capital - - - -
Gross County Cost $1,306,682 $1,233,817 $1,241,772 $1,412,272
Revenue 19,647 20,000 25,000 25,000
Net County Cost $1,287,035 $1,213,817 $1,216,772 $1,387,272
Budgeted Positions 14.0 14.0 14.0 14.0
Summary of Changes: Increase in Supplies for the purchase of replacement office
chairs due to age, and new office scanner. Purchased Services decreased by
$100.
Finance/Administration Recommendation: Recommend Approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
196
Sheriff Records Unit - 1 000-21 1 50 [CC_20130]
(Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Citations Processed 2,347 2,647 2,847
Weld County Criminal Reports
Processed 16,473 10,035 10,737
Warrants - Added/Modified/Cleared 14,052 16,052 18,052
CORA/CCJRA Requests and Releases 6,024 6,445 6,896
Records Revenue $12,788 $13,682 $14,638
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.381 0.372 0.364
Per Capita Net County Cost $3.50 $3.23 $3.16
Goals/Desired Outcomes/Key Performance Indicators: 2023 total Records reports
processed increased in total over 2022 actuals by 153%. It should be noted that
report processing time has reduced significantly because of a new RMS. The new
system is much more constrictive, and processing times are slower. A four (4) year
trend shows a ten percent (10%) increase over 2020 actuals. Projected growth of
new items is estimated at seven percent (7%) on average.
197
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Sheriff's Evidence Unit - 1000-21160 [CC_20110]
Department Description: The Evidence Unit was established in 2020 when Law
Enforcement Evidence services, which used to be contracted out to the Greeley
Police Department, were brought in-house. The Evidence Unit is responsible for
the intake, storage, security, and disposition of evidence (both physical and
digital) and other property for the Weld County Sheriff's Office. These
responsibilities are accomplished while complying with all federal, state, local and
chain of custody regulations.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $246,993 $272,761 $272,761 $317,551
Supplies 53,356 100,970 109,020 109,020
Purchased Services 11,810 28,882 30,136 30,136
Fixed Charges - - - -
Capital 7,918 - - -
Gross County Cost $312,159 $402,613 $41 1,917 $456,707
Revenue 6,705 - -Net County Cost $305,454 $402,613 $411,917 $456,707
Budgeted Positions 3.0 3.0 3.0 3.0
Summary of Changes: An overall increase of $9,304 was requested for this budget
unit for 2026. Supplies comprise much of the increase including purchases for a
desktop scanner, refrigerator, and freezer. Purchased Services increased to
reflect the vehicle repairs and maintenance of$389 and $865 in other small items.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
198
Sheriff Evidence Unit - 1 000-21 1 60 [CC_20110]
(Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Total Evidence Items in Inventory 101 ,150 106,207 116,238
New Physical Evidence Items 2,735 2,871 3,014
New Di•ital Evidence Items 3,944 4,141 4,348
Total New Evidence Items 6,679 7,012 7,362
Items Disposed or Destroyed 1 ,547 2,200 3,000
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.082 0.080 0.078
Per Capita Net County Cost $0.83 $1 .07 $1 .07
Goals/Desired Outcomes/Key Performance Indicators: 2023 evidence
submissions decreased in total over 2022 by six-point nine percent (6.9%), but the
five (5) year trend shows a seven-point one percent (7.1%) increase over 2019
actuals. Estimated and projected growth of new items is estimated at three
percent (3%) on average. A key element to effective Evidence Management is
maintaining a one-to-one ratio of new physical items submitted to items disposed
or destroyed. Significant investment in time and manpower will be necessary to
improve this key performance metric.
199
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Sheriff's Patrol - 1000-21200 [CC_20350]
Department Description: The Patrol Unit provides field response to reports of
possible criminal activity or threat to public safety to include traffic safety
enforcement in unincorporated areas of the county and within municipalities
contracting for law enforcement service. Unit provides crime prevention
information and strategy education, serves arrest warrants, transports prisoners,
and conducts criminal investigations. Activities are frequently coordinated with
municipal, other county, state, and federal law enforcement and regulatory
agencies.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $8,380,535 $9,839,632 $9,839,632 $10,334,126
Supplies 87,393 162,496 250,315 250,315
Purchased Services 1,421,838 1,704,225 1,894,819 1,894,819
Fixed Charges - - - -
Capital 15,000 110,400 107,199 107,199
Gross County Cost $9,904,766 $11,816,753 $12,091,965 $12,586,459
Revenue $146,401 78,000 74,000 74,000
Net County Cost $9,758,365 $1 1,738,753 $12,017,965 $12,512,459
Budgeted Positions 62.0 62.0 62.0 62.0
Summary of Changes: 2026 Net County Cost is increasing by $279,212 or 2.4%.
Supplies are increasing by $38,400 to replace 5 ballistic vests, $18,156 for
additional ballistic shields, $12,750 for new helmet mounted AXON cameras for
SWAT, $3,500 for collapsable hazard cones, $4,000 for command bus equipment,
$800 for Go Pro cameras for K9 units, $2,000 for magnetic vehicle signage, $300
increase in software licenses, and other small increases. Purchased Services
increased by $190,594, $90,905 of which is for vehicle repairs and maintenance.
$60,000 of the increase was allocated to the Frontera Co-Responder program,
and an additional $44,500 for FARO Focus Premium USA, and $7,299 to replace
an aging drone.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
200
Sheriff's Patrol - 1000-21200 [CC_20350]
(Continued)
2025 Strategic Priority Accomplishments:
1 . Developed reporting metrics from Central Square.
2. Transitioned to "E-tickets" within Central Square.
3. Adjusted operations to send support to the jail to temporarily
reduce/eliminate overtime.
2026 Strategic Priority Objectives and Goals:
1 . Work with other County departments to address abandoned recreational
vehicles.
2. Deploy radio booster in North County to help School Resource officers in
Briggsdale, Grover, Pawnee.
3. Focus on retention of patrol deputies.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Adult Custodial Arrest 1,957 2,057 2,157
Adult Non-Custodial Arrest 826 867 910
Juvenile Arrest 3 3 3
Total Traffic Stops 5,500 5,600 5,675
Total Traffic Warnin•s 3,597 3,700 3,745
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 1 .687 1 .649 1 .611
Per capita net cost $26.75 $31 .22 $31 .23
Goals/Desired Outcomes/Key Performance Indicators: See the Detention Division
and Patrol Division goals that follow the Sheriff's Office summary page.
201
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Sheriff's Investigations Unit - 1000-21205 [CC_20330]
Department Description: The Investigations Unit is responsible for reviewing reports
of criminal activity documented by patrol deputies and determine if a criminal
act was committed, attempt to identify and apprehend the person(s) responsible
and attempt to recover property that has been reported stolen. The investigations
unit is available 24/7 to respond to the scene of criminal activity. This unit responds
to, and investigates, any major persons and property crimes, including the
collection and preservation of evidence, interviewing victims and potential
suspects and people of interest, writing search and arrest warrants, preparing
written reports, establishing probable cause, apprehending suspects, and
testifying in court.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $3,050,072 $3,717,299 $3,717,299 $3,900,286
Supplies 96,566 71,020 60,896 60,896
Purchased Services 139,695 181,211 243,808 243,808
Fixed Charges - - - -
Capital - 57,372 57,372
.
Gross County Cost $3,286,333 $3,969,530 $4,079,375 $4,262,362
Revenue 63,334 - -Net County Cost $3,222,999 $3,969,530 $4,079,375 $4,262,362
Budgeted Positions 23.0 23.0 23.0 23.0
Summary of Changes: 2026 Net County Cost is increasing by $109,845 or 2.77%.
Supplies are to decrease by $10,124. Purchased Services increased by $62,597 to
reflect an increase in vehicle repairs and maintenance of $3,410, $49,000 for Flock
cameras and related equipment, $6,986 ELSAG hardware and software
coverage, and $3,061 for IRIS warranty. Capital will increase by $46,072 for two
(2) new vehicle LPR systems and $1 1,300 for a Pole Camera for Arcules.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
202
Sheriff's Investigations Unit - 1000-21205
[CC_20330] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Cases Assigned 280 325 400
Cases Solved 249 295 350
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.626 0.612 0.598
Per capita net cost $8.77 $10.56 $10.60
Goals/Desired Outcomes/Key Performance Indicators: See the Detention Division
and Patrol Division goals that follow the Sheriff's Office summary page.
203
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Municipal Contract Enforcement - 1000-21210 [CC_20310]
Department Description: The Municipal Contract Enforcement Unit provides law
enforcement services for contract towns, Weld Central High School, and Aims
Community College.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $160,805 $157,603 $157,603 $166,221
Supplies - - - -
Purchased Services 10,590 24,235 25,810 25,810
Fixed Charges - - - -
Capital - - - -
Gross County Cost $171,395 $181,838 $183,413 $192,031
Revenue 177,174 186,264 202,280 202,280
Net County Cost $(5,779) $(4,426) $(18,867) $(10,249)
Budgeted Positions 1 .0 1.0 1 .0 1.0
Summary of Changes: The 2026 Net County Cost is decreasing by $14,441 . The
AIMS contract is responsible for$16,016 in increased revenue. Purchased Services
will increase by $1 ,575 for vehicle repairs and maintenance costs.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of Dispatched Calls 66 69 72
Adult Arrests 2 2 2
Juvenile Arrests 1 1 1
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.027 0.027 0.026
Per Capita Net Cost $(0.02 $(0.01 ) $(0.05)
Goals/Desired Outcomes/Key Performance Indicators: See the Detention Division
and Patrol Division goals that follow the Sheriff's Office summary page.
204
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: School Resource Officers Unit - 1000-21215 [CC_20370]
Department Description: The School Resource Officer Unit provides law
enforcement services for contract schools in unincorporated Weld County. The
Unit will ensure safety and security of assigned schools, work with the schools for
student intervention, investigate criminal incidents, and act as liaison between
the school and the Sheriff's Office.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $938,245 $1,090,594 $1,090,594 $1,118,407
Supplies - - 2,200 2,200
Purchased Services 62,461 44,532 47,454 47,454
Fixed Charges - - - -
Capital - - -
Gross County Cost $1,000,707 $1,135,126 $1,140,248 $1,168,061
Revenue - - -Net County Cost $1,000,707 $1,135,126 $1,140,248 $1,168,061
Budgeted Positions 7.0 7.0 7.0 7.0
Summary of Changes: 2026 Net County Cost is projected to increase by $5,122.
Supplies are increasing by $2,200 for SWAG for six schools and a master lock for
school access. Purchased Services is increasing by $2,922, of which $2,872 is for
vehicle repairs and maintenance.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of Dispatched Calls 974 1 ,022 1 ,074
Adult Arrests 34 36 38
Juvenile Arrests 5 6 7
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.191 0.186 0.182
Per Capita Net Cost $2.72 $3.02 $2.96
205
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Ordinance Enforcement - 1000-21230 [CC_20340]
Department Description: The Ordinance Enforcement Unit provides limited
enforcement of Weld County Ordinance 88, as amended, pertaining to dogs-at-
large. Animal control officers are only available on a limited basis. Deputy
response outside the dedicated time is limited to cases where public safety threat
exists. This unit is also responsible for handling all calls for illegal dumping of
trash/waste within the county, as enforceable by Weld County Ordinance.
Animal control officers routinely collect illegally dumped items from county
roadways and public property to ensure the safety of motorists traveling within
the county.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $257,297 $329,726 $329,726 $347,435
Supplies 3,780 10,890 8,400 8,400
Purchased Services 311,017 383,890 395,922 395,922
Fixed Charges - (85,000) (85,000) -
Capital - - - -
Gross County Cost $572,094 $639,506 $649,048 $751,757
Revenue 10 - - 85,000
Net County Cost $572,084 $639,506 $649,048 $666,757
Budgeted Positions 3.0 3.0 3.0 3.0
Summary of Changes: 2026 Net County Cost is increasing by $9,542, or 14.9%.
Supplies are decreasing by $2,490. Purchased Services will increase by $12,032,
of which $4,127 is for vehicle repairs and maintenance.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. It also
moved the transfer from the Solid Waste Fund used to offset expenses to Revenue
instead of Interdepartmental charges. Approved as amended.
206
Ordinance Enforcement - 1000-21230
[CC_20340] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of dispatched calls 2,599 2,880 3,161
Animals Transported to Shelter 759 643 701
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.082 0.080 0.078
Per capita cost (county support) $1 .56 $1 .70 $1 .91
Goals/Desired Outcomes/Key Performance Indicators: See the Detention Division
and Patrol Division goals that follow the Sheriff's Office summary page.
207
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Regional Forensic Laboratory - 1000-21260 [CC_20360]
Department Description: The limited forensic laboratory is jointly funded by the
City of Greeley and Weld County. The two entities also have agreements for
services on a contract basis. The laboratory provides forensic analysis of evidence
and forensic computer analysis, latent prints, shoes and tires, controlled
substances, and fire debris. It also has a DNA position assigned to the Denver CBI
facility performing DNA analyses for Weld County in that lab.The laboratory meets
the stringent requirements necessary for accreditation by the American Society
of Crime Lab Directors.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $690,057 $765,015 $765,015 $787,486
Supplies 39,568 62,602 68,119 68,119
Purchased Services 97,402 101,461 98,348 98,348
Fixed Charges - - - -
Capital 8,799 9,300 9,500 9,500
Gross County Cost $835,827 $938,378 $940,982 $963,453
Revenue 68,552 81,270 56,000 56,000
Net County Cost $767,274 $857,108 $884,982 $907,453
Budgeted Positions 5.0 5.0 5.0 5.0
Summary of Changes: The 2026 Net County Cost is increasing by $27,874 or three-
point two five percent (3.25%). Supplies are increasing by $5,517. This increase is
attributed to purchases of small equipment items, including a UV Crosslinker
($3,957), computer software, and Sumuri Recon ($1 ,350) and MSAB ($6,900).
These increases are offset by reductions in Cellebrite licenses ($6,500), hard drives
($1 ,200), and lab supplies. Purchased Services is decreasing by $3,113. Capital
costs will increase by $200 due to DME Forensic Workstations.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
208
Regional Forensic Laboratory - 1000-21260
[CC_20360] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Partner Agency Cases Submitted/
Partner Agency Cases Completed 1 ,993/2,555 2,063/2,811 2,187/3,120
Total Cases Submitted to the
NCRFL/Total Cases Submitted to
CBI Lab System 3,555/19,185 3,614/20,766 3,752/22,347
Court Testimony Appearances 48 52 60
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita (23 FTEs, 8
GPD/WCSO) 0.140 0.136 0.133
Per Capita Cost (County Support $2.14 $2.31 $2.29
2024 2025 2026
Effectiveness Measures Actuals Estimated Projected
Quality Audit- Vault/ Personal
Evidence/ Internal 52 52 58
Proficiency Testing (Test Run/Errors) 20/0 24/0 24/0
Goals/Desired Outcomes/Key Performance Indicators: The Northern Colorado
Regional Forensic Laboratory (NCRFL) is a consortium of five (5) law enforcement
agencies that have combined lab staff, along with CBI staff housed in Greeley,
to provide forensic services to the Northern Colorado region, primarily to the
participating agencies.
Over the next year, efforts will focus on proactively addressing the existing service
backlog, enhancing staff development through ongoing educational training,
and significantly reducing turnaround times across all provided services.
209
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Victim Advocate Services - 1000-21300 [CC_20380]
Department Description: The Victim Advocate Services Unit provides service for
victims of crime through Victim Assistance (VALE/VOCA) funding.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $222,132 $231,172 $231,172 $232,646
Supplies 2,601 4,850 5,700 5,700
Purchased Services 36,789 64,953 85,693 85,693
Fixed Charges - - -
Capital - -
Gross County Cost $261,522 $300,975 $322,565 $324,039
Revenue 128,661 102,126 92,984 92,984
Net County Cost $132,861 $198,849 $229,581 $231,055
Budgeted Positions 2.0 2.0 2.0 2.0
Summary of Changes: The 2026 Net County Cost is increasing by $30,732. This
increase is due, in part, to a projected decline in revenue resulting from reductions
in grant funding. Supplies costs are increasing by $850, of which $600 will be for
uniforms for VSU to present a professional appearance. Purchased Services is
increasing by $20,740, $16,830 for SpidrTech Automated Survey Software
Subscription, and the remaining $3,910 will be for vehicle repairs and
maintenance.
Recommendation: Recommend approval.
Board Action: Approved as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of victims and witnesses served 562 404 560
Victims served per 10,000/capita 12.51 12.97 13.28
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.054 0.053 0.052
Per capita cost (county support) $0.36 $0.53 $0.60
Goals/Desired Outcomes/Key Performance Indicators: See the Detention Division
and Patrol Division goals that follow the Sheriff's Office summary page.
210
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Multi-Jurisdictional Drug Task Force - 1000-21410 [CC_20320]
Department Description: Multi-Jurisdictional Drug Task Force provides drug
interdiction by overt and covert investigation throughout Weld County. This is the
only drug or narcotics unit for any law enforcement agency in Weld County. Task
Force personnel are directly supervised by the Greeley Police Department with
policy and strategic direction from a Control Group of area chiefs and the Sheriff.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $352,104 $342,782 $342,782 $349,387
Supplies
Purchased Services 70,248 71,000 71,000 71,000
Fixed Charges - - - -
Capital - - - -
Gross County Cost $422,352 $413,782 $413,782 $420,387
Revenue
Net County Cost $422,352 $413,782 $413,782 $420,387
Budgeted Positions 2.0 2.0 2.0 2.0
Summary of Changes: There are no new requests for the 2026 budget period. This
budget has successfully remained flat, as requested.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
211
Multi-Jurisdictional Drug Task Force - 1000-21410
[CC_20320] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Criminal Cases Opened 148 160 172
Drug Arrests 119 128 137
Search Warrants Executed 23 25 27
Cocaine Seizures (Pounds) 10.69 12 14
Methamphetamine Seizures Pounds) 29.04 32 34
Marijuana Seizures (Pounds 39.28 42 44
Meth Lab Seized 0 1 1
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs Per 10,000/Capita 0.054 0.053 0.052
Per Capita Cost (County Support) $1 .15 $1 .10 $1 .08
Goals/Desired Outcomes/Key Performance Indicators: See the Detention Division
and Patrol Division goals that follow the Sheriff's Office summary page.
212
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Inmate Services - 1000-24410 [CC_20220]
Department Description: The Inmate Services Unit provides and oversees
professional jail support services, such as medical care, food preparation, and
facility programming to meet statutory mandates. This unit consists of licensed
and unlicensed mental health professionals, inmate classification staff, and a
part-time inmate chaplain who coordinates community volunteer services. The
staff assesses inmate suicide risk, develops case management plans for inmates
with special needs, and provides other programming to include Right to Read,
trusty prisoner work, and the coordination of community-based services.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $2,078,228 $2,466,755 $2,586,619 $2,511,264
Supplies 43,560 52,626 75,738 75,738
Purchased Services 9,397,184 10,680,380 10,978,754 10,978,754
Fixed Charges - - -
Capital 80,229 - -
Gross County Cost $11,599,200 $13,199,761 $13,641,111 $13,565,756
Revenue 1,459,196 549,500 963,000 963,000
Net County Cost $10,140,004 $12,650,261 $12,678,111 $12,602,756
Budgeted Positions 20.0 20.0 21 .0 20.0
Summary of Changes: The 2026 Net County Cost is increasing by $27,950 to
request the reclassification of the Chaplain position from a contract position for
$78,883, annually, to a salaried position of $119,864 (including fringe).
Supplies cost is increasing by $23,112, allocated as follows: $5,000 for medical
equipment replacement, $16,500 for updated dental equipment, and
approximately $2,000 for small kitchen equipment. Purchased services cost is
projected to increase by $298,374. This rise in cost is primarily attributable to an
increase of $169,749 in the existing inmate health services contract. The inmate
food service contract is increasing by $127,400, as part of the set contractual
increase. Revenue is forecasted to increase by $413,500 compared to the 2025
budget.
213
Inmate Services - 1000-24410 [CC_20220]
(Continued)
Finance/Administration Recommendation: The FTE position for Chaplain was
removed, as it was not recommended for a year where expenses were requested
to remain flat, however, this is a policy issue for the board.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
Performance Measures: Included in Security Unit (1000-24415) Summary.
Goals/Desired Outcomes/Key Performance Indicators: See the Detention Division
and Patrol Division goals that follow the Sheriff's Office summary page.
214
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Security Unit - 1000-24415 [CC_20230]
Department Description: The North Jail is a secure adult detention facility for
offenders awaiting adjudication or serving court sentences. Colorado Statutes
require the Sheriff to receive and safely keep all adult prisoners lawfully committed
and hold them in a clean, wholesome, safe, and well-maintained jail.
Additionally, a custodial crew is part of this unit and responsible to clean the North
Jail Complex.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $25,615,451 $28,488,161 $28,465,734 $29,361,551
Supplies 39,504 63,086 94,458 94,458
Purchased Services 120,573 97,466 101,345 101,345
Fixed Charges - - - -
Capital 10,986 - - -
Gross County Cost $25,786,514 $28,648,713 $28,661,537 $29,557,354
Revenue 594,695 480,000 200,000 200,000
Net County Cost $25,191,819 $28,168,713 $28,461,537 $29,357,354
Budgeted Positions 205.0 205.0 205.0 205.0
Summary of Changes: 2026 Net County Cost is increasing by $293,000 or one
percent (1%). The increase includes a reduction in Personnel Services due to the
reclassification of six (6) Corporals down to Detention Deputies (-$72,725), and an
increase due to adding one lieutenant for jail administration ($50,298).
Supply cost is projected to increase by $31 ,372 due to increased perimeter safety
equipment, such as active shooter response kits and ballistic helmets, as well as
replacements of worn-out equipment. Purchased services is increasing by $3,879,
driven by a $3,279 increase in vehicle maintenance and repair costs. Revenue is
forecasted to decrease by $280,000 based on shorter DOC holdings which affect
inmate stay reimbursements.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
215
Security Unit - 1000-24415 [CC_20230]
(Continued)
Please Note: Detentions Division Efficiency Measures are calculated by
combining Booking Unit (21 1 10), Inmate Services (24410), Security Unit (24415) and
Courts and Transportation Unit (24420). These are the numbers used for
calculations:
Year FTEs Figure Type County Population Per Capita Net Cost
2017 232 Past 304,600 24,972,838
2018 265 Past 314,350 28,898,686
2019 279 Past 323,650 31 ,333,165
2020 286 Past 331 ,893 34,348,350
2021 309 Past 340,020 36,474,547
2022 314 Past 345,150 37,396,579
2023 314 Past 358,1 1 1 38,655,744
2024 290 Actual 367,453 43,818,842
2025 290 Estimated 376,012 50,242,482
2026 290 Projected 384,829 51 ,773,879
216
Security Unit - 1000-24415 [CC_20230]
(Continued)
Combined Performance Measures for All Offender Supervision
2024 2025 2026
Work Outputs Actuals Estimated Projected
Avg. Secure Jail Population 591 600 625
Offenders Transported to Court
Appearances 13,122 13,500 13,800
Detention Deputies Entering Basic Training 34 25 20
Projects Managed (Quality control, safety
standards, contractor compliance,
completion timelines) 3 4 4
Facilities Managed (Maintenance
coordination and contract compliance
on SO buildings and Property) 5 5 5
Vendor Contracts Managed (Hardware,
software, technologies associated with
building and services) 5 5 6
Work Orders (Submitted and reviewed) 1 ,985 2,000 2,020
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
Detention Division FTEs per 10,000 Capita 7.892 7.713 7.536
Per Capita Net County Cost $125.26 $132.74 $73.96
Average Medical Cost Per Inmate Daily 35.58 39.73 38.88
Avg. Food Cost Per Inmate Daily 6.76 7.31 7.58
44% at 45% at 47% at
Secure Facility Occupancy Rate 591/1 ,335 600/1 ,335 625/1 ,335
Goals/Desired Outcomes/Key Performance Indicators: See the Detention Division
and Patrol Division goals that follow the Sheriff's Office summary page.
217
Budget Unit Request Summary
Department: Sheriff's Office
Budget Unit: Courts and Transportation Unit - 1000-24420 [CC_20210]
Department Description: Colorado Revised Statute 30-1-114(2) requires the Sheriff
to assist the District Attorney and the Courts of record in the county. August 17,
1994, 94 CV 419, Div. I, 19th Judicial District, ordered the Sheriff to provide security
for the Weld County Courthouse. This unit provides the transportation of inmates
held on Weld County court orders in other jurisdictions back to Weld County.
Additionally, the unit is responsible for coordinating and facilitating the
transportation of inmates to and from the North Jail Complex to their court
appearances at the court complex. This unit supports the resources to comply
with all these requirements.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $5,054,701 $5,353,427 $5,353,427 $5,571,279
Supplies 16,100 35,803 22,715 22,715
Purchased Services 940,436 959,811 972,757 972,757
Fixed Charges - - - -
Capital - - - -
Gross County Cost $6,011,236 $6,349,041 $6,348,899 $6,566,751
Revenue 30,263 40,000 40,000 40,000
Net County Cost $5,980,973 $6,309,041 $6,308,899 $6,526,751
Budgeted Positions 35.0 35.0 35.0 35.0
Summary of Changes: The 2026 Net County Cost is decreasing by $142. Supplies
are decreasing by $13,088 due to less requests for small equipment and smaller
requests for replacements and upgrades. Purchased Services increased by
$12,946 of which $4,819 was related to increased vehicle repairs and
maintenance. The remainder of the increase is approximately $12,000 more in
transport costs, offset very slightly by small reductions elsewhere.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes the approved COLA and an additional
3% for accelerated step increases as approved by the board in 2024. Approved
as recommended.
Performance Measures: Included in Security Unit (1 000-244 1 5) Summary.
Goals/Desired Outcomes/Key Performance Indicators: See the Detention Division
and Patrol Division goals that follow the Sheriff's Office summary page.
218
Budget Unit Request Summary
Department: Communications
Budget Unit: County-Wide Communications - 1000-22100 [CC_10700]
Department Description: The Weld County Regional Communications Center
(WCRCC) provides dispatch services for 22 law enforcement agencies, 19 fire
departments, 5 rescue/ambulance departments, and local government,
including Public Works. Weld County assumed management of the WCRCC on
September 2, 2013.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $9,414,216 $12,428,978 $12,350,694 $12,481,736
Supplies 23,105 51,700 51,700 51,700
Purchased Services 1,889,598 2,149,281 2,256,492 2,256,492
Fixed Charges 8,686 11,000 10,900 10,900
Capital - - -
Gross County Cost $11,335,605 $14,640,959 $14,669,786 $14,800,828
Revenue 11,580,665 9,508,605 10,398,096 10,398,096
r r
Net County Cost $(245,059) $5,132,354 $4,271,690 $4,402,732
Budgeted Positions 102.0 109.0 108.0 108.0
Summary of Changes: The 2026 budget request includes the reduction of one
(1 .0) FTE (-$91 ,010) due to increased efficiencies and the reclassification of one
(1 .0) Guard Terminal Specialist to a Law Specialist ($12,726) for quality assurance
in Personnel Services.
There are no proposed changes to Supplies for 2026. Purchased Services
increased due to phone maintenance costs for an increased number of users.
Fixed charges reflect a reduction of $100.
Revenue increases by $907,423 which accounts for the cost allocation plan still
contributing to forty percent (40%) of unreimbursed expenses, and small increases
with the Adams County FRCC user agreement which is in year six out of ten years
total. A small reduction in revenue of $17,932 was reflected as one agency paid
off their lease agreement.
219
County-Wide Communications - 1000-22100
[CC_10700] (Continued)
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
2025 Accomplishments:
1 . Ensure Healthy, Safe, and Livable Communities: Kicked off protocol
implementation for Emergency Fire Dispatch and Emergency Police
Dispatch protocols which is project to go live on January 26, 2026.
2. Plan for Resilient Infrastructure, Facilities and Resources: Performed radio
system upgrades to newest release at the time of implementation. Also
assumed higher level involvement with planning committees.
3. Be an Employer of Choice: Implemented the opener and closer model to
improve skill set of Certified Training officers and provide balance for
training time.
2026 Budget Goals and Priorities:
1 . Plan for Resilient Infrastructure, Facilities and Resources: Complete
networking encryption methods across FRCC and improve outage
notification process for PSWC and FRCC. Complete county-wide update to
addressing oil/gas sites to improve emergency response. Evaluate site
security and determine hardening methods.
2. Be an Employer of Choice: Implement Supervisor certification process to
include a training curriculum and continuing education program
complaint with APCO ANSI 3.102.0-2017.
3. Provide Excellent, Cost-Effective Service Delivery: Achieve APCO Training
Program Certification to demonstrate adherence to industry
recommended standards as outlined in APCO ANSI 3.103.0-2010 to ensure
employees are training to the highest standard of professional excellence.
220
County-Wide Communications - 1000-22100
ICC_10700] (Continued)
Performance Measures _
2024 2025 2026
Work Outputs Actuals Estimated Projected
E-911 Calls 147,605 155,000 160,000
Non-911 Calls 207,124 290,000 315,000
CAD Incidents for Law and
Fire/Ambulance 391,878 410,000 420,000
EMD Calls 23,216 25,000 26,000
Wireless Subscriber Service Tickets 466 480 500
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000 per Capita 2.776 2.899 2.806
Per Capita Cost - Operating Budget $(0.67 $13.65 $1 1 .10
EMD Call per FTE 227 245 250
CAD Incident per FTE 3,841 4,000 4,100
221
Budget Unit Request Summary
Department: Information Technology
Budget Unit: Public Safety Information System - 1000-22400 [CC_21200]
Department Description: Public Safety Information System provides a
comprehensive, integrated criminal justice system serving multiple public safety
agencies, including, computer-aided dispatch, criminal records management,
jail records management, and prosecution system.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,629,850 $1,701,930 $1,701,930 $1,788,330
Supplies 1,020,627 1,209,150 1,625,483 1,625,483
Purchased Services 14,626 22,550 22,550 22,550
Fixed Charges - - - -
Contra Account - - - -
Capital 108,534 -
Gross County Cost $2,665,104 $2,933,630 $3,349,963 . $3,436,363
Revenue 3,762,299 1,227,309 1,414,641 1,414,641
Net County Cost $(1,097,195) $1,706,321 $1,935,322 $2,021,722
Budgeted Positions 10.0 10.0 10.0 10.0
Summary of Changes: Net County Costs for 2026 are increasing by $229,001 .
Supplies are increasing by $416,333 which are specific to increases in software
maintenance costs. Revenue is increasing $187,322 due to the proportional share
of expenses allocated to outside agencies.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
222
Budget Unit Request Summary
Department: Communications
Budget Unit: Public Safety Wireless Communications - 1000-22500
[CC_20400]
Department Description: Public Safety Wireless Communications provides wireless
communication maintenance of radio equipment for all Weld County Regional
Communications Center (WCRCC) users which are for twenty-two (22) law
enforcement agencies, nineteen (19) fire departments, five (5)
rescue/ambulance departments, and local government including Public Works.
Weld County began offering this service in-house in June 2018.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $140,557 $147,698 $147,698 $154,490
Supplies 10,474 9,300 9,300 9,300
Purchased Services 6,994 102,322 102,322 102,322
Fixed Charges (548) 102,180 117,880 111,088
Contra Account - - - -
Capital - - -
Gross County Cost $164,296 $314,920 $377,200 $377,200
Revenue 284,632 314,920 377,200 377,200
Net County Cost $(120,336) - - -
Budgeted Positions 1 .0 1.0 1 .0 1.0
Summary of Changes: Supplies increased by $15,700 for purchases made by the
office and charged to the agencies. No other requested changes.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA, and a reduction in cost of
goods sold to offset the salary increase. Approved as recommended.
223
Public Safety Wireless Communications - 1000-
22500 ICC_20400] (Continued)
2025 Strategic Priority Accomplishments:
1 . Implemented Time Division Multiple Access (TDMA) to all Weld County sites.
2. Increased interoperability with public safety agencies surrounding Weld
County.
3. Upgraded all backhaul microwave paths to be encrypted with AES
encryption.
2026 Strategic Priority Objectives and Goals:
1 . Perform radio system upgrade to newest release at time of implementation.
2. Obtain ICS/NIMS level certifications.
3. Assume more involvement with regional planning committees.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Service Tickets 466 480 500
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/Capita 0.027 0.027 0.026
Per Capita Cost (County Support) $(0.43 $0.00 $0.00
224
Budget Unit Request Summary
Department: Coroner's Office
Budget Unit: Coroner - 1000-23200 [CC_20600]
Department Description: The Coroner's Office responds to all unattended deaths
in Weld County. Autopsies are performed in all cases of suspicious death or at the
discretion of the Coroner's or District Attorney's Office.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,361,361 $1,538,879 $1,538,879 $1,606,739
Supplies 22,792 48,948 55,200 55,200
Purchased Services 395,023 371,916 383,699 383,699
Fixed Charges 966 1,300 1,300 1,300
Capital - 8,000 - -
Gross County Cost $1,780,142 $1,969,043 $1,979,078 $2,046,938
Revenue 26,125 63,000 63,000 63,000
Net County Cost $1,754,017 $1,906,043 $1,916,078 $1,983,938
Budgeted Positions 12.0 12.5 12.5 12.5
Summary of Changes: Supplies are increasing by $6,252, of which $17,100 are
additional maintenance costs for VertiQ and Contexture. The offset is a reduction
in Other Operating Supplies of $10,848. Purchased Services increased overall by
$1 1 ,783. CCA annual membership fees are increasing by $322 and Medical
Services by $9,750 for complex cases and additional exams and tests. Finally,
Capital will decrease by $8,000 due to a lift added to the budget and purchased
in 2025.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
225
Coroner - 1000-23200 [CC_20600] (Continued)
2025 Strategic Priority Accomplishments:
1 . Hosted well-received team-building events with other agencies to build
comradery and better working relationships.
2. Continued to be a preferred provider of forensic services for Weld County
and neighboring communities/jurisdictions.
3. Attended in-county training opportunities for staff (Active Shooter;
compensation summary; mental health).
4. Activated and continued to enhance our coroner-specific database
(VertiQ) with continued support from the IT department.
5. The morgue is now fully staffed (1 .5 FTE), resulting in enhanced service quality.
6. A replacement forklift (body lift) for the cooler is being ordered to enhance
productivity.
2026 Strategic Priority Objectives and Goals:
1 . Provide better feedback to investigators and improve report writing.
2. To be 100% staffed. We are currently hiring a medico-legal death
investigator.
3. A senior investigator is being prepared for the Deputy II position to support
retention efforts.
4. Continue to work with VertiQ to provide timely statistics and incorporate
historical case data.
5. Continue to evaluate the level of examination necessary to provide the best
service for the deceased and community, while minimizing the cost to Weld
County.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Total Number of Cases Reviewed 1 ,224 1,750 1 ,775
Number of Cases Investi•ated 787 825 1 ,010
Number of Autopsies/Examinations 295 295 300
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/Capita 0.327 0.332 0.325
Per Capita Cost County Support $4.77 $5.07 $4.98
Average Cost Per
Autopsy/Examination (With Toxicology) $1,291 $1 ,291 $1,300
226
Budget Unit Request Summary
Department: Justice Services
Budget Unit: Pretrial Services - 1000-24100 [CC_21410]
Department Description: Pretrial Services personnel collect and present relevant
information the Court and other judicial officials regarding individuals recently
arrested and booked into the Weld County Jail, along with recommendations for
safe and appropriate pretrial release options. Personnel also provide supervision
of defendants released prior to trial, with the objective of reducing unnecessary
and costly pretrial incarceration, assuring court appearance compliance, and
minimizing the risk of new criminal activity during the pretrial period.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,752,810 $1,922,293 $1,922,293 $1,994,508
Supplies 23,707 49,600 51,500 51,500
Purchased Services 226,495 432,200 464,200 464,200
Fixed Charges 1,635 1,700 1,700 1,700
Capital - - - -
Gross County Cost $2,004,647 $2,405,793 $2,439,693 $2,511,908
Revenue 39,361 47,000 47,000 47,000
Net County Cost $1,965,287 $2,358,793 $2,392,693 $2,464,908
Budgeted Positions 16.5 17.0 17.0 17.0
Summary of Changes: The 2026 request includes an increase in Supplies of $1 ,900
for software as directed by IT. Purchased Services is increasing by $32,000 due to
accounting for Shred-It services of $2,000 and adding $30,000 for language line
services, substance use testing, security services, and transferring budget unit
24125-6379 into Pretrial Services.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
227
Pretrial Services - 1000-24100 [CC_21410]
(Continued)
2025 Strategic Priority Accomplishments:
Weld County Strategic Priority 1—Ensure Healthy, Safe, and Livable Communities:
Continued evidence based pretrial release risk assessment and supervision best
practices of defendants in the community; assured defendants' court
appearances and law abidance.
Weld County Strategic Priority 4—Be an Employer of Choice: Increased one-half
(0.50) FTE in Personnel Services, to move two (2) part-time positions to full-time to
strengthen overall staffing model.
Weld County Strategic Priority 5—Provide Excellent, Cost-Effective Service
Delivery: Continued variable cost avoidance to help manage the expense of
operating the jail.
2026 Strategic Priority Objectives and Goals:
Continued achievement of all the above Weld County Strategic Priorities 1, 4 and
5.
1 . Continue variable cost avoidance to help manage the expense of
operating the jail.
2. Collaborate formally with UNC's Department of Criminology and Criminal
Justice to complete research of local and statewide practices of pretrial
release decisions, defendant community supervision conditions, and delivery
of Pretrial Services.
4. Provide professional development and training to enhance employee job
satisfaction, and completion of Leadership Academies by all managerial
staff.
5. Assist Courts and justice system stakeholders to deliver enhanced services to
pretrial defendants with co-occurring illicit substance use and behavioral
health disorders.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Pretrial Services Risk Assessments 3,000 3,000 3,100
Defendants on Pretrial Supervision
(ADP 1,580 1,634 1 ,650
Domestic Violence Screening
Assessments 830 860 870
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/Capita 0.449 0.452 0.442
Per Capita Net Cost $5.35 $6.27 $6.22
228
Budget Unit Request Summary
Department: Justice Services
Budget Unit: Work Release - 24125 [CC_21420]
Department Description: Pursuant to Section 18-1 .3-106, C.R.S., Courts are
authorized to utilize alternative sentencing programs. These programs provide a
cost-effective option to traditional incarceration by offering structured supervision
for low-risk offenders, helping to reduce reliance on secure custody while
maintaining public safety.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $2,212,218 $2,328,931 $2,328,931 $2,407,387
Supplies 12,762 28,890 32,490 32,490
Purchased Services 150,747 267,339 232,947 232,947
Fixed Charges 1,908 2,000 2,000 2,000
Capital - - - -
Gross County Cost $2,377,635 $2,627,160 $2,596,368 $2,674,824
Revenue 428,971 600,000 600,000 600,000
Net County Cost $1,948,664 $2,027,160 $1,996,368 $2,074,824
Budgeted Positions 20.0 20.0 20.0 20.0
Summary of Changes: 2026 requests include an increase to Supplies of $3,600 for
fees and a $608 increase to the Comcast cable bill. Purchased Services is
decreasing by $35,000 due to moving costs to Pretrial Services for Electronic
Monitoring and into the associated program costs. These changes result in a
decrease of $30,792.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
229
Work Release/Electronic Monitoring - 1000-
24125 [CC_21420] (Continued)
2025 Strategic Priority Accomplishments:
Weld County Strategic Priority 1—Ensure Healthy, Safe, and Livable Communities:
Delivered safe, community-based sentencing alternatives that generated
variable cost avoidance and savings, while also providing effective programs
focused on employment and life-skills development. Achieved an 80% successful
completion rate for the Work Release program and a 91% rate for the Electronic
Home Monitoring program.
Weld County Strategic Priority 4—Be an Employer of Choice: Achieved a 90%o staff
retention rate.
Weld County Strategic Priority 5—Provide Excellent, Cost-Effective Service
Delivery: Continued to provide alternatives to incarceration costs.
2026 Strategic Priority Objectives and Goals:
Continued achievement of all the above Weld County Strategic Priorities 1 , 4 and
5.
1 . Increase residential daily subsistence rate at Work Release program by 1 .06%
(from $16 to $17 per day).
2. Deliver, safe, community-based sentencing alternatives to create variable
cost avoidance and savings and offer effective programs and employment
and life-skills building opportunities to clients.
3. Diversify in-house services for specialized offenders.
4. Provide professional development and training to enhance employee job
satisfaction, and completion of Leadership Academies by all managerial
staff.
Performance Measures
r
2024 2025 2026
Work Outputs Actuals Estimated Projected
Avg. Work Release Clients - ADP 80 80 90-100
Avg. Electronic Home Monitoring -
ADP 45 45 50
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/Capita 0.544 0.532 0.520
Per Capita Net Cost $5.30 $5.39 $5.19
230
Budget Unit Request Summary
Department: District Attorney's Office
Budget Unit: Adult Diversion Services - 1000-24150 [CC_20800]
Department Description: Adult Diversion Services offers persons charged with
criminal offenses alternatives to traditional criminal justice or juvenile justice
proceedings. Staff members screen defendants for acceptance into the program
and develop service plans to address defendants' risks and needs. Completion
of the program will result in dismissal of charges or its equivalent.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1 17,638 $186,726 $186,726 $-
Supplies - 500 500 -
Purchased Services 1,364 500 515 -
Fixed Charges 150 - 150 -
Capital - - -
Gross County Cost $119,152 $187,726 $187,891 $-
Revenue 5,550 10,000 10,000 Net County Cost $113,602 $177,726 $177,891 $-
Budgeted Positions 1 .5 1.5 1 .5 0.0
Summary of Changes: A total of $165 in increases are requested for 2026.
Purchased Services will increase by $15 for printing costs and Fixed Charges will
increase by $150 for employee appreciation.
Finance/Administration Recommendation: Recommend approval.
Board Action: At the request of the department, these revenues and expenses
were moved to Juvenile Diversion, and the Cost Center will be changed to reflect
both Diversion programs in 2026. Approved as recommended.
Goals/Desired Outcomes/Key Performance Indicators: As a state official the
District Attorney does not provide workload measures or goals in the budget
document.
231
Budget Unit Request Summary
Department: Justice Services
Budget Unit: Community Corrections - 24200/24220 [CC_21400]
Department Description: Through local government, a Community Corrections
Board is authorized, under Article 27 of the Colorado Revised Statute, to
administer funds allocated by the Colorado legislature through the Division of
Criminal Justice (DCJ) for administration and placement of offenders into a
community corrections program. The Weld County Community Corrections
Board, under the authority of the Board of Commissioners of Weld County, and
through the department, sub-contracts with a selected vendor to provide
residential and non-residential supervision services of adult felony offenders
sentenced directly to the program as, or in lieu of, a transition from prison. Justice
Services oversees all aspects to the daily administration of community corrections.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1 17,384 $1 18,21 1 $130,352 $130,352
Supplies 775 5,000 2,000 2,000
Purchased Services 4,701,086 4,095,817 4,253,225 4,253,225
Fixed Charges 26,052 6,000 3,200 3,200
Capital - - - -
Gross County Cost $4,845,297 $4,225,028 $4,388,777 $4,388,777
Revenue 4,823,614 4,222,379 4,386,128 4,386,128
Net County Cost $21,682 $2,649 $2,649 $2,649
Budgeted Positions 1 .4 1.4 1 .4 1.4
Summary of Changes: The state allocation for the placement of adult offenders
for the following services for SFY 25/26: $3,878,636 for Residential Diversion,
Transition, Condition of Probation and Condition of Parole placements (148 beds);
$199,545.50 for Non-Residential Diversion services (55 slots); $75,000 for offender
Treatment Support Services; $76,321 .36 for Facility Payment funding to lessen
vendor staff turnover and promote evidence-based programming.
Increase in Personnel Services to account for anticipated COLA and correcting
the allocation of benefits. Supplies, Purchased Services and Fixed Charges will be
decreasing by $3,000, $3,681 , and $2,800 respectively to offset the personnel cost
increases.
The contractor lease rate was adjusted to cover the increase in utilities and other
maintenance costs at the facility, for a budgeted amount of $351 ,050 for 2025/26.
This amount is listed as revenue under Non-Departmental Budget Unit #1000-
90100.
232
Community Corrections Administration - 1000-
24200/24220 [CC 21400J (Continued)
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
2025 Strategic Priority Accomplishments:
Weld County Strategic Priority 1—Ensure Healthy, Safe, and Livable Communities:
1 . Provided ongoing taxpayers' savings with less expensive and effective
placement alternatives to jail and prison incarceration for adult offenders.
Completed Request for Proposal (RFP) process to select Community
Corrections Services provider and updates to the facility Lease Agreement.
2. Correctly and promptly screened all offender referrals from the Courts, the
DOC/Parole for possible placement in a community corrections program;
screened to assure for low recidivism and successful placements; scheduled
auditing of program performance in adherence to contractual
expectations; and executed of new Master Contract with the state.
Weld County Strategic Priority 4—Be an Employer of Choice: 100% employee
retention rate.
Weld County Strategic Priority 5—Provide Excellent, Cost-Effective Service
Delivery:
1 . Correctly received, managed, and processed all state-allocated funds.
2. Provided ongoing taxpayers' savings with less expensive and effective
placement alternatives to jail and prison incarceration for adult offenders.
2026 Strategic Priority Objectives and Goals:
Continued achievement of all the above Weld County Strategic Priorities 1 and
5.
1 . Correctly and promptly, screen all offender referrals from the Courts, the
DOC/Parole for possible placement in a community corrections program;
screen to assure for low recidivism and successful placements; and
implement new Structured Decision-Making Tool for the Weld County
Community Corrections Board.
2. Continue daily oversight of day-to-day community corrections operations
and with physical plant upkeep and maintenance of the Community
Corrections Facility.
3. Continue schedule auditing of program performance in adherence to
contractual expectations.
4. 100% compliance to receive, manage, and process all state-allocated
funds.
5. Continue ongoing taxpayers' savings with less expensive and effective
placement alternatives to jail and prison incarceration for adult offenders.
