HomeMy WebLinkAbout20260385 Resolution
Approve 2026 Annual Program Plan and Addendum for Child Support Services, and
Authorize Department of Human Services to Sign and Submit
Whereas, the Board of County Commissioners of Weld County, Colorado, pursuant to
Colorado statute and the Weld County Home Rule Charter, is vested with the authority of
administering the affairs of Weld County, Colorado, and
Whereas, the Board has been presented with a 2026 Annual Program Plan and
Addendum for Child Support Services from the County of Weld, State of Colorado, by and
through the Board of County Commissioners of Weld County, on behalf of the Department
of Human Services, to the Colorado Department of Human Services, Division of Child
Support Services, Office of Economic Security, with further terms and conditions being as
stated in said plan and addendum, and
Whereas, after review, the Board deems it advisable to approve said plan and addendum,
a copy of which is attached hereto and incorporated herein by reference.
Now, therefore, be it resolved by the Board of County Commissioners of Weld County,
Colorado, that the 2026 Annual Program Plan and Addendum for Child Support Services
from the County of Weld, State of Colorado, by and through the Board of County
Commissioners of Weld County, on behalf of the Department of Human Services, to the
Colorado Department of Human Services, Division of Child Support Services, Office of
Economic Security, be, and hereby is, approved.
Be it further resolved by the Board that Jamie Ulrich and Kyle Ewertz, Department of
Human Services, be, and hereby are, authorized to sign and submit said plan and
addendum.
The Board of County Commissioners of Weld County, Colorado, approved the above
and foregoing Resolution, on motion duly made and seconded, by the following vote on
the 25th day of February, A.D., 2026:
Scott K. James, Chair: Excused
Jason S. Maxey, Pro-Tem: Aye II.
Perry L. Buck: Aye
Lynette Peppler: Aye t„
Kevin D. Ross: Excused
Approved as to Form: ®���
Bruce Barker, County Attorney
Attest:
Esther E. Gesick, Clerk to the Board
cc., H S D 2026-0385
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BOARD OF COUNTY COMMISSIONERS
PASS-AROUND REVIEW
PASS-AROUND TITLE: Weld County Department of Human Services' Child Support Services
2026 Annual Program Plan
DEPARTMENT: Human Services DATE: February 17, 2026
PERSON REQUESTING: Jamie Ulrich, Director, Human Services
Brief description of the problem/issue: The Department of Human Services (DHS) has prepared
the Child Support Services (CSS) 2026 Annual Program Plan, which includes the Department's
recommended 2026 CSS Budget of$1,144,738.00, and 31 full-time employee positions. This Plan
outlines Weld County's priorities for 2026, including increasing the performance goals in the areas of
Timeliness of Review and Adjustment (APA), and Timeliness of Order Establishment.
The term of this agreement is January 1, 2026 through December 31, 2026.
What options exist for the Board?
• Approval of the Child Support Services 2026 Annual Program Plan.
• Deny approval of the Child Support Services 2026 Annual Program Plan.
Consequences: The Child Support Services 2026 Annual Program Plan will not be approved
or submitted to the State.
Impacts: Funding will not be approved by the State, which may result in a disruption in
services and increased hardship for clients.
Costs (Current Fiscal Year/Ongoing or Subsequent Fiscal Years):
• Funded through the Colorado Department of Human Services
Pass-Around Memorandum; February 17, 2026 —CMS ID 10381
2026-0385
Z/ZS 1-\ 2-u )cic
Recommendation: Approval of the Child Support Services 2026 Annual Program Plan and
authorize the Human Services Director and the IV-D Administrator/Child Support
Division Head to sign and submit the Plan to the State.
Support Recommendation Schedule
Place on BOCC Agenda Work Session Other/Comments:
Perry L. Buck
Scott K. James
Jason S. Maxey
Lynette Peppier �((� O3 4I1 CL
Kevin D. Ross (IL U
Pass-Around Memorandum; February 17, 2026— CMS ID 10381
00110 COLORADO
O:LICC Of FcOJI OfI'7tr Security
CDHS ,"
2026 Annual Program Plan (APP)
I certify that this Plan is an accurate assessment of the Child Support Services
(CSS) program for Weld County.
I further certify that:
• The attached county CSS program budget represents only expenditures for performing
IV-D activities.