233
Community Corrections Administration - 1000-
24200 & 24220 [CC_21400] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Intervention Community Corrections
Services (contractor): Total Average
Daily Populations of offender
Populations by Type - Residential
Transition, Residential Diversion, and
Non-Residential Diversion 170 170 180
Annual Referrals for Screening and
Placement 800 800 800
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.039 0.038 0.037
Per Capita Cost (County Support) $0.06 $0.01 $0.01
234
Budget Unit Request Summary
Department: Planning and Zoning
Budget Unit: Building Inspections - 1000-25100 [CC_12510]
Department Description: Building Inspection administers building codes, reviews
plans, and makes on-site inspections during each phase of building construction
to ensure minimum life safety requirements are met. The Department also assists
Weld County citizens in understanding and applying the International Building
Codes consistent with protecting the health, safety, and welfare of our citizens.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,488,292 $1,696,970 $1,706,168 $1,805,681
Supplies 114,197 158,945 185,446 185,446
Purchased Services 38,207 81,978 85,728 85,728
Fixed Charges 376,877 - - -
Capital - - -
Gross County Cost $2,017,573 $1,937,893 $1,977,342 $2,046,855
Revenue 1,951,487 2,285,000 2,285,000 2,285,000
Net County Cost $66,086 $(347,107) $(307,658) $(238,145)
Budgeted Positions 14.0 13.0 14.0 14.0
Summary of Changes: Personnel Services includes a 2025 mid-year request to
reclassify a Permit Tech Ito Permit Tech II which was approved for$9,198. Supplies
are increasing by $1,000 for logo gear for staff to maintain a consistent and
professional appearance when interacting with citizens, as well as an additional
$500 for office supplies.
Purchased Services will increase by $25,001 for Accela, AGT, Bluebeam and
Selectron increased software costs. Additions of $2,350 and $1,000 are included
in Purchased Services for increased travel and certifications costs for continuing
education. These training sessions are not available locally, necessitating out-of-
town travel to attend conferences and certification workshops. Without
adequate funding, staff risk losing their certifications, which would jeopardize the
department's ability to maintain compliance with regulatory requirements and
industry standards.
Finance/Administration Recommendation: Recommend approval.
235
Building Inspection - 1000-25100 [CC_12510]
(Continued)
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
2025 Strategic Priority Accomplishments:
Fee Study Analysis:
• Ensured costs fairly reflected service delivery while remaining competitive
with neighboring jurisdictions. Fee types include building permits,
development applications, and inspection fees.
Improved Service of Scheduling Inspections:
• Implemented Selectron Voice Response (IVR), which is an automated phone
system integrated with Accela to streamline inspection requests and improve
department productivity and customer service.
2026 Strategic Priority Objectives and Goals:
• Ensure Healthy, Safe and Livable Communities by enforcing building codes
to ensure public safety standards.
• Balance Growth and Development by responsibly evaluating applications,
ensuring consistency and maintaining fair and uniform standards across the
county. The Building Department continues to update codes and policies
that support balanced growth and development. These improved processes
aim to provide excellent, cost-effective service delivery to ensure county
codes and policies continue to improve customer service and experience.
• Plan for Resilient Infrastructure, Facilities, and Resources by conducting
thorough inspections to verify compliance with standards and providing
expert advice on building requirements and best practices.
• Be an Employer of Choice by implementing creative and diverse methods
for attracting and retaining a department workforce that is skilled and
dedicated. Support employees in achieving their goals by providing
increased training opportunities and leadership programs.
• Provide Excellent, Cost-Effective Service Delivery by reviewing processes and
procedures to ensure that citizens and communities receive the best and
most cost-effective services.
• Enhance Accessible Communication, Outreach, and Awareness by
collaborating with the Communications Department to enhance accessible
communication, outreach, and awareness by proactively communicating
the Accela Citizen Access online building permit submittal process to
improve government efficiencies.
236
Building Inspection - 1000-25100 [CC_12510]
(Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of Building Permits Issued 1,925 2,1 18 2,390
Number of Inspections Performed 5 5 5
Number of Inspectors 1,790 1,969 2,166
Number of Plan Reviews 3 3 3
Number of Plans Examiners 5 5 5
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/Capita 0.381 0.346 0.364
Per Capita Cost (County Support) $0.18 $(0.92) $(0.80)
237
Budget Unit Request Summary
Department: Oil and Gas Energy Department
Budget Unit: Oil and Gas Energy - 1000-25200 [CC_12300]
Department Description: The Oil and Gas Energy Department is responsible for
permitting, regulating, and enforcing surface and air oil-and-gas operations for
drilling sites located in unincorporated areas of Weld County.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $991,070 $1,264,546 $1,440,751 $1,481,800
Supplies 34,621 35,200 37,500 37,500
Purchased Services 427,358 382,803 138,250 134,750
Fixed Charges 747 900 800 800
Capital - - -
Gross County Cost $1,453,796 $1,683,449 $1,617,301 $1,654,850
Revenue 527,193 537,500 506,500 506,500
Net County Cost $926,603 $1,145,949 $1,1 10,801 $1,148,350
Budgeted Positions 8.0 9.0 8.0 8.0
Summary of Changes: Personnel Services is increasing due to a request to
reclassify an Oil and Gas Inspector II position to Lead Oil and Gas Inspector
position, and to request reclassification of a Regulatory Analyst I to II. Additional
changes to Personnel Services include moving Planning staff related to Oil and
Gas into the correct department, as well as moving one Engineer over to
Planning. This will eliminate the need for chargebacks. Supplies are increasing by
$1 ,400 related to the IT software allocation memo, as well as $1,000 for uniforms
and logo apparel to maintain a professional appearance when interacting with
the public. Purchased Services decreased primarily due to the removed
chargeback from Planning.
Finance/Administration Recommendation: The reclassifications are not
recommended during a flat budget year. Finance also removed the increase in
credit card fees, as this is being addressed in 2026 with Workday. Recommend
approval, as amended.
238
Oil and Gas Energy - 1000-25200 [CC_12300]
(Continued)
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
2025 Strategic Priority Accomplishments:
1 . Strategic Priority 2: IGAs continue to be developed and signed with
municipalities, which allows OGED to take lead on oil and gas permitting
while partnering with the municipality on inspection and enforcement items.
2. Strategic Priority 5: Removed oil and gas building permit process for
equipment from Department of Planning Services and moved to OGED. This
eliminated a duplicative process which saved additional time and submittal
requirements (which also equates to saving money).
3. Strategic Priority 6: OGED webpage 97%+ ADA accessible.
2026 Strategic Priority Objectives and Goals
1 . Retain and Develop Qualified Staff
• Continue building a resilient and high-performing team by emphasizing
development, mentorship, and advancement.
• Strengthen internal communication, cross-training, and collaboration with
other County departments to support organizational efficiency and
shared strategic goals.
2. Implement and Enhance Code and Regulatory Processes
• Aligned with the October 2025 Code Update
• Update internal procedures to reflect the County Code revision that
removed LAP requirements and improve overall clarity, efficiency, and
transparency.
• Develop regulatory pathways for deep geothermal and refine 1041
WOGLA processes (upstream/Class II/Class VI).
• Produce user-focused guidance documents and workflow improvements
to support consistency and accessibility for both industry and the public.
3. Strengthen Municipal and Interagency Collaboration
• IGAs continue to be developed and signed with municipalities, allowing
OGED to take the lead on oil and gas permitting while partnering with
municipal staff on inspection and enforcement activities.
• Identify additional opportunities to support municipal partners, especially
smaller jurisdictions, with permitting, technical review, and compliance
functions.
• Expand joint training, education, and coordination efforts with ECMC,
CDPHE, CPW, and other state agencies.
239
Oil and Gas Energy - 1000-25200 [CC_12300]
(Continued)
2026 Strategic Priority Objectives and Goals (Continued)
4. Advance Transparency, Education, and Public Accessibility
• Expand online resources, standardize guidance documents, and
promote clearer submittal expectations to align with Weld County's
strategic goals of accessibility and transparency.
• Provide education and outreach opportunities—public sessions, pre-
application meetings, industry workshops; to build understanding of
regulatory requirements, cumulative impacts, and long-term planning.
• Maintain OGED as a visible and trusted resource for residents, operators,
and partner agencies.
5. Promote Sustainable and Responsible Energy Development
• Support long-term sustainability by refining processes that protect public
health, safety, welfare, the environment, and wildlife while ensuring Weld
County remains a competitive location for responsible energy investment.
• Evaluate opportunities to integrate new technologies, best practices, and
innovative regulatory tools that support the County's future energy
landscape.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
LAP Permits 11 13 0
WOGLA Permits 60 50 35
Amendment Requests 89 70 55
Inspections 586 500 900
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/Capita 0.218 0.239 0.208
Per Capita Cost (County Support) $2.52 $3.05 $2.89
240
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: Noxious Weeds - 1000-26100 [CC_30200]
Department Description: The Noxious Weeds division is responsible for noxious
weed control and enforcement in the county.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $660,914 $780,794 $784,002 $875,810
Supplies 61,404 90,480 79,980 81,980
Purchased Services 442,047 500,578 563,097 563,097
Fixed Charges 14,851 24,500 24,500 24,500
Capital 16,274 20,000 -
Gross County Cost $1,195,490 $1,416,352 $1,451,579 $1,545,387
Revenue 21,192 6,000 6,000 6,000
Net County Cost $1,174,298 $1,410,352 $1,445,579 $1,539,387
Budgeted Positions 4 FTE, 8 PT 6 FTE, 5 PT 6 FTE, 5 PT 6 FTE, 5 PT
Summary of Changes: Personnel Services is increasing $3,208 for increased
overtime due to additional hours and increased hourly costs. Supplies decreased
by a total of $9,938. Software is down $10,500 for eliminating Accela licenses for
four staff members. Purchased Services is increasing $61 ,957, of which $24,787 is
for increased tree trimming and tub grinding costs as well as $37,320 for increased
vehicle repairs and maintenance, with a decrease of $150 for small equipment
repairs. Capital is decreasing $20,000 as no additional purchases are planned.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
241
Noxious Weeds - 1000-26100 [CC_30200]
(Continued)
2025 Strategic Priority Accomplishments:
1 . Hired two full-time, year-round staff members to carry out landowner
compliance/education and to mow tumble weeds and gravel roads year-
round
2. Continued to expand the UAS Program documenting projects, treating
noxious weeds, and providing training opportunities. The units were used on
at least 20 different projects.
3. Worked within the budget and staffing to carry out regular spraying and
mowing activities, along with mapping and seeking uniformed compliance
from landowners around unincorporated Weld County.
2026 Strategic Priority Objectives and Goals:
1 . Expand the UAS Program and software to assist other divisions and
departments in quantifying their assets. Documenting projects, inventory
and assisting with work on 25 various projects throughout the year.
2. Provide training opportunities to maintain licensing as well as the ability to
acquire skills that offer the possibility of advancement for full-time staff.
3. Continue to evaluate processes and procedures to safely and effectively
address noxious weeds and enhance desirable vegetation within Weld
County. This includes a 5-year soil regeneration project at five different sites
to build soil health and establish permanent grass cover.
4. Enhance the use of communication platforms while increasing awareness of
the program. This includes cost-share funding with landowners via Facebook
and X feeds, along with the website, emails, presentations, educational
booths and other opportunities as presented.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Mowin• Lane Miles 2,717 2,500 2,500
Sprayin• Lane Miles 6,751 7,500 7,500
Acres Sprayed 1 ,393 1,000 1 ,000
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/Capita 0.109 0.160 0.156
Per Capita Cost (County Support) $3.20 $3.75 $3.76
242
Budget Unit Request Summary
Department: Board of County Commissioners
Budget Unit: Office of Emergency Management - 1000-26200 [CC_21600]
Department Description: Section 24-33.5-707 (2), C.R.S., requires each county to
maintain a Disaster Agency which has jurisdiction over and serves the entire
county. The Director or Coordinator of the Disaster Agency is responsible for the
planning and coordination of local disaster services, developing plans, and
coordinating emergency planning in case of either natural or other disasters on
county, state, and federal level. The focus for OEM is All-Hazards Planning and
Coordination with county departments, agencies organizations in cooperation
with towns and cities.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $688,443 $719,076 $719,076 $649,506
Supplies 29,489 1 1 1,896 37,602 37,602
Purchased Services 42,037 173,256 96,497 90,997
Fixed Charges 210 500 500 400
Capital - - - -
Gross County Cost $760,179 $1,004,728 $853,675 $778,505
Revenue 337,339 412,167 287,050 Net County Cost $422,840 $592,561 $566,625 $778,505
Budgeted Positions 5.0 5.0 5.0 4.0
Summary of Changes: Changes to the OEM budget include reduction in
expenses for hazard mitigation projects and adjustments to contracted
maintenance costs. VEOCI funding is at $17,002 up from $14,700 last year. This also
includes an increase of five additional licenses. EMPG funding is reduced due to
the state not receiving the Notice of Funding and DHSEM questions about if the
state can sign the Terms and Conditions for the Homeland Security Grants.
Reference SB25-276.
Finance/Administration Recommendation: Recommend reduction of two FTE
($255,793) due to reduction in grant revenues of $287,050, as well as reduction of
Professional Services ($35,700). Recommend approval of amended 2026 budget.
Board Action: The final budget reinstated one position at the direction of the
board and historical information showing the position hadn't been funded by
grants when it was hired. The final budget also includes salary changes reflected
in the outcome of the compensation study and approved COLA. Approved as
recommended.
243
Office of Emergency Management - 1000-26200
[CC_21600] (Continued)
2025 Strategic Priority Accomplishments:
1 . Continued integrating hazmat incident response and Access & Functional
Needs (AFN) considerations into all drills and exercises. As of June 2025, OEM
completed nine exercises totaling 44 hours with 233 participants.
Additionally, three courses were conducted, totaling 62 hours, reaching 61
students. Looking ahead, we have 21 training courses, and 12 exercises are
scheduled, with an anticipated investment of 208 staff hours and an
expected reach of 412 participants.
2. Continued development of hazard analysis reports for high-hazard chemical
facilities. As of June 2025, staff have completed two comprehensive hazard
analyses for high-risk facilities and approved 28 Emergency Action Plans
(EAPs) and Tactical Response Plans (TRPs), totaling over 100 staff hours. Ten
high-risk hazard analyses are to be completed by the end of 2025. Notably,
the Bishop Well incident demonstrated the value of investing staff time in
hazard analysis, as the report served as a vital tool throughout the incident
response.
3. Collaborated with GIS and Communications to develop a public-facing
map for the LEPC webpage that displays chemical facilities in Weld County.
This tool will allow residents to identify any chemical facility within a six-mile
radius of their address. The project is anticipated to be completed by the
end of the 2025 calendar year.
4. Worked in partnership with the IT Department, Dispatch, and the
Cybersecurity and Infrastructure Security Agency (CISA) to deliver
cybersecurity exercises in July 2025. These exercises served as preparation for
a full-scale cybersecurity exercise scheduled for 2026. Once the exercises are
completed, staff will compile and share lessons learned.
5. Updated the Weld County Hazard Mitigation Plan with key milestones as
follows:
a) Notice of award issued: March 3, 2025
b) Vendor contract executed: March 17, 2025
c) Complete Hazard Identification and Risk Assessment (HIRA): July 2025
d) Development of Mitigation Actions: September 2025
e) Review draft plan: November 2025
f) Public review period: November 25, 2025
g) State review: December 2025
h) FEMA review and approval: January 2026
i) Plan adoption: February 2026
6. Continued coordinating with Dispatch to add premise warnings for Hazmat
facilities across Weld County. As of June 2025, 25 new premise alerts have
been added, with an additional 100 slated for completion by the end of the
year.
244
Office of Emergency Management - 1000-26200
[CC_21600] (Continued)
2025 Strategic Priority Accomplishments (Continued):
7. Coordinated with the Weld County Department of Public Health and
Environment (WCDPHE) and Dispatch to support community engagement
efforts. Attended 14 community events, dedicating approximately 100 staff
hours, with a goal of reaching 1 ,000 residents.
8. Identified and implemented cost-saving strategies by optimizing existing
software and applying industry best practices. Enhanced VEOCI to
streamline operations, enabling the retirement of Orion and Salamander
Tracker and reduce the number of ReadOp licenses in the operating budget
starting in 2026. This approach will continue as processes are validated to
ensure uninterrupted service delivery.
2026 Budget Goals and Priorities:
1 . Enhance All-Hazards Preparedness: Integrate Hazmat incident response and
AFN considerations into 100% of scheduled drills and exercises, with updated
protocols and post-exercise evaluations.
3. Advance Hazard Risk Analysis: Complete and publish updated hazard
analysis reports for 12 identified Tier II high-hazard chemical facilities by Q4
2026.
4. Strengthen Interagency Coordination: Formalize and implement a
community event coordination protocol with the Health Department,
Human Services, Sheriff's Office, and Dispatch to improve unified response
and communication.
5. Optimize Emergency Management Delivery: Streamline Emergency
Management operations to improve efficiency by 10% through lean process
improvements, while aligning with the strategic goals established by the
Board of County Commissioners and preparing for a complete loss of federal
grant funding.
6. Implement Cost-Saving Alternatives: Apply identified cost-saving strategies
by maximizing the use of existing software and aligning with industry
standards to prepare for the 2027 budget cycle.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Training and Exercise Hours 190 208 180
Trainin• and Exercise Participants 433 412 464
Inspectors and/or Reports 15 20 28
Incidents OEM Assigned to 391 482 570
245
Office of Emergency Management - 1000-26200
[CC_21600] (Continued)
Performance Measures (Continued)
2024 2025 2026
Work Outputs Actuals Estimated Projected
Incidents Supported by OEM 17 10 12
Community Events Supported 19 14 16
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/Capita 0.140 0.136 0.133
Per Capita Cost $1 .37 $1 .32 $1 .43
Mission Statement: To support Weld County and its citizens in Preparedness,
Prevention, Mitigation, Response, and Recovery using a Comprehensive All—
Hazards approach, and to develop and sustain broad and sincere relationships
among individuals and organizations to encourage trust, advocate a team
atmosphere, build consensus, and facilitate communication.
Weld OEM Mission aligning to the Weld County 2023-2028 Strategic Plan
1A. Formalize a county-wide coalition focused on public health and safety
programming to increase outreach and awareness.
• OEM will coordinate and work with WCDPHE, Human Services, Sheriff's Office,
and Dispatch to provide community outreach, preparedness, and resources.
• With the formation of Whole-Community Groups, OEM will continue to bolster
current relationships and strive to increase relationships to grow the coalition.
1 E. Enhance awareness, use, and exchange of survey data, and other strategies
across departments to support effective service provision.
• OEM will continue to use all available data sources to address Whole
Community needs and capability gaps.
1 F. Enhance access to health and safety services to best reach all in our
community.
• OEM will work with external stakeholders to ensure community members have
access to vital emergency preparedness information to assist residents to
prepare for emergencies and actions needed to take during an emergency.
2D. Encourage and consider all potential forms of energy development.
• OEM will continue to coordinate and work with Weld County Oil and Gas, and
Planning Departments to review all required Emergency Action plans and
ensure they address all life, safety, and property conservation concerns.
2E. Continue to monitor, mitigate, and protect water resources to the best of Weld
County's ability.
• OEM will monitor and recommend mitigation and action items, as needed, to
help protect Weld County's water resources.
• Due to EPA changes, OEM will continue to coordinate with community water
systems to mitigate potential impacts to their water systems.
246
Office of Emergency Management - 1000-26200
[CC_21600] (Continued)
3A. Maximize resources to leverage infrastructure funding and lifecycle
infrastructure costs.
• OEM will seek and recommend grant funding opportunities to help Weld
County with funding infrastructure costs.
3C. Maintain operational plans to ensure resilient infrastructure.
• OEM will continue to maintain emergency plans to help protect Weld County
infrastructure before, during, and after a disaster strikes.
3D. Maximize partnerships and involvement with non-profit and private sectors to
solve infrastructure challenges.
• OEM continues to strengthen relationships with the Colorado Preparedness
Response Network (CPRN) to assist with protecting oil and gas assets within
Weld County.
3E. Use data and technology to develop project budgets, forecasts, and other
department work plans.
• OEM will utilize available data and technology to forecast unmet needs,
challenges, or new innovations to assist with identifying projects and work plans
to adjust the budget accordingly.
4D. Provide training and opportunities that support career advancement and
foster new ideas and innovation.
• OEM will identify training opportunities and innovation concepts to send OEM
staff and county employees to bolster preparedness capabilities. In addition,
OEM will, to the best of our abilities, bring the training back and provide the
training to external stakeholders to continue to strengthen our capabilities
county-wide.
5A. Review processes and procedures to ensure that citizens and communities
receive best and most cost-effective services.
• OEM will continue to innovate processes and procedures to ensure ALL
stakeholders receive the best and most cost-effective service from Weld
County OEM.
5C. Create mechanisms for feedback and dialogue with the community
regarding projects, initiatives, and service needs to increase awareness and
understanding.
• OEM continues to elicit information from the community and first responders
on current incidents and needs to increase awareness and understanding.
247
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: General Engineering - 1000-31100 [CC_30130]
Department Description: The General Engineering division provides engineering
services for bridge designs; field survey operations to establish line and grade
control; administrative and inspection work in utility and subdivision construction;
laboratory tests to determine soil properties, construction and materials quality;
and all phases of highway engineering, bridge engineering, design and
construction inspection.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $3,595,169 $4,629,785 $4,724,824 $4,867,554
Supplies 281,658 360,766 431,458 440,558
Purchased Services 4,713,756 22,385,579 12,138,476 2,600,396
Fixed Charges 5,679,399 7,350,417 2,957,350 2,957,350
Capital 167,025 66,500 - -
Contra - - - -
Gross County Cost $14,437,007 $34,793,047 $20,252,108 $10,865,858
Revenue 774,993 - -Net County Cost $13,662,014 $34,793,047 $20,252,108 $10,865,858
Budgeted Positions 32.0 33.0 34.0 33.0
Summary of Changes: Personnel Services is requested to increase a total of
$95,039 for one new Engineering Tech I position, to include outerwear.
Supplies are increasing by a total of $70,692. To detail: Small Items of Equipment
increased $22,200 for 32-inch computer monitors and to replace three existing
multi-function printers; Software Maintenance was increased by $50,092 with the
addition of Bluebeam Plan Review software and added warranty and license
fees for the Trimble survey devices; Uniforms and Clothing decreased $1 ,600 as
fire resistant outerwear will be absorbed into the annual clothing allowance.
Purchased Services decreased by a total of $10,247,103. Printing increased by
$3,000 for additional mailings regarding upcoming construction projects;
Memberships and Registration Fees decreased $828 as PE/PLS Certifications will
be due in 2027; Other Purchased Services increased by $592 based on permit
fees; Phones was increased $1,290 for new iPads to replace ageing ones;
Engineering and Architectural was increased by $1,110,000 due to increases for
On-Call Engineering Consultants, On-Call ROW Acquisition Services, On-Call
Subsurface Utility Engineering and Appraisal Services.
248
General Engineering - 1 000-31 1 00 [CC_30130]
(Continued)
Summary of Changes (Continued): Other Professional Services increased by
$50,693 due to the addition of Environmental State Water Audits (dredge and fill
permits) and On-Call Video Traffic Counting Services to monitor triggers in
development agreements. Vehicle Expenses rose by $13,500 to account for
anticipated fuel usage and repair costs. Repair and Maintenance increased by
$2,500 to cover higher costs associated with maintaining lab equipment and
calibrating nuclear gauges. Training was reduced by $22,000 based on projected
participation in training classes. Infrastructure Projects decreased by $1 1 ,405,850,
reflecting adjustments to the Capital Improvements Program.
Fixed Charges decreased $4,393,067 for Grants and Donations mostly due to the
postponement of the payment to Greeley for the 59th Ave/0 Street Roundabout
project and the CR 20/CR 1 Roundabout project being managed by the County
of Boulder.
Capital decreased $66,500 as no equipment is needed.
Finance/Administration Recommendation: Finance recommends waiting on the
Engineering Tech I position for a year where a flat budget is not requested.
Additionally, $1 ,200 in supplies, while approval is recommended, has been moved
to the IT budget as the monitors should be administered by IT. Finally, it is
recommended that $9,538,080 of CIP projects be moved from General
Engineering to Other Public Works to spend down the fund balance as requested
by the board. Recommend approval of the amended budget.
Board Action: The final budget also includes salary changes reflected in the
outcome of the compensation study and approved COLA. Approved as
recommended.
2025 Strategic Priority Accomplishments:
1 . Built the survey team for better continuity for future growth.
2. Implemented new technology to benefit surveying.
3. Scheduled surveys to allow projects to remain on the current construction
schedule.
4. Expanded the soils lab to test asphalt, concrete and more extensive soils
testing.
5. Trained inspection staff in the use of new survey inspection equipment for
utility relocations and construction.
6. Implemented a "best value" process to select contractors to perform
construction in conjunction with CDOT grant projects.
7. Expanded the formal CIP project list to 10 years.
249
General Engineering - 1 000-31 1 00 [CC_30130]
(Continued)
2026 Strategic Priority Objectives and Goals:
1 . Engineering staff will use Cartegraph to track project costs.
2. Complete the Hill-n-Park drainage, ADA, and roadway design.
3. Complete design of the WCR 54 Corridor project between WCR 13 and State
Highway 257.
4. Complete the Galeton Drainage study and design.
5. Expand the use of intersection conflict warning systems.
6. Begin combined design project for the WCR 34 and WCR 17 roundabout and
the replacement of Bridge 34/17A.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Designs Completed 13 15 15
Construction Pro' cts Completed 5 8 6
MS4 Land Use Case Reviews (Post &
Active Construction 12 8 8
Special Transport Permits Issued 2,249 2,400 2,400
Right-of-Way Permits Issued 1 ,032 1 ,050 1 ,050
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/Capita 0.871 0.878 0.858
Per Capita Cost $37.18 $92.53 $27.59
250
Budget Unit Request Summary
Department: Buildings and Grounds
Budget Unit: Parks and Trails - 1000-50200 [CC_59800]
Department Description: The Parks and Trails division develops and maintains
county trails and future park projects. The Poudre River Trail maintenance
agreement is per the IGA approved by the County Commissioners November 3,
2021 .
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - - -
Purchased Services $277,000 $287,000 $67,000 $67,000
Fixed Charges - - - -
Capital - , -
Gross County Cost $277,000 $287,000 $67,000 $67,000
Revenue - - -Net County Cost $277,000 $287,000 $67,000 $67,000
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: The budget request includes $67,000 to the Poudre River
Trail Corridor, Inc. Board. of this amount, $35,000 covers one-third of the annual
maintenance and operating costs, as well as $32,000 for one-third of the
Executive Director position for trail management.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
251
Budget Unit Request Summary
Department: Human Services
Budget Unit: Senior Programs - 1000-56110 [CC_49800]
Department Description: Weld County's financial support to the twenty senior
centers throughout the county.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - - -
Purchased Services $40,000 $40,000 $40,000 $40,000
Fixed Charges - - - -
Capital - - - -
Gross County Cost $40,000 $40,000 $40,000 $40,000
Revenue - - - -
Net County Cost $40,000 $40,000 $40,000 $40,000`
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: Recommended budget of $40,000 is the same as prior
years.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
252
Budget Unit Request Summary
Department: Waste Water Management
Budget Unit: Waste Water Management - 1000-56120 [CC_29800]
Department Description: County assessment for North Front Range Water Quality
Planning Association for wastewater management.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - - -
Purchased Services $7,875 $10,000 $10,000 $10,000
Fixed Charges - - - -
Capital - - - -
Gross County Cost $7,875 $10,000 $10,000 $10,000
Revenue - - -Net County Cost $7,875 $10,000 $10,000 $10,000
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: This budget is the same as prior years for the North Front
Range Water Quality Planning Organization ($10,000).
Membership for the Little Dry Creek Watershed Group ($6,000) is included in the
Engineering budget as it involves drainage issues, not water quality.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
253
Budget Unit Request Summary
Department: Developmentally Disabled
Budget Unit: Envision - 1000-56130 [CC_49800]
Department Description: Weld County's financial support of Envision, formerly
Centennial Development Services, Inc., which provides services for the
developmentally disabled citizens of the county.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - - -
Purchased Services $38,225 $38,225 $38,225 $38,225
Fixed Charges - - - -
Capital - - -
Gross County Cost $38,225 $38,225 $38,225 $38,225
Revenue - - -Net County Cost $38,225 $38,225 $38,225 $38,225
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: This budget is the same as in prior years, $38,225.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
254
Budget Unit Request Summary
Department: Mental Health
Budget Unit: North Range Behavioral Health - 1000-56140 [CC_49800]
Department Description: Weld County's financial support of North Range
Behavioral Health which provides extensive mental health services to citizens in
Weld County. In addition, this budget funds client treatments in Weld County
Adult Treatment Court.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - - -
Purchased Services $226,000 $226,000 $226,000 $226,000
Fixed Charges 400 50,000 50,000 50,000
Capital
Gross County Cost $226,400 $276,000 $276,000
Revenue - - -Net County Cost $226,400 $276,000 $276,000 $276,000
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: North Behavioral Health is requesting $226,000, the same
as approved in prior years. $20,000 is for the Suicide Education and Support
Services (SESS) program.
A total request of $50,000 is included for the Weld County Adult Treatment Court
program to treat clients with alcohol, drug and other substance abuse issues. In
2016, the county and courts developed an ongoing MOU for this arrangement.
The request was reduced in recent years to accommodate the grants received
by the district for 2023 and remains below original funding of $100,000 in previous
years. This is a reimbursement program and only used as needed.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
255
Budget Unit Request Summary
Department: Transfers
Budget Unit: Human Services Transfer - 1000-56160 [CC_90100]
Department Description: General Fund contribution to support Veterans Services,
Workforce Innovation and Opportunity Act, and Area Agency on Aging Program
(Human Services Budget).
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - - -
Purchased Services $12,351 $1,201,601 $1,163,500 $1,163,550
Fixed Charges - - - -
Capital - - - -
Gross County Cost $12,351 $1,201,601 $1,163,500 $1,163,500
Revenue - - -Net County Cost $12,351 $1,201,601 $1,163,500 $1,163,500
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: The transfer to the Human Services Fund has been $12,351
for many years for the Area Agency on Aging Administration match. The
department is requesting additional dollars for program expenses, specifically
related to Veteran's Services ($328,150), Workforce Innovation and Opportunity
Act ($428,000), and the remainder for Area Agency on Aging ($407,350). For 2026,
the request is $38,101 less than in 2025.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
Goals/Desired Outcomes/Key Performance Indicators: See Human Services Fund.
256
Budget Unit Request Summary
Department: Transfers
Budget Unit: Health Department Transfer - 1000-56160 [CC_90100]
Department Description: General Fund contribution to Health Department
operations.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - - -
Purchased Services - - - -
Fixed Charges $6,035,292 $5,926,280 $6,399,019 $6,046,315
Capital - - - -
Gross County Cost $6,035,292 $5,926,280 $6,399,019 $6,046,315
Revenue - - -Net County Cost $6,035,292 $5,926,280 $6,399,019 $6,046,315
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: See Health Fund for details.
Finance/Administration Recommendation: The transfer was lowered by Finance
to match the prior year total, and then adding $109,935 to accommodate a
position recommended by the Board for an Environmental Health Specialist to
offset dollars spent on air quality monitoring contracts and includes $10,000 for
Employee Appreciation for the department.
Board Action: Approved as recommended.
Goals/Desired Outcomes/Key Performance Indicators: See Health Fund.
257
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Economic Development - 1000-60200 [CC_60100]
Department Description: Economic Development is used to fund the county's
economic development program through the Upstate Colorado Economic
Development (Upstate Colorado), a public/private non-profit organization.
Starting in 2009, the county began contributing to the East Colorado Small
Business Development Center (SBDC) and to Upstate Colorado Economic
Development.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - - -
Purchased Services - - - -
Fixed Charges $1,176,766 $1,000,000 $1,415,000 $685,000
Capital - - - -
Gross County Cost $1,176,766 $1,000,000 $1,415,000 $685,000
Revenue - - -Net County Cost $1,176,766 $1,000,000 $1,415,000 $685,000
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: East Colorado Small Business Development Center (SBDC)
has requested $65,000, which matches what was contributed in prior years to
serve Weld County.
Upstate Colorado requested $350,000, which is $150,000 more than the prior year
to support ongoing capacity building in prospect response, attraction, and
facilitation of opportunities for Weld County businesses.
$1 ,000,000 is requested to continue coverage of consultants and legal review to
help monitor and preserve the quality of air in Weld County while enabling the
agriculture and energy industries to thrive.
Finance/Administration Recommendation: To date air monitoring requirements
have been met, and thus the 2026 budget recommendation for this program is
$420,000 and a level contribution to Upstate Colorado of $200,000.
Board Action: Approved as recommended.
258
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Building Rents - 1000-60300
Department Description: Building Rents is a budget unit used to fund
lease/purchase contracts for county buildings.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies
Purchased Services - - - -
Fixed Charges - - - -
Capital - - - -
Gross County Cost - - - -
Revenue - - - -
Net County Cost - - - -
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: Budget reflects the county's debt service on any long-term
debt and/or lease purchase debt in any given year. With the payoff of the
correctional facilities' Certificates of Participation (COP) as of August 1, 2007,
Weld County has no long-term debt or long-term lease obligations.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
259
Lease - Purchase Agreements
The following supplemental data regarding lease-purchase agreements involving
real property is required under Section 29-1-104(2)(d), C.R.S., 1973:
A. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease-purchase agreements
involving real property
• $0
B. The total maximum payment liability of the
local government under all lease-purchase
agreements involving real property over the
entire terms of such agreements, including all
optional renewal terms
• $0
C. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease-purchase agreements other
than those involving real property
• $0
D. The total maximum payment liability of the
local government under all lease-purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal
• $0
260
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Non-Departmental - 1000-90100 [CC_19800]
Department Description: Central budget unit containing county-wide costs that
are not allocated to program budgets, e.g. training, audit fees, membership,
professional contracts, etc.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $152,157 - - -
Supplies 862,065 $93,000 $93,000 $93,000
Purchased Services 3,1 19,912 1,900,765 1,071,000 1,101,700
Fixed Charges 23,090 110,000 110,000 187,400
Capital - - - -
Gross County Cost $4,157,223 $2,103,765 $1,274,000 $1,382,100
Revenue 221,684,975 202,708,492 212,064,590 202,905,562
Net County Cost $(217,527,752) $(200,604,727) $(210,790,590) $(201,523,462)
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: For 2026, the contracts for Workday implementation
consultants were moved out of Non-Departmental and into Countywide
Technology and Projects. Other contracts, such as armed security for Human
Services, have been moved to the correct departments, accounting for part of
the decreases. There is an increase in one lobbying contract and other expenses
such as the State of the County event and ADA services needed for multiple
departments.
Revenues increased by $202,070 from 2025, or less than 0.1%. Property taxes are
budgeted at $187,1124,097, the same as 2025. Revenue from interest earnings
remains the same at $8,000,000 for 2025. Rents from Buildings are up $407,725 to
include anticipated rents from the Chase Building ($259,850), from Social Services
($314,109), Grainery farm lease ($20,400), and Community Corrections Building
($342,488). Recovery of indirect costs is $6,705,524 and revenues from Urban
Renewal Authorities (URA) are down almost a million dollars, budgeted at
$1,904,094 due to decreased assessed value in the Tax Increment Financing (TIF)
districts. Other smaller revenues are stable with little change.
Finance/Administration Recommendation: Finance removed a contract under
Professional Services of $65,000 in the recommendation and added transfers to
other funds for Employee Appreciation of $87,500. Recommend approval as
amended.
261
Non- Departmental - 1000-90100 [CC_19800]
(Continued)
Board Action: Approved as recommended.
262
Budget Unit Request Summary
Department: Community Agency Grants
Budget Unit: Community Agency Grants - 1000-90150 [CC_19800]
Department Description: Weld County's financial support to community agencies
that do not fit under a specific county program.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - - -
Purchased Services $80,000 $80,000 $80,000 $80,000
Fixed Charges - - - -
Capital - - - -
Gross County Cost $80,000 $80,000 $80,000 $80,000
Revenue - - -Net County Cost $80,000 $80,000 $80,000 $80,000
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: Funding is included for the following community agencies:
2025 2026 2026 2026
AGENCY FINAL REQUEST RECOMMEND FINAL
A Woman's Place $10,000 $10,000 $10,000 $10,000
Reading Great by 8 10,000 10,000 10,000 10,000
21 1 Information and Referral 50,000 50,000 50,000 50,000
Weld's Way Home 10,000 10,000 10,000 10,000
Total $80,000 $80,000 $80,000 $80,000
Finance/Administration Recommendation: This budget unit consolidates
community agencies with requests not fitting under a specific program. The
following is the recommendation for each agency:
• A Woman's Place has requested $10,000. The agency is a domestic violence
shelter for women, assisting over 450 women and offering 4,000 nights of stay
estimated a year.
• Reading Great by 8 (formerly Promises for Children). The Board, in May 2004,
made a commitment to fund this program along with other partners in the
community. A request for $10,000 was made.
263
Community Agency Grants - 1000-90150
[CC_19800] (Continued)
Finance/Administration Recommendation (Continued):
• 211 Information and Referral program has requested $50,000 for the 211
information and referral system operated by United Way. The services indirectly
offset staff needs in Human Services and the programs provided, resulting in
an overall cost savings to the county. The recommendation to fund at $50,000
is given because of the collaboration between Human Services and 211 .
Approved at the requested funding rate.
• Weld's Way Home has requested $10,000 for 2026, the same as in 2025. Since
2018, the county has funded this program at $5,000, with an increase to
$10,000 in 2024. The funding would be for the Weld's Way Home (WWH) effort,
which is a long-term countywide strategic plan to address homelessness and
housing instability. WWH does not intend to offer direct services, instead they
aim to support and expand the capacity of the expert service provider
already addressing this challenge in Weld County.
Board Action: The board agreed to fund the requests for 2026; however, the
program will be revisited for opportunity to have a larger community impact in
future years and restructured in how the funds are approved.
264
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Weld County Bright Futures - 1000-90160 [CC_11690]
Department Description: The Weld County Bright Futures budget unit accounts for
the Weld County Bright Futures Program and the donations and tax credits that
support it. The program offers student grants from donations to eligible Weld
County high school graduates, students earning GEDs and veterans pursuing post
high school education or training. Under SB 15-82, the county is authorized to allow
the use of county property tax incentive payments or credits to taxpayers
contributing to the program for workforce development.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - - -
Purchased Services $317,078 $315,407 $432,543 $315,407
Fixed Charges 1,025,893 2,000,000 2,000,000 2,000,000
Capital - -
Gross County Cost $1,342,971 $2,315,407 $2,432,543 $2,315,407
Revenue - - -Net County Cost $1,342,971 $2,315,407 $2,432,543 $2,315,407
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: The 2026 request includes $117,136 to support one
additional Scholar Relations officer position to be included.
$2,000,000 is included from the General Fund for the anticipated Bankhead Jones
transfer in 2026 and reflects one quarter of the dollars received by that revenue
in the Public Works Fund, which follows the policy for Bright Futures scholarships.
Finance/Administration Recommendation: The additional position, while nice, is
not a necessary expense of the management of the Bright Futures program, and
the review of the request does not seem to meet the objectives of the program
as required. The additional expense was removed from the recommendation,
and funding is recommended at the 2025 approved level. Recommend
approval.
Board Action: Approved as recommended.
265
Weld County Bright Futures - 1000-90160
[CC_11690] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Students in Program 1 ,036 1 ,506 1 ,800
Grant Dollars Awarded $2.42 M $3.98 M $4.77 M
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.000 0.000 0.000
Per capita administrative expenditure $0.82 $0.79 $0.83
Per capita student grant expenditure $5.15 $6.23 $6.18
266
Budget Unit Request Summary
Department: Extension Services
Budget Unit: Extension - 1000-96100 [CC_50100]
Department Description: The Extension Services Department provides adults and
4-H youth with unbiased, research-based education for agricultural,
environmental, and consumer issues.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $567,466 $653,153 $612,564 $754,873
Supplies 4,986 8,300 9,500 9,500
Purchased Services 38,857 60,700 63,600 63,600
Fixed Charges 2,990 - - -
Capital - - - -
Gross County Cost $614,300 $722,153 $685,664 $818,973
Revenue - - -Net County Cost $614,300 $722,153 $685,664 $818,973
Budgeted Positions 12.98 12.98 12.98 12.98
Summary of Changes: Personnel Services is decreasing due to a recalculation of
current rates in contract labor. Supplies are increasing due to additional software
maintenance as directed by IT. Purchased Services will be increasing by$500 due
to increased membership costs and $2,400 to add two cell phones.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
2025 Strategic Priority Accomplishments:
1 . Planned for growth to balance capacity of infrastructure. Additional
internship positions were filled to support 4-H and 4-H livestock summer
programming. Increase of time from .75 to 1 .0 FTE for existing office support
staff.
2. Enhanced methods of communication to provide communities with
increased information, resources, and programming. Polled data from
consumers of 4-H newsletter to determine priorities. Researched across CSU
Extension Counties newsletter communication styles and platforms. Worked
internally to determine best path forward to roll out January 2026.
3. Expanded ways for communities to engage with and receive services from
the Weld County Extension. Planting at White Plumb Farm was successful,
with interactions across programming in horticulture and agronomy.
267
Extension - 1000-96100 [CC_50100] (Continued)
2026 Strategic Priority Objectives and Goals:
1 . Enhance communication with both new and existing clientele across
Extension Programming areas.
2. Leverage Extension Advisory Committee for community connections for
established program participation.
3. Increase awareness of community education offerings from Weld County
Extension
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
4-H Enrollment 201 200 200
4-H Volunteers 4,388 5,000 5,300
4-H Outreach non-duplicate 4,499 5,200 5,500
4-H Outreach contact hours 2,000 2,500 2,700
Master Gardener Contacts 2,320 2,400 2,500
Master Gardener Volunteer Hours 4,391 12,000 12,000
Family & Consumer Science Social
Media Outreach 179 300 350
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/Capita 0.353 0.345 0.337
Per Capita Cost County Support $1 .67 $1 .92 $1 .78
Goals/Desired Outcomes/Key Performance Indicators: This Budget Unit's goals
and objectives are part of a separate CSU Extension's published document
available through Colorado State University.
268
Budget Unit Request Summary
Department: Extension Services
Budget Unit: County Fair - 1000-96200 [CC_50120]
Department Description: The County Fair budget division organizes, plans, and
administers the annual County Fair.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $88,153 $1 16,936 $1 19,936 $177,863
Supplies 7,225 50,000 43,000 43,000
Purchased Services 69,350 68,995 75,500 75,500
Fixed Charges - 1,500 1,500 1,500
Capital - - -
Gross County Cost $164,728 $237,431 $239,936 $297,863
Revenue - - -Net County Cost $164,728 $237,431 $239,936 $297,863
Budgeted Positions 1 .3 1.3 1 .5 1.5
Summary of Changes: Personnel Services is increasing due to a BOCC approved
increase of 0.2 FTE by $3,000. Supplies will decrease by $7,000 due to removing a
$10,000 all-terrain vehicle purchased in 2025, this is offset by a $3,000 increase due
to software maintenance costs per IT. Purchased Services increased by
additional requests for $500 for printing costs and $6,005 for additional contract
payments due to slow sponsorships anticipated for 2026.
Finance/Administration Recommendation: The additional contract expense of
$6,005 is removed as 2026 is to be a flat budget year, and the fair should seek out
additional sponsorships.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
2025 Strategic Priority Accomplishments:
1 . Increased entries and exhibitors' numbers through increased awareness in
Fair. Since 2021, the fair book has only been available online. In 2024, fair
books were printed and mailed to current, enrolled Weld County 4-H
members, individuals that had exhibited previously at the Fair, Sponsors of the
Fair, Donors of awards, Fair Board members, and committee members. 2024
actuals for entries: 5,053, 895 exhibitors, participating in 152 different divisions
in 2,859 unique class. As of June 11 , 2025, there were 660 entries, 116
exhibitors, 150 division, and 2859 classes.
269
County Fair - 1000-96200 [CC_50120]
(Continued)
2025 Strategic Priority Accomplishments (Continued):
2. Planned for growth to balance capacity of infrastructure. Approved one
(1 .0) FTE position to support the fair year-round, with Extension duties during
the fair offseason. Successfully hired a seasonal data entry clerk with ability
to attend a 3-day ShowWorks training in Cody, WY. Continued partnership
with seasonal fair office staff with five plus years' experience. Promoted
Junior Fair Board program to enhance student leadership and ideas
surrounding the fair and procured enough panels to replace broken panels.
3. Encouraged and fostered opportunities for community members and
partnering organizations to engage in the County Fair. The sponsorship
packet better reflects the increased opportunities for naming rights and
promotion for sponsors. In partnership with Oxy, a youth-focused County Fair
book was created and distributed to surrounding schools and libraries for fair
promotion.
2026 Strategic Priority Objectives and Goals:
1 . Partner with Extension Programming to offer classes, luncheons, and speakers
during the WCF 2026.
2. Increase youth and adult exhibitor retention outside of 4-H and FFA entries
through extension programs, classes, outreach to schools, and other outside
programs.
3. Expand County Fair visibility through partnership with the Weld County Public
Information Office for enhanced social media engagement.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Exhibits Registered 5,053 5,000 5,200
Exhibitors Registered 895 950 1,000
Attendees 20,000 30,000 32,000
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/Capita 0.036 0.035 0.035
Per Capita Cost (County Support $0.46 $0.50 $0.53
270
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Island Grove Building - 1000-96500 [CC_59800]
Department Description: Maintenance for the Island Grove Park Community
Building (Event Center).
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - - -
Purchased Services - - - -
Fixed Charges $171,263 $901,967 $979,754 $979,754
Capital - - - -
Gross County Cost $171,263 $901,967 $979,754 $979,754
Revenue - - -Net County Cost $171,263 $901,967 $979,754 $979,754
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: The Event Center's proposed budget is $656,796. Revenue
from rents and facility use fees is estimated to be $203,037, leaving a net cost of
$453,759. This expense is split equally between the City of Greeley and Weld
County, leaving the county's portion as $226,880. Additionally, the county owns
buildings that are managed by the City of Greeley, but the costs for those
buildings are the responsibility of the county. The net cost of this budget is
$752,874. Recent changes in management at Island Grove have led to increases
in usage and maintenance expenses.
The City of Greeley will also contribute approximately $226,880 for 2026, per the
Intergovernmental Agreement between Weld County and the city for the
operation of the Event Center facility, as well as the maintenance and
management of city-owned facilities on the property. Historically, when the final
costs are reconciled with the City of Greeley at the end of the year, the amount
paid by the county is less than budgeted.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
271
Budget Unit Request Summary
Department: Finance and Administration
Budget Unit: Asset and Resource Management - 1000-96600 [CC_39800]
Department Description: The Asset and Resource Management budget unit funds
costs associated with the management of county property assets and leases.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - - -
Purchased Services $5,069,093 $4,736,463 $4,736,463 $4,966,286
Fixed Charges 388,946 437,385 437,385 315,013
Capital - - -
Gross County Cost $5,458,039 $5,173,848 $5,173,848 $5,281,299
Revenue - - -Net County Cost $5,458,039 $5,173,848 $5,173,848 $5,281,299
Budgeted Positions 0 0 0 0
Summary of Changes: This budget consolidates the funding of costs associated
with the management of county property assets and leases, including $40,000 for
engineering for water rights on gravel pits and $29,385 for water right assessments
owned by the county. The leases of county assets are funded at $408,000.
Additionally, depreciation of county assets is funded at $4,696,463. No changes
from the prior year's budget are requested.
Finance/Administration Recommendation: Recommend approval.
Board Action: Later information showed increases anticipated in the water rights
(to $39,013), and decreases in equipment rental, decreasing that category by
$132,000. Repairs of equipment increased by $229,823, leaving a total budget
increase of $107,451 . Approved as adjusted.
272
Budget Unit Request Summary
Department: General Fund Contingency
Budget Unit: Contingency - 1000-99999 [CC_19800]
Department Description: Contingency Funds are funds used to cover reasonably
unforeseen expenditures.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - $4,617,850 $8,617,850 -
Supplies - - - -
Purchased Services - - - -
Fixed Charges - - - -
Capital - - -
Gross County Cost - $4,617,850 $8,617,850 -
Revenue - - -Net County Cost - $4,617,850 $8,617,850 -
Budgeted Positions 0 0 0 0
Summary of Changes: The 2026 salary adjustment includes a 2.0% cost-of-living
adjustment (COLA) and an additional 1 .5% to account for merit-based increases
to replace the prior Step Increase program. The Sheriff's Office employees are on
a different pay plan and budgeted at a 3% step increase each year until at the
maximum step in 6 years. No changes to the county portion of paid health
insurance costs per employee for 2026.
Finance/Administration Recommendation: Salary adjustment amounts, and all
contingency dollars, are policy issues for the board.
Board Action: The final salary contingency was distributed throughout the General
Fund to account for the COLA and results of the compensation study after final
approval of the budget.
273
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274
Public Works
Revenues
Increase
Revenue Comparison 2025 2026 (Decrease)
Highway Users Fee $13,141 ,672 $12,918,049 -2%
Property Taxes 15,000,000 15,000,000 0%
Licenses/Permits 950,000 1 ,000,000 5%
Severance Tax 5,400,000 4,269,000 -21%
Other Taxes 11,901,000 11 ,901,000 0%
Federal/State 11,829,909 9,874,409 -17%
Transfers all Fund - 5,319,100 0%
Miscellaneous 23,800,000 21,00,000 -1 1%
Total Revenues $82,022,581 $81,381,558 -1%
Highway Users
/ Fee
16%
Miscellaneous_
26%
Property Taxes
18%
Transfer In_/
7%
_ Licenses/Permits
1%
Federal/State
12% Severance Tax
5%
_Other Taxes
15%
Link to Chart Data
275
Public Works
Expenses
Increase
Expense Comparison 2025 2026 (Decrease)
Other Public Works $39,417,766 $192,866,187 389%
Pavement Management 13,826,149 14,553,857 5%
Municipalities 2,725,177 3,100,000 14%
Bridge Construction 9,028,637 10,268,164 14%
Gravel Road Management 12,074,270 6,925,1 13 -43%
Maintenance Support 4,224,177 4,372,244 4%
Trucking 8,197,364 8,130,771 -1%
Mining 7,732,267 8,465,464 9%
Dust Mitigation - 6,783,342 -
Administration 1 ,735,245 1 ,735,958 0%
Contingency - - -
Total Expenses $98,961,052 $257,201,100 160%
Maintenance Mining_Dust Mitigation Adminstration
Support \ 3% N, 2% 1% Contingency
2% Trucking 0%
Gravel Road 3%
Management_.
3% -`
Bridge
Construction_ s
4% \,,
Municipalities \,
1% j
Pavement /
Mangement
6%
Other Public Works
75%
Link to Chart Data
276
Public Works
Seven Year Revenue and Expense Comparison
250,000,000
200,000,000
150,000,000
100,000,000
50,000,000
2020 Actual 2021 Actual 2022 Actual 2023 Actual 2024 Actual 2025 Budget 2026 Budget
■Revenues 46,293,661 48,991,268 56,060,722 88,024,791 73,815,582 82,022,581 81,381,558
■Expenses 56,950,388 68,991,268 75,815,357 81,182,490 64,850,695 98,961,052 257,201,100
Link to Chart Data
277
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 2026
total $328,407,102 which includes a fund balance of $247,025,544. Property tax is
set at $15,000,000, the same as 2025. Specific Ownership tax is estimated to
remain at $1 1 ,901 ,000, the same as 2025, as vehicle purchases have slowed and
revenue has slightly declined, offset by an increasing population. Total HUTF is
planned to be distributed by the state, and communicated at $12,918,049, a
$223,623 decrease from 2025. Permit revenues and Motor Vehicle Registration
Fees are budgeted at $1,000,000 and $255,000, respectively, decreasing slightly
from 2025. Grazing fees are $7,500,000, which is the same as 2025. Oil and gas
revenues are estimated to decrease by $2.5 million to $20,000,000, due to a
reduction in production and decrease in assessed value.
Federal mineral lease revenues are $1 ,100,000 due to the creation of the Weld
County Federal Mineral Lease District. The federal mineral lease revenue will flow
through the district and then Public Works will apply to the district for funding of
projects. In 2026, the district is funding $1 ,100,000 in oil and gas haul route projects.
PILT of $88,500 has been removed as it hasn't been reflected in actuality for the
past couple of years. Severance tax is budgeted at $4,269,000 based on
information provided by the state; however, it may be reduced. In accordance
with 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.
Grant Revenue is budgeted at $2,119,409 and includes a State grant for Bridge
19/46.5A for $500,000, CMAQ through CDOT grant of $954,445 for the intersection
improvements at Hwy 52 and CR 41, and an additional $600,000 expected from
CDOT for the intersection improvements at Hwy 392 and CR 35, and $200,000 as
Energy Impact dollars through DOLA.
The budgeted appropriations for Public Works in 2026 total $257,201,100 and is up
$158,240,048 from 2025. The Public Works Department is pushing a very robust five-
year plan to tackle more projects than usual, to not only catch up with lags in
contracts through COVID but allow for less dollars to be needed in future years by
being proactive and implementing preventative maintenance on well-traveled
roads throughout the county. The request includes a 7.0 FTE increase, two full-time
flagger positions, and a 5-person crew to repair and maintain guard rails across
the county. These expected expenditures will utilize up to $178 million of the fund
balance.
278
Public Works Fund Summary
(Continued)
While the growth in the County's assessed value and economic stimulus of the
energy industry in Weld County has been positive in recent years, the downside is
the County has had to add significant resources to the Public Works budget as a
result.
This is to accommodate heavy hauling traffic, address safety issues, and improve
roads impacted by the oil and gas industry's heavy hauling on county roads due
to new exploration and population growth. A five-year Public Works Capital
Improvement Plan will continue to be updated annually and will ensure a fair and
reasonable determination of project priorities in accordance with the County's
overall transportation needs, especially in dealing with the impact of energy
development and population growth in the County. As oil and gas prices and
production stabilize, looking forward to 2026 and beyond, the amount spent on
capital projects should also stabilize once the five-year push is completed.
Public Works Capital Improvement Plan 2026
Approved Au•ust 11, 2025
Roadway/Intersection 2022-2030
Projects Funding District 2025 & Prior 2026 Total Costs
DOLA Benefit Dist. - 1
WCR 29 Between Hwy $1 M W of US 85
392 and WCR 74 N of US 34 $600,000 $7,500,000 $8,100,000
WCR 54 @ WCR 13 STBG $1.4M Benefit Dist. 3
Roundabout & W of US 85
(Jurisdiction = Weld 75%, LARIMER S of US 34
Larimer Co. 25%) IGA 6,800,000 18,000,000 $24,800,000
Hwy 52 @ WCR 59
Roundabout (CDOT KEENESBURG Benefit Dist. - 4
Managing) IGA E of US 85
(Jurisdiction = Weld 25%, CMAQ S of US 34
CDOT 50%, Keenesburg
25%) - 1,500,000 $1,500,000
WCR 2 @ WCR 13 Traffic
Signal (Thornton THORNTON Benefit Dist. -3
Managing) &ADAMS W of US 85
(Jurisdiction = Weld 25%, CO. IGA S of US 34
Adams Co. 25%, Thornton
50%) - 170,750 $170,750
1-76 Frontage Rd & WCR
51 Railroad Crossing Benefit Dist. -4
Improvement BNSF IGA E of US 85
(Jurisdiction = Weld 50%, S of US 34
BNSF RR 50%) - 600,000 $600,000
279
Public Works Capital Improvement Plan 2026
(Continued)
Roadway/Intersection 2022-2030
Projects Funding District 2025 & Prior 2026 Total Costs
CMAQ Benefit Dist. - 1
WCR 74 @ WCR 31 $1.269M W of US 85
Roundabout N of US 34 550,000 13,800,000 $14,350,000
WCR 20.5 @ WCR 1
Roundabout (Boulder Benefit Dist. -3
Boulder Co.
Co. Managing) IGA W of US 85
(Jurisdiction = Weld 50%, S of US 34
Boulder Co. 50%) 900,000 400,000 $5,502,300
Hwy 392 @ WCR 27 (W)
Traffic Signal (CDOT Benefit Dist. - 1
Managing) CDOT IGA W of US 85
(Jurisdiction = Weld 33%, N of US 34
CDOT 67%) $5,240,000 $- $5,240,000
WCR 50 @ WCR 13 STBG
Intersection Realignment $1.632M Benefit Dist. - 3
and Roundabout JOHNSTOW W of US 85
(Jurisdiction = Weld 75%, N IGA S of US 34
Larimer Co. 25%) 1,522,000 700,000 $13,300,000
Intersection Conflict
Warning Systems -3
Locations HSIP Benefit Districts -
(WCR 34 @ WCR 13, Hwy $350K 1, 2, and 3
392 @ WCR 55, and Hwy
14 @ WCR 29) - - $375,000
Benefit Dist. -2
WCR 66 Corridor- US 85 E of US 85
to WCR 47 N of US 34 18,250,000 69,485,000 $87,735,000
HWY 392 @ WCR 37
Intersection CMAQ Benefit Dist. - 1
Improvements $2M W of US 85
(Jurisdiction = Weld 50%, N of US 34
CDOT 50%) 500,000 800,000 $5,900,000
WCR 18 & WCR 23 DOLA Benefit Dist. - 3
Around Coal Ridge $1M W of US 85
Waste Reservoir S of US 34 250,000 200,000 _ $5,949,300
Benefit Dist. - 4
UPRR Closures along US - E of US 85
85 east (WCR 29) S of US 34 - - $387,520
WCR 2 (168th Ave.) @
WCR 45 (Hayesmount
Rd) Int. Conflict Warning Benefit Dist. 4
System E of US 85
(Jurisdiction = Weld 75%, S of US 34
Adams Co. 25%) - - $150,000
DOLA Benefit Dist. - 3
WCR 54 Corridor- CR 13 $1M W of US 85
to Hwy 257 S of US 34 15,700,000 51,320,000 $67,020,000
DOLA Benefit Dist. -3
WCR 34 @ WCR 17 W of US 85
Roundabout $1M S of US 34 - 1,200,000 $17,382,000
280
Public Works Capital Improvement Plan 2026
(Continued)
Roadway/Intersection 2022-2030
Projects Funding District 2025 & Prior 2026 Total Costs
WCR 54 Realignment DOLA Benefit Dist. -4
Between WCR 43 & WCR E of US 85
45 $1 M S of US 34 - 350,000 $9,018,000
Benefit Dist. - 3
WCR 38 Between Town of DOLA W of US 85
Mead and WCR 13 S of US 34 - 200,000 $4,541,000
Hwy 60 @ WCR 7
Intersection
Improvements and Traffic Benefit Dist. - 3
Signal - W of US 85
(Jurisdiction = Weld 25%, S of US 34
Larimer Co. 25%, CDOT
50%0 - $450,000 $5,483,000
2022-2030
Bridge Projects Funding District 2025 & Prior 2026 Total Costs
IIJA CDOT Benefit Dist. - 3
Bridge 19/46.5A Bridge Grant W of US 85
Replacement $500K S of US 34 $1,030,000 $10,050,000 $11,080,000
IIJA CDOT Benefit Dist. - 2
Bridge 60.5/49A Bridge Grant E of US 85
Replacement $2M N of US 34 1,752,000 850,000 $10,602,000
IIJA CDOT Benefit Dist. - 3
Bridge 34/17A Bridge Grant W of US 85
Re•lacement or DOLA S of US 34 1,300,000 $14,121,000
2022-2030
Drainage Projects Funding District 2025 & Prior 2026 Total Costs
DOLA$200K Benefit Dist. - 2
Drainage E of US 85
Galeton Draina•e Impact Fees N of US 34 $300,000 $3,137,000 $3,437,000
Development Review 2022-2030
Projects Funding District 2025 & Prior 2026 Total Costs
North Weld Gravel Pit-
WCR 39 & WCR 90, Developer Benefit Dist. - 2
Bridge 90/31 B (prop (48.6%) E of US 85
shares) N of US 34
1MJUSR21-75-298 $1,000,000 $1,982,640 $2,982,640
84 Lumber-59th Ave. @ Benefit Dist. 1
'O' St. Roundabout and Proportional W of US 85
83rd Ave. @ 'O' St. Imp. Share
USR22-0020 N of US 34 -
Loveland Ready Mix- Benefit Dist. - 3
Conflict Warning System Developer W of US 85
CR 17/50 (9'5�°) S of US 34 108,600
Total Cost Per Year $63,794,000 $183,995,390 $629,858,190
Note: The total column may include historical costs that are not itemized in the
detail columns. As a result, the sum of the detail columns may not reconcile with
the total.
281
Concerning Local Accountability for Money
Used for Highway Purposes
In accordance with Section 29-1-110, 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 2026 allocation of highway user tax fund monies and
county road and bridge fund are as follows:
Gravel Road Management $6,925,1 13
Maintenance Support 4,372,244
Pavement Management 1 ,620,692
Total $12,918,049
Construction Bidding for State-Funded Local
Projects
In accordance with Sections 29-1-701 through 707, C.R.S., as amended, cities or
counties of 30,000 people or more are required to bid projects 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.
282
Construction Bidding for State- Funded Local
Projects (Continued)
Based upon the above definitions, Weld County's Public Works 2026 budget would
be allocated as follows by the above categories:
Category Total HUTF State Local/Other
Road & Bridge Construction $10,268,164 $0 $10,268,164
Gravel Road Management 6,925,1 13 6,925,1 13 0
Maintenance Support 4,372,244 4,372,244 0
Trucking 8,130,771 0 8,130,771
Mining 8,465,464 0 8,465,464
Administration 1,735,958 0 1 ,735,958
Pavement Management 14,553,857 1 ,620,692 12,933,165
Municipalities 3,100,000 0 3,100,000
Dust Mitigation 6,783,342 0 6,783,342
Other Public Works:
Haul Route Program (HARP) 3,000,000 0 3,000,000
Part-time 1,691 ,136 0 1 ,691,136
Contract 188,175,051 0 188,175,049
Total $257,201,100 $12,919,049 $244,282,051
Based on the above allocation, Weld County is not required to competitively bid
any service. However, it is anticipated that Weld County will bid out $5,014,698 in
asphalt purchases, $2,479,000 in contract material hauling, chip and seal of
$1 ,372,731 , and $3,900,000 in surface gravel for a total of $12,766,429 in bid
projects for 2026. Maintenance of effort requirement was eliminated by the 1994
State Legislature, effective with the 1995 budget and, therefore, it is not
demonstrated in this budget document.
283
Public Works
Summary of Revenue
Taxes
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2000 90100 4112 Current Property Taxes $15,000,000 $15,000,000 $15,000,000 $15,000,000
2000 90100 4130 S 9ecific Ownershi• Taxes 11,901,000 11,901,000 11,901,000 11,901,000
2000 90100 4140 Severance Taxes 5,400,000 4,500,000 4,500,000 4,269,000
Total Taxes $32,301,000 $31,401,000 $31,401,000 $31,170,000
Permits
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2000 90100 4221 211120 $950,000 $1,000,000 $1,000,000 $1,000,000
Total Permits $950,000 $1,000,000 $1,000,000 $1,000,000
Intergovernmental
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2000 90100 4316 razin• Act $7,500,000 $7,500,000 $7,500,000 $7,500,000
2000 90100 4318 Payment in Lieu of Taxes 88,500 88,500 88,500
2000 90100 4334 Hi•hway User 13,141,672 12,000,000 12,000,000 12,918,049
2000 90100 4338 otor Vehicle Re•istration 400,000 355,000 355,000 255,000
2000 90100 4340 rants 3,841,409 1,919,409 1,919,409 2,1 19,409
Total Intergovernmental $24,971,581 $21,862,909 $21,862,909 $22,792,458
Miscellaneous
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2000 90100 4640 Oil and Gas $22,500,000 $20,000,000 $20,000,000 $20,000,000
2000 90100 4680 Other 1,300,000 1,500,000 1,500,000 1,100,000
Total Miscellaneous $23,800,000 $21,500,000 $21,500,000 $21,100,000
Transfers
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2000 90100 717071 Benefit Area 1 Transfer $- $- $- $1,000,000
2000 90100 717072 Benefit Area 2 Transfer - - - 1,000,000
2000 90100 717073 Benefit Area 3 Transfer - - - 1,500,000
2000 90100 717074 Benefit Area 4 Transfer - - - 1,300,000
2000 90100 712700 ransfer - - - 519,100
Total Transfers $- $- $- $5,319,100
2025 2026 2026
All Revenues Budget Request Recommended 2026 Final
Total Public Works Revenues $82,022,581 $75,763,909 $75,763,909 $81,381,558
284
Public Works
Summary of Expenditures
Expenditure 2025 2026 2026
Fund Org Acct Function Budget Request Recommended 2026 Final
2000 90100 30100 Administration $1,735,245 $1,706,879 $1,706,879 1,735,958
2000 90100 32100 Trucking 8,197,364 8,228,105 8,228,105 8,130,771
Gravel Road
2000 90100 32200 Management 12,074,270 6,624,972 6,624,972 6,925,113
Road and Bridge
2000 90100 32300 Construction 9,028,637 10,280,559 10,280,559 10,268,164
Maintenance
2000 90100 32400 Support 4,224,177 4,252,494 4,252,494 4,372,244
2000 90100 32500 Other Public Works 39,417,766 180,104,300 189,642,380 192,866,187
2000 90100 32600 Mining 7,732,267 8,229,142 8,229,142 8,465,464
Pavement
2000 90100 32700 Management 13,826,149 14,529,266 14,407,941 14,553,857
2000 90100 32800 Dust Mitigation - 6,763,207 6,633,882 6,783,342
2000 90100 56200 Cities and Towns 2,725,177 3,100,000 3,100,000 3,100,000
2000 90100 99999 Contingency - 2,500,000 1,000,000 -
Total Public Works Expenditures $98,961,052 $246,318,924 $254,106,354 $257,201,100
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: Summary of All Public Works
Department Description: See individual units.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $19,486,963 $21,939,893 $22,350,977 $23,720,224
Supplies 14,399,985 22,776,990 24,559,631 24,619,981
Purchased Services 28,279,058 54,137,669 205,630,271 208,529,470
Fixed Charges 2,525,724 88,500 259,825 260,425
Capital 140,521 8,000 71,000 71,000
Gross County Cost $64,832,251 $98,951,052 $253,357,004 $257,201,100
Revenue 74,233,182 82,022,581 75,675,409 81,381,558
Net County Cost ($9,400,931) $16,928,471 $177,681,595 $175,819,542
Budgeted Positions 185.0 185.00 193.0 191.0
Summary of Changes: See individual units.
Finance/Administration Recommendation: See individual units.
Board Action: See individual units
2025 Strategic Priority Accomplishments:
1 . Monitored/ensured FMCSA compliance for an average of 170 DOT
employees annually. (SP3C)
2. Satisfied 100% of the hauling needs for construction and emergency
operations, utilizing new processes to become more efficient with time and
equipment. (SP3A, SP3E)
3. Contract trucks supplemented county trucks during the construction season
to continue gravel road maintenance allowing continued progress on the 5-
year goal of completing all gravel road hauling needs. (SP3A, SP3C)
4. Implemented new training programs to include pre and post trip commercial
motor vehicle training and defensive driving training for commercial motor
vehicles. (SP4D)
5. Improved Cartegraph asset management for accurate reporting. (SP3E)
6. Accomplished all division tasks while staying within approved budget and
worked to improve the road infrastructure for the traveling public. (SP5A)
7. Accident Review Committee findings discussed at all hands safety meetings
for training and safety enhancement. (SP3E)
8. Identified collector gravel roads, per the functional classification, and started
an improvement plan for these roads planning for growth and best practices.
(SP3B)
286
All Public Works (Continued)
2025 Strategic Priority Accomplishments (Continued):
9. All citizen service calls were addressed and responded to within 24 hours and
tasks assigned within a day.
10. Entered over 16,000 culvert locations in Cartegraph Asset Management
system. (SP3E)
11 . Continued progress in asset performance curves for forecasting and asset
risk assessment. (SP3E)
12. Implemented the plan to meet new standards for highway striping reflectivity
from FHWA. (SP3C)
13. Completed the initial calibration of snow removal equipment and began
reviewing output results during snow removal operations. (SP3C)
14. Completed the training of additional staff members through ATSSA Traffic
Control Design Specialist courses. (SP4D)
15. Completed construction of a new roundabout at CR 6 and CR 13 (SP3B)
16. Met all project milestones for the High Plains Blvd. project between CR 32 and
CR 34, 2 roundabouts and one mile of new roadway (SP3B)
17. Completed installing two intersection conflict warning systems (St. Hwy 392
at WCR 43 and WCR 38 at WCR 17) (SP3D)
18. Completed intersection project at St. Hwy 52 and WCR 41 in preparation for
CDOT to install a new traffic signal. (SP3D)
19. Started Hill-n-Park Drainage/ADA/Roadway study. (SP3B)
20. Completed SS4A study of unincorporated Weld County plus fifteen
municipalities. (SP3A)
21 . Implemented new silica dust exposure and monitoring program to improve
health and safety conditions for miners. (SP4D)
22. Identified two properties with potential for future gravel resources. (SP3B)
23. Produced a new type of material to assist construction crews to more
efficiently stabilize road subgrades. (SP3E)
24. Implemented the Shoulder Maintenance Program started in the Spring of
2025. This program was created to increase the integrity of paved roadways,
leading to extended time spans between road maintenance projects. (SP3E)
25. Provided Farmer's Reservoir Irrigation Co. (FRICO) with a three-year schedule
of major construction for improved relations. (SP3D)
2026 Strategic Priority Objectives and Goals:
1 . PW Trainer to build on safety programs and develop and refine SOP's and
new hire training process. (SP4D)
2. Transition finance, A/R and A/P duties to Workday and change internal
processes for compliance. (SP5A)
3. Continue to satisfy 100% of hauling needs for construction and emergency
operations. (SP3C)
4. Work toward five-year goal of completing all gravel road hauling needs.
(SP3A and SP3C)
5. Utilize new technology to increase efficiency responding to citizen requests
for debris removal on county roadways. (SP3E)
287
All Public Works (Continued)
2026 Strategic Priority Objectives and Goals (Continued):
6. Utilize new technology to improve record keeping for training documents.
(SP3E)
7. Develop an Overall Condition Index (OCI) for gravel roads to help in the
evaluation of the gravel road infrastructure system. (SP3E)
8. Continue the improvement plan for the collector road infrastructure system
for growth and capacity. (SP3B)
9. Maintain and develop partnerships (IGA's and MOU's) with towns for best use
of town and county assets to best serve the citizens in a cost-effective
manner for both entities. (SP3D)
10. Encourage employees to be involved in health, wellness and safety
programs. (SP4A)
11 . Continue to communicate with citizens on their concerns within 24 hours of
a service request. (SP2A)
12. Develop an OCI for the Dust Management Road asset in Cartegraph to track
level of service and barriers to improve roads for end users. (SP3E)
13. Maintain a 98%+ safety meeting attendance and reduce accidents and
incidents throughout the year. Increase the safety awareness and training
programs of all operators and discuss all county related incidences at all
hands meetings. (SP4D)
14. Continue to maximize and leverage resources while investigating new
products to extend the longevity of Dust Management roads and stay within
budget. (SP3A)
15. Establish a guard rail crew to improve safety in 2026. (SP4C)
16. Begin developing strategies for snow removal procedures utilizing new
technology. (SP3E)
17. Improve citizen awareness of construction operations and detour routes in
advance of the operations through improved and increased signage. (SP6D)
18. Start construction on the CR 66 Corridor (SP3B)
19. Start the application process for implementation grants through SS4A plan.
20. Start construction of new roundabout at CR 54 and CR 13. (SP3B)
21 . Start construction on CR 29 from St. Hwy 392 to CR 74. (SP3B)
22. Start construction on a new roundabout at CR 74 and CR 31 . (SP3B)
23. Start construction on the replacement of Bridge WEL019.0-046.5A. (SP3B)
24. Start construction on Galeton drainage improvements. (SP3C)
25. Utilize budget dollars to electrify one pit to make mining operation more
energy efficient and reduce reliance on diesel powered generators. (SP3B)
26. Reorganize crushing plant setup to reduce miners' exposure to silica dust and
noise. (SP4D)
27. Complete all Pavement Management projects and grant projects on time
and within budget to provide a cost-effective program that will ensure the
continued preservation and improvement of the overall condition of the
county's paved roadway system. (SP3C)
28. Create an inventory of all concrete sidewalks and ramps to ensure ADA
compliance. (SP3E)
288
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: PW Administration - 2000-30100 [CC_30100]
Department Description: The Administration division directs and supports the
activities of Public Works, coordinates complaints, and maintains cost accounting
records on projects.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,103,951 $1,297,489 $1,297,489 $1,325,968
Supplies 118,316 160,037 138,157 138,157
Purchased Services 184,170 259,219 252,733 252,733
Fixed Charges (1,095) 18,500 18,500 19,100
Capital - - - -
Gross County Cost $1,405,342 $1,735,245 $1,706,879 $1,735,958
Revenue - -Net County Cost $1,405,342 $1,735,245 $1,706,879 $1,735,958
Budgeted Positions 8.0 9.0 9.0 9.0
Summary of Changes: Supplies increased a total of $21 ,880 due to an increase in
first aid supplies, diesel exhaust fluid, and a radio for the new Trainer position for a
total increase of $28,941 . The supply room stockage decreased by $50,821 as
costs will be paid from the individual Public Works divisions.
Purchased Services decreased by a total of $6,486 for the following: Memberships
and Registrations figure for 2025 was incorrect by $45 so the 2026 figure was
increased; Other Purchased Services increased $84 for increased Dish Network
service fees; Medical Services increased $4,834 for background check fees and
Silica physicals for Mining employees required by MSHA; Vehicle Expenses
decreased $10,164 as fuel and repair costs were adjusted based on historical
data; Repair and Maintenance Other was decreased by $1 ,285 for maintenance
agreements due in 2026 for multi-function devices and the plotter/scanner.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
289
Administration - 2000-30100 [CC-30100]
(Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Service Requests 1,683 1,893 2,129
Utility Locates 1,123 1,347 1 ,616
2024 2025 2026
I Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.218 0.239 0.234
Per capita cost (county support) $3.82 $4.61 $4.51
290
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: PW Trucking - 2000-32100 [CC_30190]
Department Description: The Trucking division 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, 30 assigned truck tractors and 36 trailers, 4
loaders, and 5 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.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $3,419,560 $3,622,543 $3,630,350 $3,522,866
Supplies 17,153 13,450 16,950 27,100
Purchased Services 3,981,539 4,516,371 4,523,805 4,523,805
Fixed Charges 1,709 45,000 45,000 45,000
Capital 5,970 - 12,000 12,000
Gross County Cost $7,425,931 $8,197,364 $8,228,105 $8,130,771
Revenue - - -Net County Cost $7,425,931 $8,197,364 $8,228,105 $8,130,771
Budgeted Positions 33.0 33.0 33.0 31.0
Summary of Changes: Personnel Services increased $7,807 for anticipated
overtime costs and an increase in the overtime rate. Supplies increased $3,500 for
the increased costs for hand-held radios. Purchased Services increased a total of
$7,434 as Utilities increased $5,000 for port-o-let service fees; Contract Payments
increased $41 ,000 for anticipated material hauling contractor costs; and Vehicle
Expenses decreased $38,566 for equipment repair costs through Fleet.
Capital increased $12,000 for the purchase of one Vaisala Mobile Road Detector
System to assist with application of materials during snow events.
Finance/Administration Recommendation: Recommend approval.
Board Action: Two FTEs to include salaries and benefits were moved from PW
Trucking to PW Mining. The board agreed with staff recommendations to wait for
a subsequent year to add positions. The final budget includes salary changes
reflected in the outcome of the compensation study and approved COLA.
Approved as recommended.
291
Trucking - 2000-32100 (Continued)
Strategic Priorities and Goals are combined under the Department Summary for
Public Works.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Tons of Surface Gravel Transported 462,318 396,000 400,000
Tons of Construction and Emergency
Materials Transported 244,675 175,540 200,000
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.898 0.878 0.806
Per capita cost (county support) $20.21 $21 .80 $21 .13
292
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: PW Motor Grader - 2000-32200 [CC_30160]
Department Description: The Gravel Road Management division manages a fleet
of 46 motor graders, 13 water tankers, 9 rollers, 2 reclaimers, 29 grader zones, 20
satellite Public Works facilities, and 4 fugitive dust/roving maintenance teams
responsible for the upkeep of gravel roads in Weld County (approximately 2,500
miles).
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $5,330,460 $5,846,805 $3,679,339 $3,966,880
Supplies 2,1 16,956 2,528,230 324,443 337,043
Purchased Services 2,974,002 3,634,735 2,573,190 2,573,190
Fixed Charges 645 64,500 48,000 48,000
Capital - - -
Gross County Cost $10,422,062 $12,074,270 $6,624,972 $6,925,113
Revenue - - -Net County Cost $10,422,062 $12,074,270 $6,624,972 $6,925,113
Budgeted Positions 53.0 55.0 36.0 36.0
Summary of Changes: Personnel Services decreased $2,167,466 with the transfer
of 19 full-time employees to the Dust Management division (2000-32800).
Supplies decreased by a total of $2,203,787 as Uniforms and Clothing for seasonal
employees was transferred to Dust Management saving $2,450; Other Operating
Supplies is down $2,201,337 due to the split of expenses with Dust Management.
Gravel Roads is paying for all grader blades.
Purchased Services are down a total of $1 ,061 ,545. Utilities were decreased
$19,385 due to lower utility costs at grader stations and the port-o-let unit service
fees are being paid from the Dust Management budget; Vehicle Expenses are
down $1,031 ,660 due to the vehicle split with Dust Management along with fuel
and repair cost adjustments; Repair and Maintenance-Other decreased $10,500
for anticipated costs for equipment repairs and the elimination of fuel tank and
pump maintenance fees which are paid by Fleet.
Fixed Charges are down $16,500 as Machinery and Equipment Rental was
reduced for the possible rental of one motor grader. Dust Management will pay
for all other rental equipment.
Finance/Administration Recommendation: Recommend approval.
293
Gravel Road Management - 2000-32200
(Continued)
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
Strategic Priorities and Goals are combined under the Department Summary for
Public Works.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Miles of Gravel Replenished 323 410 420
Lane Miles of Gravel Roads 114,419 110,000 118,000
Maintained
Hours of Snow Removal on Gravel 939 950 1 ,000
Roads
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 1 .442 1 .463 0.935
Per capita cost (county support) $28.36 $32.1 1 $18.00
294
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: PW Bridge Division - 2000-32300 [CC_30110]
Department Description: The Bridge Construction division consists of 33 full-time
employees and 11 seasonal 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.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $3,533,226 $3,756,218 $4,286,803 $4,261,108
Supplies 2,028,879 3,673,830 4,414,341 4,427,641
Purchased Services 1,065,236 1,553,589 1,510,415 1,510,415
Fixed Charges 8,728 45,000 45,000 45,000
Capital 11,890 - 24,000 24,000
Gross County Cost $6,647,958 $9,028,637 $10,280,559 $10,268,164
Revenue 1,485 - -Net County Cost $6,646,472 $9,028,637 $10,280,559 $10,268,164
Budgeted Positions 33.0 33.0 38.0 37.0
Summary of Changes: Personnel Services increased $530,585 for 4 new SW3s
(25/1) and 1 new Welder (32/1 ) for the creation of a Guard Rail Crew to repair
and build guard rails on all Weld County roads, due to a severe backlog of work
to be completed, and an increased liability to the county. Salaries increased
$306,075; Overtime increased $43,260; Health Insurance increased $119,925; FICA
increased $18,869; Retirement increased $38,041; Medicare increased $4,415.
Supplies are up by $740,511 . Small Items of Equipment increased $600 for
anticipated cost of goods; Road Construction Supplies is up $168,190 for
increased material and necessary guardrail repair costs. Cost of Goods Sold
increased $571,721 for anticipated costs and increased inventory guardrail to be
purchased for the new guardrail crew to install.
Purchased Services are down $43,174. Utilities increased by $3,353 for port-o-let
service fees; Vehicle Expense decreased $46,527 based on anticipated fuel
gallons and repair costs.
295
Bridge Construction - 2000-32300 [CC_30110]
(Continued)
Summary of Changes (Continued): Capital was added in the amount of $24,000
for two Vaisala MD30 Mobile Road Detector Systems (tandem mount) to assist
with application of materials during snow events.
Finance/Administration Recommendation: Recommend approval.
Board Action: The Guard Rail Crew is to be approved with a total of four (4.0) FTE
instead of the five (5.0) FTE requested. This reflects the reduction of one (1 .0)
Service Worker; an additional position can be requested in future years if it is
determined to be necessary. The final budget includes salary changes reflected
in the outcome of the compensation study and approved COLA. Approved as
recommended.
Strategic Priorities and Goals are combined under the Department Summary for
Public Works.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Miles of Road Construction
Completed 12 11 12
Bridge Projects Completed 2 2 2
Culverts Replaced 80 85 85
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.898 0.878 0.961
Per capita cost (county support) $18.09 $24.01 $26.68
296
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: PW Maintenance Support - 2000-32400 [CC_30140]
Department Description: The Maintenance Support division 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.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,649,534 $1,719,954 $1,722,474 $1,836,974
Supplies 810,534 2,090,350 2,114,060 2,1 19,310
Purchased Services 223,849 413,873 356,960 356,960
Fixed Charges (548) - 36,000 36,000
Capital - - 23,000 23,000
Gross County Cost $2,683,369 $4,224,177 $4,252,494 $4,372,244
Revenue - - -Net County Cost $2,683,369 $4,224,177 $4,252,494 $4,372,244
Budgeted Positions 15.0 15.0 15.0 15.0
Summary of Changes: Personnel Services increased $2,520 for Overtime for snow
operations and weekend on-call. Supplies increased a total of $23,170 as Small
Items of Equipment increased $500 due to inflation; Road Construction Supplies
increased $16,250 for additional liquid deicer needed for snow operations; Other
Operating Supplies decreased $80 as no cellular boosters will be purchased and
an increased cost for P20+ glass beads. Cost of Goods Sold increased $7,040
based on increased prices for support and hardware.
Purchased Services decreased $56,913 as Utilities increased $7,000 for port-o-let
service fees and increased fees for the 30-yard roll-off dumpster; Vehicle Expenses
decreased by $63,913 due to fuel adjustment amounts and reduced fleet
maintenance repair costs. Machinery and Equipment (Rental) was added in the
amount of $36,000 for rental of an attenuator which accounts for the Fixed
Charge.
Machinery and Equipment (Capital) added in the amount of $23,000 for a new
digital sign printer to replace the aging plotter and is the only Capital expense.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes salary changes reflected in the outcome
of the compensation study and approved COLA. Approved as recommended.
297
Maintenance Support - 2000-32400 [CC_30140]
(Continued)
Strategic Priorities and Goals are combined under the Department Summary for
Public Works.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Stop Signs Repaired 399 335 355
Miles of Pavement Striped 739 743 750
Scheduled Construction Closures 1 ,173 1 ,486 1 ,500
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.408 0.399 0.390
Per capita cost (county support) $7.30 $1 1 .23 $1 1 .36
298
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: Other Public Works - 2000-32500 [CC_30180]
Department Description: Other Public Works accounts for reserve/temporary
employees for seasonal work and contract payments for bridge grants and road
construction projects are included in this budget unit.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $992,433 $1,466,566 $1,371,530 $1,691,138
Supplies - - - 5,000
Purchased Services 17,473,951 57,951,200 178,732,770 191,170,049
Fixed Charges - - - -
Capital 114,667 - - -
Gross County Cost $18,581,051 $59,417,766 $180,104,300 $192,866,187
Revenue - - -Net County Cost $18,581,051 $59,417,766 $180,104,300 $192,866,187
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: Personnel Services decreased a total of $95,036 as two
seasonal flaggers (13/1) are requested to be converted to two full-time flagger
positions (15/1 ) with the Pavement Management division. Salaries decreased
$65,427; Health Insurance is down $24,605; FICA was reduced $4,056; Medicare is
down $948. These figures represent 75% of the Salary Modeler figures as the
converted flaggers were 9-month employees.
Purchased Services are up a total of $133,218,849. Contract Payments increased
$200,000 as maintenance for irrigation and drainage was added; Infrastructure
Projects is up $131 ,506,849 based on Capital Improvement projects. The largest
increases were for the CR 54 and CR 66 Corridors; The Haul Route Program was
increased $500,000 with the addition of smoothness testing, diamond grinding,
rumble strips, and the possibility of roadway profilograph.
Finance/Administration Recommendation: After discussions with the department,
$8,536,080 was added to Infrastructure Projects, and $1,002,000 to Other
Professional Services, originally from General Engineering, for the one-time
expenses anticipated for the Capital Improvement Plan push the department is
engaged in. Recommend approval.
Board Action: The Airport Taxiway Phase II project has been added in the amount
of $3,200,000 to Purchased Services. The final budget includes salary changes
reflected in the outcome of the compensation study and approved COLA.
Approved as recommended.
299
Other Public Works - 2000-32500 [CC_30180]
(Continued)
Strategic Priorities and Goals are combined under the Department Summary for
Public Works.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Bridge Rehabilitation Projects 3 1 2
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
Per capita cost (county support) $50.57 $158.02 $501 .94
300
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: PW Mining - 2000-32600 [CC_30150]
Department Description: The Mining division is responsible for mining, crushing,
and screening of gravel in county-owned quarries.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $875,552 $945,876 $948,316 $1,181,839
Supplies 4,907,232 6,216,374 6,344,374 6,347,174
Purchased Services 454,274 540,017 911,452 911,452
Fixed Charges - 22,000 25,000 25,000
Capital - 8,000 - -
Gross County Cost $6,237,058 $7,732,267 $8,229,142 $8,465,465
Revenue - - -Net County Cost $6,237,058 $7,732,267 $8,229,142 $8,465,465
Budgeted Positions 8.0 8.0 8.0 10.0
Summary of Changes: Personnel Services increased $2,440 for Overtime for snow
operations. Supplies increased by$128,000. Road Construction Supplies increased
$65,000 for the purchase of additional surface gravel; Other Operating Supplies
increased $63,000 due to MSHA silica regulations which require bringing
generators closer to portable crushing plants to reduce silica exposure. This also
creates additional noise which can be alleviated with the installation of cables to
extend the length between mining trailers and generators.
Purchased Services increased a total of $371,435. Utilities increased $5,000 due to
port-o-let service fees; Contract Payments was added in the amount of $350,000
for the contracted construction of a power line to the Koskie Gravel Pit; Vehicle
Expenses increased $16,435 due to anticipated fuel deliveries to gravel pits. Fixed
Charges increased by $3,000 for equipment rental costs. Capital is down $8,000
as no new equipment is needed for 2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: Two FTEs to include salaries and benefits were moved from PW
Trucking to PW Mining. The final budget includes salary changes reflected in the
outcome of the compensation study and approved COLA. Approved as
recommended.
301
Mining - 2000-32600 [CC_30150] (Continued)
Strategic Priorities and Goals are combined under the Department Summary for
Public Works.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Tons of Pit Run Material Processed 246,708 250,000 260,000
Tons of Road Base Produced 145,245 165,000 200,000
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.218 0.213 0.260
Per capita cost (county support) $16.97 $20.56 $21 .99
302
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: PW Pavement Management - 2000-32700 [CC_30140]
Department Description: The Pavement Management division performs paved
road maintenance involving asphalt patching, potholes, and paving operations.
It is also responsible for pavement testing, concrete curb and gutter, crack fill, seal
coat, and gravel shoulder improvements, as well as snow removal operations, as
needed.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $2,582,247 $3,294,442 $3,576,482 $3,588,823
Supplies 4,400,916 8,094,719 8,478,601 8,490,851
Purchased Services 1,921,676 2,41 1,988 2,437,183 2,437,183
Fixed Charges (548) 25,000 25,000 25,000
Capital 7,995 - 12,000 12,000
•
Gross County Cost $8,912,286 $13,826,149 $14,529,266 $14,553,857
Revenue - - -Net County Cost $8,912,286 $13,826,149 $14,529,266 $14,553,857
Budgeted Positions 26.0 32.0 35.0 34.0
Summary of Changes: Personnel Services increased a total of $282,040 with the
conversion of two seasonal Flaggers (13/1 ) to two full-time Flaggers (15/1 ) for
$160,715, and the addition of one Foreman (38/1 ) for $121 ,325.
Supplies are up $383,882. Road Construction Supplies increased $440,552 for
increased asphalt and chip seal oil prices; Uniforms and Clothing is up $1 ,400 for
outerwear for 10 seasonal employees; Other Operating Supplies is down $58,070
as radios were removed and there was a slight increase for monument risers and
cell phone boosters were added.
Purchased Services is up $25,195. Utilities are up $3,553 for port-o-let service fees;
Other Professional Services is up $45,000 as the miles for non-destructive
pavement testing was increased; Vehicle Expenses are down $23,358 for
anticipated fuel gallon usage and an increase in Fleet maintenance costs for
flight chains/sprockets for the paver.
Capital increased by $12,000 for one Vaisala MD30 Mobile Road Detector system
to assist with application of material during snow events.
303
Pavement Management - 2000-32700
[CC_30140] (Continued)
Finance/Administration Recommendation: Removed $121,325 from Personnel
Services for the Foreman position. The recommendations of the compensation
study were that the Lead Workers would be taking some of the workload from the
Foreman position and would like to see this work out before requesting another
management position. Recommend approval of remaining requests.
Board Action: The board agreed with staff recommendations to keep the
increase of Flagger positions (2.0 FTE) for crew safety, and wait on the additional
Foreman. The final budget includes salary changes reflected in the outcome of
the compensation study and approved COLA. Approved as recommended.
Strategic Priorities and Goals are combined under the Department Summary for
Public Works.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Road Miles Paved 21 .44 22.00 20.00
Road Miles of Milling 12.04 20.00 18.00
Road Miles of Chip Seal 29.94 31 .00 39.00
Road Miles of Crack Seal 74.92 77.00 70.00
Road Miles of Slurry Seal 10.97 35.00 15.00
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.708 0.851 0.884
Per capita cost (county support) $24.25 $36.77 $37.82
304
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: PW Dust Mitigation Management - 2000-32800 [CC_30120]
Department Description: Dust Management is dedicated to the effective control
and mitigation of dust across Weld County. The team is equipped with a fleet that
includes 10 motor graders, 14 water tankers, 9 rollers and 4 reclaimers. Supporting
this effort are six Fugitive Dust maintenance teams; four are full-depth and two are
topical crews with responsibility for maintenance of over 200 roads.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $- $2,323,494 $2,344,629
Supplies - - 2,728,705 2,727,705
Purchased Services - - 1,693,683 1,693,683
Fixed Charges - - 17,325 17,325
Capital •
- - -
Gross County Cost $- $- $6,763,207 $6,783,342
Revenue - - -Net County Cost $- $- $6,763,207 $6,783,342
Budgeted Positions 0.0 0.0 20.0 19.0
Summary of Changes: Personnel Services is budgeted at $2,323,494 for 19 full-time
employees and one additional Foreman at $121,325.
Supplies are budgeted at $2,728,705. Uniforms and Clothing is $2,450 for
outerwear for seven seasonal employees; Other Operating Supplies is $2,726,255
as some costs were divided with Gravel Roads (32200). Cold Mix Asphalt and a
radio for the new Foreman are included.
Purchased Services is budgeted at $1 ,693,683. Utilities are $13,500 for port-o-let
service fees, which were transferred from the Gravel Roads (32200) budget;
Vehicle Expenses were divided with the 32200 budget. The figure of $1 ,650,783
includes estimated fuel usage and repair costs, Repair and Maintenance Other is
$29,400 for anticipated equipment repair costs and work by the County welder
for Dust Management.
Fixed Charges are budgeted at $17,325 for the rental of one roller.
305
Pavement Management - 2000-32700
[CC_30120] (Continued)
Finance/Administration Recommendation: Removed $121,325 from Personnel
Services for the Foreman position, and $8,000 from Supplies for the Foreman's
radio. The recommendations of the compensation study were that the Lead
Workers would be taking some of the workload from the Foreman position and
would like to see this work out before requesting another management position.