• Staff listed in Section X - Personnel are performing IV-D functions pursuant to the
percentage of time shown.
• A background check, pursuant to Colorado Department of Human Services (CDHS)
Volume 6, 6.210.6 (Access to Information) as revised, has been performed on all staff
prior to requesting credentials for accessing electronic or manual information
maintained by CDHS, Division of CSS (DCSS). The County Director, or their designee, has
weighed the outcome of the background check against county-established favorability
standards and determined the individual is suitable to access the information.
• The County Director and IV-D Administrator certify that all County CSS workers meet
all requirements for Automated Child Support Enforcement System (ACSES) access per
Policy and Procedures Manual: 7.0 Suitability Standards for Child Support Services
Employee Access to Federal Taxpayer Information. Employees, County CS workers and
contractors will be required to have background checks and a suitability review every
five years to confirm their continued eligibility to access FTI.
• The County has established written processes to ensure that ACSES access provided to
employees correspond to each worker's job assignment. Access to child support
information (electronic or manual) is determined by an official "need-to-know" policy.
That is, a person's access is limited to only the level necessary to perform the
authorized purposes of the CSS program.
• The County has provided to the DCSS any contract, inter-agency agreement, or
Memorandum of Understanding (MOU) that exists with another entity to administer
their child support services program if applicable.
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• Separation (or segregation) of duties is intended to reduce error and fraud by
ensuring that at least two individuals are responsible for the separate parts of
any vulnerable or mission critical tasks of the program.To the extent possible,
the DCSS recommends that the separation of duties, and accompanying ACSES
security access, be considered, and implemented in the following
circumstances:
o Enforcement and financial management responsibilities should not be
performed by the same person; and
o The responsibility to negotiate obligor child support balances and ledger
balance adjustments should not be performed by the same person.
• If your county is unable to have separation of duties due to staffing size, please
complete the Separation of Duties Waiver form attached in the email.
• All staff performing IV-D functions, including CSS contractors and contract IV-D
attorneys, are included in Section X - Personnel.
• All Employees identified in the "Quarterly Personnel Audit List", that have a valid
certification, as identified by the "last certified" date, are hereby designated to
perform all Administrative Process Action (APA) duties and/or Automated
Enforcement actions, and/or review APA default orders. By signing the Annual
Program Plan, I attest that these employees have the adequate skills, knowledge,
and training to perform these duties.
Jamrh(Feb 12.2026 15-.43:47 MST Jamie Ulrich
County Director Signature County Director Printed Name Date
A--/A Kyle Ewertz 02/12/2026
IV-D Administrator Signature IV-D Administrator Printed Name Date
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Section I - Expenditures
Counties must attach a copy of their program's approved budget. The attached
budget must be detailed enough to identify personnel and contractual
expenditures.
In addition, please provide the number of CSS Full Time Equivalent (FTE)and contract
positions that your county has allocated for in its 2026 budget below. (This
information will be used on page 26 of the Monthly Monitoring Report (MMR) to track
collections and caseload totals per FTE).
Number of FTE positions 31
Number of contract positions 0
Section II - Safeguarding of Child Support Information and Funds
The Colorado DCSS program receives Federal Tax Information (FTI) and Federal
Parent Locator Service (FPLS) information for use in the establishment and
enforcement of child support orders, and the collection of amounts due.
The Internal Revenue Service (IRS) requires that staff with access to Federal Tax
Information (FTI) maintain their access authorization through initial and annual
training certification. The purpose is to ensure that staff understand the child
support agency's security policy and procedures for safeguarding the data.
The Federal Office of Child Support Enforcement has a similar mandate that requires
providing security and privacy awareness training to those staff having access to
FPLS and other child support program information.
The IV-D Administrator must attest that all child support staff and contractors that
have access to FTI have been provided with safeguarding training offered by the
DCSS and have been given the opportunity to review and ask questions with
respect to the various policies and procedures issued by the DCSS.
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Section II - Safeguarding of Child Support Information and Funds (cont.)
Safeguards Security Et Awareness Training
The Safeguards Security Et Awareness Training is available for all CSS employees
(state, county, vendors and contractors). Annual recertification will be available in
the Cornerstone Learning Management System.
All others will need to obtain certification materials from the CSS website or by
contacting the ACSES Security Team at cdhs_css acses_security_team@state.co.us.
While counties are no longer required to maintain certificates of completion for
users, it is highly recommended that certificates are electronically stored each
year, in the case of an audit.
As the IV-D Administrator, I certify that the following policies and procedures have
been reviewed with staff and implemented in this county: (Initial next to each
procedure.)
KE Procedure 1.0 Access ACSES Using Personally Owned Devices.
KE Procedure 2.0 Data Breach Incident Reporting.
KE Procedure 3.0 Transmitting FTI by Facsimile Device.
KE Procedure 4.0 Transmitting FTI by Electronic Mail.
KE Procedure 5.0 Visitor Access Log.
KE Procedure 6.0 Personal Identifying Information and Federal Parent
Locator Service Data Protection.
KE Procedure 7.0 Suitability Standards for CSS Employee Access to FTI.
KE Procedure 10.0 Messaging.
KE Procedure 11.0 Remote Access Alternate Work Sites.
As the IV-D Administrator, I further certify that: (Initial after each statement.)
All CSS staff accessing child support information, in either electronic or paper
format, have a "need-to-know" and are engaged in the authorized purposes of
child support enforcement (i.e., the establishment and enforcement of an
order for child support, and the collection of amounts due). KE
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Section II - Safeguarding of Child Support Information and Funds (cont.)
All CSS staff, including CSS contractors and contract IV-D attorneys, hired during
the current calendar year, received child support information (i.e., FTI and FPLS)
Safeguards Security Et Awareness Training prior to being granted access to
child support information, including access to ACSES. KE
All CSS staff, including CSS contractors and contract IV-D attorneys, understand
the civil and criminal penalties associated with the unlawful disclosure and/or
inspection of FTI as described in IRS Publication 1075 and Sections 7213,
7213A, and 7431 of the Internal Revenue Code. KE
All CSS staff, including CSS contractors and contract IV-D attorneys, understand
the civil and criminal penalties associated with the misuse of Federal Parent
Locator Service and child support program information as described in, but not
limited to, the Social Security Act, the Privacy Act of 1974, the Federal
Information Security Management Act of 2002, 42 USC 654(26) and 654a (d) (1)-
(5). KE
As the IV-D Administrator, I further certify that: (Initial after each statement.)
All CSS staff, including contractors and contract IV-D attorneys, are required
to complete the Safeguards Security Et Awareness Training once a year. The
training will be assigned to ACSES users via the Cornerstone Learning
Management System. All others will need to retrieve the training from the CSS
website or contact ACSES Security at
cdhs_css acses security team@state.co.us KE
With respect to initial and annual IRS safeguard awareness training
certification, the documentation (of training) is maintained on file for each
individual CSS staff member, including CSS contractors and contract IV-D attorneys.
KE
That all CSS staff with access to the Child Support Data Intelligence System
(CSDIS) are aware of the user agreement terms and hereby agree to the associated
roles and responsibilities. KE
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Section II - Safeguarding of Child Support Information and Funds (cont.)
County Employee Liability Coverage
45 CFR § 302.19 requires the state to certify that all counties with delegated IV-D
functions bond their employees against losses resulting from employee dishonesty.
As the IV-D Administrator, 1 further certify that: (Initial after each statement.)
Every CSS person as listed in the Quarterly Personnel Audit List, including
contractors, that receives, disburses, handles, or has access to support
collections is covered by a bond against loss resulting from dishonesty. CSS
is covered in the amount of 10,000,000 through one of the options below:
KE
• a. Private insurance coverage through Colorado Counties Casualty and Pith
• b. Self-bonding/self-insurance established by
authority)
• c. Bonding/insurance established by
Conflict of Interest
Section 6.210.3 of Volume 6 requires counties to establish processes in which certain
case files are worked only by a supervisor or in a manner that provides limited
access to case information. The processes ensure that any employee with a personal
interest in a case, including but not limited to the employee's own case or a case of
a relative or friend, shall not engage in any CSS activity related to that case and may
not view any case information maintained on the automated child support system
for that case.
As the IV-D Administrator, I further certify that: (Initial after each statement.)
The county has established written processes to ensure that any employee with a
personal interest in a case is not able to engage in CSS activity related to that
case. KE
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If the IV-D Administrator is unable to certify any statement in Section II, please
explain below:
Section III - Continuity of Services
Counties may enter into agreements with other counties to ensure continuity of
services. This is extremely important for counties with fewer than five employees.