Recommend approval of remaining requests.
Board Action: The request for an additional Foreman position for 2026 was not
approved, as additional Lead positions were established in 2025 to support the
existing Foremen. The final budget includes salary changes reflected in the
outcome of the compensation study and approved COLA. Approved as
recommended.
Strategic Priorities and Goals are combined under the Department Summary for
Public Works.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Miles of Topical Application 200 215 230
Miles of Full Depth Application 87 95 100
Miles of Road Rehabilitation 22 25 25
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.000 0.000 0.494
Per capita cost (county support) $0.00 $0.00 $17.63
306
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: PW Cities and Towns - 2000-56200 [CC_39800]
Department Description: In accordance with Section 43-2-202, 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.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $- $- $-
Supplies - - - -
Purchased Services - - - -
Fixed Charges 2,517,435 3,591,243 3,100,000 3,100,000
Capital - - - -
Gross County Cost $2,517,435 $3,591,243 $3,100,000 $3,100,000
Revenue - - -Net County Cost $2,517,435 $3,591,243 $3,100,000 $3,100,000
Budgeted Positions 0.0 0.0 0.0 0.0
Summary of Changes: Budget is based upon the anticipated recommended
assessed value of the municipalities with the 2025 mill levy applied. Because
assessed value is not anticipated to increase, the amount has been moved to
align with anticipated expenses.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as amended.
307
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: PW Non-Departmental - 2000-90100 [CC_39800]
Department Description: The Non-Departmental Revenue budget unit accounts
for revenue generated by Public Works Fund.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $- $- $-
Supplies - - - -
Purchased Services - - - -
Fixed Charges 32,897 - - -
Capital - - - -
Gross County Cost $- $- $- $-
Revenue 78,827,739 82,022,581 75,675,409 81,381,558
Net County Cost $78,794,842 ($82,022,581) ($75,675,409) $(81,381,558)
Budgeted Positions 0.01 0.0 0.0 0.0
Summary of Changes: The resources for 2026 total $328,388,002 which includes a
fund balance of $247,025,544. Property tax is set at $15,000,000, Specific
Ownership tax is $1 1 ,901 ,000, and the total HUTF is planned to be distributed by
the state, and communicated at $12,918,049. Permit revenues and Motor Vehicle
Registration Fees are budgeted at $1 ,000,000 and $255,000, respectively,
decreasing slightly from 2025. Grazing fees are $7,500,000, and oil and gas
revenues are estimated to decrease by $2.5 million to $20,000,000, due to a
reduction in production and decrease in assessed value.
In 2026, the district is funding $1 ,100,000 in oil and gas haul route projects. PILT of
$88,500 has been removed as it hasn't been reflected in actuality for the past
couple of years. Severance tax is budgeted at $4,269,000 based on information
provided by the state, and grant revenue is budgeted at $2,1 19,409.
Finance/Administration Recommendation: Recommend approval.
Board Action: The final budget includes totals of $4.8 million from the Benefit Areas
1-4 for projects in those areas, $500,000 transferred in from the Solid Waste Fund,
and $19,100 from the General Fund to match the Employee Appreciation
program county-wide. Approved as recommended.
308
Budget Unit Request Summary
Department: Department of Public Works
Budget Unit: PW Contingency - 2000-99999 [CC_39800]
Department Description: Contingency funds will be used to cover
recommended salary increase amounts.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $- $1,191,203 $-
Supplies - - - -
Purchased Services - - - -
Fixed Charges - - -
Capital - - - -
Gross County Cost $- $- $1,191,203 $-
Revenue
Net County Cost - - $1,191,203 $-
Budgeted Positions 0.0 0.0 0.0 0.0
Summary of Changes: Estimated Cost of Living Amount (COLA) is based on 2% as
indicated in mid-2025 by the regional CPI. Also includes up to 1 .5% for future merit
increases and formerly the step system. While no health insurance increase is
anticipated for 2026, there is a slight increase for the HSA contribution paid by the
county but allocated to the cost centers impacted. These changes were
allocated to each budget unit to be reflected evenly throughout the fund.
Finance/Administration Recommendation: Recommend approval.
Board Action: The contingency was distributed throughout the fund. Approved as
amended.
309
Ai I
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1861
V, P, ! iEa
n
COUNTY
310
Social Services
Revenues
Increase
Revenue Comparison 2025 2026 (Decrease)
Property taxes $14,979,184 $16,298,965 8.8%
Federal/State $44,977,110 $48,588,362 8.0%
Total $59,956,294 $64,887,327 8.2%
Property taxes
5%
Federal/State__________
75%
Link to Chart Data
311
Social Services
Expenses
Increase
Revenue Comparison 2025 2026 (Decrease)
TANF $4,769,100 $4,349,072 -8.8%
Core Services 3,719,500 3,553,842 -4.5%
Child Welfare 22,064,000 24,674,696 11 .8%
LEAP 50,000 57,091 14.2%
Administration 21 ,579,205 22,673,063 5.1%
Adult Protection 2,014,600 1,981 ,842 -1 .6%
Day Care 1 ,752,000 2,006,735 14.5%
Child Support Administration 4,538,000 4,610,488 1 .6%
Needy and Disabled 80,000 74,733 -6.6%
Miscellaneous 791 ,450 830,401 4.9%
Total $61,357,855 $64,811,963 4.9%
Child SupportAND rMiscellaneous TANF
Administration 0%, I 1% �, 7%
7%
Day3%Care \ Core Services
Adult Protection
6%
3%
/ Child Welfare
Administration) 38%
35%
LEAP
0%
Link to Chart Data
312
Social Services
Seven Year Revenue and Expense Comparison
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
2020 2021 2022 2023 2024 2025 2026
Actual Actual Actual Actual Actual Budget Budget
■Revenue 32,437,197 54,457,999 55,521,212 54,325,495 59,367,708 59,956,294 64,887,327
■Expenses 44,200,779 53,696,827 55,198,795 55,731,281 61,918,318 61,357,855 64,81 1,963
Link to Chart Data
313
Social Services Fund Summary
The total Social Services Fund budget is recommended at $64,811,963. The
programs are funded by property tax of $16,298,965, and state and federal funds
of $48,588,362, and the potential use of approximately $130,174 of fund balance
to cover both anticipated and unanticipated cost overruns.
The implementation of the One Big Beautiful Bill Act (OBBBA) indicates an increase
in staff requirements for verification of benefits to be received. Lowering staffing
would only make it more difficult to meet the increasing requirements in the
timelines indicated by State and Federal rules and regulations.
In 2021 , the Department established the High-Fidelity Wraparound unit, within the
Family Resource Division. The unit has been funded through a grant from the
Colorado Department of Human Services, Office of Behavioral Health. The unit
works to preserve and rehabilitate families while addressing mental and
behavioral health needs. The original grant ended on June 30, 2023. Therefore,
the Department has secured additional funding from the Office of Behavioral
Health and from the Tony Grampsas Youth Services program to continue the
program through June 30, 2026.
We continue to monitor the impacts of House Bills 22-1259 and 22-1295 on the
Colorado Works and Child Care Assistance Programs, respectively. Although the
increase in expenditures resulting from these acts has been manageable, to this
point, our concerns regarding the ability of available funding to support these
increases continue. We will continue to make programmatic changes and/or
seek increased funding from our state partners, as necessary.
Funding for the Adult Protective Services unit, within our Home and Community
Supports Division (formerly Area Agency on Aging) continues to present
challenges. While recent changes in demographic and workload data have
increased our share of the state-wide allocation for this program, funding could
still leave up to $175,000 of necessary expenditures unreimbursed.
314
Social Services
2026 Estimated Expenses and Revenues
Total of Federal,
Federal and State, and
Expenses to be Reimbursed State County County
County Administration $14,788,648 $7,416,640 $22,205,288
Non-Program Revenue - (151 ,702) (151 ,702)
Other Programs 296,505 148,040 444,545
Child Support Administration 3,447,945 1,135,566 4,583,511
TANF-Colorado Works 2,901,432 1,485,083 4,386,515
Aid to the Needy Disabled - 74,733 74,733
Child Care 837,854 1,163,317 2,001,171
Old Age Pension 446,586 118 446,704
Child Welfare 19,943,919 4,616,126 24,560,045
Core Services 2,907,418 627,329 3,534,747
Adult Protective Services 1 ,483,585 488,113 1 ,971 ,698
LEAP 57,091 - 57,091
General Assistance - 93,838 93,838
Total $47,110,983 $17,097,201 $64,208,184
Total of Federal,
Federal and State, and
Revenues to Offset Expenses State County County
Federal/State Reimbursement $47,110,983 $- $47,110,983
Claims Collection Incentives 630,000 - 630,000
TANF Adjustment 112,136 - 112,136
Usage of Deferred Revenues - - -
Revenue Sub-Total $47,853,119 $- $47,853,119
Potential Use of Fund Balance - - -
Transfer County Funds - EAF - 56,100 56,100
County Property Tax - 16,298,965 16,298,965
Total Revenue $47,853,119 $16,355,065 $64,208,184
Social Services
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
Program Mandated Mandated
Temporary Assistance to Needy Families - Colorado Works Yes Yes
Aid to the Needy Disabled No Yes
Old Age Pension No Yes
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
Program Mandated Mandated
Child Protection - Casework Services Yes Yes
Youth Services - Casework Services Yes Yes
Adult Protective Services - Casework Services Yes Yes
Administration: Costs associated with administration include compensation for
direct services through case workers, 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 using transferred
TANF funds, surplus distribution, or Federal pass-through revenues.
Social Services
Summary of Revenue
Taxes
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2100 42111 4112 Current Property Taxes $14,979,184 $16,168,791 $16,168,791 $16,298,965
Total Taxes $14,979,184 $16,168,791 $16,168,791 $16,298,965
Intergovernmental
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2100 42110 4320 Federal Grants $- $128,268 $128,268 $128,268
2100 42110 4336 Reimbursements 13,393,441 15,412,618 15,412,618 15,412,618
2100 42111 4336 Reimbursements 795,122 630,000 630,000 630,000
2100 42115 4336 Reimbursements 264,650 298,348 298,348 298,348
2100 42200 4336 Reimbursements 3,412,680 3,465,750 3,465,750 3,465,750
2100 42365 4336 Reimbursements 3,284,017 2,863,989 2,863,989 2,863,989
2100 42375 4336 Reimbursements 877,000 784,794 784,794 784,794
2100 42380 4336 Reimbursements 525,000 440,939 440,939 440,939
2100 42410 4336 Reimbursements 17,961,200 19,739,757 19,739,757 19,739,757
2100 42415 4336 Reimbursements 2,885,600 2,923,125 2,923,125 2,923,125
2100 42450 4336 Reimbursements 1,471,700 1,491,700 1,491,700 1,491,700
2100 42610 4336 Reimbursements 50,000 57,091 57,091 57,091
2100 42410 4340 Grants - 295,883 295,883 295,883
2100 711000 3110 County Transfer $56,700 $57,300 $56,100 $56,100
Total Intergovernmental $44,977,110 $48,589,562 $48,588,362 $48,588,362
2025 2026 2026
All Revenues Budget Request Recommended 2026 Final
Total Social Services Revenues $59,956,294 $64,758,353 $64,757,153 $64,887,327
Summary of Expenses
2025 2026 2026
Fund Org Expenditure Function Budget Request Recommended 2026 Final
2100 42110 Administration-Regular $21,579,205 $22,673,861 $22,673,861 22,673,063
2100 421 1 1 Non-Program Revenue (170,000) (151,702) (151,702) -151,702
2100 42115 Other Programs 329,750 447,208 447,208 447,208
2100 42200 Child Support Administration 4,538,000 4,610,488 4,610,488 4,610,488
2100 42365 Colorado Works 4,769,100 4,349,072 4,349,072 4,349,072
2100 42370 Needy and Disabled 80,000 74,733 74,733 74,733
2100 42375 Day Care & Administration 1,752,000 2,006,735 2,006,735 2,006,735
2100 42380 Old Age Pension 535,000 441,057 441,057 441,057
2100 42410 Child Welfare &Administration 22,064,000 24,674,696 24,674,696 24,674,696
2100 42415 Placement Alternative Care 3,719,500 3,553,842 3,553,842 3,553,842
2100 42450 Adult Protection 2,014,600 1,981,842 1,981,842 1,981,842
2100 42610 Leap Administration 50,000 57,091 57,091 57,091
2100 42700 General Assistance 40,000 37,738 37,738 37,738
2100 42700 Common Support 56,700 57,300 56,100 56,100
Total Social Services Expenses $61,357,855 $64,813,961 $64,812,761 $64,811,963
317
Budget Unit Request Summary
Department: Social Services
Budget Unit: Summary All Social Services
Department Description: See individual units.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $41,197,489 $44,226,805 $48,398,419 $47,500,117
Supplies 497,845 510,300 563,233 563,232
Purchased Services 9,377,022 8,735,000 10,164,126 10,140,836
Fixed Charges 5,499,571 8,736,750 5,686,985 6,607,780
Capital - - -
Cost Allocation Adj (353,029) (851,000) (56.102)
Gross County Cost 56,218,898 $61,357,855 $64,81 1,963 $64,81 1,963
Revenue 41,574,356 46,378,671 48,643,172 48,588,362
Property Tax 14,644,543 $14,979,184 $16,168,791 $16,223,601
Budgeted Positions 413.0 426.0 426.0 414.0
Summary of Changes: See Individual Budget Units.
Finance/Administration Recommendation: See Individual Budget Units.
Board Action: See Individual Budget Units.
2025 Strategic Priority Accomplishments:
1 . The Child Welfare Division worked with 424 children/youth and their families
to provide services to help strengthen the family as a whole. Fifty percent
(50%) of the children/youth we are working with are placed at home with
one or both parents. (SP1A)
2. The Human Services Outreach team held regular office hours at District 6
Family Center to increase awareness and assist families with applying for
medical, food, and financial assistance at a community location convenient
to them. (SP1A)
3. Adult Protective Services (APS) provided protection for at-risk adults by
investigating allegations of physical and sexual abuse, caretaker neglect,
exploitation, and harmful acts (collectively referred to as "mistreatment")
and self-neglect of at-risk adults. APS offered protective services to reduce
and prevent further mistreatment and improve the health, safety, and
welfare of at-risk adults. (SP1A)
4. The Child Support Division developed a process that enables non-custodial
parents in Weld County detention centers to participate in the administrative
process for establishing paternity and support, reducing the need to take
these cases to court. (SP1 B)
318
All Social Services (Continued)
2025 Strategic Priority Accomplishments (Continued):
5. The Child Welfare Division worked with parents who were incarcerated in
Weld County detention centers through supervised family time and
completed assessments to help determine what the parent needs to be
successful when they are released. Once released the division offered
services for treatment and family time to help integrate that parent back into
their child's life. (SP1 B)
6. The Family Resource Outreach team assisted soon-to-be-released individuals
with applications for public assistance benefits and provided resources for
additional discharge planning, such as housing and employment resources.
This service was provided in person and virtually. (SP1 B)
7. Child Welfare worked closely with Colorado Youth Detention Continuum and
juvenile court stakeholders to assist in restorative justice practices. (SP1 C)
8. The Assistance Payments Division supported community members
connected with the Address Confidentiality Program (ACP) which is for
victims and/or survivors of domestic abuse. By using the ACP program the
division supported these community members in maintaining their
confidentiality, supporting their safety and/or the safety of their children,
while accessing public assistance programs. (SP1 D)
9. When parents or children qualified for victim's services, the Child Welfare
Division worked with the victim's advocates to seek out services and support.
Child Welfare also participated in the Address Confidentiality Program to
protect the confidentiality of victims of domestic abuse. (SP1 D)
10. The Family Resource Division's Lighthouse Prevention Program presented to
and received referrals from members of Weld County's 19th Judicial District
and recipients of the Victim's Assistance Law Enforcement (VALE) Fund Grant
and provided case management services to families at-risk of or current
involvement with the judicial system. (SP 1 D)
11 . The Family Resource Division used various sources of survey data to develop
and enhance service provision and to apply for grant funding for Prevention,
Outreach, Wraparound, Housing Stability services. Examples of surveys used:
Weld County Community Health Assessment, Kids Count in Colorado, Weld
County Population and Development Report, Colorado Works Leavers Study.
(SP1E)
12. Assistance Payments issued $85.9 million dollars in Food Assistance in
calendar year 2025. Similarly, we enrolled over 81,000 individuals in Medicaid
programs to ensure access to health care services. (SP1 F)
13. Child Welfare collaborated with the Regional Accountable Entities (RAE) to
connect Medicaid eligible families, youth and children with case
management and providers who addressed the social determinants of
health, such as housing and transportation, which directly affect child safety
and family stability. (SP1 F)
319
All Social Services (Continued)
2025 Strategic Priority Accomplishments (Continued):
14. Family Resource case managers connected customers to health and safety
services provided by WCDPHE and community providers, as well as
maintaining an ongoing relationship with and connections to Care
Coordination for physical and behavioral health services provided by
Medicaid and private insurance companies. (SP1 F)
15. Employment Services Navigators connected individuals to health care and
community providers, while maintaining ongoing relationships with Care
Coordination teams to support access to physical and behavioral health
services through Medicaid and private insurance. (SP1 F)
16. DHS engaged in open, two-way communication with employees at all levels.
To support this, DHS has implemented a multipronged approach to gather
input and foster connection, including:
a. Ask the Director - An intranet tool for employees to confidentially
submit questions and suggestions to leadership.
b. Staff Sync Up - Employee-led focus groups that promote honest
dialogue and surface key issues.
c. Quarterly Roundtables - Separate sessions for supervisors and
employees, hosted by DHS leadership, to encourage direct, real-time
feedback.
d. Mentimeter Polls - Used during staff meetings to capture anonymous
input and identify emerging themes.
e. These are examples of how DHS created opportunities for employee
voices to be heard and considered in shaping department priorities
and improvements. (SP4A)
17. DHS actively supported and participated in leadership development
opportunities provided by Weld County Human Resources and recognizes
the importance of reinforcing these efforts at the department level. To further
support HR's priorities, DHS invested in additional training and development
strategies to strengthen leadership, promote consistency, and enhance
retention. This included quarterly professional development sessions
delivered directly by Director Ulrich to over 90 DHS leaders, focused on real-
time leadership challenges and growth opportunities. Additionally, DHS
established a People and Culture Team dedicated to advancing leadership
practices and supporting employee engagement throughout the
department. These intentional efforts created a strong foundation for
leadership consistency, skill-building, and employee support aligned with
countywide goals. (SP4C)
320
All Social Services (Continued)
2025 Strategic Priority Accomplishments (Continued):
18. DHS is committed to fostering a culture of innovation and continuous growth,
in support of employee development and to maintain standing as a leader
across the state and nation. Innovation is a core value embedded
throughout the department's work, and new ideas and creative problem-
solving are encouraged. Investment in professional development
opportunities promoted learning, sparked creativity, and exposed staff to
best practices from across the field. These experiences equipped employees
to implement innovative strategies tailored to Weld County's unique needs
while also supporting career advancement and long-term retention. (SP4D)
19. The Child Support Division evaluated processes and procedures for greater
efficiency. In 2024, over 30 new procedures and desk aids were updated and
introduced, accompanied by staff training to reduce barriers and eliminate
unnecessary steps. (SP5A)
20. Funds requests for families go through the Human Services Funds Distribution
(HSFD) process supported by the Business Process Analysis (PBA). As a result,
all relevant procedures were revised and the process, including data
collection and reporting, were implemented through Smart Sheets and
Power BI. This process ensured all funding opportunities were evaluated and
verified families are not receiving resources from multiple divisions for the
same expenditure. (SP5A)
21 . The Organizational Integrity Division participated in a BPA Lean event to
review and refine systems and processes for benefit recipient appeals. The
use of Monday.com was expanded to enterprise licensing to streamline
workflows, track team productivity, and identify training needs related to
hearings and appeals. (SP5A)
22. The Organizational Integrity Division collaborated with BPA staff to assess and
improve processes and technology used in fraud investigations. This effort
involved mapping existing workflows, identifying inefficiencies, and
uncovering opportunities to enhance case resolution times, accuracy, and
resource allocation. By focusing on waste elimination, streamlined
operations, and optimized technology integration, the initiative aimed to
develop practical, data-driven recommendations aligned with
organizational goals for effectively addressing fraud. (SP5A)
23. The Assistance Payments team attended meetings where community
providers, such as nursing facilities and clinics, worked with the division's team
to understand workflow, timelines and program rules regarding medical
assistance. (SP5C)
24. Members from the Child Welfare Division attended community meetings with
non-profits and facilities, such as hospitals and schools, to ensure open and
clear communication and to cross train on services offered. Team members
also participate in the Best Practices Court Team to hear from all parties
represented in the court process with the goal to better the outcomes for all
who enter the court process, and for those professionals to work together
with integrity and respect. (SP5C)
321
All Social Services (Continued)
2025 Strategic Priority Accomplishments (Continued):
25. The Family Resource Division provided leadership for the Human Services
Advisory Commission (HSAC), which included representatives from across the
community to exchange information regarding community and human
services programs. The Outreach Manager sat on the Greeley-Weld Housing
Authority and Colorado Community Action Association Boards, which are
both avenues of community dialogue, feedback and education. Division
Leadership participated in regular meetings with the local Regional
Accountable Entity (RAE), community mental health center, local shelters,
United Way of Weld County, local school districts, CDHS, BHA, HCPF and
CDEC. (SPSC)
26. The Organizational Integrity team focused on redesigning the Human
Services website with a client-centered approach, incorporating client
feedback to understand diverse perspectives and enhance user-friendliness.
(SPSE)
27. The Family Resource Post Adoption team provided a monthly newsletter for
over 400 adoptive families in our community to share resources, current
events, training opportunities and more. (SPSE)
28. The Child Welfare team utilized BINTI for providers who cared for the children
placed out of the home. This is a streamlined and cost-effective way to share
and receive information from our providers. (SP6A)
29. The Department supported accessibility by helping individuals connect with
services through in-person and virtual assistance. Staff regularly identified
and addressed barriers faced by vulnerable populations, including
language, mobility, and technology challenges. (SP6B)
30. Through the ongoing efforts of the Organizational Integrity and Logistics
Division, the Department has: (SP6B)
a. Achieved and sustained 100% AA Level accessibility compliance
since June 30, 2024, with an overall accessibility score exceeding 95%
(requiring some IT adjustments) across 113 internet pages.
b. Successfully remediated 180 PDF documents to meet accessibility
standards for the external website. Additionally, internal website
updates were completed upon request, bringing the total number of
remediated PDFs to 300.
c. Remediated 25 out of 50 intranet pages, with full completion
targeted by July 2025
d. Proposed and implemented the purchase of PockeTalk devices for
onsite interpretation, improving client interactions across all lobbies.
31 . The Department coordinates closely with the county's Communications
team to ensure consistency in branding, messaging, and public
engagement. As communications and marketing processes are further
centralized, we are committed to streamlining our materials and strategies
to enhance visibility and accessibility across all Department services. (SP6C)
322
All Social Services (Continued)
2025 Strategic Priority Accomplishments (Continued):
32. Programs throughout the Department use a variety of communication
platforms, including social media, printed materials, and the county website,
to reach a broad audience. These tools help share timely information,
promote services, and strengthen connections with the community. (SPED)
2026 Strategic Priority Objectives and Goals:
1 . Child Welfare is planning to be a part of staffing for youth being released
from detention in the next fiscal year. (SP 1 C)
2. The Assistance Payments Division will work with local hospitals in 2025 and
2026 to offer cost sharing agreements to support onsite eligibility staff for
Medicaid enrollment if the community partner is open to this co-location
service delivery approach. (SP5D)
3. In 2026, the BINTI platform used in Child Welfare will become the primary way
for CORE service providers to electronically receive and accept service
referrals and submit their bills for services rendered, creating efficiencies &
cost savings for both providers and department staff. (SP6A)
Budget Unit Request Summary
Department: Social Services
Budget Unit: County Administration - 2100-42110 [CC_40300]
Department Description: The County Administration budget unit includes activities
for the purposes of administering the Supplemental Nutrition Assistance Program
(SNAP), also known as Food Assistance, Medicaid, and State-Only Adult
Assistance programs, including eligibility determination, benefit calculation and
issuance and overpayment investigation.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $19,945,285 $12,259,155 $21,403,478 $20,328,964
Supplies 371,301 (450,000) 426,340 426,340
Purchased Services 3,064,418 2,400,000 3,122,786 3,122,786
Fixed Charges 5,961,058 13,562,325 5,960,949 7,034,665
Capital - - - -
Cost Allocation Adj (7,725,669) - (8,239,692) (8,239,690)
Gross County Cost $21,616,393 $27,771,480 $22,673,861 $22,673,063
Revenue 14,565,886 13,393,441 15,540,886 15,540,886
Net County Cost $7,050,507 $14,378,039 $7,132,975 $7,132,177
Budgeted Positions 193.0 193.0 193.0 181 .0
Summary of Changes: The format of the Social Services Fund budget has
changed in order to more clearly illustrate the actual costs associated with the
activities. The cost allocations, as determined by the Random Moment Sampling
(RMS) process, are now illustrated as a separate line item in each section
impacted by the re-allocations. Funding of the County Administration
appropriation was increased in the 2025 Long Bill. This increase, offset by the loss
of pandemic-related funding sources, will result in better coverage of our
expenses for the administration of these programs.
Finance/Administration Recommendation: The adjustments include an increase
in the Cost Allocation Plan's designation for Indirect Cost revenue reimbursement,
increasing the expenses by approximately $520,000 from the 2025 approved
budget. To accommodate the increase, personnel services were reduced, to
indicate the removal of 12.0 FTE that had been included for the Public Health
Emergency (PHE) that ended June 2025.
Board Action: Approved as recommended.
324
County Administration - 21 00-421 1 0 [CC_40300]
(Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Food Assistance Caseload 18,705 19,000 19,500
Medicaid Caseload 41 ,778 62,000 65,000
TANF Caseload 860 875 800
Adult Financial Caseload 685 725 750
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 5.252 5.133 4.703
Per capita cost $19.19 $38.24 $17.84
Goals/Desired Outcomes/Key Performance Indicators: See the Human Services
goals following the Social Services Fund Summary.
325
Budget Unit Request Summary
Department: Social Services
Budget Unit: Non-Program Revenue - 2100-42111 [CC_40410]
Department Description: The Non-Program Revenue budget unit includes
property taxes, Claim-Collection Incentives, TANF Adjustment, TANF MOE
Reduction, and Miscellaneous Revenue Sources.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $- $-
Supplies - - -
Purchased Services - - -
Fixed Charges (151,702) (170,000) (151,702) (151,702)
Capital - - - -
Cost Allocation Adj - - - -
Gross County Cost $(151,702) $(170,000) $(151,702) $(151,702)
Revenue 629,308 795,122 741,008 630,000
Net County Cost (781,010) (965,122) (892,710) (781,702)
Property Tax Revenue $13,257,431 $14,979,184 $16,168,791 $16,298,965
Summary of Changes: The Department is requesting Property Tax funding
budgeted at $16,168,791 for 2026. The difference is a combination of special
revenue from various department programs. The TANF Adjustment is $111,008.
Incentives earned as the result of claims collections for Food Assistance,
Medicaid, TANF, and State-Only programs are estimated to be $630,000.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
326
Budget Unit Request Summary
Department: Social Services
Budget Unit: Other Programs - 2100-42115 [CC_40430]
Department Description: Other Programs represents minor or temporary programs
within the Department of Social Services. It includes Food Stamp Job Search
(Employment First), SNAP Refunds, AFDC/TANF Retained Collections, and
Collaborative Management.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $323,586 $272,450 $355,977 $390,770
Supplies 5,353 7,300 5,353 5,352
Purchased Services 49,376 50,000 74,376 51,086
Fixed Charges 12,071 - 11,502 -
Capital - - - -
Cost Allocation Adj - -
Gross County Cost $390,386 $329,750 $447,208 $447,208
Revenue 285,987 254,650 298,348 298,348
Net County Cost $104,400 $75,100 $148,860 $148,860
Budgeted Positions 3.0 3.0 3.0 3.0
Summary of Changes: Several proposed Federal changes to the SNAP Program
could impact the Food Stamp Job Search programs, as well as other components
of the SNAP Program. It is anticipated that any such changes would become
effective in 2027, at the earliest, but developments will be monitored as they are
made known.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Total Participants - Employment First 2 10 16
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.082 0.080 0.078
Per capita cost (county support) $0.28 $0.20 $0.40
327
Budget Unit Request Summary
Department: Social Services
Budget Unit: Child Support Services - 2100-42200 [CC_40340]
Department Description: Child Support Services helps parents and caregivers by
establishing parentage, setting up child support, and making sure support orders
are followed to ensure children get the financial assistance they need.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $3,021,604 $3,698,000 $3,290,614 $3,290,614
Supplies 8,692 50,000 8,692 8,692
Purchased Services 689,764 750,000 580,633 580,633
Fixed Charges 9,974 40,000 9,974 9,974
Capital
Cost Allocation Adj 668,930 - 720,575 720,575
Gross County Cost $4,398,964 $4,538,000 $4,610,488 $4,610,488
Revenue 3,306,740 3,412,680 3,465,750 3,465,750
Net County Cost $1,092,224 $1,125,320 $1,144,738 $1,144,738
Budgeted Positions 30.0 31 .0 31.0 31 .0
Summary of Changes: The Department has transferred most of the attorney
activities associated with this program in-house, utilizing the County Attorney
Office's staff to conduct the legal tasks necessary to establish and enforce
support orders, rather than hiring external attorneys. Beginning in 2026, a statute
change will go into effect as part of the Child Support Guideline. The new
guideline will provide non-custodial parents with credit for each overnight
custody. This is a significant change from the previous guideline which only gave
credit if the non-custodial parent had the children over 92 overnights annually. It
is anticipated that this adjustment will result in more appropriately sized support
orders, which in turn will help with collections of both current support and arrears.
In addition, the division has implemented structural improvements aimed at
streamlining work. These changes are designed to increase efficiency, which will
lead to timelier establishment and modification of orders and improvement in
collections.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
328
Child Support Services - 2100-42200 [CC_40340]
(Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of open cases in Weld 7,827 7,950 8,100
Number of children supported 5,644 5,670 5,700
Money collected and distributed
to families total 24,1 18,855 24,600,000 25,000,000
Money collected and distributed
to families current 18,997,682 19,400,000 19,750,000
Money collected and distributed
to families arrears/back pay 5,121,173 5,200,000 5,250,000
Collections per staff member
(highest collection rate per FTE in
Colorado 778,027 793,548 806,451
Orders Established/Modified 505 510 525
Applications Received and
Processed 1,501 1,550 1 ,600
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.816 0.824 0.806
Per capita cost (county support) $2.97 $2.99 $2.97
329
Budget Unit Request Summary
Department: Social Services
Budget Unit: TANF - Colorado Works- 2100-42365 [CC_40440]
Department Description: Colorado Works is Colorado's implementation of the
Temporary Assistance for Needy Families program. Assistance is provided to low-
income families to assist in employment preparation to achieve self-sufficiency
and to provide temporary direct financial assistance.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $960,540 $3,039,100 $1,043,990 $1,043,990
Supplies 2,169 375,000 2,169 2,169
Purchased Services 1,208,166 1,375,000 1,177,619 1,177,619
Fixed Charges 26,938 (20,000) 26,043 26,043
Capital - - - -
Cost Allocation Adj 1,959,051 - 2,099,251 2,099,251
Gross County Cost $4,156,865 $4,769,100 $4,349,072 $4,349,072
Revenue 3,042,431 3,284,017 2,863,989 2,863,989
Net County Cost $1,114,434 $1,485,083 $1,485,083 $1,485,083
Budgeted Positions 14.0 14.0 14.0 14.0
Summary of Changes: The passage of Senate Bill 22-1259 will continue to increase
the amount of funding required for payment of Basic Cash Assistance and for
administrative costs associated with this program. This limits the amount of funding
available to continue providing job training and placement services, other
supportive services needs and prevention activities in the community.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
330
TANF - Colorado Works - 2100-42365 [CC_40440]
(Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
TANF Caseload 860 875 800
Total Participants placed in
subsidized internship in the
Community through TANF/CO Works 26 30 34
Total participants trained through
TANF/CO Works 12 15 18
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.381 0.372 0.364
Per capita cost (county support) $3.03 $3.95 $3.86
331
Budget Unit Request Summary
Department: Social Services
Budget Unit: Aid to the Needy Disabled - 2100-42370 [CC_40320]
Department Description: The Aid to Needy Disabled program account for
assistance grants for eligible disabled and Medicaid benefits for SSI clients.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $48,267 $- $- $-
Supplies 398 - - -
Purchased Services 1 15,1 12 110,000 1 15,1 12 1 15,1 12
Fixed Charges (40,379) (30,000) (40,379) (40,379)
Capital - - - -
Cost Allocation Adj - - - -
Gross County Cost $123,398 $80,000 $74,733 $74,733
Revenue 47,772 - -Net County Cost $75,626 $80,000 $74,733 $74,733
Budgeted Positions 0.0 0.0 0.0 0.0
Summary of Changes: Funding of the Disability Navigator Program ended
June 30, 2024, so no expenditures or revenues for that sub-program are reflected.
All expenditures and collections budgeted are now for the AND program, only.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Adult Financial Caseloads 685 725 750
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
Per capita cost (county support) $0.21 $0.21 $0.19
332
Budget Unit Request Summary
Department: Social Services
Budget Unit: Child Care Administration - 2100-42375 [CC_40330]
Department Description: The Child Care Assistance Program provides day care
services for children from TANF and Income Eligible households.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $650,479 $729,000 $701,212 $701,212
Supplies 1,196 3,000 1,196 1,196
Purchased Services 1,119,580 1,020,000 1,309,530 1,309,530
Fixed Charges 37,523 - 17,692 17,692
Capital - - - -
Cost Allocation Adj (23,070) - (22,895) (22,895)
Gross County Cost $1,785,707 $1,752,000 $2,006,735 $2,006,735
Revenue 884,385 877,000 784,794 784,794
Net County Cost $901,322 $875,000 $1,221,941 $1,221,941
Budgeted Positions 6.0 6.0 6.0 6.0
Summary of Changes: This program will continue to see significant changes in
2026 and in coming years as it transitions to the newly created Department of
Early Childhood. House Bill 22-1295 instituted several changes to the rules
governing how day care services are authorized and delivered. As a result of
these changes, Weld County, along with all other large counties in the State, has
implemented a freeze on the processing of applications for the program, to avoid
untenable unfunded mandates resulting from this legislation and other recent
changes to the program.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
333
Child Care Administration- 2100-42375
[CC_40330] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Avg Child Care Providers with a
CCCAP fiscal agreement 367 1 ,503 202
2024 2025 2026
Efficiency Measures Actuals Estimated Projected _
FTEs per 10,000/capita 0.163 0.160 0.156
Per capita cost (county support) $2.45 $2.33 $3.18
Goals/Desired Outcomes/Key Performance Indicators: See the Human Services
goals following the Social Services Fund Summary.
334
Budget Unit Request Summary
Department: Social Services
Budget Unit: Old Age Pension - 2100-42380 [CC_40420]
Department Description: The Old Age Pension program provides payments to
eligible seniors who meet income, resource, and age tests. Program costs are
reimbursed at approximately 99.5% by the State Old Age Pension Trust Fund.
Administrative costs are reimbursed at 100%.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $456,000 $- $-
Supplies - 50,000 - -
Purchased Services 118 25,000 118 118
Fixed Charges 1,558 4,000 - -
Capital - - - -
Cost Allocation Adj 440,939 - 440,939 440,939
Gross County Cost $442,615 $535,000 $441,057 $441,057
Revenue 440,939 525,000 440,939 440,939
Net County Cost $1,676 $10,000 $118 $118
Budgeted Positions 0.0 0.0 0.0 0.0
Summary of Changes: No significant changes are anticipated for this program in
2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Case Load 685 725 750
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
Timeliness of Application / RRR N/A 99% 99%
Per capita cost (county support) $0.00 $0.03 $0.00
Goals/Desired Outcomes/Key Performance Indicators: See the Human Services
goals following the Social Services Fund Summary.
335
Budget Unit Request Summary
Department: Social Services
Budget Unit: Child Welfare Administration - 2100-42410 [CC_40350]
Department Description: The Child Welfare program delivers services to children
and families at risk of, or involved in, the Child Welfare system to assure safety,
permanency, and well-being.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $16,247,728 $18,714,000 $17,233,110 $17,233,110
Supplies 108,736 450,000 118,725 118,725
Purchased Services 3,130,488 3,450,000 3,122,400 3,122,400
Fixed Charges (357,470) (550,000) (358,869) (358,869)
Capital - - - -
Cost Allocation Adj 4,326,790 - 4,559,330 4,559,330
Gross County Cost $23,456,272 $22,064,000 $24,674,696 $24,674,696
Revenue 18,370,908 17,961,200 20,035,640 20,035,640
Net County Cost $5,085,364 $4,102,800 $4,639,056 $4,639,056
Budgeted Positions 157.0 167.0 167.0 167.0
Summary of Changes: The department remains committed to placing children
involved in the Child Welfare system in the least restrictive setting demonstrating
the ability to provide safe and nurturing care. As a result, the costs associated with
these placements have largely shifted from daily foster care maintenance
payments to specific service purchases.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
336
Child Welfare Administration- 2100-42410
[CC_40350] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Referrals 9,045 8,480 8,480
Assessments 2,103 2,166 2,231
Cases 219 226 235
Certified Kin 22 65 85
Certified Foster 66 60 65
High Fidelity Wraparound is an evidence
based intensive care coordination model
that serves families with youth who are at risk
of high levels of care, out-of-home
placement or who are working to
reintegrate back into the home and
community after out-of-home and
_treatment levels of care. 29 40 40
Lighthouse provides child abuse prevention
case management for families at risk of
involvement with child welfare or who are
stepping down after being involved with
child welfare. 168 175 175
Post Adoption works to support adoptive
families, primarily who have adopted from
child welfare, with ongoing needs for
resources and support to keep their families
healthy and together. 453 450 450
Housing Stability Case Managers serve
households at risk of experiencing
homelessness or who are working to
establish stable housing after experiencing
homelessness. 349 150 150
Crisis Services Caseworkers conduct home
studies and provide support for kinship
providers who provide care for children who
are removed from the home due to abuse
and/or neglect. 120 130 130
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 4.273 4.441 4.340
Per capita cost (county support) $13.84 $10.91 $12.05
337
Budget Unit Request Summary
Department: Social Services
Budget Unit: Core Services - 2100-42415 [CC_40360]
Department Description: The Core Services program is designed to safely maintain
children at home, or return children to home, through services for children and
parents, including, but not limited to therapy and parental education.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $2,904,789 $3,219,500 $3,076,749 $3,076,749
Supplies - - - -
Purchased Services 477,093 520,000 477,093 477,093
Fixed Charges - (20,000) - -
Capital -
Cost Allocation Adj -
Gross County Cost $3,381,882 $3,719,500 $3,553,842 $3,553,842
Revenue 2,781,682 2,885,600 2,923,125 2,923,125
Net County Cost $600,200 $833,900 $630,717 $630,717
Budgeted Positions 0.0 0.0 0.0 0.0
Summary of Changes: No significant changes are anticipated for this program in
2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Case Load 317 305 300
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
Per capita cost (county support) $1 .63 $2.22 $1 .64
Goals/Desired Outcomes/Key Performance Indicators: See the Human Services
goals following the Social Services Fund Summary.
338
Budget Unit Request Summary
Department: Social Services
Budget Unit: Adult Protection - 2100-42450 [CC_40310]
Department Description: Adult Protective Services offers protective services to
prevent, reduce, or eliminate the current or potential risk of mistreatment,
exploitation, or self-neglect to the at-risk adult using community-based services
and resources, health care services, family and friends when appropriate, and
other support systems.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,111,353 $1,839,600 $1,434,708 $1,434,708
Supplies 758 25,000 758 758
Purchased Services 94,442 120,000 89,630 89,630
Fixed Charges 14,256 30,000 14,256 14,256
Capital - - -
Cost Allocation Adj 353,028 - 442,490 442,490
Gross County Cost $1,573,838 $2,014,600 $1,981,842 $1,981,842
Revenue 1,098,105 1,471,700 1,491,700 1,491,700
Net County Cost $475,733 $542,900 $490,142 $490,142
Budgeted Positions 10.0 12.0 12.0 12.0
Summary of Changes: No significant changes are anticipated for this program for
2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Adult Protective Services:
referrals/reports for allegations of
mistreatment or self-neglect (of
referrals 1 ,823 2,028 2,256
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.272 0.319 0.312
Per capita cost (county support) $1 .29 $1 .44 $1 .27
339
Budget Unit Request Summary
Department: Social Services
Budget Unit: LEAP Administration and Outreach - 2100-42610 [CC_40400]
Department Description: The Low-Income Energy Assistance Program is largely
administered through a State-wide contract with Goodwill Industries. The county
administers outreach efforts to the community.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $- $- $-
Supplies - - - -
Purchased Services 57,091 50,000 57,091 57,091
Fixed Charges (1,715) - -
Capital - - - -
Cost Allocation Adj - -
Gross County Cost $55,376 $50,000 $57,091 $57,091
Revenue 42,433 50,000 57,091 57,091
Net County Cost $12,943, $- $- I $-
Budgeted Positions 0.0 0.0 0.0 0.0
Summary of Changes: No significant changes are anticipated for this program in
2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
Performance Measures
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.000 0.000 0.000
Per capita cost (county support) $0.04 $0.00 $0.00
340
Budget Unit Request Summary
Department: Social Services
Budget Unit: General Assistance - 2100-42700 [CC_40380]
Department Description: This program is entirely funded by the county and
expenditures from this program are not covered by TANF, OAP, AND, etc.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $- $-
Supplies - - - -
Purchased Services 37,738 40,000 37,738 37,738_
Fixed Charges 44,671 - 56,100 56,100
Capital - - - -
Cost Allocation Adj - -
Gross County Cost $82,409 $40,000 $93,838 $93,838
Revenue - - 56,100 56,100
Net County Cost $82,409, $40,000 $37,738 , $37,738
Budgeted Positions 0.0 0.0 0.0 0.0
Summary of Changes: Services include temporary and emergency assistance for
applicants for Federal/State categorical assistance programs and help for some
medical indigents. This includes the Employee Appreciation Program transfer from
the General Fund for all FTE represented in Human Services and Social Services.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
Performance Measures
„—
2024 2025 2026
Work Outputs Actuals Estimated Projected
Burial Assistance 24 10 27
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
Per capita cost (county support) $0.22 $0.11 $0.10
Goals/Desired Outcomes/Key Performance Indicators: See the Human Services
goals following the Social Services Fund Summary.
341
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342
Public Health
Revenues
Increase
Revenue Comparison 2025 2026 (Decrease)
Charges for Services $991 ,106 $979,320 -1%
Federal/State 5,771 ,177 5,512,507 -4%
General Fund Transfers 5,949,980 6,046,315 2%
Licenses & Permits 790,000 1 ,072,880 36%
Miscellaneous 980,067 1 ,060,034 8%
Solid Waste Transfers 790,922 1 ,239,269 57%
Total $15,273,252 $15,910,325 4%
Solid Waste Transfers Charges for Services
8% 6%
Miscellaneous
7%
Licenses & Permits
7% \
Federal/State
7- 34%
General Fund '
Transfers
38%
Link to Chart Data
343
Public Health
Expenses
% Increase
Expense Comparison 2025 2026 (Decrease)
Environmental Health Services $4,808,869 $5,544,806 15%
Administration 2,079,704 1 ,279,307 -38%
Health Communication 2,506,479 2,900,335 16%
Community Health Services 5,939,712 6,171 ,737 4%
Total $15,334,764 $15,896,185 4%
Community Health
Services
39%
Environmental
...Health Services
y / 35%
ti
•
Administration
8%
Health
Communication
18%
Link to Chart Data
344
Public Health
Seven Year General Fund Contribution Comparison
6.1
6.04 6.04
6
5.9
1
5.8
5.7 5.71
5.69
5.6
5.59
5.5
1.1
5.4
5.3 - y
2020 2021 2022 2023 2024 2v25 2026
Link to Chart Data
345
Department of Public Health and
Environment Summary
Mission: We serve Weld County by cultivating partnerships to promote public
health and environmental quality through the delivery of relevant, innovative and
cost-effective services.
Vision: Everyone in Weld County has the opportunity to live their healthiest lives.
Values: Service - Prevention - Teamwork
Department Summary
The Weld County Department of Public Health and Environment (WCDPHE)
provides for the health, safety, and welfare of Weld County citizens through the
seven core Public Health Services established by the State Board of Health and
ten essential Public Health Services. The department plays a key role in
administering federal, state, and local programs and services in our local
communities upon which our residents rely every day.
ADMINISTRATION
AND
GOVERNANCE
VITAL RECORDS ASSESSMENT,
AND STATISTICS PLANNING AND
COMMUNICATION
CORE
PREVENTION AND mixHEALTh COMMUNICABLE
POPULATION N GOUORAW DISEASE
HEALTH PREVENTION,
PROMOTION INVESTIGATION AND
CONTROL
ENVIRONMENTAL EMERGENCY
HEALTH PREPAREDNESS AND
RESPONSE
The department continually uses local data collected through its Community Health
Survey to help drive strategic planning, partner engagement, and efforts to address
public health issues in Weld County. As a nationally accredited health department,
WCDPHE is committed to leading population health improvement via a chief
community health strategist approach—where the department engages with
various external community groups and organizations to help address emerging and
chronic health issues.
..cea Health OPA0,
PI-IA13
9 Advancing v
: Public Health ,
6. Performance 0
to
°Ith Accredlto
346
Public Health Summary
(Continued)
The department began development of a new three-year strategic plan in 2025
and will continue implementation throughout 2026. Areas of focus in the 2025-26
strategic plan include communication, organizational culture,
recruitment/retention/recognition, and public health equity. Focusing resources
to allow improvement in these areas, as well as nurturing and developing future
leaders will ensure that the department is prepared to provide public health
services to a growing population.