Please provide information about agreements your county has in place below
0 My county does not have any agreements with other counties.
The county has a verbal agreement with the following counties:
Please describe the nature of the agreement below:
❑ The county has a written agreement with the following counties:
*Written agreements (COOP, MOU, contract, etc.) must be submitted as attachments
to the APP.
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Section IV - Certification Requirements
Administrative Process Action (APA)
Pursuant to Section 6.103.1 of Volume 6, APA Certification is required for:
• Child Support Services Unit employees that conduct APAs.
• County employees that supervise employees that conduct APAs, unless the
direct supervisor of an employee conducting APAs, is the County Human or
Social Services Director and the Director has designated another individual to
review and sign APA default orders.
• Supervisors, administrators, or attorneys that have been designated, in writing,
by the County Human or Social Services Director to review and sign APA default
orders.
Individual certification is tracked in the Quarterly Personnel Audit List and must
be updated and certified at the end of each quarter. It is the County's
responsibility to ensure that employees fulfill all certification and recertification
training and testing requirements prior to conducting or continuing to conduct
APAs.
(Initiattfftetisttitekinenttoloyees with a current certification date in the Quarterly
Personnel Audit List are hereby designated to perform all APA duties and/ or
review APA default orders as an APA supervisor. KE
The following individual(s) are APA Supervisor Certified:
Kyle Ewertz Geoff Shirley
Ashley Luttrell
I, am the county director and direct supervisor of an
employee conducting APA. I have designated , to be
certified to review and sign APA default orders.
If your county is not in compliance, enter the date your county will be in compliance
with these requirements.
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Section IV - Certification Requirements (cont.)
Automated Enforcement
Pursuant to Section 6.103.2 of Volume 6, Automated Enforcement Certification is
required for CSS employees that perform, or supervise employees that perform, any
automated enforcement actions.
Individual certification is tracked in the Quarterly Personnel Audit List and must be
updated and certified at the end of each quarter. It is the county's responsibility to
ensure that employees fulfill all certification and recertification training and testing
requirements prior to conducting or continuing to conduct automated enforcement
actions.
(Initial after statement)
I attest that all employees with a current certification date in the Quarterly
Personnel Audit List are hereby designated to perform all automated
enforcement actions. KE
Section V - Service of Process
Service of process is a crucial part of establishing orders. There are ways in which
counties have improved this process by using private processing services. Please
answer the questions below regarding service of process.
a. Does your county use a private process server (Yes, or No)? Yes
b. What vendor(s) does your county contract with for service of process?
Paperchase
c. What is the cost per person for service of process in your county?
Depends min its
d. Does your county pursue judgments to recover service of process cost
(Yes or No)? Sometimes
d. Does your county pursue judgments to recover service of process costs (Yes or No)?
Sometimes
Section VI - County Liaisons
This information is now captured in the Quarterly Personnel Audit List. Please make
sure your county's liaison information in the document is current. Please be sure to
include each liaison's direct email and phone number.
9
Counties are required to follow the process linked below to designate ACSES Liaisons,
which includes corresponding training.
ACSES Liaison Change Process
Change Request Form
Section VII - Communications
As the IV-D Administrator, I agree to: (Initial after statement.)
Forward program information sent to the IV-D Administrator by the DCSS to the
appropriate county CSS professionals in a timely manner. KE
Ensure that the county's child support website contains current and correct
information regarding the child support application and services provided. DCSS
recommends that this include the current application PDF/weblink, accurate
application fee (zero fee) and safety language and/or information about the Non-
Disclosure Indicator (NDI). *If your county would like assistance with developing
language to update your website, please reach out to Olivia Cornejo,
olivia.cornejo@state.co.us. KE
Section VIII - Staff Configuration
Please provide information about how work is distributed among staff in your
county, what functions various specialties are responsible for, if applicable, and
average caseload sizes based on approved FTE with your current budget and hiring
practices. (Example: if you have plans and an intent to hire for 2 enforcement
vacancies, the average caseload size for the enforcement speciality should reflect
the caseload size with those vacancies filled.)
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Section VIII - Staff Configuration (cont.)
❑Cradle to grave Caseload Size
or
Specialized (Check each speciality that apply)
❑ Intake Caseload Size
❑Obtains required or needed documents
❑Prepare and file court documents
❑Add court order information into ACSES
❑Conduct parentage research (Coves, Marriage status, Data Access etc)
❑Locate prior to transferring to establishment
[ Combined with another speciality (please enter speciality and/or describe)
Weld does not have a dedicated intake team. The customer service team, (3 individuals), preform intake,answer phones,
preform TANF interviews,man the lobby,and answer the CSS email box.When performing intake,staff work on the case by
preforming research that is required to determine if the case goes to establishment or enforcement.The customer service team
sends the initial email to clients requesting paternity/financial/arrears documents but do not follow up for a response,the
assigned technician completes follow up.The customer service team does work on special projects as needed,such as the
DOH report,SMI report,and TANF exception report. A Legal team of two(2)individuals manages the docket, preforms CCE
alert/filing,types the request from technicians,creates supply orders,and processes the income/outgoing mail.
E Establishment Caseload Size average 185
]Obtains required or needed documents
]Conduct parentage research (Coves, Marriage status, Data Access etc)
]Preparing and filing court documents
]Attending hearings
]Combined with another speciality (please enter speciality and/or describe)
Technicians prepare all documents for filing by the legal team. They schedule and hold APA
conferences. All technicians do APA and judicial cases. They complete the case until the
ledger is posted then transfer the case to enforcement, including the initial IA.
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Section VIII - Staff Configuration (cont.)
El Review Et Adjustment Number of staff 2
1Preparing and filing court documents
DAttending hearings
Combined with another speciality (please enter speciality and/or describe)
Staff handle all role reversal cases, and add child cases. Staff each carry a caseload
averaging thirty-five (35) establishment cases and around fifty (50) active modifications.
They are responsible for notifying bookkeeping of any changes so that Bookkeeping may
adjust the ledger, ensuring that the task is completed.
I]Enforcement Caseload Size 570
EArrears calculations
(]Preparing and filing court documents
❑Attending hearings
❑MS0 Exception Report
*Disbursements on Hold Report
*Combined with another speciality (please enter speciality and/or describe)
Eight (8) enforcement technicians have a caseload size average of 570. Two (2) enforcement
technicians have a caseload size average of 265, and attend all court hearings and manage
the contempt caseload, which consists of around 50 additional cases. Enforcement prepares
all legal docs and the legal support team files them.
Intergovernmental Caseload Size 420
*Initiating
❑Initiating and Responding
When is a case transferred to this speciality?
*When a verified address is out of state?
❑After UIFSA documents have been prepared and/or sent to another
state?
•Combined with another speciality (please enter speciality and/or describe)
Staff handle responding cases to the point of registering the order when appropriate and
putting up the ledger, then it's transferred to local enforcement. Technicians carry a mix of
establishment/enforcement cases.
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Section VIII - Staff Configuration (cont.)
OFinancial Number of Staff 2
❑Arrears calculations
L 1MS0 Exception County Report
DDisbursements on Hold County Report
❑Inactivity report
ECombined with another speciality (please enter speciality and/or describe)
In addition to financial duties, staff preform quality assurance checks for intake,
establishment, and enforcement teams, selecting a specific number of cases each month for
review. They assist technicians with arrears calculations as well.
Does your county have a call center (Yes or No)? Yes
Does your county have legal staff that prepare and/or attend court hearings (Yes or No)? see above
Does your county have support staff that scan and process incoming and outgoing mail
(Yes or No)? Yes
Section IX- Organizational Chart
All counties are asked to submit an organizational chart. Please include an
organizational chart that describes the reporting structure in your program, and
where your program sits within the county's structure, as an attachment. Did you
include your county's organizational chart with your APP (Yes or No)? Yes
Section X - Personnel
All personnel information for this section is tracked in the Quarterly Personnel Audit
List. The information in this list must be updated and certified at the end of each
quarter. You will receive an email from the ACSES Security Team each quarter when
this needs to be completed.
I understand it is the responsibility of the county to ensure this is updated each
quarter for all employees. I confirm we have updated this information each quarter as
required and will continue to do so. KE
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COLORADO
Ott ice of Economic Security
coNs
2026 Annual Program Plan (APP)
Addendum
Performance Management
Federal Performance Measures
The Child Support Performance and Incentive Act of 1998 (P.L. 105-200) and 45 CFR
§ 305.2 established the modern performance-based incentive and penalty system for
the child support program, while 45 CFR § 305.2 outlines the specific performance
measures used. While the federal threshold for full incentive credit is 80% for all
measures except cost-effectiveness, which is $5.00, the Colorado CSS program
previously established statewide performance goals for these measures which are
reflected on the Monthly Monitoring Report (MMR)
For each of the measures below, please report your performance per the
September MMR (end of FFY 2025):
• If your performance is at or above the statewide goal, please describe your
county's approach to sustaining performance (i.e. best practices).