While safeguarding the public's health and well-being, the WCDPHE team
continues to be responsible stewards of public funds.The FY 2026 budget proposal
continues to reflect the department's fiscally conservative approach to carefully
managing the county's tax dollars and available state, federal and private
financial resources as they provide high-quality, cost-efficient, and readily
accessible services to residents and businesses in Weld County.
Proposed Budget
In 2026, WCDPHE will receive almost $5 million in funding across 20+ different
grants, approximately $3.6 million in other revenue streams, and is requesting
$6,399,019 in county funding which represents a modest 2.4% increase in county
funding over 2025 levels. After changes to staffing and review from the Board of
County Commissioners, the request was reduced to $6,046,315 while still providing
the same level of service. The total proposed 2026 department budget is
$16,248,893, allocated among its four divisions: Community Health Services,
General Health Education, Environmental Health Services [including Emergency
Preparedness], and Public Health Administration [including Vital Records].
2026 Budget Highlights
Revenues across the department are projected to increase $651,136, which is
primarily attributable to increased grant funding. The Public Health Services
Division will see significant additional funding from grants aimed at reducing
sexually transmitted infections (STI) and the Environmental Health Division will see
an infusion of funding to bolster lead investigations, which are primarily the result
of elevated blood lead levels in children.
As a result, the 2026 budget proposal includes the addition of two (2.0) full time
equivalents (FTEs) to be supplemented by fees and county contribution under
Environmental Health. Reductions in grants have led to an offsetting decrease of
three (3.0) FTE, so core department functions and services available to customers
remain at levels similar to 2025.
Awards
• Vital Records - Five Star Performance Award from CDPHE for 2023
• Public Health Services Division - NACo 2025 Achievement Award
• Colorado Public Health Association Lillian Wald Award
347
2024-2026 Strategic Plan Summary
Mission Statement: We serve Weld County by cultivating partnerships to promote
public health and environmental quality through the delivery of relevant,
innovative, and cost-effective services.
Vision Statement: Everyone in Weld County has the opportunity to live their
healthiest lives.
Values: Service, Prevention, Teamwork
Strategic Priorities:
• Communication
o Goal 1 : Improve internal communication throughout the organization.
o Goal 2: Provide clear, consistent, and concise information to the
community.
• Organizational Culture
o Goal 1 : Foster an organizational culture with open communication across
all levels, where every voice matters and employees feel valued.
o Goal 2: Encourage an actively engaged staff.
o Goal 3: Continue implementation of quality improvement.
• Recruitment, Retention, Recognition
o Goal 1 : Create a system of clear career paths, progression, and growth
opportunities.
o Goal 2: Standardize the recruitment and onboarding process.
o Improve parity across divisions.
• Public Health Equity
o Make equitable access to public health services a priority.
o Communicate (internally and externally) that equitable access to public
health services is a priority.
Strategic priority teams will be utilized continuously to focus on and make
improvements to priority areas. Employees are encouraged to participate in at
least one priority team and can move between teams as desired. Special project
teams will be established to complete specific, short-term projects that arise.
Community members may be involved in building partnerships and providing
expertise.
348
Public Health
Summary of Revenue
Licenses and Permits
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2560 41400 4210 Licenses $412,000 $655,880 $655,880 $655,880
2560 41400 4221 Permits 378,000 417,000 417,000 417,000
Total Licenses and Permits $790,000 $1,072,880 $1,072,880 $1,072,880
Intergovernmental
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
255211 41300 4321 Medicaid $3,000 $8,000 $8,000 $8,000
2590 41300 4321 Medicaid - 26,000 26,000 26,000
2590 41600 4321 Medicaid 17,000 - - -
2591 41300 4321 Medicaid - 75,000 75,000 75,000
2591 41600 4321 Medicaid 145,535 - - -
2592 41300 4321 Medicaid - 89,200 89,200 89,200
2592 41600 4321 Medicaid 75,000 - - -
2593 41300 4321 Medicaid - 1,200 1,200 1,200
2595 41300 4321 Medicaid - 500 500 500
2595 41600 4321 Medicaid 1,000 - - -
2597 41300 4321 Medicaid - 2,000 2,000 2,000
2597 41600 4321 Medicaid 7,500 - - -
2599 41300 4321 Medicaid - 120,000 120,000 120,000
2599 41600 4321 Medicaid 100,000 - - -
2592 41300 4322 Medicare - 5,000 5,000 5,000
2515 41210 4336 Reimbursements 120,000 113,000 113,000 113,000
2560 41400 4336 Reimbursements 5,000 - - -
2593 41300 4336 Reimbursements - 90,000 90,000 77,568
2593 41600 4336 Reimbursements 93,000 - - -
2594 41300 4336 Reimbursements - 25,000 25,000 45,000
2594 41600 4336 Reimbursements 9,665 - - -
2597 41300 4336 Reimbursements - 3,000 3,000 3,000
2500 41100 4340 Grants 866,534 120,083 120,083 120,083
2500 41100 4340 Grants - 311,000 311,000 0
251010 41210 4340 Grants 183,611 182,530 182,530 182,530
2517 41210 4340 Grants 330,134 412,668 412,668 412,668
2519 41210 4340 Grants 149,465 152,675 152,675 152,675
2521 41210 4340 Grants 16,250 11,000 11,000 14,050
2523 41210 4340 Grants 167,000 134,802 134,802 134,802
2529 41210 4340 Grants 25,000 514,951 514,951 499,951
2530 41300 4340 Grants - 159,820 159,820 0
253310 41300 4340 Grants 319,000 319,000 319,000 319,054
255211 41300 4340 Grants 1,262,778 1,329,872 1,329,872 1,329,872
2560 41400 4340 Grants 178,700 188,183 188,183 188,183
256410 41400 4340 Grants 97,134 106,233 106,233 106,233
2565 41400 4340 Grants 5,000 4,800 4,800 6,309
258110 41500 4340 Grants 307,071 - - 233,496
2590 41300 4340 Grants - 245,000 245,000 234,956
2590 41600 4340 Grants 298,529 - - -
349
Public Health
Summary of Revenue (Continued)
Intergovernmental (Continued)
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2591 41300 4340 Grants $- $232,857 $232,857 $232,857
2591 41600 4340 Grants 306,620 - - -
2592 41300 4340 Grants - 305,000 305,000 312,585
2592 41600 4340 Grants 377,076 - - -
2593 41300 4340 Grants - 59,883 59,883 85,791
2593 41600 4340 Grants 79,000 - - -
2594 41300 4340 Grants - 6,500 6,500 7,500
2597 41300 4340 Grants - 177,561 177,561 177,561
2597 41600 4340 Grants 50,000 - - -
2500 41100 711000 Counties 5,949,980 6,399,019 6,046,315 6,046,315
2500 41 100 4356 Counties - 10,100 10,100 10,100
255810 41300 4356 Counties 95,000 115,308 115,308 115,308
2560 41400 4356 Counties 80,575 80,575 80,575 80,575
Total Intergovernmental $11,721,157 $12,137,320 $11,784,616 $11,558,822
Charges for Services
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2500 41100 4410 Charge For Services $245,000 $357,220 $357,220 $357,220
2524 41210 4410 Charge For Services 63,106 - - -
2560 41400 4410 Charge For Services 321,500 401,400 401,400 401,400
2590 41300 4410 Charge For Services - 73,700 73,700 73,700
2590 41600 4410 Charge For Services 116,000 - - -
2591 41300 4410 Charge For Services - 25,000 25,000 25,000
2591 41600 4410 Charge For Services 40,000 - - -
2592 41300 4410 Charge For Services - 91,000 91,000 91,000
2592 41600 4410 Charge For Services 78,000 - - -
2593 41300 4410 Charge For Services - 2,500 2,500 2,500
2594 41300 4410 Charge For Services - 500 500 500
2595 41300 4410 Charge For Services - 3,000 3,000 3,000
2595 41600 4410 Charge For Services 1,000 - - -
2597 41300 4410 Charge For Services - 5,000 5,000 5,000
2597 41600 4410 Charge For Services 15,000 - - -
2590 41300 4415 Insurance Reimbursement - 6,000 6,000 6,000
2590 41600 4415 Insurance Reimbursement 16,500 - - -
2591 41300 4415 Insurance Reimbursement - 8,000 8,000 8,000
2591 41600 4415 Insurance Reimbursement 38,500 - - -
2592 41300 4415 Insurance Reimbursement - 6,000 6,000 6,000
2592 41600 4415 Insurance Reimbursement 50,500 - - -
2595 41600 4415 Insurance Reimbursement 1,000 - - -
2597 41600 4415 Insurance Reimbursement 5,000 - - -
Total Charges for Services $991,106 $979,320 $979,320 $979,320
350
Public Health
Summary of Revenue (Continued)
Miscellaneous
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2560 41400 4510 Fines $3,000 $5,000 $5,000 $5,000
2500 41100 4650 Overhead 787,289 815,000 815,000 895,114
2525 41210 4680 Other 175,828 - - -
2590 41600 4680 Other 100 - - -
2591 41300 4680 Other - 100 100 80,010
2593 41300 4680 Other - - - 79,910
2590 41600 4690 Donations 500 - - -
2591 41600 4690 Donations 10,000 - - -
2592 41300 4690 Donations 100 - - -
2593 41600 4690 Donations 2,000 - - -
2594 41600 4690 Donations 1,000 - - -
2595 41600 4690 Donations 250 - - -
Total Miscellaneous $980,067 $820,100 $820,100 $1,060,034
Transfer
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2560 41400 712700 Transfer $790,922 $1,239,269 $1,239,269 $1,239,269
Total Licenses and Permits $790,922 $1,239,269 $1,239,269 $1,239,269
2025 2026 2026
All Revenues Budget Request Recommended 2026 Final
Total Public Health Revenues $15,273,252 $16,248,889 $15,896,185 $15,910,325
351
Public Health
Summary of Expenses
2025 2026 2026
Fund Org Expenditure Function Budget Request Recommended 2026 Final
2500 41100 Administration $2,079,704 $1,316,477 $1,316,477 $1,279,307
251010 41210 General Health Education 230,602 170,827 170,827 183,245
2515 41210 General Health Education 120,095 116,359 116,359 127,748
2517 41210 General Health Education 359,225 409,932 409,932 435,469
2519 41210 General Health Education 56,751 231,644 231,644 286,622
2520 41210 General Health Education 1,089,901 1,219,588 1,219,588 1,091,085
2521 41210 General Health Education 44,255 19,725 19,725 23,043
2523 41210 General Health Education 176,344 207,389 207,389 220,257
2524 41210 General Health Education 86,648 - - -
2525 41210 General Health Education 193,716 - - -
252710 41210 General Health Education 128,542 - - -
2529 41210 General Health Education 20,401 489,734 489,734 532,866
2530 41300 Community Health Services 42,460 659,743 659,743 58,470
253310 41300 Community Health Services 417,044 406,233 406,233 458,947
255211 41300 Community Health Services 1,416,482 1,463,730 1,463,730 1,594,989
255810 41300 Community Health Services 116,572 133,022 133,022 156,661
2590 41300 Community Health Services - 1,420,152 1,420,152 1,566,296
2591 41300 Community Health Services - 640,810 640,810 703,760
2592 41300 Community Health Services - 666,345 666,345 727,342
2593 41300 Community Health Services - 330,498 330,498 356,785
2594 41300 Community Health Services - 128,049 128,049 147,382
2595 41300 Community Health Services - 6,320 6,320 10,027
2597 41300 Community Health Services - 165,583 165,583 187,445
2599 41300 Community Health Services - - - -
2500 41400 Environmental - 320,759 320,759 -
2560 41400 Environmental 4,675,140 5,601,422 5,432,143 5,41 1,381
256410 41400 Environmental 126,172 117,197 117,197 124,647
2565 41400 Environmental 7,557 7,355 7,355 8,778
258110 41500 Public Health Preparedness 351,036 - - 203,633
2590 41600 Public Health Clinical Services 1,250,168 - - -
2591 41600 Public Health Clinical Services 741,544 - - -
2592 41600 Public Health Clinical Services 762,617 - - -
2593 41600 Public Health Clinical Services 388,768 - - -
2594 41600 Public Health Clinical Services 125,823 - - -
2595 41600 Public Health Clinical Services 66,244 - - -
2597 41600 Public Health Clinical Services 231,346 - - -
2599 41600 Public Health Clinical Services 29,608 - - -
Total Public Health Expenses $15,334,765 $16,248,893 $16,079,614 $15,896,185
352
Budget Unit Request Summary
Department: Department of Public Health and Environment
Budget Unit: Summary All Public Health
Department Description: See individual units.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $10,476,077 $11,923,516 $12,751,273 $12,494,507
Supplies 719,468 722,816 746,621 746,621
Purchased Services 1,397,874 1,721,614 1,662,670 1,637,671
Fixed Charges 21,280 991,819 1,088,326 1,017,387
Capital - 5,000 - -
Gross County Cost $12,614,700 $15,364,765 $16,248,890 $15,896,186
Revenue 13,106,840 15,31 1,065 16,248,889 15,970,175
Net County Cost $(492,140) $23,701 $1 $(13,989)
Budgeted Positions 98.90 100.59 101.78 99.50
Summary of Changes: Overall, the department seeks to add two (2.0) full-time
positions, primarily through increases in charges for services, and offsetting other
county expenditures by transfer from the General Fund. This request includes a
modest increase in county contributions of $146,743, or about 2.4%. More
detailed summaries are included in each individual budget unit.
Revenue and Purchased Services expenditures changes are offset due to
targeted application of the Per Capita Grant to specific core Public Health
programs. Indirect costs from grants are applied to overhead to support the
department.
Finance/Administration Recommendation: See individual units.
Board Action: See individual units.
353
Public Health Fund Summary - Fund 2500
(Continued)
Mission Statement: We serve Weld County by cultivating partnerships to promote
public health and environmental quality through the delivery of relevant,
innovative, and cost-effective services.
• Goal 1 : Achieve organizational excellence through an engaged, connected,
and skilled workforce.
• Goal 2: Cultivate a culture of continuous quality improvement to advance
excellence in business practices, programs and services.
• Goal 3: Foster engagement in community partnerships to achieve optimal
public health outcomes.
Note: Department of Public Health and Environment Has a Comprehensive
Strategic Plan Available Online at:
https://www.weldgov.com/files/sharedassets/public/departments/health-and-
environment/documents/wcdphestrategic-plan2021-23.pdf
*Desired outcomes based on staff input.
354
Budget Unit Request Summary
Department: Department of Public Health and Environment
Budget Unit: Health Administration - 2500-41100 [CC_40100]
Department Description: Overall administration of the Department of Public
Health and Environment, including fiscal management, budgeting, procurement,
data and records management, contract and grant management, personnel,
public relations, and facilities management. Vital records (birth and death
certificates) are issued by Deputy Registrars upon request in both the Greeley and
Southwest Weld offices.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $949,368 $1,01 1,373 $1,043,778 $1,031,608
Supplies 45,063 45,310 45,310 45,310
Purchased Services 155,125 257,308 141,288 1 1 1,289
Fixed Charges (812,631) 760,712 91,100 91,100
Capital - 5,000 - -
Gross County Cost $336,923 $2,079,703 $1,321,476 $1,297,307
Revenue 6,360,891 4,027,457 7,701,422 $7,418,582
Net County Cost $(6,023,968) $(1,947,754) $(6,379,946) $(6,139,275)
Budgeted Positions 10.0 8.0 8.0 8.0
Summary of Changes: The 2026 budget shows the revenue from the county to
support the Health Department. Salaries include a 2% COLA, plus the
compensation study changes reflected in the request. Fixed charges are reduced
by moving the per capita contribution of grants directly to the programs
impacted. The county contribution is requested at $6,399,019. Personnel also
includes the promotion of an Office Tech to a Financial Supervisor to allow for
succession planning and continuity of process when the Finance Manager is
unavailable.
Finance/Administration Recommendation: The county contribution was reduced
to $6,046,315 and includes the $10,000 for the department's employee
appreciation program. The proposed promotion is not currently supported.
Approve budget as recommended by Finance/Administration.
Board Action: Approved as recommended.
355
Health Administration - 2500-41100 [CC_40100]
(Continued)
Performance Measures
Work Outputs 2024 2025 2026
Actuals Estimated Projected
Greeley and Southwest Weld Offices:
Birth Certificates issued 8,537 8,250 8,700
Death Certificates issued 12,876 12,500 13,000
Efficiency Measures 2024 2025 2026
Actuals Estimated Projected
FTEs per 10,000/capita 0.272 .213 .208
Per capita cost (county support) $0.92 $5.53 $3.39
Goals/Desired Outcomes/Key Performance Indicators: See the Health goals
following the Department of Public Health and Environment Budget Review
Summary.
356
Budget Unit Request Summary
Department: Department of Public Health and Environment
Budget Unit: General Health Education - 2500-41210 [CC_40110]
Department Description: Health Education, Communication, and Planning
(HECP) include county and grant funded health communication/prevention
programs that promote healthy behaviors to reduce the burden of chronic
disease. The HECP team coordinates the Community Health Survey and the
Community Health Improvement Plan. HECP serves as a liaison with the media for
the Health Department. The HECP team provides support internally for producing
educational materials, reports, and local health data. Furthermore, HECP 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, health screening and
lifestyle education, and healthy behaviors for teens to prevent unintended
pregnancy, tobacco use prevention, and traffic safety. HECP also coordinates
national accreditation for the department.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $2,060,548 $2,365,546 $2,465,771 $2,500,308
Supplies 39,443 54,769 62,482 62,482
Purchased Services 156,289 179,936 155,597 155,597
Fixed Charges 134,558 (93,772) 175,240 181,949
Capital - -
Gross County Cost $2,390,837 $2,506,479 $2,859,090 $2,900,336
Revenue 1,122,276 1,230,394 1,521,626 1,509,676
Net County Cost $1,268,561 $1,276,085 $1,337,464 $1,390,660
Budgeted Positions 19.3 20.2 19.9 20.88
Summary of Changes: Overall, there are minimal changes to the division's 2026
budget, with slight increases in both personnel and supply costs. Those increases
were offset with moderate increases in per capita dollars originating from CDPHE
and a wide array of public health grants across many programs. Additionally,
some increases in the contribution of county funds to support core public health
programs, such as maternal childhood health, were offset by the shifting of grant
dollars to other programs within the department, thereby reducing the county's
contribution to those program areas.
357
General Health Education - 2520-41210
[CC_40110] (Continued)
Summary of Changes (Continued): While this reallocation of grant dollars results in
a net contribution from the county, it also creates operational efficiencies.
Additionally, it aligns with the county's strategic plan to deliver cost-effective
services while supporting healthy, safe, and livable communities.
Revenue and Purchased Services expenditures changes are offset due to
targeted application of the Per Capita Grant to specific core Public Health
programs. Indirect costs from Grants are applied to overhead to further support
the department.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of Class Attendees
Healthy Relationships (Relate) 3,964 1 ,200 1 ,200
Nutritional Cooking (Welds Healthy Plate) 526 548 548
Maternal Childhood Health (Lactation Support) 66 n/a n/a
Social Support (Acts of Connection - new in
2025) n/a 60 60
*Diabetes Prevention (Heart of Weld) 161 154 154
**Class Acquired Knowledge 97 95% 90%
Health Screenings
Number of individuals screened 357 300 300
Individuals identified with elevated triglycerides 37 43 n/a
Individuals identified with elevated cholesterol 37 43 n/a
Individuals identified with elevated blood
glucose 37 43 n/a
Number of referrals/connections to services 611 1250 1250
Substance Misuse
Tobacco Inspections 1 154 1 121 1 121
Number of Tobacco Quitline Referrals 210 350 350
Number of Colorado Clean Indoor Air
Complaints n/a n/a n/a
Number of tobacco policy recommendations n/a 4 4
358
General Health Education - 2520-41210
[CC_40110] (Continued)
Performance Measures (Continued)
2024 2025 2026
Work Outputs (Continued) Actuals Estimated Projected
Substance Misuse (Continued)
Tobacco cessation class completion rate n/a n/a n/a
Number of tobacco presentations/attendees n/a n/a n/a
Opioid abatement dollars allocated 1 .2m 1 .3m 1 .3m
Child Fatality Case Reviews
Competed Data Requests n/a 12 12
Number of Thriving Weld Participants 364 350 350
Number of community outreach
events/participants 106 2150 2150
Total number/new breast-feeding friendly
spaces 16 8 8
Number of physical health participants (Outdoor
Rx) 2072 1000 1000
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.525 0.537 0.543
Per capita cost (county support) $3.45 $3.39 $3.61
*Class attendees/course completion rate
**The cumulative percentage of class attendees who agreed or strongly agreed they
acquired new knowledge to assist them in making well informed decisions regarding their
own health and healthy lifestyle choices.
*** Number of classes/total hours of facilitated exercise
--- Indicates a new program metric with no historical data available
359
Budget Unit Request Summary
Department: Department of Public Health and Environment
Budget Unit: Public Health Services - 2500-41300 [CC_40130]
Department Description: Public Health Services (PHS) delivers comprehensive
clinical and community nursing care to Weld County residents, ensuring equitable
access to high-quality, affordable services. Through strategic partnerships with
community partners and local organizations, PHS brings care directly into the
communities where people live, work, and learn. The multidisciplinary team
provides evidence-based programs—including Women's Wellness Connection
screenings, Family Planning, immunizations, Nurse-Family Partnership home visits,
STI and tuberculosis clinics, care coordination for children with special health care
needs, embedded social work resource navigation, and a Mobile Health Unit.
These services strengthen families, prevent disease, and reduce health inequities
by bringing care closer to our most vulnerable populations.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $3,669,836 $4,231,522 $4,560,907 $4,530,073
Supplies 402,345 420,600 389,300 389,300
Purchased Services 440,688 683,240 554,115 554,115
Fixed Charges 299,959 253,314 516,158 496,616
Capital - - - -
Gross County Cost $4,812,829 $5,588,676 $6,020,480 $5,968,104
Revenue 3,876,298 3,615,153 3,616,501 3,648,572
Net County Cost $936,531 $1,973,523 $2,403,979 $2,319,532
Budgeted Positions 34.6 34.6 37.0 33.72
Summary of Changes: This budget unit combines Public Health Clinical Services,
and Public Health Services into one cost center starting in 2026. The reflected
actuals represent that combination as well. No real increases are anticipated in
this budget, except for requesting four promotions for existing positions at a total
cost of $14,867 to Personnel. The 2026 personnel request includes a 2% COLA,
increase in Health insurance, and the compensation study adjustments to reflect
actual anticipated costs for 2026.
360
Public Health Services - 2500-41300 [CC_40130]
(Continued)
Finance/Administration Recommendation: The promotions are not
recommended for this budget year. Everything else is recommended for
approval.
Board Action: The board agreed with staff recommendations to wait for a
subsequent year to add positions. The final budget includes salary changes
reflected in the outcome of the compensation study and approved COLA.
Approved as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Nurse-Family Partnership for First-Time Mothers
Referrals Declared Eligible 182 194 175
Families Served 529 568 525
Waitlist Count 63 96 75
Outreach Events 14 10 10
Maternal and Child Health - HCP -Care Coordination
Family Encounters 375 350 350
Number of Referrals 178 196 150
Outreach Events 6 5 5
Immunizations
Vaccinations Given (North) 2241 3578 3000
Vaccinations Given (South) 103 194 500
Vaccines for Children (VFC) Given 2135 2436 2500
Family Planning
Unduplicated Visits 1361 1400 1400
Sexual Health
Number of positive cases 145 118 100
Total number of tests 7874 4500 5500
Women's Wellness Connection (WWC)
New women recruited 16 46 41
Tuberculosis (TB)
Active Cases 6 8 10
Suspected cases 15 20 25
Clinical Outreach
Events 110 85 125
People Served 1872 1200 2000
STI Tests Administered 2113 750 1500
Immunizations Administered 531 150 300
361
Public Health Services - 2500-41300 [CC_40130]
(Continued)
Performance Measures (Continued)
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.942 0.920 0.961
Per capita cost (county support) $2.55 $5.25 $6.10
Goals/Desired Outcomes/Key Performance Indicators: See the Health goals
following the Department of Public Health and Environment Budget Unit Request
Summary.
362
Budget Unit Request Summary
Department: Department of Public Health and Environment
Budget Unit: Environmental - 2500-41400 [CC_40120]
Department Description: The primary mission of the Environmental Health Services
division is to protect and perpetuate the public health of the citizens of the county
with scientific risk assessments, the development of policy, 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.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $3,888,499 $4,315,072 $4,680,818 $4,432,518
Supplies 232,695 252,137 249,529 249,529
Purchased Services 664,183 626,897 816,670 816,670
Fixed Charges 287,747 (8,435) 299,721 249,772
Capital - - - -
Gross County Cost $5,073,124 $5,185,671 $6,046,738 $5,748,439
Revenue 713,630 935,545 930,802 3,333,345
Net County Cost $4,359,494 $4,250,126 $5,115,936 $2,415,094
Budgeted Positions 36.2 35.8 37.9 36.9
Summary of Changes: The 2026 request has included the compensation study
changes reflected midyear 2025, as well as two (2.0) FTE being requested as
Environmental Health Specialist I positions. One is for the increased need due to
facilities requiring inspections. The other is for Air Quality to offset contract
expenses in the general fund for work that can be completed more efficiently
and effectively in this department. There are also six (6) promotions being
requested throughout the department over the course of 2026. This aligns with
historical practice and allows for growth within the department, which leads to
retaining top talent.
Environmental Health used Strategic Priorities number 1, 4 and 5 in the
development of the budget. As the division receives county funding, return on
investment is paramount, thus providing cost-effective delivery of service.
363
Environmental Health Services - 2500-41400
[CC_40120] (Continued)
Summary of Changes (Continued): Within that though, the goal is to retain high
performing individuals and that is done by working towards becoming an
employer of choice. At the core of Environmental Health is ensuring a healthy
and safe environment for county residents. By being mindful of costs and
supporting a great staff, the division can provide outstanding customer service
while providing public health programming.
Finance/Administration Recommendation: The Board approved one
Environmental Health Specialist for Air Quality in August 2025. The other FTE is not
recommended at this time, nor are the six (6) promotions being requested.
Board Action: The board agreed with staff recommendations to wait for a
subsequent year to add positions. The final budget includes salary changes
reflected in the outcome of the compensation study and approved COLA.
Approved as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Food inspections, activities, complaints 2,473 2,450 2,500
Laboratory analyses 11,203 10,000 10,000
Household hazardous waste disposed 433,928 455,000 440,000
Environmental Planning reviews 436 500 450
OWTS (septic) permits and inspections 1 ,213 1 ,300 1,300
Waste inspections, complaints, spill reports 312 250 275
Biosolids inspections, activities, complaints 182 185 185
Institutions inspections 152 160 160
Outbreak investigations 212 30 72
Reportable disease investigations 45,124 5,000 4,000
Rabies PEP coordination 11 10 10
Rabies risk assessments 176 80 80
Air inspections and complaints 121 120 125
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 1 .104 1 .015 1 .001
Per capita cost (county support) $1 1 .86 $1 1 .30 $6.41
Goals/Desired Outcomes/Key Performance Indicators: See the Health goals
following the Department of Public Health and Environment Budget Unit Request
Summary.
364
Budget Unit Request Summary
Department: Department of Public Health and Environment
Budget Unit: Public Health Preparedness - 2500-41500 [CC_40120]
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;
developing exercises and evaluating various plans, procedures and protocols
associated with emergency preparedness; is assigned disease investigation
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.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $195,483 $255,165 - -
Supplies 18,935 11 ,150 - -
Purchased Services 36,109 26,500 - -
Fixed Charges 18,383 58,221 - -
Capital - - - -
Gross County Cost $268,910 $351 ,036 - -
Revenue 229,344 307,071 -Net County Cost $39,566 $43,965 - -
Budgeted Positions 2.0 2.0 n/a n/a
Summary of Changes: This program is being combined with Environmental Health.
No budget is requested for 2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
365
Budget Unit Request Summary
Department: Department of Public Health and Environment
Budget Unit: Public Health Clinical Services - 2590-41600 [CC_40130]
Department Description: The Clinical Services division holds clinics for
immunizations, family planning, international travel health, sexually transmitted
infections, tuberculosis, and women's health. It provides immunizations,
screenings, counseling, communicable disease surveillance, containment,
treatment, and education. Provides home visits for health promotion, evaluation,
health assessment, and community outreach activities.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $2,1 17,906 $2,749,094 - -
Supplies 381,915 393,875 - -
Purchased Services 292,962 499,740 - -
Fixed Charges 174,850 (46,591) - -
Capital - - - -
Gross County Cost $2,967,633 $3,596,118 - -
Revenue 2,236,142 1,935,375 -Net County Cost $731,491 $1,660,743 - -
Budgeted Positions 17.8 21 .6 n/a n/a
Summary of Changes: This program is requested to be combined with General
Health Education, and no budget is requested for 2026. All performance
measures and objectives are included in that budget unit.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
366
Human Services
5 Year Budget to Actual Expense Comparison
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
2021 2021 2022 2022 2023 2023 2024 2024 2025 2026
Budget Actual Budget Actual Budget Actual Budget Actual Budget Budget
s Fixed Charges 259,655 205,617 103,200 211,554 214,000 199,671 292,900 0 227,400 193,380
■Purchased Services 2,553,850 2,949,287 2,198,900 5,204,819 2,941,300 4,514,053 3,173,500 5,600,780 4,669,000 4,422,071
■Supplies 304,615 410,865 332,000 649,676 428,600 342,283 588,600 554,688 473,250 502,167
■Personnel Services 5,979,630 5,836,965 5,763,300 6,558,979 6,216,900 7,514,522 6,468,300 10,703,526 9,987,050 11,622,816
Link to Chart Data
367
Human Services Fund Summary
The Human Services Fund is requested at $16,740,434 for 2026, which is up
$1,383,734, or 9.0%, from the previous year. Program funding is up for 2026 due to
program revenues returning to more normal levels post COVID in 2023. Other
program funding came through CARES Act and the American Rescue Act in
2021-2022, which distorts the funding changes from 2021-2023. The Community
Services Block Grant is up $107,500 at $405,500 and Senior Nutrition programs are
up $430,000. Department of Labor programs are up $301,400. Area Agency on
Aging is down $20,300.
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 2026 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
Innovation and Opportunity Act (WIOA), formerly the Workforce Investment Act
(WIA), funded under the Department of Labor, Employment and Training
Administration. This program is anticipating $2,488,900 for 2025. In addition, the
Job Service contract will be $1 ,470,000, up $584,800. Funding for this program
should remain constant going forward, depending on budget control measures
enacted at the Federal level.
The Human Services Fund has historically been funded entirely through state and
federal programs, apart from the local match for the Area Agency on Aging
program, which amounts to $12,351 . This has changed in recent years, and the
County has assisted in programming funding in 2025 and 2026.
Other programs of the Human Services Fund remain relatively stable
programmatically with the following 2025 funding levels:
2025
Program Funding
Area Agency on Aging $4,328,900
Senior Nutrition 1 ,107,500
CSBG 405,500
In the above programs, Weld County must continue to be responsive and
reactive to federal and state administrative and budget changes in 2026.
368
Human Services Fund Summary
(Continued)
2025 Strategic Priority Accomplishments:
• The Weld Aging Well classes provided information and tools necessary for
older adults to remain healthy and safe while they age. Human Services
partnered with senior/recreation centers, hospitals, libraries, health care
clinics, etc. to host the classes. (SP1A)
• The Long-Term Care (LTC) Ombudsman worked to identify, investigated, and
resolved complaints that might have adversely affected the health, safety,
welfare, or rights of residents. The LTC Ombudsman provided advocacy
services for residents, including quality of care and resident rights in LTC
facilities, and referred to other programs. (SP1A)
• The Family Resource Outreach team assisted soon-to-be-released individuals
with applications for public assistance benefits and provided resources for
additional discharge planning, such as housing and employment resources.
This service was provided in person and virtually. (SP1 B)
• Employment Services of Weld County (ESWC) was committed to supporting
individuals with justice involvement through a range of inclusive and
targeted services including a "Felon-Friendly Workshop" designed to help
individuals with criminal backgrounds develop strategies to enhance their
employability and navigate the job search process. (SP1 B)
• Employment Services of Weld County (ESWC), in collaboration with Child
Welfare, operated the TIGHT program to engage adjudicated youth in pro-
social activities designed to reduce interactions with law enforcement.
Additionally, TIGHT participants developed general life skills, gained
employment skills, and focused on education. (SP1C)
• Employment Services Navigators connected individuals to health care and
community providers, while maintaining ongoing relationships with Care
Coordination teams to support access to physical and behavioral health
services through Medicaid and private insurance. (SP1 F)
• Home & Community Support programs worked together to improve access
to health and safety services for older adults and individuals with disabilities.
Through coordinated support, residents were connected to the resources
they need to live safely and with dignity. These efforts helped ensure critical
services reach those most in need, supporting overall well-being. (SP1 F)
• Employment Services of Weld County (ESWC) sustained and expanded
programs that attract and retain businesses and workforce by delivering
customized services aligned with employer needs. In strong collaboration
with Aims Community College and Upstate Colorado Economic
Development, ESWC supported business retention, expansion, and talent
development through sector partnerships, job training, recruitment events,
and initiatives like NoCo REDI. ESWC also worked closely with chambers of
commerce, NoCo Worked, and partnered with Larimer County on regional
workforce and labor strategies to promote regionalism and strengthen
Northern Colorado's economy. (SP2B)
369
Human Services Fund Summary
(Continued)
2025 Strategic Priority Accomplishments (Continued):
• Employment Services of Weld County (ESWC) collaborated with
municipalities to support business and workforce incentive programs through
strong regional partnerships. This included working with chambers of
commerce, engaging in NoCo Works initiatives, and coordinating with
Larimer County to advance regional workforce and labor strategies that
attract and retain businesses across Northern Colorado. (SP2C)
• Employment Services of Weld County (ESWC) actively supported energy
development by promoting and expanding career pathways in the energy
sector through targeted training and employment programs. Informed by
industry input, ESWC selected training programs that anticipated future
workforce needs, ensuring Weld County is prepared with the talent required
to support continued growth and innovation across all forms of energy
development. (SP2D)
• Weld County remains committed to protecting and conserving its vital water
resources. The Weld County Youth Conservation Corps (WCYCC) played an
important role in these efforts through hands-on environmental stewardship.
The WCYCC Chainsaw Crew is a highly skilled team of young adults, led by
an experienced Crew Leader and certified as sawyers, who specialize in
eliminating invasive tree species that threaten water availability in Weld
County. Additionally, the "Water in Weld" curriculum educated emerging
young leaders on the importance of water conservation and the values that
guide Weld County's long-term resource management. Opportunities to
expand the impact of WCYCC are available and would further strengthen
efforts to preserve Weld County's natural resources for future generations.
(SP2E)
• The Weld County Youth Conservation Corps (WCYCC) crews have supported
post-storm recovery, helping restore access and safety following weather-
related events. WCYCC also advances long-term resource protection efforts,
including initiatives focused on preserving water quality and flow throughout
Weld County. Over the past year, WCYCC has expanded its impact through
agreements with the cities of Greeley, Evans, and Erie aimed at reducing
residential water consumption, demonstrating a commitment to
sustainability and resiliency for current and future generations. (SP3D)
• DHS is committed to open, two-way communication with employees at all
levels. To support this, DHS has implemented a multipronged approach to
gather input and foster connection, including:
o Ask the Director: An intranet tool for employees to confidentially submit
questions and suggestions to leadership.
o Staff Sync Up: Employee-led focus groups that promote honest dialogue
and surface key issues.
o Quarterly Roundtables: Separate sessions for supervisors and employees,
hosted by DHS leadership, to encourage direct, real-time feedback.
370
Human Services Fund Summary
(Continued)
2025 Strategic Priority Accomplishments (Continued):
o Mentimeter Polls: Used during staff meetings to capture anonymous input
and identify emerging themes.
o These ongoing efforts are examples of how DHS creates opportunities for
employee voices to be heard and considered in shaping department
priorities and improvements. (SP4A)
• DHS actively supported and participated in leadership development
opportunities provided by Weld County Human Resources and recognizes
the importance of reinforcing these efforts at the department level. To further
support HR's priorities, DHS invested in additional training and development
strategies to strengthen leadership, promote consistency, and enhance
retention. This included quarterly professional development sessions
delivered directly by Director Ulrich to over 90 DHS leaders, focused on real-
time leadership challenges and growth opportunities. Additionally, DHS has
established a People and Culture Team dedicated to advancing leadership
practices and supporting employee engagement throughout the
department. These intentional efforts create a strong foundation for
leadership consistency, skill-building, and employee support aligned with
countywide goals. (SP4C)
• DHS is committed to fostering a culture of innovation and continuous growth,
both to support employee development and to maintain the county's
standing as a leader across the state and nation. Innovation is a core value
embedded throughout our work, and we actively encourage new ideas and
creative problem-solving. DHS invested in professional development
opportunities that promote learning, spark creativity, and expose staff to best
practices from across the field. These experiences equip employees to
implement innovative strategies tailored to Weld County's unique needs
while also supporting career advancement and long-term retention. (SP4D)
• The Organizational Integrity Division participated in a BPA Lean event to
review and refine systems and processes for benefit recipient appeals.
Expanded the use of Monday.com to enterprise licensing to streamline
workflows, track team productivity, and identify training needs related to
hearings and appeals. (SP5A)
• The Organizational Integrity Division collaborated with BPA staff to assess and
improve processes and technology use in fraud investigations. This effort
involved mapping current workflows, identifying inefficiencies, and
uncovering opportunities to enhance case resolution times, accuracy, and
resource allocation. By focusing on waste elimination, streamlined
operations, and optimized technology integration, the initiative aimed to
develop practical, data-driven recommendations aligned with
organizational goals for effectively addressing fraud. (SP5A)
371
Human Services Fund Summary
(Continued)
2025 Strategic Priority Accomplishments (Continued):
• Employment Services of Weld County (ESWC) actively engaged with the
community through job fairs, hiring events, focus groups, and direct outreach
to both job seekers and employers. Ongoing dialogue and guidance were
maintained via the Workforce Development Board, which included at least
51% local business representatives, as well as through board-led committees
focused on specific community and workforce needs. These engagement
channels enabled the gathering of meaningful feedback, raised awareness
of available services, and ensured initiatives remain aligned with the evolving
priorities of Weld County residents and employers. (SP5E)
• The Weld Case Management Agency's (CMA) Community Advisory Council
provided input on services for older adults and individuals with disabilities,
helping to guide program improvements. The Council included individuals
receiving services, families, and community members. The CMA's Home
Rights Committee reviewed requests for rights modifications in residential
settings ensuring individual rights are protected and any restrictions are
carefully reviewed. (SP5C)
• The Organizational Integrity team focused on redesigning the Human
Services website with a client-centered approach, incorporating client
feedback to understand diverse perspectives and enhance user-friendliness.
(SP5E)
• Employment Services leveraged digital and mobile platforms to facilitate
enrollment and connection to programs, ensuring easy public access to
services. Integration with state systems such as Connecting Colorado further
guaranteed all Weld County residents can access the resources needed.
(SP6A)
• The Department supported accessibility by helping individuals connect with
services through in-person and virtual assistance. Staff regularly identified
and addressed barriers faced by vulnerable populations, including
language, mobility, and technology challenges. (SP6B)
• Through the ongoing efforts of the Organizational Integrity and Logistics
Division, the Department has (SP6B)
o Achieved and sustained 100% AA Level accessibility compliance since
June 30, 2024, with an overall accessibility score exceeding 95% (requiring
some IT adjustments) across 113 internet pages.
o Successfully remediated 180 PDF documents to meet accessibility
standards for our external website. Additionally, internal website updates
were addressed upon request, bringing the total number of remediated
PDFs to 300.
o Remediated 25 out of 50 intranet pages, with full completion targeted by
July 2025
o Proposed and implemented the purchase of PockeTalk devices for onsite
interpretation, improving client interactions across all lobbies.
372
Human Services Fund Summary
(Continued)
2025 Strategic Priority Accomplishments (Continued):
• The Department collaborated with the county's Communications team to
ensure consistent branding, messaging, and public engagement. As
communications and marketing functions became more centralized, the
Department remained committed to streamlining materials and strategies to
improve visibility and accessibility across all services. (SPEC)
• Programs throughout the Department used a variety of communication
platforms, including social media, printed materials, and the county website,
to reach a broad audience. These tools helped share timely information,
promoted services, and strengthened connections with the community.