•If your performance is under the statewide goal, please list the factors
contributing to low performance and describe your county's approach to
improving performance.
Performance Measure Performance per Statewide Goal (MMR)
September MMR (end of FFY
2025)
Paternity Establishment 96.20/0 90%
Percentage (PEP)
Order Establishment 86 2% 80%
Current Support Collected 65%
65.8%
Arrears Collected 72.0%
71.4%
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1. Paternity Establishment Parentage
(PEP)
Weld County met the paternity goal in different ways. Staff ensure that the paternity screens
are coded correctly at intake. During early intervention, staff complete a New Case Checklist
that walks them through all available resources, including COVS, the marriage website,
Courtdata, and other resources, to verify paternity status. When appropriate, our county
requests an Affidavit of Paternity (AOPs). A detailed parentage affidavit, which is unique to
our county, was created to align with common questions ask by our magistrate. Our RPDs
are completed in a timely manner (quarterly). Staff preform continuous follow up to ensure
birth certificates are updated.
2. Order Establishment
Weld County met the order establishment goal. This was done by using an administrative process,whenever
appropriate,and training technicians how to conduct a successful APA conference that results in a stipulation.
There are several special project/clean up days held throughout the the year. Staff conduct an establishment
lean process, reviewing every process for efficiency. They work with non-custodial parents to waive service
by offering the incentive of waiving service fees and genetic testing costs.Weld County has a great working
relationship with the courts and has worked over the last year to expedite causes through the process in a fast
and timely manner.Weld County has identified a growing establishment caseload, and was able to hire an
additional establishment technician in 2025,which helps to balance workloads.
3. Current Support Collected
Weld County was able to met the current support goal every month in the 2025 FFY. Some ways we were able to achieve
this were by calling or emailing clients first,and rarely sending notices via mail. There were several special project/case
clean up days held throughout 2025.Staff proactively reviewed cases for DOC,SSDI,and SSI modification. Trained
technicians have the expectation to work on all reports,adding in the class and status exception report. They contact the
Custodial Parent to verify if they want services,and verify that the child(ren)are still in their care. In 2025 the enforcement
team was restructured,moving all the contempt cases to one centralized caseload,utilizing two(2)of the ten(10)
enforcement technicians to work on those cases.Our enforcement technicians work cases from the beginning, including
completing early intervention and arrears calculations,before sending to bookkeepers to initiate a ledger. Bookkeeper
perform QA to ensure El was completed and that ledger balances are accurate.The bookkeeper was trained on work
priorities,and how posting effects current support numbers.Weld set new goals for the interstate team. The interstate team
initiates monthly cases and ensures out of state cases are getting support from other states,when appropriate.
4. Arears Collected
Weld was able to met the arrears collected goal. Similar to current support many of the same
principles listed above applied. Additions included working through all cases, C/S through
special projects to ensure that cases were in posted to the correct arrears category. Staff
work with parties on the waiver process when state debt is owed. For example, if a
non-custodial parent pays $100 month, we may agree to waive $50/month of state arrears.
Bookkeepers review all cases with prepay to reduce excessive prepay on cases, specifically
with bi-weekly/weekly payers. An excel spreadsheet was created that calculates the amount
each case should have in prepay.
15
Performance Management (cont.)
5. Cost Effectiveness
Your cost-effectiveness ratio can be found on the Quarterly Monitoring Report
(QMR). The statewide goal is $5.00. Please report your performance, per the
quarterly report ending 9/30/2025, on page 2 of the QMR. If your performance
is at or above the statewide goal, please describe your county's approach to
sustaining performance (i.e. best practices). If your performance is under the
statewide goal, please list the factors contributing to low performance and
describe your county's approach to improving performance.
Weld is currently at $5.25, above the statewide goal. One of the ways we maintain this is by
having good FTE management. Weld County has 31 FTE and collects $799,240/year, per
FTE, which is higher than other large counties.