(SPED)
2026 Strategic Priority Objectives and Goals:
• The Home and Community Supports Division will expand access to services
by identifying new opportunities for community members to connect with
staff and programs. In 2026, the Division will explore placing staff at South
County locations to improve accessibility for residents. Efforts will also
continue to strengthen relationships with local providers, participate in
community events, and maintain a visible presence through advisory boards
and outreach activities. (SP5D)
• With funding awarded by The Weld Trust in partnership with the High Plains
Library District, Employment Services of Weld County will develop a mobile
workforce unit that will significantly increase access to services throughout
Weld County in the coming years. (SP5E)
373
Human Services
Summary of Revenue
Intergovernmental
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2650 61751 4321 USDA 40,000 42,571 42,571 42,571
2625 61400 4321 Federal Grants 1,359,300 1,01 1,155 1,01 1,155 1,01 1,155
2625 61420 4321 Federal Grants 482,578 354,960 354,960 354,960
2625 61422 4321 Federal Grants 389,422 182,775 182,775 182,775
2625 61431 4321 Federal Grants - 126,446 126,446 126,446
2625 61432 4321 Federal Grants - 8,651 8,651 8,651
2625 61450 4321 Federal Grants 109,147 86,075 86,075 86,075
2625 61451 4321 Federal Grants 700,853 442,093 442,093 442,043
2625 61452 _4321 Federal Grants - 20,106 20,106 20,106
2625 61453 4321 Federal Grants - 46,340 46,340 46,340
2625 _ 61460 _4321 Federal Grants 369,622 821,564 821,564 821,564
2625 61461 4321 Federal Grants 39,100 37,792 37,792 37,792
2625 61462 4321 Federal Grants - 82,963 82,963 82,963
2625 61470 4321 Federal Grants 55,261 38,646 38,646 38,646
2625 61471 4322 Federal Grants - 25,411 25,411 25,411
2625 _ 61480 4336 Federal Grants 827,117 373,000 373,000 373,000
2625 _ 61481 4336 Federal Grants - 130,437 _ 130,437 130,437
2625 61482 4336 Federal Grants - 120,686 120,686 120,686
2625 61490 4336 Federal Grants - 7,007 7,007 7,007
2625 61500 4336 Federal Grants - 10,623 10,623 10,623
2625 61505 4336 Federal Grants 34,000 43,786 43,786 43,786
2625 61510 4336 Federal Grants - 50,031 50,031 50,031
2625 61511 _4340 Federal Grants - 1,510 1,510 1,510
2625 61516 4340 Federal Grants - 3,773 3,773 3,773
2625 61521 4340 Federal Grants - 142 142 142
2625 61522 4340 Federal Grants - 31,243 31,243 31,243
2625 61560 4340 Federal Grants - 96,942 96,942 96,942
2650 61700 4340 Federal Grants 115,649 252,531 252,531 252,531
2650 61705 4340 Federal Grants 133,000 75,625 75,625 75,625
2650 61710 4340 Federal Grants 102,850 10,638 10,638 10,638
2650 61720 4340 Federal Grants - 20,793 20,793 20,793
2650 61730 4340 Federal Grants 55,700 28,262 28,262 28,262
2650 _ 61735 4340 Federal Grants - 7,137 7,137 7,137
2650 _ 61740 4340 Federal Grants 66,450 19,971 19,971 19,971
2650 _ 61741 _4340 Federal Grants - 34,595 34,595 34,595
2650 61742 4340 Federal Grants - 2,558 2,558 2,558
2650 61745 4340 Federal Grants 28,750 56,710 56,710 56,710
2650 61750 4340 Federal Grants 567,000 411,567 411,567 411,567
2650 61755 4340 Federal Grants 310,000 232,020 232,020 232,020
2650 61760 4320 Federal Grants 42,500 28,236 28,236 28,236
2650 61770 4320 Federal Grants 3,000 2,040 2,040 2,040
2650 61775 4320 Federal Grants 20,000 11,274 11,274 11,274
2650 61875 4320 Federal Grants 159,800 - - -
2650 _ 61880 4320 Federal Grants - 11,189 11,189 11,189
2650 _ 61935 4320 Federal Grants 5,270 6,609 6,609 6,609
2650 61940 4320 Federal Grants 55,730 40,696 40,696 40,696
374
Human Services
Summary of Revenue (Continued)
Intergovernmental
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2669 61815 4320 Federal Grants 72,500 44,276 44,276 44,276
267895 61601 4320 Federal Grants $567,000 $411,567 $411,567 $411,567
267895 61610 4320 Federal Grants 310,000 232,020 232,020 232,020
267895 61620 4320 Federal Grants 42,500 28,236 28,236 28,236
267895 61630 4320 Federal Grants 3,000 2,040 2,040 2,040
267895 61640 4320 Federal Grants 20,000 11,274 11,274 11,274
2680 61781 4320 Federal Grants 159,800 - - -
2680 61782 4320 Federal Grants - 11,189 11,189 11,189
2680 61783 4320 Federal Grants 5,270 6,609 6,609 6,609
2650 61785 4321 Medicaid 55,730 40,696 40,696 40,696
2680 61783 4321 Medicaid 72,500 44,276 44,276 44,276
2625 61250 4340 Grants 30,000 73,524 73,524 73,524
2646 61300 4340 Grants - 100,633 100,633 100,633
2646 61310 4340 Grants - 72,675 72,675 72,675
2650 61700 4340 Grants - 18,075 18,075 18,075
2650 61785 4340 Grants - 10,418 10,418 10,418
2650 61786 4340 Grants - 4,821 4,821 4,821
2650 61835 4340 Grants 81,562 121,314 121,314 121,314
2650 61840 4340 Grants 189,597 147,464 147,464 147,464
2650 61841 4340 Grants 53,771 58,956 58,956 58,956
2650 61845 4340 Grants 6,311 14,397 14,397 14,397
2650 61850 4340 Grants 67,879 186,688 186,688 186,688
2650 61865 4340 Grants - 20,657 20,657 20,657
2650 61866 4340 Grants 212,200 32,343 32,343 32,343
2650 61875 4340 Grants - 93,443 93,443 93,443
2650 61880 4340 Grants 104,816 68,598 68,598 68,598
2650 61885 4340 Grants _ 160,800 38,544 38,544 38,544
2650 61890 4340 Grants 66,500 199,289 199,289 199,289
2650 61895 4340 Grants - 17,757 17,757 17,757
2650 61900 4340 Grants - 2,891 2,891 2,891
2650 61905 4340 Grants 19,100 16,340 16,340 16,340
2650 61915 4340 Grants 203,217 126,733 126,733 126,733
2650 61925 4340 Grants 25,700 39,383 39,383 39,383
2650 61930 4340 Grants 146,747 40,606 40,606 40,606
2650 61931 4340 Grants - 88,961 88,961 88,961
2650 61932 4340 Grants - 46,808 46,808 46,808
265995 61790 4340 Grants 33,000 7,807 7,807 7,807
2669 61820 4340 Grants - (1,168) (1,168) (1,168)
2669 61830 4340 Grants - 1,231 1,231 1,231
2680 61781 4340 Grants - 651,340 651,340 651,340
2680 61783 4340 Grants - 5,814 5,814 5,814
2680 61787 4340 Grants - 682,830 682,830 682,830
2680 61788 4340 Grants - 995 995 995
2680 61789 4340 Grants - 356,176 356,176 356,176
2650 61701 711000 Transfer 1,201,601 1,163,500 1,163,500 1,163,500
Total Intergovernmental $14,429,700 $16,031,722 $16,031,722 $16,031,22
375
Human Services
Summary of Revenue (Continued)
Charges for Services
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2645 61200 4410 Char•e For Services $230,000 $205,699 $205,699 $205,699
2646 61300 4410 Char•e For Services 435,000 188,539 188,539 188,539
2669 61820 4410 Char•e For Services - 12,112 12,112 12,112
Total Charges for Services $655,000 $406,350 $406,350 $406,350
Donations
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2650 61750 4690 Donations $262,000 $302,262 $302,262 $302,262
2650 61760 4690 Donations - 100 100 100
Total Donations $262,000 $302,362 $302,362 $302,362
2026 2026
All Revenues 2025 Budget Request Recommended 2026 Final
Total Human Services Revenues $15,356,700 $16,740,434 $16,740,434 $16,740,484
Human Services
Summary of Expenses
2025 2026 2026
Fund Org Expenditure Function Budget Request Recommended 2026 Final
2625 61250 Veterans Service Office $393,000 $401,673 $401,673 $401,723
2625 61400 Workforce Innovation & Opportunity 1,359,300 1,011,155 1,011,155 1,01 1,155
2625 61420 WIOA Dislocated Worker 482,578 354,960 354,960 354,960
2625 61422 WIOA DW Enhanced 389,422 182,775 182,775 182,775
2625 61431 RESEA UI - 126,446 126,446 126,446
2625 61432 Evaluation And Continu - 8,651 8,651 8,651
2625 61450 WIOA Youth in School 109,147 86,075 86,075 86,075
2625 61451 WIOA Youth Out of School 700,853 442,093 442,093 442,093
2625 61452 YIS 20% Work Experience - 20,106 20,106 20,106
2625 61453 YOS 20%o Work Experience - 46,340 46,340 46,340
2625 61460 Wagner/Peyser 795,422 1,249,564 1,249,564 1,249,564
2625 61461 Summer Job Hunt 39,100 _ 37,792 37,792 37,792
2625 61462 Career Navigation - 82,963 82,963 82,963
2625 61470 Migrant Seasonal Farm Worker- 10% 55,112 38,646 38,646 38,646
2625 61471 Foreign Labor Certification - 25,411 25,411 25,411
2625 61480 Employment Support Fund 829,466 373,000 373,000 373,000
2625 61481 ESF (Pace) - 130,437 130,437 130,437
2625 61482 ESF/WEF Innovation - 120,686 120,686 120,686
2625 61490 Trade Adjustment Act - 7,007 7,007 7,007
2625 61500 Disabled Veterans Outreach - 10,623 10,623 10,623
2625 61505 WIOA Performance Incentive 34,000 43,786 43,786 43,786
2625 61510 Reskilling Newskilling Upskilling - 50,031 50,031 50,031
2625 61511 Reskilling Newskilling/Upskilling Adm - 1,510 1,510 1,510
2625 _61516 Innovations Program Admin - 3,773 3,773 3,773
2625 61521 Workforce Training Grant Admin - 142 142 142
2625 _61522 Workforce Training Grant Program - 31,243 31,243 31,243
2625 61560 Disability Program Navigator - 96,942 96,942 96,942
2645 61200 Education Lab 230,000 205,699 205,699 205,699
2646 61300 AmeriCorps 435,000 361,847 361,847 361,847
2650 61700 Area Agency On Aging 128,000 278,991 278,991 278,941
2650 _61705 AAA Part B Legal 133,000 75,625 75,625 75,625
2650 61710 AAA Part B Ombudsman 99,850 14,972 14,972 14,972
2650 61720 AAA Part B Personal Care - 22,978 22,978 22,978
2650 61730 AAA Part B Counseling 55,700 28,262 28,262 28,262
2650 61735 AAA Part B Chore 43,250 28,751 28,751 28,751
2650 61740 AAA Part B Outreach 66,450 19,971 19,971 19,971
2650 61741 AAA Part B Case Management - 34,595 34,595 34,595
2650 61742 AAA Part B Home Safety - 3,102 3,102 3,102
2650 61745 AAA Part B Transportation 28,750 56,710 56,710 56,710
2650 61750 AAA Part C 1 877,000 749,017 749,017 749,017
2650 61751 AAA NISP 40,000 63,498 63,498 63,498
2650 61755 AAA C 2 310,000 233,311 233,311 233,311
2650 61760 AAA Part D 42,500 30,057 30,057 30,057
2650 61770 AAA Elder Abuse 3,000 2,943 2,943 2,943
2650 61775 AAA Special Ombudsman 20,000 13,769 13,769 13,769
2650 61785 AAA CCT 11,800 11,012 11,012 11,012
2650 61786 CCT- Options - 5,108 5,108 5,108
377
Human Services
Summary of Expenses (Continued)
2025 2026 2026
Fund Org Expenditure Function Budget Request Recommended 2026 Final
2650 61835 AAA State Admin 120,977 214,365 214,365 214,365
AAA State Information and
2650 61840 Assistance 278,684 232,587 232,587 232,587
2650 61841 AAA State Health Promotions 52,258 70,125 70,125 70,125
2650 61845 AAA State Education 6,130 15,329 15,329 15,329
2650 61850 AAA State Ombudsman 65,716 213,950 213,950 213,950
2650 61865 AAA State Outreach - 20,657 20,657 20,657
2650 61866 AAA State Case Management 212,200 32,343 32,343 32,343
2650 61875 AAA State Counseling 159,800 93,443 93,443 93,443
2650 61880 AAA State Chore 156,641 109,805 109,805 109,805
2650 61885 AAA State Transportation 160,800 47,817 47,817 47,817
2650 61890 AAA State Part Cl 66,500 166,774 166,774 166,774
2650 61895 AAA State Part C2 - 17,757 17,757 17,757
2650 61900 AAA State Shelf Stable Meals - 2,891 2,891 2,891
2650 61905 AAA State Visually Impaired 19,100 16,340 16,340 16,340
2650 61915 AAA State Dental Vision & Hearing 200,763 130,206 130,206 130,206
2650 61925 AAA State Part E Respite 25,700 58,848 58,848 58,848
2650 61930 AAA State South County RYNA 219,731 70,353 70,353 70,353
2650 61931 State In Home - Homemaker - 89,835 89,835 89,835
2650 61932 State In Home - Personal Care - 46,286 46,286 46,286
2650 61935 AAA Part E Grandparenting 5,252 10,035 10,035 10,035
2650 61940 AAA Part E Caregiver 55,598 51,933 51,933 51,933
2650 61945 AAA Part E Respite 135,650 59,146 59,146 59,146
265995 61790 Home Care Allowance 33,000 7,807 7,807 7,807
2669 61815 Aa Other Health Promotions - 63,694 63,694 63,694
2669 61820 Aa Other AAA - 10,944 10,944 10,944
2669 61830 AAA Other Health Fair - 1,231 1,231 1,231
267895 61601 CSBG Ef 23,300 - - -
267895 61610 CSBG Admin 44,904 5,870 5,870 5,870
267895 61620 CSBG AAAA Linkages 155,796 - - -
267895 61630 CSBG Emergency Services 244,500 _ 86,714 86,714 86,714
267895 61640 CDBG TANF Employment Internship - 15,974 15,974 15,974
2680 61781 Case Management Agency- OLTC 5,202,000 1,809,613 1,809,613 1,809,613
Case Management Agency Start-
2680 61782 Up - 251,253 251,253 251,253
2680 61783 Targeted Case Mgmt. & Monitoring - 4,452,461 4,452,461 4,452,461
SGF-FSSP-FAM Support Services
2680 61787 Prog. - 682,830 682,830 682,830
2680 61788 SGF-OBRA-SS - 995 995 995
2680 61789 SGF-SLS-State Support LVG Services - 356,175 356,175 356,175
Total Human Services Expenses $15,356,700 $16,740,434 $16,740,434 $16,740,434
378
Budget Unit Request Summary
Department: Human Services Fund
Budget Unit: Summary All Human Services
Department Description: See Individual Units.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $10,703,526 $9,987,050 $11,622,815 $11,622,815
Supplies 554,688 473,250 502,168 502,168
Purchased Services 5,600,780 4,669,000 4,422,071 4,422,071
Fixed Charges (1,072,229) 227,400 193,430 193,380
Capital - -
Gross County Cost $15,786,765 $15,356,700 $16,740,434 $16,740,434
Revenue 15,489,174 14,155,099 15,576,934 16,740,384
Net County Cost $297,591 $1,201,601 $1,163,500 $50
Budgeted Positions 141.0 141 .0 147.0 147.0
Summary of Changes: See Individual Budget Units
Objectives: See Individual Budget Units
Board Action: See Individual Budget Units.
379
Budget Unit Request Summary
Department: Human Services Fund
Budget Unit: Human Services - General 2600 - 61100 [CC_60300]
Department Description: This is a newly combined budget area that will house
the miscellaneous, independently funded small grants of the Human Services
fund.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $119,450 $- $96,567 $96,567
Supplies 11,476 - 64 64
Purchased Services 280,958 - 311 311
Fixed Charges 278 - - -
Capital - - - -
Cost Allocation Adjust - - - -
Gross County Cost $412,162 $- $96,942 $96,942
Revenue 405,826 - 96,942 96,942
Net County Cost $6,335 $- $- $-
Budgeted Positions 0.0 0.0 0.0 0.0
Summary of Changes: The format of the Human Services Fund budget has
changed to more efficiently and precisely illustrate the actual costs associated
with major program activities. Specifically, the 2026 budget combines many
program sub-activities into major program categories for budgeting and
accounting purposes by rolling-up those sub-activities into their high-level
program groupings, therefore reducing the overall number of individual budget
unit request summaries. In addition, groupings of expenditures are no longer
rolled-up into each primary expense category but are, instead, clearly defined in
line-by-line account detail. These changes will streamline the budgeting process
while providing greater detail in a more efficient and effective way.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
380
Budget Unit Request Summary
Department: Human Services Fund
Budget Unit: Learning Lab 2600 - 61200 [CC_60360]
Department Description: The Assessment and Learning Center help clients earn
GEDs, improve work knowledge, and assess and build their current skills to meet
employer expectations. The fee-based, computerized environment utilizes a
variety of assessment and training programs designed to improve workplace skills
that lead to long-term job success. Services are offered at both our Greeley and
Fort Lupton locations and many are available remotely.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $131,703 $178,000 $146,486 $146,486
Supplies 43,070 30,000 43,070 43,070
Purchased Services 10,459 17,000 10,459 10,459
Fixed Charges 5,684 5,000 5,684 5,684
Capital - - - -
Cost Allocation Adjust - - - -
Gross County Cost $190,917 $230,000 $205,699 $205,699
Revenue 161,445 230,000 205,699 205,699
Net County Cost $29,472 $- $- $-
Budgeted Positions 0.0 3.0 3.0 3.0
Summary of Changes: The format of the Human Services Fund budget has
changed to more efficiently and precisely illustrate the actual costs associated
with major program activities. Specifically, the 2026 budget combines many
program sub-activities into major program categories for budgeting and
accounting purposes by rolling-up those sub-activities into their high-level
program groupings, therefore reducing the overall number of individual budget
unit request summaries. In addition, groupings of expenditures are no longer
rolled-up into each primary expense category but are, instead, clearly defined in
line-by-line account detail. These changes will streamline the budgeting process
while providing greater detail in a more efficient and effective way.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
381
Learning Lab 2600 - 61200 [CC_60360]
(Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Individuals Referred to Assessment
and Learning Center 810 876 940
Completed Vocational Assessments 1 ,520 1 ,600 1 ,700
Individuals Obtained High School
Equivalency HSE 28 35 44
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.000 0.080 0.078
Per capita cost $0.08 $0.00 $0.00
382
Budget Unit Request Summary
Department: Human Services Fund
Budget Unit: AmeriCorps Youth Corps Program - 2646 - 61300 [CC_60390]
Department Description: The AmeriCorps Program operates in a Youth Corps
model prioritizing land, water and energy conservation projects.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $286,450 $374,000 $304,013 $304,013
Supplies 16,092 5,000 16,091 16,091
Purchased Services 37,784 54,000 37,976 37,976
Fixed Charges 3,767 2,000 3,767 3,767
Capital - - - -
Cost Allocation Adjust - - - -
Gross County Cost $344,091 $435,000 $361,847 $361,847
Revenue 234,899 435,000 361,847 361,847
Net County Cost $109,192 $- $- $-
Budgeted Positions 0.0 1 .0 1.0 1 .0
Summary of Changes: The format of the Human Services Fund budget has
changed to more efficiently and precisely illustrate the actual costs associated
with major program activities. Specifically, the 2026 budget combines many
program sub-activities into major program categories for budgeting and
accounting purposes by rolling-up those sub-activities into their high-level
program groupings, therefore reducing the overall number of individual budget
unit request summaries. In addition, groupings of expenditures are no longer
rolled-up into each primary expense category but are, instead, clearly defined in
line-by-line account detail. These changes will streamline the budgeting process
while providing greater detail in a more efficient and effective way.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
383
AmeriCorps Youth Corps Program - 2646 - 61300
[CC_60390] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Young Adults Enrolled in AmeriCorps 23 30 30
CPR/First Aid/AED certificates earned 23 30 30
Wildland Fire Chainsaw S-212 Certificates
Earned 7 14 15
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.000 0.027 0.026
Per capita cost $0.30 $0.00 $0.00
384
Budget Unit Request Summary
Department: Human Services Fund
Budget Unit: Workforce Innovation and Opportunity Act (WIOA) 2625 -
61400 [CC_60380]
Department Description: Employment Services of Weld County (ESWC) is a
comprehensive workforce center which connects resources for employment,
education, and training services. ESWC offers services including self-service
resources, promotion of personal and career development, furnishing access to
internet tools for employment and training opportunities, and providing
information about both local and regional employers, as well as other labor
markets. ESWC also assists local and regional employers with applicant referrals
and other employer specific services, including labor exchange,job referrals, skills
assessment, eligibility screening for career counseling, and training programs. The
Wagner/Peyser program administers all Job Service activities in Weld County. It
includes the Migrant Seasonal Farm Worker (MSFW) program, which partners with
community organizations, employers, and agricultural workers to coordinate farm
labor, ensure fair labor and OSHA standards are being followed, and ensure
farmworkers are receiving job seeker services. Other programs include the
Workforce Investment Opportunity Act (WIOA) Reskilling, Upskilling, New-Skilling
(RUN) program; the Adult WIOA program, providing employment and training for
eligible adults; the Youth WIOA program provides employment and training
programs for in-school and out-of-school youth; and the WIOA Dislocated Worker
program provides employment and training services to individuals who lost
employment at no fault of their own. The CIMS grant provides grant funding used
to foster the development and continuous improvements of the Weld County
region workforce system.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $3,043,266 $3,289,400 $3,331,705 $3,331,705
Supplies 27,073 80,000 27,074 27,074
Purchased Services 1,256,878 1,328,000 1,040,316 1,040,316
Fixed Charges 86,121 97,000 86,120 86,120
Capital - - - -
Cost Allocation Adjust - - - -
Gross County Cost $4,413,338 $4,794,400 $4,485,215 $4,485,215
Revenue 4,069,136 4,366,400 4,057,215 4,057,165
Net County Cost $344,202 $428,000 $428,000 $428,050
Budgeted Positions 0.0 38.0 38.0 38.0
385
Workforce Innovation and Opportunity Act
(WIOA) - 2625 - 61400 [CC_60380] (Continued)
Summary of Changes: The format of the Human Services Fund budget has
changed to more efficiently and precisely illustrate the actual costs associated
with major program activities. Specifically, the 2026 budget combines many
program sub-activities into major program categories for budgeting and
accounting purposes by rolling-up those sub-activities into their high-level
program groupings, therefore reducing the overall number of individual budget
unit request summaries. In addition, groupings of expenditures are no longer
rolled-up into each primary expense category but are instead clearly defined in
line-by-line account detail. No significant changes requested for 2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Participants who attended workshops
including Resume Writing,
Interviewing, Finding Work After a
Felony, and Supporting 55 and Over
Job Seekers. 1 ,309 1 ,233 1 ,300
Employers served by the Business
Services Team. 613 502 550
Customized recruitment events
deployed. 313 349 300
Job seekers served. 13,651 15,016 16,381
Supported Veterans in Employment
Activities 687 755 823
Participants in the Adult WIOA
program. 302 244 198
Participants employed in Quarter 2
after they've completed the Adult
WIOA program. 184 93 150
Participants that are still employed in
Quarter 4 after they've completed
the Adult WIOA program. 169 119 149
Participants who received
certificates/ credentials that
increased their employability. 94 75 80
386
(WIOA) - 2625 - 61400 [CC_60380] (Continued)
Performance Measures (Continued)
2024 2025 2026
Work Outputs Actuals Estimated Projected _
Participants in the Dislocated Worker
WIOA program. 149 120 149
Out-of-School participants served
through the WIOA Youth program. 242 140 125
In-School participants served through
the WIOA Youth program. 51 30 41
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.000 1 .011 0.987
Per capita cost $0.94 $1 .14 $1 .11
387
Budget Unit Request Summary
Department: Human Services Fund
Budget Unit: Veteran's Service Office - 2625 - 61500 [CC_60370]
Department Description: The Veterans' Service Office, in accordance with CRS
Title 28, Article 5, Part 8, provides all types of services to veterans of Weld County.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $344,627 $349,000 $368,568 $368,567
Supplies 2,277 4,000 2,371 2,371
Purchased Services 15,677 25,000 20,875 20,875
Fixed Charges 9,910 15,000 9,910 9,910
Capital - - - -
Cost Allocation Adjust - - - -
Gross County Cost $372,492 $393,000 $401,724 $401,723
Revenue 73,524 30,000 73,524 73,524
Net County Cost $298,968 $363,000 $328,200 $328,199
Budgeted Positions 0.0 3.0 3.0 3.0
Summary of Changes: No significant changes to this program are anticipated for
2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
388
Veteran's Service Office - 2625 - 61500
[CC_60370] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Total Special Claims
completed/submitted include a:
Housing Grant, Vehicle Adaptation,
Clothing Allowance, or
Apportionment 10 11 15
Total Claims completed/submitted for
Death/Pension Benefit Claims, and
Aid and Attendance, including
Family Caregivers, Nursing Homes, Aid
and Attendance, or Financial Reports 171 200 250
Total Appeals filed with or without
Health/Medical Benefits and/or
Mental Health claims 1 ,307 1,320 1,400
Total Standard Claims
completed/submitted with or without
Health/Medical Benefits and/or
Mental Health claims 1 ,656 1,406 1,450
Total Outreach Events attended 21 25 30
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.000 0.080 0.078
Per capita cost $0.81 $0.97 $0.85
389
Budget Unit Request Summary
Department: Human Services Fund
Budget Unit: Community Services Block Grant - 2600 - 61600 [CC_60340]
Department Description: The Community Services Block grant supports case
management and emergency funding assistance for low-income individuals and
families who are struggling with homelessness, who are migrants, or elderly. The
goal is to address barriers to self-sufficiency by supporting services which address
employment, education, housing, budgeting, nutrition, and health.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $14,037 $196,000 $14,869 $14,869
Supplies 3 20,000 3 3
Purchased Services 92,016 250,000 93,375 93,375
Fixed Charges 311 2,500 311 311
Capital - - - -
Cost Allocation Adjust - - - -
Gross County Cost $106,366 $468,500 $108,558 $108,558
Revenue 108,558 468,500 108,558 108,558
Net County Cost $(2,192) $- $- $-
Budgeted Positions 0.0 0.0 0.0 0.0
Summary of Changes: No significant changes to this program are anticipated for
2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
390
Community Services Block Grant - 2600 - 61600
[CC_60340] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Emergency funding provided to assist
households at risk of homelessness to
avoid eviction. 214 350 214
Parents and caregivers who
improved their home environments
through case management. 68 60 68
Walk-in customers with emergency
shelter needs served. 35 35 35
Households experiencing
homelessness obtained safe
temporary shelter. 144 99 144
Households who maintained safe and
affordable housing for 90 days. 214 350 214
Amount of emergency CSBG funding
distributed to support household
stability. $61,100 $96,589 $96,589
Walk-in customers with emergency
food needs served by Community
_Outreach. 133 135 135
Walk-in customers with emergency
needs served, including applications
for Medicaid. 62 65 65
Walk-in customers with emergency
needs served, including emergency
financial assistance. 440 400 400
Walk-in customers with emergency
needs served, including applications
for Food Assistance, Colorado Works
and Adult Financial Programs. 142 150 150
Benefits application assistance to
Weld County residents at offsite
community locations. 898 900 900
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.000 0.000 0.000
Per capita cost $(0.01) $0.00 $0.00
391
Budget Unit Request Summary
Department: Human Services Fund
Budget Unit: Area Agency on Aging - 2650 - 61700 [CC_60310]
Department Description: The Older American's Act (OAA) Grant administers the
Senior programs of the Area Agency on Aging (AAA). State general funds mirror
Federal funding of the Older Americans Act and includes Administration,
Information, Assistance, Health Promotions, Education, Ombudsman,
Homemaker, Personal Care, Outreach, Case Management, Counseling, Chore,
Transportation, Congregate Meals, Home-Delivered Meals, Visually Impaired,
Dental-Vision-Hearing, and Respite. The AAA grant provides several contracted
services to older Weld County adults including legal counseling, ombudsman
services, homemaker services, personal care, peer counseling, outreach, and
transportation. The Congregate Meal Program provides meals to the senior
population at nutrition sites around the Weld County. The Home Delivered Meals
grant provides home delivered meals through Meals on Wheels. The Health
Services grant provides health services to the senior community, including
supporting evidence-based health programs. The Elder Abuse grant provides
educational training to the community on elder abuse. The Special Ombudsman
funds supplement the Ombudsman program. The caregiver respite program
provides support to family members who care for relatives at home.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $1,314,548 $1,187,650 $1,440,896 $1,440,896
Supplies 205,748 234,250 198,833 198,834
Purchased Services 2,171,001 2,345,000 1,857,971 1,857,971
Fixed Charges 21,665 33,900 21,665 21,615
Capital - -
Cost Allocation - - -
Adjust
•
Gross County Cost $3,712,963 $3,800,800• $3,519,366 $3,519,316
Revenue 3,302,612 3,378,399 3,1 12,015 3,1 12,015
Net County Cost $410,351 $422,401 $407,351 $407,401
Budgeted Positions 18.0 18.0 18.0 18.0
Summary of Changes: No significant changes for this unit are requested for 2026.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
392
Area Agency on Aging - 2650 - 61700
[CC_60310] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Hours of minority senior outreach in Weld
County. 1 ,975 360 288
Hours of legal
consultation/representation for Weld
seniors. 757 363 291
Vouchers issued for chore services:
Assistance with heavy household tasks
such as snow removal and lawn mowing
to help older adults maintain a safe
home environment. 4,511 2,950 2,360
Hours of respite care provided to
support family caregivers of older adults,
offering temporary relief to help sustain
caregiving at home. 6,010 3,918 2,135
Hours of senior peer counseling. 3,845 1,019 819
Congregate meals served throughout
Weld County providing older adults with
a nutritious meal in a group setting,
along with opportunities for social
interaction and connection. 80,465 71 ,425 68,000
Home delivered meals. 37,966 20,954 17,000
Attendance at Weld Aging Weld Class:
Evidence-based classes helping older
adults stay healthy and independent. 4,088 3,855 3,500
Dental/vision/hearing vouchers to
seniors in Weld County. 166 161 95
Contacts with nursing homes and
assisted living facilities by Ombudsman
Program; advocating for residents of,
ensuring their rights are protected and
their concerns are heard. 31 31 32
Complaints investigated by the
Ombudsman team. 430 450 450
Contacts providing information and
assistance to older adults in Weld
County. 1 ,882 1,850 1,850
Transportation services provided to Weld
County seniors to essential appointments
and errands. 5,912 3,546 2,150
393
Area Agency on Aging - 2650 - 61700
[CC_60310] (Continued)
Performance Measures (Continued)
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.000 0.479 0.468
Per capita cost $1 .12 $1 .12 $1 .06
394
Budget Unit Request Summary
Department: Human Services Fund
Budget Unit: Home Care Allowance - 2600 - 61790 [CC_60350]
Department Description: The Home Care Allowance grant provides case
management services to Medicaid eligible clients.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $592,556 $23,000 $5,322 $5,322
Supplies 32,913 - 3 3
Purchased Services 25,732 10,000 2,406 2,406
Fixed Charges 11,136 - 76 76
Capital - - - -
Cost Allocation Adjust - -
Gross County Cost $662,337 $33,000 $7,807 $7,807
Revenue 630,284 33,000 7,807 7,807
Net County Cost $32,053 $- $- $-
Budgeted Positions 0.0 0.0 0.0 0.0
Summary of Changes: In 2024, the Single-Entry Point (SEP) program funding and
activities were discontinued. Home Care Allowance (HCA), a companion
program to SEP, remains. The significant reduction in revenues and expenditures
in 2025 is evidenced in this budget summary.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
Performance Measures
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.000 0.000 0.000
Per capita cost $0.09 $0.00 $0.00
395
Budget Unit Request Summary
Department: Human Services Fund
Budget Unit: Case Management Agency - 2600 - 61800 [CC_60320]
Department Description: The Case Management Agency provides case
management services to Medicaid-eligible clients for Options to Long-Term Care
and State Waiver program services. The program supports individuals who meet
nursing facility level of care, allowing them to remain in their homes and
communities. Each person served represents a cost-effective alternative to
institutional care while supporting better health and quality-of-life outcomes.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $4,863,955 $4,390,000 $5,914,391 $5,914,391
Supplies 214,658 100,000 214,658 214,658
Purchased Services 1,358,380 640,000 1,358,382 1,358,382
Fixed Charges 65,897 72,000 65,897 65,897
Capital - - - -
Cost Allocation Adjust - -
Gross County Cost $6,502,889 $5,202,000 $7,553,327 $7,553,327
Revenue 6,502,889 5,202,000 7,553,327 7,553,327
Net County Cost $- $- $- $-
Budgeted Positions 78.0 78.0 84.0 84.0
Summary of Changes: To effectively manage the projected caseload for the 2026
calendar year, an additional total of five (5.0) Ongoing Case Managers and one
(1 .0) Supervisor is being requested in the 2026 budget. This staffing level ensures
that each Case Manager will be able to maintain the contractual caseload ratio
while providing quality service to clients.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
396
Case Management Agency -2600-61800
[CC_60320] (Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Adult long-term care Medicaid
members served 2,411 2,766 3,181
Children long-term care Medicaid
members served 761 1,014 1,349
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.000 2.074 2.183
Per capita cost (county support) $0.00 $0.00 $0.00
397
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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.
Conservation Trust Fund:
The Conservation Trust Fund is budgeted at $907,400 to reflect large capital
improvements on the Poudre River Trail corridor, as well as at the Island Grove
Events Center in Greeley. There are existing funds within the Trust Fund to cover
these expenses in 2026.
Contingency Fund:
The Contingency Fund is funded with fund balance dollars at the level of
$10,000,000. A beginning fund balance of $164,822,350 is anticipated. An ending
fund balance of $175,000,000 is projected, assuming no contingency funds are
needed in 2026. 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 $8,335,460 in fund balance is projected to remain relatively similar in 2026.
Revenue is estimated at $1 ,700,000, with expenses and transfers totaling
$1,674,269. Code Enforcement is funded $85,000 for littering, $350,000 for
operations relating to cleanup operations, and transfers of $1 ,239,269 to the
Health Department. The ending fund balance will increase by approximately
$50,000 with these anticipated expenditures.
Weld County Trust Fund:
The Weld County Trust Fund accounts for the assets held by the Weld Trust, a
Colorado nonprofit corporation recognized by the Internal Revenue Service (IRS)
as an exempt charitable organization under code section 501 (c)(3), for
charitable purposes to benefit the citizens of Weld County. The earnings of the
fund are being used to fund Bright Futures student grants each year.
Emergency Reserve Fund:
The Emergency Reserve Fund was established by Amendment One (TABOR),
passed November 3, 1992. The amendment requires that an emergency reserve
be created to be used for declared emergencies only. With the adoption of the
new accounting rules under GASB 54 the three percent (3%) 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 eight-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
Special Revenue Funds
Summary of Revenue
Conservation Trust Fund Revenues
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
2200 73700 4332 Lottery $797,329 $535,000 $535,000 $535,000
2200 73700 4610 Earnings On Investments 10,000 15,000 15,000 15,000
Total Conservation Trust Fund $807,329 $550,000 $550,000 $550,000
Contingency Fund Revenues
2025 2026 2026
Fund Org Acct 1 Account Title Budget Request Recommended 2026 Final
2300 90300 4112 Current Property Taxes $- $- $- $-
Total Contin•ency Fund $- $- $- $-
Solid Waste Fund Revenues
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 1 2026 Final
2700 90200 4410 Char.e For Services $1,700,000 $1,700,000 $1,700,000 $1,700,000
Total Solid Waste Fund $1,700,000 $1,700,000 $1,700,000 $1,700,000
Weld County Trust Fund Revenues
2025 2026 2026 F
Fund Org Acct Account Title Budget Request Recommended 2026 Final
7400 90100 4610 Earnings On Investments 2,500,000 2,500,000 2,500,000 2,500,000
7400 711000 - Transfer 2,000,000 2,000,000 2,000,000 2,000,000
Total Conservation Trust Fund $4,500,000 $4,500,000 $4,500,000 $4,500,000
Special Revenue Funds
Summary of Expenses
Conservation Trust Fund Expenses
2025 2026 2026
Fund_,_ Org Account Title Budget Request Recommended 2026 Final
2200 73700 Conservation Trust $702,804 $907,400 $907,400 $907,400
Total Conservation Trust Fund $702,804 $907,400 $907,400 $907,400
Contingency Fund Expenses
2025 2026 2026
Fund Org Account Title Budget Request Recommended 2026 Final
2300 90300 Continent $10,000,000 $10,000,000 $10,000,000 $10,000,000
Total Contingency Fund $10,000,000 $10,000,000 $10,000,000 $10,000,000
Solid Waste Fund Expenses
2025 2026 2026
Fund Org Account Title Budget Request Recommended 2026 Final
2700 21240 Transfer $85,000 $85,000 $85,000 $85,000
2700 90200 Solid Waste 295,241 350,000 350,000 350,000
2700 90200 Transfer 852,435 1,239,269 1,239,269 1,739,269
Total Solid Waste Fund $1,232,676 $1,674,269 $1,674,269 $2,174,269
Weld County Trust Fund Expenses
2025 2026 2026
Fund Org Account Title Budget Request I Recommended 2026 Final
7400 90100 Non-Departmental $2,000,000 $2,000,000 $2,000,000 $2,000,000
Total Weld County Trust Fund $2,000,000 $2,000,000 $2,000,000 $2,000,000
Emergency Fund Expenses
2025 2026 2026
Fund Org Account Title Budget Request Recommended 2026 Final
2400 53100 Emer•ency Reserve $- $- $- $-
Total Emer•ency Fund $- $- $- $-
Budget Unit Request Summary
Department: Conservation Trust Fund
Budget Unit: Conservation Trust Fund - 2200 - 73700 [CC_59800]
Department Description: The Conservation Trust Fund accounts for revenue
received from the State of Colorado to 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 within Weld County.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $- $- $-
Supplies - - - -
Purchased Services 574,210 702,804 907,400 907,400
Fixed Charges - - - -
Capital - - -
Gross County Cost $574,210 $702,804 $907,400 $907,400
Revenue 562,804 807,329 550,000 550,000
Net County Cost $11,406 $(104,525) $357,400 $357,400
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: Revenue from the Colorado Lottery is projected at
$550,000 and $10,000 in interest earnings. For 2026, the capital improvements for
the county buildings at Island Grove Park is proposed at $707,400, with an
additional $200,000 allocated for capital improvements on the Poudre Valley Trail,
if expended.
Historically, when the final costs are reconciled with the City of Greeley at the end
of the year, the amount paid by the county is less than budgeted. There is a fund
balance of approximately $797,330, as expenses are always a year behind
revenues collected.
Finance/Administration Recommendation: Recommend approval.
402
Conservation Trust Fund - 2200 - 73700
[CC_598001 (Continued)
Finance/Administration Recommendation (Continued): Historically, the following
is the amount of money received annually since the lottery started:
Amount Amount Amount
Year Received Year Received Year Received
1983 $194,698 1998 373,962 2013 450,659
1984 195,304 1999 286,971 2014 404,589
1985 151 ,033 2000 358,802 2015 358,431
1986 138,069 2001 361 ,050 2016 487,550
1987 _ 162,736 2002 391 ,780 2017 436,368 _
1988 _ 154,074 2003 385,070 2018 429,897
1989 _ 130,764 2004 361 ,926 2019 513,355 _
1990 _ 136,726 2005 371 ,213 2020 472,538
1991 _ 200,103 2006 453,233 2021 562,906 _
1992 _ 220,219 2007 423,260 2022 542,101 _
1993 _ 264,371 2008 430,795 2023 602,733 _
1994 205,534 2009 408,648 2024 529,672
1995 327,162 2010 386,999 2025 600,000
1996 312,024 2011 376,031
1997 356,262 2012 411 ,891
The funds have been used for maintenance and development of Island Grove
Park and the Missile Site Park, except for the following items:
Year Entity Purpose Amount
1983 Greeley Civic Auditorium $141 ,464
1984 Greeley Civic Auditorium 143,000
1985 Greeley Civic Auditorium 90,000
1986 Greeley Civic Auditorium 51,500
1986 LaSalle Community Center 10,000
1986 Ault Park System 7,500
1986 Dacono Park Improvements 3,000
1986 Windsor Park Improvements 6,000
1986 Ft. Lupton Pearson Park Sports Complex 10,000
1986 Independence Stampede Headquarters Facility 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 - 2200 - 73700
[CC_59800] (Continued)
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.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Island Grove Park Visitors 340,000 370,000 420,000
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
Per capita cost (county support) $1 .58 $1 .59 $1 .87
Cost Per Visitor $1 .61 $1 .52 $1 .37
Board Action: The final budget was adjusted to remove capital projects not
approved by Greeley. Approved as amended.
404
Budget Unit Request Summary
Department: Contingency Fund
Budget Unit: Contingency Fund - 2300 - 90300 [CC_19800]
Department Description: The Contingency Fund exists to cover reasonably
unforeseen expenditures or revenue shortfalls.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $- $- $-
Supplies - - - -
Purchased Services -
Fixed Charges - 10,000,000 10,000,000 10,000,000
Capital $- $- $- $-
Gross County Cost $- 10,000,000 10,000,000 10,000,000
Revenue 165,000,000 - -
Net County Cost $- $10,000,000 $10,000,000 $10,000,000
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: The Contingency Fund is funded at the level of $10,000,000
with funds from the fund balance. A beginning fund balance of $164,822,000 is
anticipated. An ending fund balance of $175,000,000 is projected, assuming no
contingency funds are needed in 2026. 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 amended.
405
Budget Unit Request Summary
Department: Emergency Reserve Fund
Budget Unit: 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, one percent or more, for
1994, two percent or more, and for all later years, three percent or more of the
fiscal year spending, excluding bonded debt service. Caused reserves apply to
the next year's reserve.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $- $- $-
Supplies - - - -
Purchased Services - - - -
Fixed Charges - - -Capital $- $- $- $-
Gross County Cost $- $- $- $-
Revenue - - -Net County Cost $- $- $- $-
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: With the adoption of the new accounting rules under
GASB 54, the three percent (3%) 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 eight-million dollars or three percent (3%)
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.
Finance/Administration Recommendation: Concur with policy per GASB 54.
Board Action: Reaffirmed policy per GASB 54.
406
Budget Unit Request Summary
Department: Solid Waste Fund
Budget Unit: Code Enforcement - 2700 - 21 240 [CC_20340]
Department Description: The Solid Waste Fund accounts for code enforcement
for littering, illegal dumping, and roadside trash pick-up program.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $- $- $-
Supplies - - - -
Purchased Services 85,000 85,000 85,000 85,000
Fixed Charges - - -Capital $- $- $- $-
Gross County Cost $85,000 $85,000 $85,000 $85,000
Revenue - - -Net County Cost $85,000 $85,000 $85,000 $85,000
Budgeted Positions n/a n/a n/a n/a
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 1 000-2 1 230 for a
detailed discussion of the program.
Finance/Administration Recommendation: Recommend approval and funding of
program from the Solid Waste surcharge.
Board Action: Approve as amended.
407
Budget Unit Request Summary
Department: Solid Waste Fund
Budget Unit: Solid Waste Fund - - 2700-90200 [CC_29800]
Department Description: The Solid Waste 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.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $- $- $-
Supplies - - - -
Purchased Services 226,569 170,000 170,000 170,000
Fixed Charges 128,532 125,241 180,000 180,000
Capital 1,435,922 852,435 1,324,269 1,739,269
Gross County Cost $1,791,023 $1,232,676 $1,674,269 $2,174,269
Revenue 3,712,215 1,700,000 1,700,000 1,700,000
Net County Cost $(1,432,861) $(467,324) $(25,731) $474,269
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: The projected 2026 revenue estimate remains at
$1,700,000, the same as 2025. Anticipated decreases from the Buffalo Hills Landfill
being annexed by Keenesburg have not materialized to the projected levels as
of 2024 have not yet been recognized.
The Department of Public Health and Environment costs for the Household
Hazardous Waste program is projected to be $848,981 . Community clean-ups are
budgeted at $80,000, and $90,000 is budgeted to fund the roadside trash pick-up
program with Useful Public Service clients. An additional $50,000 was added to
2026 for expenses that have come up, such as the County Attorney's office
needing to remove a trailer from a piece of property. $390,288 is budgeted for
solid waste inspections and monitoring by the Health Department. Indirect costs
for the Health Department and transfer to the Public Works Fund are not currently
anticipated as necessary for 2026. Beginning estimated fund balance of
$8,335,000 will potentially be increased by $20,000 in 2026, and future funds are
anticipating being needed for Public Works in the coming years.
Finance/Administration Recommendation: Recommend approval.
Board Action: The Final Budget shows an additional transfer of $500,000 to the
Public Works Fund. Approved as amended.
408
Solid Waste Fund - 2700 - 90200 [CC_29800]
(Continued)
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Landfill Inspections 45 45 45
Household Hazardous Material
HHM $429,265 $388,559 $651 ,508
Surchar.e Collected $3,712,215 $1,700,000 $1 ,700,000
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
Per capita cost (collected) $7.00 $5.86 $4.35
Per capita HHM cost $1 .29 $1 .15 $1 .83
409
Budget Unit Request Summary
Department: Weld County Trust Fund
Budget Unit: Weld County Trust Fund - 7400 - 90100
Department Description: The Weld County Trust Fund accounts for the assets held
by the Weld Trust, a Colorado nonprofit corporation recognized by the Internal
Revenue Service as an exempt charitable organization under Internal Revenue
code section 501 (c)(3), for charitable purposes to benefit the citizens of Weld
County. The assets of the fund are from the sale of the NCMC hospital in 2019. The
earnings of the fund are being used to fund Bright Futures student grants each
year.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $- $- $- $-
Supplies - - - -
Purchased Services - - - -
Fixed Charges 123,128 2,000,000 2,000,000 2,000,000
Capital - - -
Gross County Cost $123,128 $2,000,000 $2,000,000 $2,000,000
Revenue 12,354,045 4,500,000 4,500,000 4,500,000
Net County Cost $(12,230,91) $(2,500,000) $(2,500,000) $(2,500,000)
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: The funds for the Weld County Trust Fund are from the
proceeds from the sale of the NCMC hospital in 2019. The Board has committed
the earnings from the fund, less the amount of the average of the last five years'
inflation rate, added to the corpus of the fund, to ensure it is perpetually funded.
The estimated earnings of $2,5000,000 from the trust earnings, plus the estimated
$2,000,000 from Bankhead-Jones proceeds, will result in total earnings of
$4,500,000. An estimated $2,000,000 will go towards Bright Futures student grants
in 2025. This will allow $2,500,000 to be retained in the fund for an adjusted,
estimated, ending fund balance of $66,075,000.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
410
Seven Year Trend
Capital Expenditures
Communications Capital Expenditures Stated Separately
50
47.68
46.99
38.14
40
31.04
30
z
0
J
CJ
22.06
20
15.53
10 11.57
5.22 4.78
1.7$ 1.95
0
2020 2021 2022 2023 2024 2025 2026
Communications Capital ■Capital
Link to graph data
411
Capital Expenditures Fund Summary
The Capital Funds were established to budget the financial resources used for the
acquisition or improvement of capital facilities of the county. A detailed Capital
Expenditures Fund Long-Range Capital Plan for 2026-2030 is presented in this
section. The plan contains the specifics of the 2026 capital projects budget.
Currently, the 5-year plan totals over $512 million, with the Master Facilities Plan
leading the direction of many of those dollars needed to provide for the growth
in staffing and services. For the Communications Capital Development Fund, a
Capital Improvements Plan for 2026-2030 has been prepared to fund the county's
communications infrastructure in partnership with the E-91 1 Authority Board.
Capital Expenditure Fund: The Capital Expenditures Fund accounts for various
capital improvement projects for county buildings. The 2026 program is budgeted
at $47,675,455 with approximately 68 separate projects to be completed.
Resources include $88,210,452 in property tax, $225,000 from capital expansion
fees, $1 ,000,000 from interest and a beginning fund balance of approximately
$173 million. Anticipated projects include over $1 .5 million in general repairs and
maintenance, such as roof replacements, HVAC updates, ADA and technology
updates. The Jail facility will need over $8.6 million in updates and maintenance,
including improvements to the existing parking lot to avoid facility flooding and
damage during periods of high rain. Elections and Motor Vehicle also have some
significant improvements, including almost $2 million for the remodel of the
Southwest Service Center to accommodate the increase in population that
utilizes that facility for Motor Vehicle needs. The Executive Budget Team has
recommended $1 .9 million in funding for capital improvements and upgrades
that were previously deferred during the completion of the Master Facility Plan,
to ensure the most strategic and effective use of available resources. Capital
projects will impact 2026 and future years' operational costs for additional
building space. These costs will be added to the Facilities' operations budget for
utilities and maintenance in the General Fund, or the departments affected will
increase their respective operating budgets to appropriately capture increased
costs. The Facilities Master Plan is still moving forward with recommendations and
options, with the overall goal of saving taxpayer dollars in future years, while
making the space as accessible and convenient for the constituents and
employees as possible.
Communications Capital Development Fund: The Communications Capital
Development Fund accounts for various capital improvement projects and
equipment replacement for the development and maintenance of the county
Public Safety Communications system infrastructure. The 2026 program is funded
with an existing fund balance exceeding $6.3 million and includes $2,063,000 from
the transfer of funds from the E-911 Authority per the IGA between the E-911
Authority and Weld County approved February 16, 2021 . There is also $249,000 in
the Public Safety IT hardware and software CIP, and $1 1 1 ,015 in equipment
replacement through the radio shop.
412
Capital Expenditures Fund Summary
(Continued)
Communications capital projects impacting the future years' operational costs
include remodel and slight expansion to the Dispatch Center, which will add
approximately $10,000 per year for utilities and maintenance. The building of or
expanding of the backup Dispatch Center is planned for 2026, and this will add
additional utilities and ongoing expenses in the Dispatch budget, which is offset
by E-91 1 surcharges. Other capital items are primarily replacement items and will
not add operational costs in the future.
413
Capital Expenditures
Summary of Revenue
2025 Budget 2026 2026
Fund Org Acct Account Title Request Recommended 2026 Final
Current Property
4000 17500 4112 Taxes $ 82,238,111 $82,238,1 1 1 $88,210,452 $87,674,342
Earnings On
4000 17500 4610 Investments 1,000,000 1,000,000 1,000,000 1,000,000
4000 17500 4730 Other Fees 225,000 225,000 225,000 225,000
Total Capital Revenues $83,463,111 $83,463,111 $89,435,452 $88,899,342
Summary of Expenditures
2025 Budget 2026 2026
Fund Org Expenditure Function Request Recommend 2026 Final
Capital Improvement and
4000 17500 Acquisition $46,989,534 $41,465,100 $47,675,455 $47,675,455
Total Capital Expenditures $46,989,534 $41,465,100 $47,675,455 $47,675,455
Budget Unit Request Summary
Department: Capital Expenditure Fund
Budget Unit: Capital Expenditures - 4000-17500 [CC_10500]
Department Description: Capital projects for general county use. Created in
accordance with Section 29-1-301 (1 .2), C.R.S., April 5, 1984.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies $937,345 $7,386,414 $2,167,500 $1,930,200
Purchased Services 1,449,141 4,023,120 16,317,600 15,573,600
Fixed Charges -
Capital 19,851,317 35,580,000 22,980,000 30,171,655
Gross County Cost $22.237.803 $46,989,534 $41,465,100 $47,675,455
Revenue 86,944,037 82,933,927 83,463,1 1 1 88,899,342
Net County Cost $(64,706,234) $(35,944,393) $(41,998,01 1) $(41,223,887)
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. Details of all expenditures in the
Facilities Capital Improvement Plan are listed in the following pages, and are
reviewed by Facilities, Finance, Administration, and the Board of County
Commissioners for need and justification. The anticipated property tax revenue
for 2026 is $88,210,452 and is necessary for obtaining the resource capacity
needed for the long-term plan.
The Facilities Master Plan has caused some significant changes in the future of the
Capital Fund and priorities. All projects listed are believed to be imperative and
the most cost-effective way of continuing to provide services to Weld County
residents in the most efficient way possible.
For 2026, the classification of expenditures is reflecting recent changes to
accommodate purchasing small items of equipment such as fire suppression air
compressors and AV equipment that is not considered "capital" according to the
Purchasing Plan. Purchased Services reflects projects that may be contracted out
and designed by other vendors. The remaining funds remain in "Capital" as
improvements to land and buildings or having a purchase price of over $10,000
and a useful life of more than one year. The facilities department is working to
move more on-going maintenance related projects to the operating budget in
the General Fund, which will occur in the coming years.
415
Capital Expenditures - 4000 - 17500 [CC_10500]
(Continued)
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
416
Communications Capital
Development
Summary of Revenue
2025 2026 2026
Fund Org Acct Account Title Budget Request Recommended 2026 Final
4010 22200 4680 Other $2,063,000 $2,063,000 $2,063,000 $2,063,000
Total Capital Revenues $2,063,000 $2,063,000 $2,063,000 $2,063,000
Summary of Expenditures
2025 2026 2026
Fund Org Expenditure Function Budget Request Recommend 2026 Final
Capital Improvement and
4010 22200 Acquisition $2,063,000 $5,742,140 $5,742,140 $2,063,000
Total Capital Expenditures $2,063,000 $5,742,140 $5,742,140 $2,063,000
Budget Unit Request Summary
Department: Communications Capital Development Fund
Budget Unit: Communications Capital- 4010-22200 [Fund 3010 CC_10700]
Department Description: This fund accounts for various capital improvement
projects for the development and maintenance of the county communications
system infrastructure. The fund was created in 2021 per an intergovernmental
agreement (IGA) between the county and the E-91 1 Authority.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies $257,127 $289,000 $194,015 $194,015
Purchased Services 836,172 - 5,299,125 1,619,985
Fixed Charges - - - -
Capital 1,659,000 249,000 249,000
Gross County Cost $1,093,299 $1,948,000 $5,742,140 $2,063,000
Revenue 1,850,000 2,063,000 2,063,000 2,063,000
Net County Cost $(756,701) $(115,000) $3,679,140 -
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: The Communications Capital Development Fund
accounts for various capital improvement projects for the development and
maintenance of the county communications system infrastructure. The 2026
resources include a beginning fund balance of approximately $6.2 million and
are additionally funded with an average of the needs for the next five years at
$2,063,000 with the transfer of funds from the E-91 1 Authority per the IGA between
the E-91 1 Authority and Weld County approved February 16, 2021 . Anticipated
projects include the remodel of the newly renovated backup dispatch center,
and data center improvements.
Finance/Administration Recommendation: Budget reflects the 2026 funding level
of the Communications Capital Development Fund's Capital Improvements Plan
for 2026-2030 to fund the county's communications infrastructure. The actual plan
is on the page immediately following.
Board Action: Approved as recommended.
418
Public Safety Communications Capital 5 Year Capital Plan
Description Location 2026 2027 2028 2029 2030 Total
1551 -
Main
PC Replacement Center - $15,000 - - - $15,000
1551 -
Main
Recorder-Analog Center - $140,000 - - - $140,000
1551 -
Main
Recorder- Digital (Radio) Center - - $140,000 - - $140,000
Batteries (12VDC,92AH), MULTIPLE
(9VDC, 18AH) 96 total agencies - $31,200 - - - $31,200
MULTIPLE
Juniper ACX 1 100-DC agencies $21,675 - - - - $21,675
3105-
Expansion/Remodel/Building Back Up $2,000,000 - - - - $2,000,000
3105-
Console Furniture Remodel Back Up $1,000,000 - - - - $1,000,000
3105-
AXIS Consoles Remodel Back Up $1,000,000 - - - - $1,000,000
3105-
Viper Positions Remodel Back Up $550,000 - - - - $550,000
3105-
PC Replacement Back Up $15,000 - - - - $15,000
3105-
Recorder-Analog Recorder Back Up $140,000 - - - - $140,000
3105-
Recorder- Digital (Radio) Back Up - - - $40,000 - $140,000
MULTIPLE
JuniperACX1100 agencies $17,340 - - - - $17,340
MULTIPLE
Juniper ACXI 100 agencies - $73,695 - - - $73,695
Next Generation 911 ESINET - $250,000 - $250,000 - $500,000
New Site Briggsdale FRCC - - $1,250,000 - - $1,250,000
I-25/H WY
Fiber Lease Affinity 34 $437,125 - - - - $437,125
MULTIPLE
Juniper ACXI 100-DC agencies - $17,340 - - - $17,340
Batteries Microwave
(12VDC,92AH) X8 Nunn - $2,600 - - - $2,600
N. Fiber
Fiber Lease Affinity Loop - $690,000 - - - $690,000
Public Safety IT CIP PSIT $249,000 $924,000 $869,000 $812,000 $1,912,000 $4,766,000
PSWC
Viavi CX300 Test Sets Shop $72,000 - - - - $72,000
700MHz Mobile Repeaters PSWC
(2) Shop $240,000 - - - - $240,000
911 PC Replacement/A9C's
7yr replacement Viper - - - - - $-
Total Capital Cost $5,742,140 $2,143,835 $2,259,000 $1,202,000 $1,912,000 $13,258,975
419
Weld County Public Safety Capital Improvement Plan
Description Type 2026 2027 2028 2029 2030 Total
Data Center- Storage DC
Area Network - $300,000 - - $1,700,000 $2,000,000
Data Center- Fiber DC
Channel - - - - $200,000 $200,000
Data Center-Server DC
Compute $100,000 - - - - $100,000
Data Center- Cable DC
Management, Power
Management, etc. $2,000 $2,000 $2,000 $2,000 $2,000 $10,000
Backup - Data Protection DC $10,000 $400,000 $10,000 $10,000 $10,000 $440,000
Backup -AirGap Cyber DC
Recovery - - $450,000 - - $450,000
Backup DR - Data DC
Protection - - $300,000 - - $300,000
Backup - Networker/ DC
Long Term Disk Archival
Storage ECS - - - $300,000 - $300,000
Network-Switch / DC
Hardware upgrade $30,000 $55,000 - $500,000 - $585,000
Computer- NetMotion APP
licenses $17,000 $17,000 $17,000 - - $51,000
Computer- RSA Tokens APP
and Licenses $90,000 $150,000 $90,000 - - $330,000
Total Proposed CIP $249,000.00 $924,000 $869,000 $812,000 $1,912,000 $4,766,000
Total Application Requests $107,000.00 $167,000 $107,000 -- - $381,000
Total Data Center and Data
Comm Requests $142,000.00 $757,000 $762,000 $812,000 $1,912,000 $4,385,000
420
Weld County
Long - Range Capital Projects
Five -Year Plan
2026 -2030
Presented By: Cheryl Pattelli
Director of Finance and Chief Financial Officer
September 2025
421
Long- Range Capital Projects
Five Year Plan
2026 - 2030
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 2026 - 2030.
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. 2026 - 2030 Five-year Plan
3. 2026 Budgetary Impact
4. Financing Alternatives
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 projects program. The 2026 - 2030 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 next section of the report provides a recommended 2026 budget for the
capital construction program. It provides specific details regarding the capital
fund and the impact on the 2026 county budget.
422
Completed Capital Projects
2019- 2023
Actual Actual Actual Actual Actual
Project Total 2019 2020 2021 2022 2023
Centennial
Complex $2,800,835 $584,850 $221,353 $1,756,565 $104,382 $133,685
Courthouse 165,442 93,134 - - 72,308 -
Land Reserve 7,433,313 - - 4,1 17,034 - 3,316,279
Chase Building 1,977,661 824,931 188,280 - 601,985 362,465
Grader Sheds 3,823,037 - - 2,012,617 225,000 1,585,420
Motor Pool 722,769 348,649 - 374,120 - -
Health
Department 1,426,407 585,138 326,600 37,140 477,529 -
Island Grove 608,882 171,308 62,703 159,690 - 215,181
North Jail 49,249,283 2,709,484 1,390,025 44,823,421 32,695 293,658
1400 N 17th Ave 808,225 - - 713,858 - 94,367
1301 N 17th Ave. 3,090,361 2,710,447 379,914 - - -
Public Works 5,146,428 80,933 60,400 2,131,562 1,128,077 1,745,456
Human Services 4,244,922 2,188,275 946,908 957,688 152,051 -
1250 H Street 7,395,749 3,679,710 - 3,301,650 414,389 -
SW Weld Building 816,018 - 799,415 - - 16,603
SE Weld Building 29,307 - - - 29,307 -
North 1401-1403 2,888,247 - - 917,547 - 1,970,700
1 121 M St 3,370,773 - - 3,370,773 - -
Admin (1 150 0
St) 646,351 473,970 103,337 - 69,044 -
Crime Lab 2,679,634 - - 2,581,917 - 97,717
Law Admin 187,723 - 43,127 79,640 64,956 -
Facilities 264,892 - - 264,892 - -
CNG Station 2,155,458 2,155,458 - - - -
Wash Bay 2,799,885 - - - 2,730,579 69,306
Justice Services 945,821 - 813,245 22,709 109,867 -
West Annex 333,308 - - - - 333,308
Miscellaneous 1,366,130 - 230,897 183,073 101,475 850,685
In process (not
completed) 25,929,810 - - 6,002,173 12,035,791 7,891,846
Total $133,306,671 $16,606,287 $5,566,204 $73,808,069 $18,349,435 $18,976,676
Note: Expenditures listed in year completed.
423
Five-Year
Capital Projects Programs
2026-2030
Requirements Total 2026 2027 2028 2029 2030
1 150 0 St $744,000 $744,000
Clerk & Recording $2,632,800 $2,632,800
Chase Building $810,000 $810,000
Courthouse/
Annexes $150,000 $150,000
Department
Requests $1,930,200 $1,930,200
District
Attorney/Admin $95,481,703 $2,698,564 $20,784,131 $71,999,008
Dispatch & Backup $384,000 $384,000
Extension and Fair $174,000 $174,000
Grader Sheds $240,000 $240,000
Health Department $731,400 $731,400
Repairs /
Maintenance $48,496,154 $1,687,350 $13,266,000 16,280,804 $8,527,000 $8,735,000
Jail $8,674,050 $8,674,050
Judicial Center
Projects $346,821,265 $24,41 1,655 $71,790,699 $150,525,631 $100,093,280
Justice Services $180,000 $180,000
Law Admin $1,362,000 $1,362,000
North Business Park
Infrastructure $2,706,000 $2,706,000
Public Works $435,000 $435,000
Southeast Complex $261,000 $261,000
Southwest Office $162,000 $162,000
Total $512,375,572 $47,675,455 $85,056,699I $169,504,999 $129,404,411 $80,734,008
424
Resource Capacity
Funding Sources
Cash Flow Analysis
425
Capital Expenditures Fund
2026- 2030
Resource Capacity
Fund
Year Property Tax Interest Fees Transfers Total
2026 $88,210,452 $1,000,000 $225,000 $23,180,930 $112,616,382
2027 $40,000,000 $1,000,000 $225,000 0 $41,225,000
2028 $40,000,000 $750,000 $225,000 $4,355,830 $45,330,830
2029 $20,000,000 $750,000 $225,000 $67,245,1 16 $88,220,116
2030 $20,000,000 $750,000 $225,000 $48,242,037 $69,217,037
Cash Flow Analysis
Beginning Ending
Fund Fund
Year Balance Revenue Expenditures Balance
2026 $173,361,080 $112,616,382 $47,675,455 $238,302,007
2027 $238,302,007 $41,225,000 $85,056,699 $194,470,308
2028 $194,470,308 $45,330,830 $169,504,999 $70,296,139
2029 $70,296,139 $88,220,116 $129,404,411 $29,111,844
2030 $29,111,844 $69,217,037 $80,734,008 $17,594,873
426
2026 Budgetary Impact
Cumulative Capital Outlay
Existing Situation:
Weld recently completed a Facilities Master Plan to further meet Strategic Priority
#3: Plan for Resilient Infrastructure, Facilities and Resources. One of the largest,
immediate needs addressed in the plan was the inability to add more courtrooms
to the existing courthouse, per required by the State to meet growing populations.
This led to a multi-month initiative to develop a plan that meets Weld County's
needs while also improving partnership with the City of Greeley. Utilizing the
historic principles of preparation and forward thinking, the leadership of Weld
County continues preparing for significant growth in needed space, staffing,
technology, and increasing maintenance needs on existing and aging facilities.
Another issue that has recently impacted this fund greatly is the fluctuation of
inflation and tariffs on product and supply pricing. Prior to 2020, projects could be
budgeted within a 10% margin. Currently, an average of 20% contingency is
included for every project to meet the ever-changing pricing of contracted
services and supplies.
Proposed Solution:
Using the second year possible for a significant influx of property tax into the
capital fund in 2026, the capital fund can be front loaded to begin the projects
necessary as determined by the Facilities Master Plan. Future projects may end
up changing future years significantly. Each of the projects listed has been
determined to be justified, with the multiple projects making up the judicial center
and District Attorney and Administration buildings, as well as keeping up with the
existing facilities.
Financing:
It is recommended that resources in the capital fund remain available to carry
over within the fund each year. Using this method, the resources can be
maximized to allow for flexibility and creativity in utilizing the funds available to
meet all the identified capital needs.
Impact on Operational Costs:
As buildings are added to the Weld County inventory, the appropriate ongoing
maintenance and operations are included as an increase to Facilities budget in
the General Fund. For projects that require additional staffing, the individual
departments that are affected will request those increases separately. At the time
the 2026 budget was prepared, none of the identified projects required
additional staffing beyond what had already been planned.
427
Facilities 2026 Capital Improvement Plan
The 2026 Department Requests, Facilities Capital Projects and Infrastructure
Improvements were allocated as follows.
Fund: 4000-17500
Capital Projects 5 $30,171,655
Infrastructure & Equipment 45 $15,573,600
Department Requests 18 $1 ,930,200
Total 68 $47,675,455
Facilities and Finance and Administration utilized the following matrix to prioritize
the list of projects for 2026 and ongoing needs. With this method, all requests were
determined to be included in the 2026 Capital Plan except for one, being
removed as it is already in the maintenance plan for future years. The preliminary
Master Space Plan and changes to Facilities' ability to budget for ongoing
maintenance in the General Fund are being reviewed to improve in future years
for the highest effectiveness. The goal of the Facilities Master Plan and any future
changes are to meet Strategic Priority #3: Plan for Resilient Infrastructure, Facilities
and Resources.
Rating Priorities Description
Most "Urgent" tasks that are obvious in nature could result
1 Outstanding in loss of equipment, functionality, or mission
accomplishment. Safety/Security Degradation. Policy
direction.
"Severe" degradation of mission/equipment.
Continuation of existing project. This level of priority
2 High translates into projects that need to be completed in a
timely manner, or they will become larger and more
unruly as time passes.
"Minor" degradation in mission/equipment. Minor
improvement to existing processes. Medium priority tasks
may not seem a medium level to users/tenants as they
3 Medium may not see the larger picture of tasks on the "To Do" list.
However, these tasks are important, but not as important
as an Outstanding or High priority.
"Nominal" improvement or preventative in nature. Lower
4 Low priority tasks often fall into this category where projects
can wait until the proper time of year.
5 Do Not Fund Already in maintenance plan. No long-term value or
extended ROI. Policy Decision. Funding.
428
,ig6i 4 .
Weld County Facilities Department . ;
CoUN
2026 Facilities Maintenance Project List
Project 2026 Facilities Maintenance Proposed Priority
# Projects Budget Dept. Building (1-5)
Clerk &
1 1250 H Street roof repair $400,000 Carpentry Recorder 1
2 1401 roof replacement $350,000 Carpentry 1401 1
Clerk &
3 24-hour ballot box $25,000 Recorder 1
90 county security cameras going Operational
4 EOL $135,000 Technology Jail 1
Access control system Operational
5 software/firmware upgrades $30,000 Technology Jail 1
6 ADA door wave to open controls $5,000 Planning 1
7 ADA Transition Plan Items $200,000 Construction All 1
Fire alarm replacement - Chase Operational Chase
8 Building $500,000 Technology Main 1
Jail - CCTV & Controls software Operational
9 upgrades? $250,000 Technology Jail 1
Jail - Elevator CP08-002954
10 Modernization $250,000 Carpentry Jail 1
Jail - Elevator CP-08-002955
11 Modernization $250,000 Carpentry Jail 1
Jail - Elevator CP08-002965
12 Modernization $250,000 Carpentry Jail 1
Jail - network upgrade (includes Operational
13 ALL switches) $250,000 Technology Jail 1
Jail 1 - East replace MAU in gym
14 with design $125,000 HVAC Jail 1
Jail 1-west generator replacement
15 - add emergency plug - 450KW $2,000,000 Electrical Jail 1
Jail grease trap inflow piping repair
16 including grinder $200,000 Plumber Jail 1
17 Remodel Southeast Service Center $1,725,000 SE Svc Ctr 1
Replace boilers and pumps at the SW Svc
18 SW Service Center $75,000 Plumber Ctr 1
Operational
19 Replace jail fire alarm system $1,250,000 Technology Jail 1
Replace jail security gate and
20 conduit run $200,000 OT Jail 1
21 Replace roof at 1551 N 17TH Ave $320,000 Carpentry Comms 1
Admin
22 Seal Coat 1150 0 Street parking lot $250,000 Grounds Building 1
Southwest - Remodel Health Clinic Clerk &
23 and Motor Vehicle Expansion $1,750,000 Recorder 1
Projects 1-3 of Judicial Center Project Judicial
24 Complex $24,411,655 Mgmt. Complex 1
Admin
25 1150 Admin - Replace Split System $20,000 HVAC Building 2
429
,ig6i 4 .
Weld County Facilities Department
2026 Facilities Maintenance Project List
Project 2026 Facilities Maintenance Proposed Priority
# Projects Budget Dept. Building (1-5)
Admin
26 1250 H Street - crack seal asphalt $150,000 Grounds Building 2
1301 Finance - Replace Split Finance
27 System (2) $40,000 HVAC Building 2
Finance
28 1301 H Street - replace furnaces (5) $100,000 HVAC Building 2
1401 - Replace RTU's (8) - R22
29 refrigerant $350,000 HVAC IT Bldg. 2
30 1500 2nd Street Roof Replacement $250,000 Carpentry Print Shop 2
Chase third floor door locks and Chase
31 security measures $175,000 Carpentry Main 2
Design electronic system upgrade
32 for jail. $1,000,000 Jail 2
Fort Lupton Sand and Salt Shed Public
33 Repairs $325,000 Works 2
Clerk &
34 Install cameras at MV windows $15,000 Recorder 2
Operational
35 Jail - Intercoms 20% per year $25,000 Technology Jail 2
Jail One West- Detention
Equipment Replacement (Toilets,
36 sinks) $475,000 Plumber Jail 2
LaSalle tower generator LaSalle
37 replacement $125,000 Electrical Tower 2
Law Admin - Replace generator- Law
38 230KW $1,000,000 Electrical Admin 2
Lighting Control Upgrades (6
39 Buildings) $750,000 Electrical All 2
Pallet shelving in elections Clerk &
40 warehouse $4,000 Recorder 2
Parking Lot - Jail parking lot
41 replacement $750,000 Grounds Jail 2
Gill
Public Works - Install Generator at Grader
42 Gill Grader Shed $200,000 Electrical Shed 2
Re-caulk windows at Health
Building and replace atrium Health 2
43 windows $150,000 Carpentry Building
Renovate records lobby for two Law
44 additional employees $135,000 Admin 2
Replace deputies' desks in pods R,
45 M, N and 0 $300,000 Sheriff Jail 2
Replace front entrance doors, add
46 access control $110,000 Health Dept. Health 2
Replace make up air unit in jail 1-
47 west - 3 units $75,000 HVAC Jail 2
430
186,4
Weld County Facilities Department t= r ;
couN
2026 Facilities Maintenance Project List
Project 2026 Facilities Maintenance Proposed Priority
# Projects Budget Dept. Building (1-5)
SE Service Center- replace AHUs
48 with DX cooling (4) $450,000 HVAC SE Svc Ctr 2
SW Svc
49 Southwest water heaters (2) $20,000 Plumber Ctr 2
SW Service Center replace roofing SW Svc
50 at 4 flat roof locations $40,000 Carpentry Ctr 2
2 west fire suppression air
51 compressor $5,000 Plumber Jail 3
4H Building - Reseal Concrete 4H
52 Flooring and replace carpet $85,000 Grounds Building 3
Breakroom and Storage room
53 redesign $25,000 Health Dept. Health 3
54 Doors/Frames - Replace Rusted $18,000 Carpentry Jail 3
Health Building Re-Key all locks
55 (New Hardware) $1 10,000 Health Dept. Health 3
Install door and glass barrier for
56 security at the front counter $60,000 Extension Extension 3
Install vape detectors in work Justice Justice
57 release and Comm Corr $25,000 _ Services services 3
Jail 1-West employee breakroom
58 update $17,500 Sheriff Jail 3
59 Renovate nurses' station $175,000 Health Dept. Health 3
Renovate vacated soils lab into
60 training room $37,500 PW 3
Justice Justice
61 Re-paint all walls in work release. $125,000 Services services 3
Replace generator at the Corners
62 office $150,000 Electrical Coroners 3
Replace generator at the Training Training
63 Center $200,000 Electrical Center 3
1 150 Replace Storefront Doors at Admin
64 main entry $60,000 Carpentry Building 4
65 Courthouse additional cameras $125,000 courts 4
Health Building replace window
66 blinds $30,000 Health Dept. Health 4
67 Medical storage area re-design $9,500 Health Dept. Health 4
Replace hydraulic unit at jail trash
68 compactor $30,000 _ Grounds Jail 4
Facilities Department Final Approved
Capital and Maintenance Projects: $43,523,155
Contingency 20% (Judicial projects
excluded): $4,152,300
Total Facilities Department Final Approved
Capital and Maintenance Budget: $47,675,455
431
Weld County Facilities Department ! !A ; ;�
5-Year Ca•ital Maintenance & Improvement Plan
2027 Proposed Budget
1 150 - Replace emergency generator $1,400,000
1250 - Replace loading dock $175,000
1301 - Crack seal parking lot $100,000
1400 and 1402 - Replace glazing $60,000
1401 - Crack seal and seal coat parking lot $175,000
822 7th - Air Handler Coils $200,000
ADA Transition Plan Items $200,000
Alternative Programs - RTU Replacement (8) $350,000
Alternatives parking lot seal coat and stripe $225,000
Centennial Center- Replace three AC units in data center $110,000
Chase Building east parking lot- replace lighting $7,500
Chase building east parking lot replacement $450,000
Clean out 5 detention ponds $225,000
Community corrections - elevator modernization $250,000
Community Corrections- Replace Carpet and VCT $430,000
Courthouse - Restore clocktower $100,000
Courthouse - restore pneumatic clocks $100,000
Courthouse - Upgrade elevator control panel $15,000
Delta Controls Firmware Upgrade - End of Life buildings $750,000
HHW North - Replace OH Doors $37,500
Jail - 1 Key watcher $21,000
Jail - 3 make up air units $100,000
Jail -sewage grinder pump for grease trap $100,000
Jail -Smoke Control Design/Replace 1 west $1,000,000
Jail - Upgrade security system equipment $150,000
Jail 1 West- Replace master control mini split system $20,000
Jail 2 East generator replacement $1,500,000
Jail One West- Replace Flooring $550,000
Jail Two East- Replace RTU's $625,000
Kersey grader shed - Replace siding on sand and salt shed $75,000
Law Admin - Replace data center CRAC units $500,000
Law Admin Storefront units front and back $75,000
Lighting upgrades in 6 buildings $750,000
Metal Detector- Spare $15,000
Nunn grader shed - Replace overhead doors $30,000
Parking Lot - 1400 (41,000 SF) $225,000
Print Shop replace RTU's $100,000
Public Works - Overhead doors building 3 $50,000
Public Works - Replace metal grates at floor drains $125,000
Public Works building #1 - Replace overhead doors $175,000
Replace overhead doors at sign shop $25,000
Sam Brownlee training center-Storm drain replacement $175,000
SE service Center- Replace AHU's (R22 refrigerant) $1,500,000
South West Service Center- Replace MAU $20,000
Marlboro Building Elevator Repairs $75,000
2027 Total Proposed Budget $13,341,000
432
8W
Weld County Facilities Department -! !,E ,v.
5-Year Capital Maintenance & Improvement Plan (Continued
2028 Proposed Budget
1301 - Replace flooring $75,000
1400 and 1402- Replace glazing seals $45,000
ADA Transition Plan Items $200,000
Alternative Programs Elevator Modernization $275,000
Chase building - roof replacement $350,000
Chase Building - zoning for hydronic heating system $2,500,000
Community Corrections - Replace RTU's $650,000
Community Corrections -Toilet Partition replacement $100,000
Community Corrections - Upgrade showers $250,000
Courthouse restoration and repairs $1,000,000
Crime Lab - HVAC Exhaust and Laboratory Equipment Replacement $590,000
including controls, Water Heater, and mini split systems
Delta Controls upgrade - Comm Corr $225,000
Delta Controls Upgrade firmware - (Law, PW, SW, Coroner) $21,604
Delta Controls upgrades - all buildings $3,000,000
Health Building - Replace AHU heat and cooling coils $300,000
HHW North - ATS Replacement $42,000
HHW North - Generator Replacement $180,000
Human Services - Crack seal and seal coat parking lot $375,000
Jail - Upgrade security system equipment $150,000
Jail 1 East - Replace ceiling tiles in admin areas $85,000
Jail 1 East - Replace flooring in admin areas $125,000
Jail 1 West - Replace master control mini split system $275,000
Law Admin - Delta Controls upgrades $67,200
Lighting upgrade in 6 buildings $850,000
Parking Lot - Human Services - North (78,000 SF) $429,000
Print Shop - Replace overhead doors (4) $50,000
Public works - Crack seal and seal coat parking lots $995,000
Public Works - Overhead doors in building 2 $75,000
Public Works - Overhead doors in building 5 $25,000
Public Works Main Building - Replace flooring $350,000
Repair wash bay driveway at detention pond $75,000
Replace parking lot drains $450,000
Sam Brownlee Training Center- Lead abatement -re-grade $1,000,000
Sam Brownlee Training Center- Replace target system $850,000
Security System including camera system upgrade $176,000
South West Service Center- Replace boilers $40,000
Training Center- Replace MAU for kitchen $35,000
2028 Total Proposed Budget I $16,280,804
433
8W
Weld County Facilities Department V! ! 1)1 II �
5-Year Capital Maintenance & Improvement Plan (Continued)
2029 Proposed Budget
1 150 Admin - Replace mini split $22,000
1 150 Admin - Replace parapet EPDM $200,000
1401 - Replace 8 RTU's $275,000
Alternatives - epoxy floors in bathrooms $75,000
Chase building - Seal coat north parking lot $175,000
Community Corrections - replace RTU's $650,000
Coroner- crack seal parking lot $50,000
Crime Lab - Replace roof $450,000
Crime Lab - Replace RTU's $650,000
Extension RTU - Open Area - replace $275,000
Gill - grader shed - new building $1,500,000
Greeley West Water Tower- Replace mini split $30,000
Grover sand and salt shed - Repair building $425,000
Health Building - Replace exhaust fans (2) $25,000
HHW Dacono - Replace overhead doors $45,000
HHW North replace roof $125,000
Human Services building A - elevator modernization $275,000
Human Services Building C - Elevator modernization $275,000
Human Services Building C - Replace roof $350,000
Jail - Upgrade security system equipment $150,000
Jail - 4 keywatchers $100,000
Jail - Replace coolers and freezer condensers $65,000
Jail - Replace DDN Server $275,000
Jail - Replace dishwashers $65,000
Jail - Replace steam kettles $75,000
Jail 1 east sally port - Replace overhead doors $40,000
Lighting upgrades in 6 buildings $850,000
Rockport grader shed - Replace generator $95,000
Rockport grader shed - Replace overhead doors $30,000
SE Service Center- Replace Duct Heaters $125,000
Shooting Range - Crack seal and seal coat parking lot $175,000
South East service center- Replace duct heaters $25,000
South East Service Center- Replace trash enclosure gates $35,000
Southeast Service Center- Crack seal and seal coat parking lot $225,000
Southwest Service Center- Crack seal and seal coat parking lot $325,000
2029 Total Proposed Budget $8,527,000
434
8W
Weld County Facilities Department \PA
V PI
5-Year Capital Maintenance & Improvement Plan (Continued)
2030 Proposed Budget
1 150 Admin replace RTU's $750,000
1400 Replace AHU including DX cooling $450,000
1551 - Replace roof $350,000
4H Building - Replace front entry doors $22,000
Alternatives - seal coat parking lot $125,000
Chase building - Replace mini splits $28,000
Chase Building - replace roof drain piping $950,000
Chase building elevator modernization $650,000
Community Corrections - Repaint walls $175,000
Community Corrections - Replace roof $350,000
Courthouse - Replace roof $450,000
Crime Lab - Replace lab exhaust hoods (8) $500,000
Ft. Lupton grader shed - Replace overhead doors $50,000
Ft. Lupton tower- Replace BARD unit $90,000
Gilcrest Tower- Replace generator and ATS $145,000
Human Services building B elevator modernization $275,000
Human services Building C - Replace RTU's $450,000
Jail - Upgrade security system equipment $150,000
Jail 2 - EAST replace RTU's (12) $525,000
Jail 2 east- Replace boilers and storage tanks $500,000
Law Admin CRAC units $475,000
Lighting upgrades 6 buildings $850,000
South East Service Center- replace storefront doors $250,000
SW Service center replace sally port MAU $100,000
Training center- Replace entry doors $75,000
2030 Total Proposed Budget $8,735,000
435
8W
Weld County Facilities Department
v - �
5-Year Capital Maintenance & Improvement Plan (Continued)
2031 Proposed Budget
1150 - Crack seal and seal coat parking lot $350,000
1250 - Crack seal and seal coat parking lot $450,000
1400 - Replace boiler and pumps $45,000
1401 - Replace emergency generator $225,000
1401 Replace generator and ATS $275,000
1402 - Replace boiler and pumps $45,000
1551 - Replace RTU's $400,000
822 7th - VAV Replacement $220,000
Chase Building - Re-gasket all glazing $1,250,000
Courthouse - Rebuild AHU hot and cold decks $275,000
Courthouse - Reinstall drinking fountains $75,000
Courthouse - Restoration and upgrades $2,500,000
Courthouse - Restore exterior doors $100,000
Exhibition building - Replace overhead doors $95,000
Jail - Upgrade security system equipment $150,000
Jail 1 west- Replace boilers and storage tanks $750,000
Jail 2 east - Replace flooring in pods $500,000
Jail laundry- Replace washers and dryers $400,000
New Raymer Tower- Replace BARD Unit $35,000
Public Works building 6 - Replace overhead doors $200,000
Public Works main building - Replace roof $300,000
South East service center- Elevator modernization $225,000
South West Service Center- Replace sally port doors $50,000
Tri Town Tower- Replace backup generator $180,000
VIM Grader Shed - New $1,500,000
2031 Total Proposed Budget I $10,595,000
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Financing Alternatives
Overview:
There are several 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 and financing. 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 prices.
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 82-1 1 1 1, passed in 1982, specifically provides for a capital improvements trust
fund for capital reserves.
437
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 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 few
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 payment of interest and financing charges.
c. It imposes upon public officials 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.
438
4. In an inflationary period, one must consider 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.
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 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.
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 approved 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 nearly $350 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
439
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.
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.
440
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 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.
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.
In analyzing a revenue bond issue for underwriting, an investment banker will look
not only at operating statistics and coverage, 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. A
lease is 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
441
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 rent 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 around leases of this type, and the
obligation to continue lease payments until title transfers is a moral, rather than a
legal obligation. Consequently, the underwriting or placement of a lease is more
difficult than the underwriting of conventional bonds. The term of the leases
generally is 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.
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, County Attorney, and Director of Facilities, 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
442
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 the facilities 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 like municipal leases in the way 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.
443
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, County Attorney, and Director
of Facilities 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. 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.
444
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 benefits 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.
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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.
Northern Colorado Regional Forensic Laboratory Fund: This fund accounts for the
maintenance and operational costs of the Northern Colorado Regional Forensic
Laboratory. It is funded by rent paid by participating agencies.
Fleet Services Fund: The Fleet Services Fund accounts for the revenue and costs
generated by equipment and vehicles rented to other county departments. The
gross operating budget amounts to $9,448,379 in 2026, with $14,800,000 budgeted
for new capital equipment. Vehicle Replacement Fund is $6,400,000 for new
equipment purchases, plus sale of surplus items of $790,000.
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 2026, the county continues its second year of Dental and
Vision insurance options being unbundled from Health Insurance. 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 Savings Account (HDHP/HSA) 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 budget costs are $9,064,440 in 2026, with a property tax levy
of $8,598,776. Details of the program are provided under the specifics of the fund
summary.
Telecom Service Fund: Budget reflects total consolidation of telecom service
costs of $1 ,807,779 in Weld County, a slight increase from 2025 due to the
compensation study and COLA impacting wages. Funding is at current level and
reflects no capital upgrades in 2026.
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.
447
Regional Crime Lab
Summary of Revenue
2025 2026 2026 2026
Fund Org Expenditure Function Budget Request Recommend Final
5200 27100 Char•e For Services $310,000 $310,000 $310,000 $310,000
Total Revenues $310,000 $310,000 $310,000 $310,000
Summary of Expenditures
2025 2026 2026 2026
Fund Org Expenditure Function Budget Request Recommend Final
5200 27100 Crime Lab- Joint Ops $310,000 $310,000 $310,000 $310,000
Total Expenditures $310,000 $310,000 $310,000 $310,000
Budget Unit Request Summary
Department: No. Co. Regional Forensic Laboratory Fund
Budget Unit: No. Co. Regional Forensic Laboratory - 5200-27100
[CC_20360]
Department Description: This fund accounts for the maintenance and operational
costs of the Northern Colorado Regional Forensic Laboratory. It is funded by rent
paid by participating agencies.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies $18,272 - $18,500 $18,500
Purchased Services 193,980 155,900 185,100 185,100
Fixed Charges 95,063 154,100 106,400 106,400
Capital - - - -
Gross County Cost $307,315 $310,000 $310,000 $310,000
Revenue 307,315 310,000 310,000 310,000
Net County Cost - - - -
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: No changes to the 2026 budget for the Regional Crime
Lab. These funds are managed by the Crime Lab board, and spent according to
the rules and regulations set up with the IGA signed
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
449
Fleet Services
Summary of Revenue
2025 Budget 2026 2026
Fund Org Expenditure Function Request Recommend 2026 Final
6000 96300 Charge For Services $9,788,013 $9,446,179 $9,446,179 $9,635,595
6000 96300 Counties 2,200 2,200 2,200 _ 2,200
6000 17550 Other 6,144,000 6,400,000 6,400,000 6,400,000
6000 17550 Gain Loss On Sale _ 774,500 790,000 790,000 _ 790,000
Total Revenues $16,708,713 $16,638,379 $16,638,379 $16,827,795
Summary of Expenditures
2025 Budget 2026 2026
Fund Org Expenditure Function Request Recommend 2026 Final
6000 17550 Vehicle Replacement $7,162,500 $14,800,000 $14,800,000 $14,800,000
6000 96300 County Shop 15,934,213 9,448,379 9,448,379 9,637,795
Total Expenditures $23,096,713 $24,248,379 $24,248,379 $24,437,795
Budget Unit Request Summary
Department: IGS - Fleet Services
Budget Unit: Fleet Services Administration - 6000-96300 [CC_70100]
Department Description: Centralized motor pool support for Weld County. All fleet
maintenance is included in this budget unit.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $2,495,062 $2,648,929 $2,648,929 $2,838,345
Supplies 5,335,516 5,994,146 6,175,450 6,175,450
Purchased Services 576,345 689,020 646,800 646,800
Fixed Charges 6,634,864 6,587,118 (22,800) (22,800)
Capital - 15,000 - -
Gross County Cost $15,041,787 $15,934,213 $9,448,379 $9,637,795
Revenue 14,352,389 15,934,213 9,448,379 9,637,795
Net County Cost $689,398 - - -
Budgeted Positions 22.0 22.0 22.0 22.0
Summary of Changes: The total 2026 budget request is net neutral to 2025, with
$6,400,000 in depreciation expenses and offsetting vehicle replacement revenue
being reflected in the Vehicle Replacement cost center. Cost of goods and
supplies continues to increase, and cuts were made wherever possible to keep
the reimbursement cost to other centers low. The negative Fixed Charges is the
contra expense for the upfit charges that will be billed here and reimbursed by
the capital Vehicle Replacement accounts.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approved as recommended.
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Fleet Services Administration - 6000-96300
[CC_70100] (Continued)
2025 Accomplishments:
1 . Commissioned the Weld County Mobile Medical unit and trained Health
Department staff in the safe operations of the vehicle.
2. Worked with Departments to optimize equipment utilization.
3. Implemented telematics in 1/3 of the fleet.
4. Provided job specific training for all staff.
5. Continued Federal Annual Inspection certifications.
6. Assumed responsibility for the Diesel Fleet Self Certification Program.
7. We are continuing to improve our efficiency by bringing vehicle upfitting
internally. To date we have upfitted 38 units for the SO and 82 for other
departments.
2026 Budget Goals and Priorities:
1 . Provided job specific training for all staff.
2. Continued Federal Annual Inspection certifications.
3. Assumed responsibility for the Diesel Fleet Self Certification Program.
4. Complete next phase of telematics.
5. Assist in the expansion of the Fleet Services building.
6. Integrate our Fleet Management Software with existing technology.
7. Continue to improve our efficiency by upfitting vehicles internally.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of work orders issued 6,021 7,000 7,000
Number of service/maintenance
orders per technician 542 538 806
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.599 0.585 0.572
Work orders issued per FTE 274 318 250
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Budget Unit Request Summary
Department: IGS - Fleet Services
Budget Unit: Vehicle Replacement - 6000-17550 [CC_70110]
Department Description: Use of funded depreciation to acquire vehicles for
county use.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - - - -
Purchased Services - - -
Fixed Charges - - $6,850,000 $6,850,000
Capital $7,620,082 $7,162,500 7,950,000 7,950,000
Gross County Cost $7,620,082 $7,162,500 $14,800,000 $14,800,000
Revenue - - 7,190,000 7,190,000
Net County Cost $7,620,082 $7,162,500 $7,610,000 $7,610,000
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: Revenue from Vehicle Replacement is moved from
Administration to Vehicle Replacement to allow for offsetting expenses. Fixed
charges show the move of vehicle depreciation from 96300 budget, for improved
accuracy of showing where the expense is truly accrued. The request includes 68
total vehicles, including message board trailers and tractors. Of the 68 purchases
requested, 16 are additions to the fleet. See the detailed lists on the next pages
for breakout of all vehicles being requested.
Finance/Administration Recommendation: Recommend approval as presented.
Board Action: Approved as recommended.
453
2026 Approved IGA Equipment
2026 2026 2026
Description Units Request Recommended Approved
Sheriff
Sedan - Civil Process Server 1 $31,995 $31,995 $31,995
Various Non-traditional vehicles for Investigations 11 410,000 410,000 410,000
SUV - Pursuit rated for Patrol (NEW) 4* 275,000 275,000 275,000
Full-Sized SUV - Courts 2 88,000 88,000 88,000
UTV (1 four-seat & 2 two-seat) Patrol 3 60,000 60,000 60,000
District Attorney
Full-size SUV for new Investigator 1* 44,000 44,000 44,000
Full-size SUV for Investigations 2 88,000 88,000 88,000
Health Department
1/2-ton pickup; HHW 1 42,000 42,000 42,000
Full-sized SUV; Environmental Health 1 44,000 44,000 44,000
Public Works
See Basic List 42* 6,867,005 6,867,005 6,867,005
Total 68 $7,950,000 $7,950,000 $7,950,000
*New Additions to Fleet 47 $7,186,073 $7,186,073 $7,186,073
454
2026 Equipment Replacement for Public Works Dept - 06/18/25
Estimated Est.
Qty Description Purchase Auction Fleet
Division Added (Shaded Items Reflect Outgoing Equipment) Price Value Addition
Trucking 1 Tandem Axle Truck Tractor, Dual Axle $187,000 - No
Trucking - 15410080/2007 Sterling LT9500 - $25,000 No
Trucking 1 Belly Dump Trailer, Tandem Axle, Dual Axle 61,600 - No
Trucking - 1 561 0054/201 6 CTS Trailer - 25,000 No
Gravel Road
Mgmt. 2 Walk-N-Roll Packer/Rollers 70,000 - Yes
Gravel Road Motor Graders, Front Lift Group w/hydraulics,
Mgmt. 4 Rippers 1,760,000 - No
Gravel Road
Mgmt. - 1 58201 89/201 6 Caterpillar Motor Grader - 60,000 No
Gravel Road
Mgmt. - 1 58201 97/201 7 JD Motor Grader - 60,000 No
Gravel Road
Mgmt. - 15820191/2016 Caterpillar Motor Grader - 60,000 No
Gravel Road
Mgmt. - 1 58201 90/201 6 Caterpillar Motor Grader - 60,000 No
Road & Bridge 1 550 Class Pickup w/Utility Box & Welder Gap 80,000 No
Road & Bridge - 15220159/2009 Ford Ranger- Weeds turn in 2,000 No
Construction 1 550 Class Pickup w/10 to 12 ft Combo Body 80,000 No
Construction - 1 5220 1 47/2007 Ford Ranger- Weeds turn in 2,000 No
Construction 1 Dual Axle Deck Over Trailer, 16,000 Lb. 16,000 Yes
Construction 1 Skid Steer Bucket/Forks up to 66 HP 55,000 Yes
Construction 1 400 Amp Welder 22,000 Yes
Construction 1 Punch Truck 375,000 Yes
Construction 1 Attenuator Truck 140,792 Yes
Construction 1 Road Reclaimer, RM500 910,000 No
Construction - 15860008/2011 Caterpillar Reclaimer 100,000 No
Construction 1 Wheel Loader 350,000 No
Construction - 15830032/2010 Volvo Wheel Loader 50,000 No
Construction 1 Welder/Generator, 400 Amp 30,000 No
Construction - 16830025/2012 Welder/Generator 7,000 No
Construction 1 1/2-Ton Extend Cab, 4X4 Pickup 50,000 No
Construction - 15220189/2013 Ford F150 7,000 No
Construction 1 2-Ton Crew Cab Truck, Combo Body 75,000 No
Construction - 15430025/2015 Ford F550 15,000 No
Construction 1 Vac Truck (repair tank) 100,000 No
Tandem Axle Dump Truck w/Snow
Construction 1 Equipment 475,000 No
Construction - 15460049/2014 Freightliner Dump Truck 50,000 No
Construction 1 410 Rubber-Tired Backhoe 130,000 No
Construction - 15840020/2013 John Deere Backhoe 50,000 No
Maint. -Supt. 1 Paint Truck 800,000 No
Maint. -Supt. - 15470008/2003 Peterbilt Paint Truck 40,000 No
Maint. -Supt. 3 Message Sign Boards, Trailer Mounted 75,000 Yes
Maint. -Supt. 1 Trailer 1,500 No
Maint. -Supt. - 15670004/1996 Home Made Trailer 100 No
1/2-Ton, Extend Cab, 4X4 Pickup, Standard
Mining 1 Short box 40,000 No
Mining - 15230083/2015 Ford F250 5,000 No
Mining 1 Portable Feed Hopper 397,513 No
455
2026 Equipment Replacement for Public Works Dept - 06/18/25 (Continued
Estimated Est.
Qty Description Purchase Auction Fleet
Division Added (Shaded Items Reflect Outgoing Equipment) Price Value Addition
Mining - 16230029/2007 Portable Feed Hopper 25,000 No
Mining 1 Radial Stacker 262,000 No
Mining - 16230021/2003 Radial Stacker 50,000 No
Pavement Mgt 1 2-Ton, Crew Cab, 4X4 Truck w/Service Body 110,000 No
Pavement Mgt - 15420098/2013 GMC Crew Cab Truck 15,000 No
Pavement Mgt 1 Tilt Deck Trailer, Tandem Axle, Dual Axle 45,000 No
Pavement Mgt - 15640018/2008 Tilt Deck Trailer 8,000 No
Pavement Mgt 1 3/4-Ton Ext Cab, 4X4 Pickup 57,500 No
Pavement Mgt - 1 52201 69/201 1 Ford F-150- Weeds turn in 3,000 No
Dust 1-Ton, Extend Cab, 4X4 Pickup, Standard
Management 1 Long Box 75,000 No
Dust
Management - 15230088/2017 Ford F250 10,000 No
Dust Motor Grader, Front Lift Group w/hydraulics,
Management 1 Rippers 440,000 No
Dust
Management - 15820230/2015 John Deere Motor Grader 60,000 No
Dust Bumper-Pull Single Axle Galvanized Trailers,
Management 4 800 lb. capacity 3,200 No
Dust
Management - 15630044/2023 Polyjohn Trailer 250 No
Dust
Management - 15630045/2023 Polyjohn Trailer 250 No
Dust
Management - 15630046/2023 Polyjohn Trailer 250 No
Dust
Management - 15630047/2023 Polyjohn Trailer 250 No
Subtotal 40 - $7,274,105 $790,100 -
Grand Total Price Less Estimated Trade 2000 Fund $6,484,005 -
Engineering - No Equipment - - No
1-Ton, Extend Cab, Flatbed Cab-Over Truck
Weeds 1 w/spray system $300,000 - No
Weeds 15420083/2006 GMC Truck $25,000 No
Weeds 1 Tractor 108,000 Yes
Subtotal 2 - $408,000 $25,000 -
Grand Total Price Less Estimated Trade 1000 Fund $383,000 -
Subtotal 42 - - $6,867,005 -
CMAQ Grant Funds 0 -
Weld County Match 0 -
Insurance for wrecked trucks 0 -
Grand Total Price Less Grant Funds and Est. Auction $6,867,005 -
456
Health Insurance
Summary of Revenue
2025 2026 2026
Fund Org Expenditure Function 1 Budget Request Recommend 2026 Final
6200 93400 Employer Contributions $31,447,838 $31,447,838 $31,447,838 $32,547,209
6200 93100 Employee Contributions 5,060,735 5,060,735 5,060,735 5,481,345
Total Revenues $36,508,573 $36,508,573 $36,508,573 $38,028,554
Summary of Expenditures
2025 2026 2026
Fund Org Expenditure Function Budget Request Recommend 2026 Final
6200 93100 Health Insurance $34,210,496 $34,210,496 $34,210,496 $34,827,915
6200 93400 Dental/Vision 1,043,146 1,043,146 1,043,146 1,093,938
Total Expenditures $35,253,642 $35,253,642 $35,253,642 $35,921,853
Budget Unit Request Summary
Department: IGS - Health Insurance
Budget Unit: Health Insurance Fund - 6200-93100/93400 [CC_70200]
Department Description: Provides for the costs associated with Weld County's self-
insured health program.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies 337 - - -
Purchased Services 956,503 1,094,650 1,094,650 1,093,938
Fixed Charges 29,851,147 34,158,992 34,158,992 34,827,915
Capital - - - -
Gross County Cost $30,807,987 $35,253,642 $35,253,642 $35,921,853
Revenue 36,837,393 36,508,573 36,508,573 38,028,554
Net County Cost $(6,029,406) $(1,254,931) $(1,254,931) $(2,106,701)
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: The 2026 budget is budgeted at the same level as 2025.
This is the second year where vision and dental are contracted out instead of self-
insured, and the second year where the HSA plan is being offered. The preliminary
budget is created based on current staff enrollment and does not include any
changes in cost on the employer or employee side. It will need to be updated to
reflect the addition of positions and the changes in plans.
Finance/Administration Recommendation: Recommend approval.
In 2026, it is recommended to continue the base health plan offered along with
the standard PPO being a high-deductible health plan with a health savings
account (HSA) option through the new vendor, Anthem. The County will
contribute $1,000 to the HSA for those employees taking the high-deductible
health/HSA plan. The standard PPO option offered will have higher deductibles,
co-pays, and out-of-pocket expenses. The health plan options are consistent with
the changes being made by the health insurance industry and by major
employers offering employees and dependent healthcare benefits. Total budget
is recommended at the same level as 2025 to see how the recent changes even
out with two years of data to adequately plan for future years
458
IGS - Health Insurance - 6200-93100/93400
[CC_70200] (Continued)
Finance/Administration Recommendation (Continued):
The 2026 program is calculated with current participation as follows:
Single Coverage: 713
Dependent Coverage: 807
Fixed Costs:
Health Insurance $3,130,200
Dental Insurance 1 ,041 ,496
On-site Clinic 950,000
Administration/EAP Costs 144,650
Fixed Costs: $5,266,346
Loss Fund:
Medical $29,987,296
Dental 0
Loss Fund Costs $29,987,296
Grand Total - Costs $35,253,642
Revenue:
Health Premiums $35,467,077
Dental 1 ,041 ,496
Total Revenue $36,508,573
Add To Reserve $1,254,931
Board Action: Approved as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Single coverage 637 713 725
Family coverage 779 807 820
459
Insurance Fund
Summary of Revenue
2025 2026 2026
Fund Org Expenditure Function Budget I Request Recommend 2026 Final
6300 93300 Current Property Taxes $7,817,069 $7,817,069 $8,598,776 $8,598,776
6300 93200 Charge For Services 160,000 160,000 100,000 100,000
6300 93300 Earnings On Investments 110,000 I 110,000 400,000 400,000
6300 93300 Compensation For Losses 100,000 100,000 100,000 100,000
Total Revenues $8,187,069 $8,187,069 $9,198,776 $9,198,776
Summary of Expenses
2025 2026 2026
Fund Org Expenditure Function Budget Request Recommend 2026 Final
Workers
6300 93200 Compensation $3,072,600 $3,072,600 $3,379,860 $3,379,860
6300 93300 Liability 5,167,800 5,167,800 5,684,580 5,684,580
Total Expenditures $8,240,400 $8,240,400 $9,064,440 $9,064,440
Budget Unit Request Summary
Department: IGS - Insurance
Budget Unit: Insurance Fund - 6300-93200/93300 [CC_70210/70220]
Department Description: Central fund to provide county-wide insurance
coverage. This fund is administered by Finance and Administration unit in the
General Fund.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Supplies - 3,500 3,500 3,500
Purchased Services 1,187 26,000 26,000 18,650
Fixed Charges 4,776,247 8,210,900 8,210,900 9,042,290
Capital
Gross County Cost $4,777,434 $8,240,400 $8,240,400 $9,064,440
Revenue 7,141,027 8,187,069 8,187,069 9,198,776
Net County Cost $(2,363,593) $53,331 $53,331 $(134,336)
Budgeted Positions n/a n/a n/a n/a
Summary of Changes: Effective January 1, 1992, Weld County became self-
insured for workers' compensation and switched in 2022 to Pinnacol to administer
the worker compensation program. Workers' Compensation includes excess
insurance and bonds costing $1,543,000 based on actual expenses in 2024, claims
administration costs of $15,000, and a loss fund of $1 ,821,860. The budget is
structured with Weld County remaining a member of CAPP through CTSI but using
the self-insured option under the insurance pool for a fixed cost of$4,300,000. Cost
for excess insurance through CAPP has increased substantially due to the tight
insurance market, added property risks, and liability for law enforcement. This
increase is being experienced by all entities, and even more so for public entities
such as local governments. A loss fund for all other insurance coverage is
budgeted at $1 ,805,430, increasing over the past couple years due to numerous
high value claims. Unemployment insurance is being charged directly to
departments. The program is supported by property tax ($8,598,776), interest
earning on investments ($400,000), and compensation for losses ($100,000). No
fund balance reserves are anticipated to be needed to support the loss fund in
2026.
Property tax has increased by 10% from $7,817,069 to $8,598,776. Claim costs for
all insurance types have increased, and premiums have continued to rise to meet
inflation costs as well.
461
Insurance Fund - 6300-93200/93300
[CC_70210/70220] (Continued)
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. 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.
Board Action: Approved as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Number of training sessions 36 36 36
Dollar amount workers'
compensation claims $678,642 $1 ,950,000 $1 ,461 ,500
Dollar amount of prop/casualty
claims •aid $526,984 $907,000 $910,000
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.059 0.086 0.084
Per capita cost (county support) $9.45 $11 .50 $14.02
462
Telecom Services
Summary of Revenue
2025 2026 2026
Fund Org Expenditure Function Budget Request Recommend 2026 Final
6400 17400 Charge For Services $1,791,120 $1,807,779 $1,807,779 $1,807,779
Total Revenues $1,791,120 $1,807,779 $1,807,779 $1,807,779
Summary of Expenses
2025 2026 2026
Fund Org Expenditure Function Budget Request Recommend 2026 Final
6400 17400 Phone Services $1,791,120 $1,807,779 $1,807,779 $1,807,779
Total Expenditures $1,791,120 $1,807,779 $1,807,779 $1,807,779
Budget Unit Request Summary
Department: IGS - Information Services
Budget Unit: Phone Services - 6400-17400 [CC_70300]
Department Description: Provide telecom services to Weld County offices and
departments.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services $273,686 $272,740 $294,099 $294,099
Supplies 179,268 268,200 254,500 254,500
Purchased Services 1,070,400 949,544 958,544 958,544
Fixed Charges 298,326 300,636 300,636 300,636
Capital - - - -
Gross County Cost $1,821,679 $1,791,120 $1,807,779 $1,807,779
Revenue 1,765,222 1,791,120 1,807,779 1,807,779
Net County Cost $56,457 - - -
Budgeted Positions 2.0 2.0 2.0 2.0
Summary of Changes: Salaries reflect a 2% cost of living increase and results of
the compensation study completed in 2025. Supplies decreased slightly due to
changes in licensing charged under the general fund, and an increase in locating
fiber expenses is reflected in the Purchased Services. Revenue increases to offset
expenses. Fixed charges remain the same, as indirect costs were not available at
the time of the budget submission. Revenue is determined by charging back all
expenses to the individual departments and nets out a zero net county cost.
Finance/Administration Recommendation: Recommend approval.
Board Action: Approve as recommended.
Performance Measures
2024 2025 2026
Work Outputs Actuals Estimated Projected
Incoming calls 4,010,778 3,153,056 3,000,000
Number of devices mana•ed 2,073 2,113 2,113
Number of CUCM users 1 ,752 1 ,792 1 ,825
2024 2025 2026
Efficiency Measures Actuals Estimated Projected
FTEs per 10,000/capita 0.054 0.053 0.052
Per capita cost (county support) $0.15 $0.00 $0.00
464
Telecom Services - 6400-17400 [CC_70300]
(Continued)
2025 Strategic Priority Accomplishments:
1 . Released a SIP telephony RFP to consolidate and enhance SIP services
assuring compatibility with Cisco and Microsoft phone services at
improved pricing.
2. Maintained, audited and baselined services, systems, and calls.
a. Use audited and baselined call count and telephone system
performance matrices to remain fiscally responsible while ensuring
expandible services for the county.
b. Monitored and managed internet traffic to ensure reliable and
redundant communications.
3. Upgraded phone system to latest "gold" release.
4. Improved call routing through redesigned phone trees for efficient call
taking.
a. Enhanced and streamlined call routing for Weld County
departments to route calls more efficiently to the appropriate
division while minimizing caller wait time.
b. Added additional phone route options to multiple departments to
route calls to the correct division while minimizing options.
5. Negotiated the throughput increase of all commodity internet circuits
with zero cost upgrades.
6. Improved call reporting and integrated Microsoft Power BI into phone
system reporting.
7. Researched Cisco phone system integration possibilities with Microsoft
Teams.
8. Audited many "Plain Old Telephone Service" (POTS) analog-based
phone lines as a cost saving exercise.
2026 Budget Goals and Priorities_
1 . Deploy a Microsoft phone system and migrate current Cisco unified
phone services from Cisco to Microsoft to consolidate and enhance the
collaborative and telephony experience under the Microsoft team's
umbrella while lowering telephony expenses.
2. Maintain existing phone systems to provide reliable and scalable
services while considering cost.
3. Rebuild phone trees and automated call distribution groups using the
Microsoft team's solution
4. Migrate all users of the Weld County phone system and all associated
Direct-In-Dial numbers to the Microsoft phone system.
5. Rebuild call reporting and integrate Microsoft Power BI into the Microsoft
phone system reporting.
6. Audit all "Plain Old Telephone Service" (POTS) analog-based phone lines
as a cost saving exercise.
7. Audit provider contracts, services, and costs. Increased bandwidth and
reduced costs of ISP service contracts where possible
465
Budget Unit Request Summary
Department: Weld County Finance Authority
Budget Unit: Weld County Finance Authority - 6500-17700
Department Description: Provides funds to cover the lease/purchase of county
buildings.
2025 2026 2026
2024 Approved Requested Final
Resources Actuals Budget Budget Budget
Personnel Services - - - -
Fixed Charges - - - -
Gross County Cost - - - -
Revenue - - - -
Net County Cost - - - -
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: Approve as recommended.
466
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 that are 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.
Appropriation: A legal authorization granted by a legislative body to make
expenditures and to incur obligations for specific purposes. Appropriations are
usually limited in amount and as to the time when it may be expended.
467
Appropriation Bill, Ordinance, Resolution, Or Order: 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.
Appropriation Expenditure: 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 single 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: 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.
Budget: 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.
Budget Document: 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.
468
Budget Message: 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 part of the 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 current net assets. In contrast to
conventional expenditures, budgetary expenditures are limited in amount to
exclude amounts represented by non-current 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.
Capital Budget: A plan of proposed capital outlays and the means of financing
them.
Capital Outlay: Expenditures for equipment, vehicles, or machinery that results in
the acquisition or addition to fixed assets.
Capital Program: 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 forth each 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.
469
Capital Projects Fund: 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).
Capital Resources: Resources of a fixed or permanent character, such as land
and buildings, which cannot ordinarily be used to meet current expenditures.
Certificates Of Participation (COP): Form of financial instrument similar to a bond
to facilitate lease/ purchase agreements. Not a debt of the County.
Conservation Trust: State of Colorado lottery funds remitted to the County for
parks and recreation use.
Contingency Account: A budgetary reserve set aside for emergencies or
unforeseen expenditures not otherwise included in the budget.
Continuing Appropriation: 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.
Cost Allocation Plan: Identification, accumulation and distribution of costs relative
to the provision of those services, along with the methods used.
Default: 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 bankruptcy.
Deficit:
(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.
Depreciation:
(3) 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.
(4) 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.
Direct Costs: Costs that have a clearly identifiable beneficial or causal relationship
with the services performed.
470
Duration: 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 Crime Lab 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: 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.
Fiscal Period: Any period at the end of which a government determines its
financial position and the results of its operations.
Fiscal Year: 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, improvements other than buildings,
machinery and equipment.
FTE (Full-Time Equivalent): Numeric equivalent of one person occupying one
employment position for one year (equivalent of 2,080 hours or 52 forty-hour
weeks).
Function: 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.
Functional Classification: Expenditure classification according to the principal
purposes for which expenditures are made. Examples are public safety, public
health, public welfare, etc.
471
Fund: 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: Fund balance is an excess of assets over liabilities and is therefore
also known as surplus funds.
GAAP (Generally Accepted Accounting Principles): Standards for financial
accounting and reporting.
General Fund: The fund used to account for all financial resources except those
required to be accounted for in another fund.
General Obligation Bond: A municipal bond secured by the pledge of the issuer's
full faith, credit and taxing power.
Geographical Information System (GIS): A computerized database of all land
attributes within the County. The "base map" contains the least amount of
common data which is supplemented by attribute overlays.
Governmental Funds: 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.
Grant: 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 to the grantee.
Highway User Tax (HUTF): Revenue that is derived from the state gasoline tax and
restricted for Road and Bridge activities.
Indeterminate Appropriation: 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.
Indirect Costs: Costs that are associated with, but not directly attributable to, the
provision of a product or service. These costs are usually incurred by other
departments in support of operating departments.
472
Interfund Transfer: Amounts transferred from one fund to another.
Intergovernmental Revenue: Revenue that is received from another government
for a specified purpose. In Weld County, these are funds from municipalities, the
State of Colorado, and the Federal Government.
Internal Service Fund: 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.
Lean: Lean government refers to the application of lean production (also known as
"Lean") principles and methods to both identify and then implement the most
efficient, value-added way to provide government services.
Line-Item Budget: A budget that lists each expenditure category (salary,
materials, telephone service, travel, etc.) separately, along with the dollar
amount budgeted for each specified category.
Mandate: 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.
Maturity: The date when the principal amount of a security is payable.
Mill Levy (Tax Rate): Rate applied to assessed valuations to determine property
taxes. A mill is 1/10th of a penny or $1 .00 of tax for each $1 ,000 of assessed
valuation.
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.
473
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 to the 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 for 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.
Operating Expenses: Proprietary fund expenses which are directly related to the
fund's primary service activities.
Operating Grants: 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.
Operating Income: The excess of proprietary fund operating revenues over
operating expenses.
Operating Transfer: Routine and/or recurring transfers of assets between funds.
Organizational Unit: A responsibility center within a government.
Organization Unit Classification: 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.
Overhead: Those elements of cost necessary in the production of an article or the
performance of a service are of such 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.
474
Program: 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.
Program Budget: 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.
Proprietary Fund: 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.
Ratings: Designations used by credit rating agencies to give relative indications
of credit quality.
Recidivism: A relapse into criminal habits after punishment.
Registered Bond: 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.
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:
(1) An account that is 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.
Residual Equity Transfer: Non-recurring or non-routine transfers of assets between
funds.
475
Revenue:
(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.
Revenue Bond: 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.
Source Of Revenue: Revenues are classified according to their source or point of
origin.
Special Revenue Fund: A fund used to account for revenues legally earmarked
for a particular purpose.
Sub-activity:A specific line of work performed in carrying out a governmental
activity. For example, "cleaning luminaries" and "replacing defective streetlamps"
would be sub activities under the activity of "street light maintenance".
Subfunction: A grouping of related activities within a particular governmental
function. For example, "police" is a subfunction of the function "public safety".
Surplus: The use of the term "surplus" in governmental accounting is generally
discouraged because it creates potential for misleading inference.
TABOR (Taxpayers Bill of Rights): 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.
TABOR Reserve: 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.
Taxes: 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, service
charges.
Tax Levy: The total amount to be raised by general property taxes.
476
Tax Rate: 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.
Tax Rate Limit: 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.
Tax Roll: 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.
Time Division Multiple Access (TDMA): TDMA is one of two ways to divide the
limited spectrum available over a radio frequency (RF) cellular channel. The other
is frequency division multiple access (FDMA).
Traditional Budget: 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 are not part of a legal entity
such as a city or some towns.
Wellness Program: Wellness health program provided as a fringe benefit to
employees.
Workload Measures: Specific quantitative and qualitative measures of work
performed as an objective of the department.
Work Program: A plan of work proposed to be done during a particular period by
the administrative agency in carrying out its assigned activities.
Work Unit: A fixed quantity which will consistently measure work effort expended
in the performance of an activity or the production of a commodity.
Yield: The annual percentage rate of return earned on a security. Yield is a
function of a security's purchase price and coupon interest rate.
Note: Most of the above definitions were taken from Governmental Accounting,
Auditing, and Financial Reporting, GFOA, Chicago, 2012, Appendix G. pp. 1051-
1093.
477
Acronyms
AAA Area Agency on Aging
ACFR Annual Comprehensive Financial Report
ADCOM Adams County Communications
ARA American Recovery Act
BOCC Board of County Commissioners
CAD Computer-aided Dispatch
CAPP Colorado Counties Casualty and Property Pool
CARES Coronavirus Aid, Relief, and Economic Security Act
CCI Colorado Counties Inc. association of Colorado counties
CDBG Community Development Block Grant
CDHS Colorado Department of Human Services
CDOT Colorado Department of Transportation
CIP Capital Improvement Plan
COPS UHS Federal community-oriented policing grant
COLA Cost of Living Allowance
COVID Coronavirus
CMAQ Congestion Mitigation and Air Quality Improvement Program
CPI Consumer Price Index
C.R.S. Colorado Revised Statutes
CSBG Community Services Block Grant
DA District Attorney
DHS Department of Human Services
DOC Colorado Department of Corrections
DOLA Colorado Department of Local Affairs
DUI Driving Under the Influence
EDAP Economic Development Action Partnership
478
EOC Emergency Operations Center
ERA Emergency Rent Assistance
FEMA Federal Emergency Management Agency
FOMC Federal Open Market Committee
FRRC Front Range Communication Consortium
FTE Full Time Equivalent
GAAP Generally Accepted Accounting Principles
GASB Government Accounting Standards Board
GFOA Government Finance Officers Association
GIS Geographical Information System
HARP Haul Route Program
HES Hazard Elimination Program for transportation projects
HUTF Highway Users Tax Fund
HRA Health Reimbursement Account
HRIS Human Resources Information System
HVAC Heating, ventilation, and air conditioning
IT Information Technology
IGS Intergovernmental Service Fund
IGA Intergovernmental Agreement
LEAP Low-income Energy Assistance Program
MOU Memorandum of Understanding
MOE Maintenance of Effort
MS4 Municipal Separate Storm Sewer for storm management
NCMC North Colorado Medical Center
NFRMPO North Front Range Metropolitan Planning Organization
NRBH North Range Behavioral Health
O&M Operations and maintenance
479
OEM Office of Emergency Management
OPED Other Post-Employment Benefits
PERA Colorado Public Employees' Retirement Association
PILT Payment in Lieu of Taxes
PPACA Patient Protection and Affordable Care Act (Obamacare)
PPO Preferred Provider Organization
ROW Right-of way
SH Abbreviation for State Highway
TABOR Taxpayers Bill of Rights
TANF Temporary Assistance to Needy Families
TDMA Page Time Division Multiple Access
URA Urban Renewal Authority
VALE Victim Assistance Law Enforcement
VOCA Victims of Crime Act
VW Victim Witness
WCR Weld County Road
WCRCC Weld County Regional Communications Center
480
\\..:„, 2025
UPSTATECOLORADO WELD COUNTY, COLORADO
ECONOMIC DEVELOPMENT Economic and Demographic Profile
Pawnee
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Grassland Grassland 71
25 WELD
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Pierce m Raymer
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Severance 9.
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• Dacon• al -- COLORADO
. hbui-
At a Glance WIMIlignm=i
4,016 32 377,586 177,959 4.7% 35.4
Square Miles Communities Population Labor Force Unemployment Median Age
(Total) (Total) Rate
I
$62,532 $93,287 88.5% $65,988 $21 .1 B Greeley
2023 Per Household High School Annual GRP (Total) County Seat
Capita Income Income Diploma+ Average Wage
V---..4.... WELD COUNTY, COLORADO
UPSTATECOLORADO 2025 Demographic Profile
ECONOMIC DEVELOPMENT
Weld County Population: 377,586
Population Over Time Number 2023 Population, Households & 2024 Sales Tax Rate by
2024 377,586 L Municipality
2014 275,884 Population Households Sales Tax
Weld County 377,586 129,061 N/A
10 Year% Change 36.85% Ault 2,791 1,115 3%
IL Components of Change 2024 . Berthoud (MCP) 257 71 4%
Net Migration 5,309 Brighton (MCP) 421 151 3.75%
Natural (Births- Deaths) 2,614 Dacono 6,605 2,295 3%
Source:Colorado State Demography Office Eaton 5,789 2,173 4%
2023 Population by Age I Erie (MCP) 20,605 7,286 3.5%
0-14 years 20.8% Evans 22,923 8,440 4.5%
15-29 years 20.3% Firestone 18,561 6,456 3.6%
30-44 years 23.3% Fort Lupton 9,197 3,207 4%
Frederick 17,260 5,967 3.5%
45-59 years 16.6%
Garden City 254 128 4%
60-74 years 14.0% Gilcrest 1,017 349 4%
75+ years 5.0% Greeley 112,462 42,978 4.11%
Median Age: 35.4 Grover 155 85 1%
Source:U.S. Census Bureau,Population Estimates Program Hudson 1,632 613 4%
2023 Population by Race & Ethnicity 1 Johnstown (MCP) 13,184 4,593 3.5%
Hispanic 22.8% Keenesburg 2,068 870 3%
White Alone 66.1% Kersey 1,478 554 3.6%
Black Alone 4.2% La Salle 2,324 841 3.5%
American Indian & Alaska Native Lochbuie (MCP) 8,319 2,677 4%
Alone 0'6% Longmont (MCP) 1,279 665 3.53%
Asian Alone 3.6% Mead 6,561 2,210 3%
Native Hawaiian/Other Pacific Milliken 9,213 3,162 2.5%
Island Alone 0'2% Northglenn (MCP) 25 8 ' 3%
Two or More 2.6% Nunn 530 219 2%
Source:Colorado State Demography Office--2022 Race by Pierce 1,091 430 2%
County,Note:Percentage may not add due to rounding Platteville 2,912 1,034 3%
L 2023 Educational Attainment A Raymer 108 48 4%
HS Diploma + 90.5% Severance 1 1,1 1 1 3,769 3%
Bachelor's Degree + 35.0% Windsor (MCP) 31,668 12,603 3.65%
Source:U.S Census Bureau,American Community Survey Unincorporated Area 47,725 18,399 0%
2023 Per Capita Personal and Household Source:Colorado State Demography Office
Income Note:MCP indicates multi-county place.Figures reported are the portions of total
populations/households in Weld County. The City of Thornton and Town of Timnath
PC Personal Income $62,532 are additional Weld County communities.
Median HH Income $91,047
Source:BEA,Personal Income by County;U.S. Census Bureau,
American Communit Surve
Page: 1
\V---... ___ WELD COUNTY, COLORADO
UPSTATECOLORADO 2025 Demographic Profile
ECONOMIC DEVELOPMENT
The area offers a dry, sunny climate with low humidity and four seasons.
Weld US Weld US
Rainfall (inches) 14.8 38.1 Avg. Temp July High 89.6 85.8
Snowfall (inches) 38.3 27.8 Avg. Temp Jan Low 13.9 21.7
Precipitation Days 74.6 106.2 Comfort Index (higher = better) 7.2 7
Sunny Days 240 205 UV Index 5.2 4.3
Elevation (feet) 4,970 2,443
Source:Sperling's Best P/aces
LULUKAUU
Location and Transportation.
HIGHWAY ACCESS ellington
North/South: I-25, State Hwy 85, Weld County Pkwy 49 •-lUnion Pacific l
East/West: 1-76, State Hwy 34 &State Hwy 14 Fort
Colli Innath
a ,- ,�. J < Great Western
FREIGHT RAIL ACCESS °°=°r
Estes `,... reeley
Class 1: Union Pacific (UP) & Burlington Northern Santa Fe .
`ohnstow�-"'�
(BNSF) eertho°dl
r-
Short Line: The Great Western Railway of Colorado (GWR) __.•'
AIR ACCESS
Denver International Airport(DIA): Third-busiest airport in the 41 Burlington Northern
US (30 minute commute from South Weld-hour from Central/ Sante Fe
West Weld) ) �� f
Greeley/Weld County Airport: General Aviation �.
www. x net ii'� s'
Erie Municipal Airport: General Aviation N'i
(www.eriecogov.com) lul
Northern Colorado Regional Airport: General Aviation
(www.flynoco.com) ---
UTILITIES
Water and Sewer Providers
Water and Sewer services are provided by municipalities and districts. Rate Structures will very by municipality
and district.
Central/West Weld North/East Weld South Weld
/ \Major Electricity Providers Major \Electricity Providers Major Electricity Providers
Xcel Energy Poudre Valley REA United Power, Inc.
• www.xcelenergy.com » www.poudrevalleyrea.com » www.unitedpower.com
Poudre Valley REA Xcel Energy Xcel Energy
» www.poudrevalleyrea.com » www.xcelenergy.com » www.xcelenergy.com
Major Gas Providers Major Gas Providers Major Gas Providers
Xcel Energy Xcel Energy Black Hills Energy
» www.xcelenergy.com » www.xcelenergy.com » www.blackhillsenergy.com
Atmos Energy Xcel Energy
>> www.atmosenergy.com �» www.xcelenergy.com
Page: 2
\V---_ ____ WELD COUNTY, COLORADO
UPSTATECOLORADO 2025 Demographic Profile
ECONOMIC DEVELOPMENT
Employed (Weld County): 165,301
Unemployed (Weld County): 8,085 Total Labor Force
4.8% 4.7% 4.2% Weld County: 173,386
Colorado Weld County United States Colorado: 3,256,250
Source:U.S Bureau of Labor Statistics 2025 Local Area Unemployment Statistics;Colorado
Department of Labor and Employment
Labor Sheds *Projection.
North Weld Labor Shed
5-15-25 Mile Radius from Hwy 34 Business & Hwy 257
2024 Estimate 2029 Estimate
5 Miles
Total Population 52,676 55,699
Population 18+ 74.4% 74.5%
7, Edu. Attain. 25+ Bachelor's 26.9% N/A
0 r.
15 Miles
Total Population 402,557 420,593
Population 18+ 76.8% 77.2%
Edu. Attain. 25+ Bachelor's 25.9% N/A
L files
ei Longmont m Rool Total Population 311,754 323,397
eenesburq Population 18+ 78.8% 79.1%
,4fan r® � Edu. Attain. 25+ Bachelor's 28.0% N/A
Source:ESRI,2023 Estimates
South Weld Labor Shed
5-15-25 Mile Radius from 1-25 & Hwy 52
"ever 2023 Estimate 2028 Estimate
Greeley
Loveland '�'
Johnstown Total Population 50,923 56,861
----- f� Population 18+ 73.0% 73.7%
Edu. Attain. 25+ Bachelor's 27.2% N/A
K`efe '1 Total Population 643,884 672,967
Hudson
soul r Population 18+ 75.8% 76.4%
0......„),"
i„d Edu. Attain. 25+ Bachelor's 29.6% N/A
25 Miles
WestminsterTotal Population 1,195,643 1,241,277
+awk Arvada ® � J Population 18+ 78.1% 78.4%
70
ngs Gol. , ., . rota Watk'r Edu. Attain. 25+ Bachelor's 28.5% N/A
Source:ESRI,2023 Estimates
Page: 3
��- WELD COUNTY, COLORADO
UPSTATECOLORADO 2025 Demographic Profile
ECONOMIC DEVELOPMENT
2024 Employment by Industry Sector with Average Annual Wage
Establishments Jobs %Distribution Average Annual
Wage
Total, All Industries 9,524 120,179 100.00% $71,440
Agriculture, Forestry, Fishing & Hunting 229 4,141 3.45% $54,704
Mining 272 6,558 5.46% $107,276
Utilities 41 578 0.48% $118,612
Construction 1,282 14,1 1 1 1 1.74% $76,232
Manufacturing 359 13,975 11.64% $69,004
Wholesale Trade 544 4,447 3.70% $85,436
Retail Trade 701 11,535 9.61% $44,928
Transportation and Warehousing _ 457 4,010 3.34% $74,256
Information 132 789 0.66% $69,108
Finance and Insurance 421 2,795 2.33% $88,088
Real Estate and Rental and Leasing 452 1,633 1.36% $65,052
Professional and Technical Services 1,436 4,359 3.63% $97,708
Management of Companies and Enterprises 118 1,989 1.66% $141,388
Administrative and Waste Services 552 5,801 4.83% $54,444
Educational Services 162 10,350 8.61% $52,780
Health Care and Social Assistance 907 11,091 9.22% $57,252
Arts, Entertainment, and Recreation 114 1,818 1.51% $26,104
Accommodation and Food Services 540 9,807 8.17% $25,272
Other Services, Ex. Public Admin _ 684 3,255 2.71% $53,092
Public Administration 87 7,120 5.92% $72,748
Unclassified 34 17 0.01% $66,768
Source:Colorado Department of Labor and Employment,Labor Market Information(LMI Gateway), Quarterly Census Employment and Wages
Note:Distribution based on rounded employment by industry estimates.
mmegiac.
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V---..4.... WELD COUNTY, COLORADO
UPSTATECOLORADO 2025 Demographic Profile
ECONOMIC DEVELOPMENT
2024 Employment and Average Wage by Occupation (Highlights: Top Location Quotients in the County)
Jobs Avg. Annual Wages Location Quotient
Management Occupations 9,998 $99,713.73 0.96
Business and Financial Operations Occupations 8,584 $77,807.04 0.94
Computer and Mathematical Occupations 2,301 $94,861.23 0.51
Architecture and Engineering Occupations 2,173 $82,836.30 0.97
Life, Physical, and Social Science Occupations 1,246 $74,418.69 0.94
Community and Social Service Occupations 2,709 $58,167.65 1.05
Legal Occupations 602 $92,284.96 0.5
Educational Instruction and Library Occupations 8,572 $52,350.95 1.07
Arts, Design, Entertainment, Sports, and Media 1,950 $52,240.85 0.75
Occupations
Healthcare Practitioners and Technical Occupations 4,844 $82,108.22 0.59
Healthcare Support Occupations 3,768 $37,913.80 0.57
Protective Service Occupations 2,858 $60,765.70 0.92
Food Preparation and Serving Related Occupations 10,325 $32,261.84 0.92
Building and Grounds Cleaning and Maintenance 5,004 $38,505.60 1.03
Occupations
Personal Care and Service Occupations 4,053 $35,701.60 1.04
Sales and Related Occupations 12,023 $40,914.88 1
Office and Administrative Support Occupations 13,200 $45,671.83 0.83
Farming, Fishing, and Forestry Occupations 3,045 $34,248.22 3.31
Construction and Extraction Occupations 13,871 $52,376.73 2.18
Installation, Maintenance, and Repair Occupations 6,579 $58,467.78 1.18
Production Occupations 10,224 $45,691.50 1.38
Transportation and Material Moving Occupations 12,570 $47,845.30 1.04
Total 140,498 $1,297,154 1 .00
Location Quotient quantifies how concentrated an occupation is compared to the nation. The higher the number the more concentrated-
US=1.0;Source:Lightcast Occupation Snapshot
INDUSTRY CLUSTER SUMMARY
Industry clusters are defined as "geographic concentrations of interconnected companies, specialized
suppliers, service providers, firms in related industries, and associated institutions".
These clusters represent the type of industries that These clusters are important industries that will
will be most likely to respond to a coordinated, continue to be part of regional communities' other
regional cluster-growth strategy. economic development programming and activities.
>> Bioscience & Medical Devices >> Agricultural Production, Inputs & Services
• Distribution & E-Commerce » Construction
» Fabrication & Production Technology Mfg. >> Education & knowledge Creation
• Food Processing & Manufacturing » Energy
>> Information Technology » Hospitality & Tourism
» Plastics » Local Health Services
Page: 5
\\ --r...-_%.____ WELD COUNTY, COLORADO
UPSTATECOLORADO 2025 Demographic Profile
ECONOMIC DEVELOPMENT
Largest Private, Non-Retail Employers (2024/2025)
Rank Company Product/Servic Locatio ..
1 JBS USA & Affiliates Beef Processing, Corporate HQ, Trucking Greeley/Weld 4,992
2 Banner Health: North CO Regional Hospital, Corporate Center, Greeley/Weld 3,710
Medical Center Clinics
3 Vestas Wind Turbine Blade & Nacelle Brighton/Windsor 2,631
Manufacturing
4 Halliburton Energy Services Oilfield Services Fort Lupton 1,200
5 _ Occidental Petroleum Corp. Oil & Gas Production Platteville _ 580
6 North Range Behavioral Health Healthcare & Social Assistance Greeley 560
7 Colorado Premium Foods Prepared Food Manufacturing Greeley 550
8 Leprino Foods Cheese & Dairy Foods Manufacturing Greeley 516
9 Hungenberg Produce Inc. Fresh Vegetable Farming Greeley 493
10 McLane Western Inc. Grocery & Foodservice Distribution Longmont 460
Largest Non-Retail Employers (2024/2025)
Rank Company Product/Service Location FTE
1 Greeley/Evans School District 6 Public School District Greeley/Evans 2,258
2 Weld County Government Greeley 1,823
3 University of Northern Colorado Public Four-Year University Greeley/Weld 1,221
4 City of Greeley Government Greeley 1,145
5 Aims Community College Public Community College Weld County 817
Source:Metro Denver Source:Major Employers by County-05/2025, Upstate Colorado Economic Development-05/2025
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\\------- WELD COUNTY, COLORADO
UPSTATECOLORADO 2025 Demographic Profile
ECONOMIC DEVELOPMENT
K-12 EDUCATIOwr
Weld County is served by 13 public school districts which includes numerous charter schools.There are also ten private
school education opportunities throughout Weld County.
2024/2025 Total Enrollment: Weld Public School Districts Enrollment
Gilcrest/Platteville RE-1 1,727
Weld PK-12 Public Education Statistics St. Vrain Valley RE-1 J 32,414
_ Eaton RE-2 2,000
_•
* • ,. + • Keenesburg RE-3J 2,666
Enrollment 2024-2025 79,789 881,065 Windsor RE-4 8,733
Number of Schools 2024-2025 142 1,927 Johnstown/Milliken RE5J 4,055
Classroom Teacher FTE 2024-2025 4,722 55,040 Greeley/Evans RE-6 23,124
Pupil/Teacher Ratio 2024 2025 18:1 17:1 Platte Valley (Kersey) RE-7 1,195
Fort Lupton RE-8 2,503
Dropout Rate (High School) 2023-2024 1.0% 1.9% Ault-Highland RE-9 976
Completer Rate 2023-2024 92.6% 85.6% Briggsdale RE-10 172
Graduation Rate 2023-2024 91.3% 84.2% Prairie RE 1 1 163
Pawnee RE-12 61
Colorado SAT Composite Score 2024 978 J
Source:Colorado Department of Education Source:Colorado Department of Education,2024
Note:Includes Weld Schools in REIJ District 2025
"NIGHER EDUCATION04 UNIVERSITY OF
NORTHERN
COLORADO
Public Higher Education Facilities in N. Colorado & Metro Denver
Four Public Colleges/Universities Fall 2024 Enrollment Fall 2023 Enrollment: 9,067
Colorado School of Mines-Golden 7,599 Fall 2024 Enrollment: 8,561
UNC is a comprehensive baccalaureate
Colorado State University-Fort Collins 34,218 and public doctoral research university with
Metropolitan State University-Denver 17,782 six colleges. Top 5 Undergraduate Degrees
University of Colorado-Boulder 38,428 Awarded: Interdisciplinary Studies (includes
Elementary Ed); Business Administration;
University of Colorado-Denver 13,729 Nursing; Sport and Exercise Science and
University of Northern Colorado-Greeley 8,561 Psychology. Top 5 Graduate Degrees
Public Higher Education Facilities in N. Colorado:Individual Schools Awarded: Education;Special Education;Sport
and Exercise Science; Speech Language
' r `14 ' ' ' *' Pathology and Music.
" '' ,ti^',' ; '' r For more info see www.unco.edu.
, ' ',. ,,,d&::i.:$il,o,,'fie,„I''.it, ' • " ''' p ... ,,.
s 6w Na,,F ar,u n . LIAirtls
m� �t $' �� Asa i Community College
�. "*if, ; wri� * 3^r ,i 'Jr 2022/2023 Enrollment: 9,664
2023/2024 Enrollment: 10,122
With three Weld campus locations, Aims offers
'' r � 200 degree and certificate programs. Two-
■i ■■ ■■ - a ..,., §4, .. L h'Y.
Year Degrees Awarded Associate of Arts,
�� �� :: " Associate of Science, Associate of General
�� �� ,�� , .�� Studies, Associate of Applied Science plus
,�- , numerous Career and Technical Education
_ Certificates.
Mihnimmi Page: 7
��- WELD COUNTY, COLORADO
UPSTATECOLORADO 2025 Demographic Profile
ECONOMIC DEVELOPMENT
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. Real estate prices will vary widely depending
upon the level of development and location within the County.
Q4 2023 Weld County Commercial Real Estate Market Conditions
Type Existing Space' Vacant Space' Overall Vacancy Rate Average Lease Rate2
Office 6.1 0.3 5.1% $21.03
Industrial 30.6 1.2 4.1% $13.18
Retail 13.0 0.3 2.5% $18.34
Source:CoStar Realty Group('Building space is listed in Millions of Square Feet;20ffice lease rates are per square foot)
SALES & USE TAX Real & Business Personal Property & Colorado Income Taxes
Weld County DOES NOT asses a county-wide sales/use Tax Type Tax Rate
tax. Communities through the county charge sales/ Commercial Property Tax 29.0%
use tax rates ranging from 2%-4.5%. Colorado has a
2.9%sales/use tax rate. Residential Property Tax 7.2%
RESIDENTIAL PROPERTY TAX Corporate Income Tax 4.55%
Residential property is assessed at 7.15% of the actual Personal Income Tax 4.55%
value and is exempt from personal property taxation.
REAL & PERSONAL PROPERTY TAX Source:Metro Denverstats
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 assessed value.
STATE INCOME TAX-CORPORATE & PERSONAL
The personal and corporate Colorado income tax rates are a flat 4.55%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 an 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.
Source:Weld County Government, Colorado Division of Property Taxation, Colorado Department of Revenue
Highlighted Industrial Sites
Name Acres Location
Access 25 Logistics Park 300 Mead
Airport Business Park 60 Greeley
Diamond Valley Industrial Park 91 Windsor
Eagle Business Park 133 Frederick
Eaton Industrial Rail Park 161 Eaton
Great Western Industrial Park 500 Windsor
Highpointe Business Center 136 Greeley
Hudson Logistics Center 374 Hudson
Iron Horse Park 165 Johnstown
MountainTRAX Industrial Rail Park 228 Evans
Northland Industrial Park 55 Fort Lupton
Promontory Business Park 200 Greeley
Weld County Industrial Park 100 Weld
Page: 8
\V---... ___ WELD COUNTY, COLORADO
UPSTATECOLORADO 2025 Demographic Profile
ECONOMIC DEVELOPMENT
CC ST flF LIVING Adams County 104.7 / �
Arapahoe County 112.2 ,! �'�.d� ,'rov "ilP�rw ,
.'.:'' . -I.
Colorado 111 .2 ' ��Al
Boulder County 1 17.2 '•I. , . '� ® _ ._ •w• i ,
Weld 104.6 Broomfield County 121.9 '
11
The Cost of Living Indices (COLI) Denver County 125.2
are based on a U.S. average of DouglasCounty �; TT. ., .d +
117.2siiik.Tit ^
100.0. Below 100 is cheaper than Jefferson County 114.2 " ` '�+
the U.S. average and above is
more expensive. Below are Cost Larimer County 108.E 4� �r_._
of Living Indices for Central/ Source:Lightcast cost of Living per " 4•/*+ �1 _» i,`'
Northern Counties in Colorado.
Cal data as of 2023Q3
" '"
SINGLE FAMILY HOME PRICES Homes Sold Median Home Prices
Central/West Weld South Weld East/North Weld
(
Ault, Eaton, Evans, Greeley Dacono,Erie,Firestone,Fort Lupton Drover, New Raymer, Nunn
Gilcrest, LaSalle, Johnstown, Frederick, Hudson, Keenesburg,
Kersey, Milliken, Pierce, Severance, Pla - ille
Windsor
c —
C oO O,
0
N co
L} Nti o Ma0 14 GO
CVN.�t N ooO•
N Zr c,
2022 2023 2024 2022 2023 2024 2022 2023 2024
/ \ /
Source:Sears Real Estate
CULTURAL AND RECREATIONAL AMENITiL4
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
The 1,600 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!
Page: 9
��- WELD COUNTY, COLORADO
UPSTATECOLORADO 2025 Demographic Profile
ECONOMIC DEVELOPMENT
lAI b r We Are _
Upstate Colorado Economic Development is fit_
a nonprofit, county-wide economic development , -
corporation formed as a partnership between '
mix government, business, and education throughout , ,_
Weld County, Colorado. We're governed by a Board
of Directors reflective of our three-way partnership and
receive financial support from each of the partner •
sectors. -_
We envision a region with a healthy and sustainable _ •-- • `
economy that creates wealth, preserves the quality of "" -_
life and improves the standard of living forarea residents.
Our mission focuses on facilitating and attracting
investment, new job opportunities, stimulating income MARKET
growth and expanding the local community tax base.
Our Clients The region's competitive advantages to
promote business attraction/retention
Upstate efforts are focused on the support of primary
sector employers - those companies who derive the CONNECT
majority of their revenue from the sale of products or
services outside the region. These revenues represent
new money to the community through job creation.
We develop business leads through on-going contact Public and private partners to improve capacity
with national site consultants. We also receive leads for business job growth and investment
from state/metro partners and through direct contact
with companies,realtors,etc. Business opportunities are FACILITATE
jointly worked with community partners and managed
by Upstate, who provides the following services to:
» Existing employers already located in our community Private business job growth and investment by
we facilitate access to the local, county and providing key information and support services
state resources that will help them become more
competitive, expand their revenues and create/ ADVOCATE
retain jobs.
» New/recently located employers needing significant
support to ensure a strong start and sustained On behalf of our customers and clients
success.
» Prospective employers who may be interested in
expanding or moving operations into the region. CON TACT US
\\\‘ For additional information on any of the
information listed in this document please
contact the Upstate Colorado Economic
U PSTATECO LO RAD 0 Development office at 970-356-4565 or
upstate@upstatecolorado.org.
ECONOMIC DEVELOPMENT
Page: 10
��- WELD COUNTY, COLORADO
UPSTATECOLORADO 2025 Demographic Profile
ECONOMIC DEVELOPMENT
Business Assistance
Weld County and its communities are pro-growth, prepared
to handle company needs and will do what can reasonably
be done to support primary sector companies looking to
locate or expand.
Key Business Assistance/Incentives: _
» Comprehensive Site Selection Services
» Confidential Building/Land Searches ,
• Weld County Demographic/Economic and Workforce ,'t 5 T,
Data g `
» Financial Resource Identification/Assistance Through Two
Loan Programs
» Government Advocacy '
• County, State, and Municipal Incentive Identification/ •
Packaging Including:
• Municipal Development Fee/Tax Incentives z� j, i :; '^L
» Partial Personal Property Tax Rebates _ ""111ii
» Enterprise Zone State Income Tax Credits
» Colorado First Customized Training Grants
» Colorado Job Growth Incentive Tax Credits t •
For detailed assistance information contact Upstate
Colorado Economic Development, a non-profit economic
development agency, that serves as a single confidential .- 1%• , ,�
source of information about the Weld County and Northern .ir►�'./ ` ..
Colorado region. A
Our Key Assistance Tools
Economic/Demographic Data Repository
Upstate maintains an information rich website that includes economic and demographic data on Weld County
and each of the 32 Weld communities in Northern Colorado. Major employers, recent rankings and development
highlights are also maintained.
Industrial/Commercial Real Estate Data Base
A searchable industrial/commercial real estate data base is housed on the Upstate website to showcase the
many property opportunities throughout Weld County and our 32 communities.
Weld Works Labor Team
Joining with workforce development partners at Aims Community College and Weld Employment Services,
Upstate convenes the Weld WORKS Labor Team to provided technical assistance for various workforce programs.
Enterprise Zone (EZ) State Income Tax Credits
Upstate administers the Weld County portion of the state Enterprise Zone (EZ) which provides pre-certified
companies a variety of state income tax credits primarily in equipment investment, job creation/training, R&D,
etc. Contributions to approved non-profit projects improving conditions within the EZ boundaries also earn EZ
state income tax credits.
Business Financing
Upstate administers the Weld/Larimer Revolving Loan Fund and Greeley Community Development Fund. Both
loan funds provide "gap" financing to companies that are expanding the job base in Weld/Larimer Counties or
the City of Greeley.
Page: 11
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