County C-Stat Performance Measures
For each of the first three measures below, please report your performance in the
month of September (end of FFY 2025):
•If your performance is at or above the statewide goal, please describe your
county's approach to sustaining performance on the measure (i.e., best
practices)
• If your performance is under the statewide goal, please provide an assessment
of the reason for low performance and describe your county's approach to
improving performance on the measure.
For each of the last two measures below, you will have the option of sharing any
of your county's best practices at the end of this section.
Performance Measure Performance in the month Statewide Goal
of September (end of FFY
2025)
Timeliness of Case 98 4% 92%
Initiation
Timeliness of Review Et 90,0% 95%
Adjustment (APA)
Timeliness of Review Et 92.3% 90%
Adjustment (Judicial)
Timeliness of Order N/A No Goat Yet Established
Establishment
Establishment Caseload Age N/A No Goal Yet Established
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Performance Management (cont.)
1. Timeliness of Case Initiation
Weld was able to met this goal in several ways. Our customer service team ensures cases are reviewed daily
and that research/intake begin within forty-eight(48)hours.A goal to initiate all cases within ten (10)days was
set to give time for SIDMODs,questions, other county responses,which is well below the state wide goal.Our
team preforms TANF intake over the phone and has a customized fillable form with intake questions that flows
ensuring all of the information needed is received.When unable to reach parties after three(3)attempts,over
various days,extensive research is done to document cases accurately. Web applications are pulled on a
daily basis and stored in a shared location. Intake per worker is also tracked to see what type of cases are
coming in. Several staff are trained to preform intake so that we are able to pull resources in from other teams
to assist, if needed.
2. Timeliness of Review and Adjustment (APA)
Weld did not attain this goal but is taking proactive steps to ensure it's met in the future. A new
establishment technician was hired in 2025, which gave us the ability to restructure our
establishment team, having four(4)technicians perform primary establishment and two (2)perform
modifications. Weld offers a modification training/lean process to ensure there was understanding
of the process. Confusion was identified with APA modification, specifically around DISH,which
has now been resolved.All forms have been updated to be fillable and accessible to clients, which
has resulted in having fewer barriers to returning the required information, so we are able to move
forward in a timely manner.
3. Timeliness of Review and Adjustment (Judicial)
Weld was able to met this goal. We took similar steps by restructuring, updating the lean
process, and other training. We work closely with our courts to provide training regarding
timeframes, adding a duty to confer to our motions so that the court is aware of the time
remaining to complete the modification, and set hearing dates. Beginning in 2025, Weld
assigned an in-house attorney, which has reduced the number of average days to sign
documents by over eight (8) days, which helps to stay timely.
4. Timeliness of Order Establishment (OPTIONAL)
Weld is proactively looking at how we can ensure our establishment order timeliness goal is met,
once created. We have already started prioritizing locate and special project days, creating
electronic forms for faster responses, and working with our courts to ensure cases are handled in a
timely manner. We use Administrative Process Action (APA)anytime it's appropriate and have
trained several members of our leadership team on APAs, allowing them to help jump in when we
are short staffed. Weld has built a great relationship with our process server who now comes to the
office daily to pick up packets for service. That has helped us to be successful, averaging a 65%
success rate serving documents in 2025.
5. Establishment Caseload Age (OPTIONAL)
Weld is proactively looking at the establishment caseload age measure by reviewing old
cases so that the custodial parent/non-custodial parent(s) are located and contacted, which
helps prepare those cases for service. Weld has set a goal to review all cases at least
quarterly. Projects that need to be reviewed and completed (example DOC cases) are
identified, reviewed and processed.
17
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
Department of Human Services Location:Greeley,Downtown Chase Butting,6th Floor
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Director:lame Ulrich
Deputy O1ector:'arm Grant
January 2025
Department of Human Services Leadership r:Dlr ctn Jame Ulrich
Deputy Director.Tam Grant
Director
Jamie IJinrh
Deputy Director Senior Fiscal Advisor
Tami Grant Lennie Bottorff A
Home and Community Employment Services runt Office Organisational integrity Intergrated Services Policy Advrusr
Supports Workforce Dlrectur Director Director
Vacant cecd a fitalchroankl
Director Carol Salter Tanya Geiser Kunberly 5ino
Kelly Morrison
Han•and COmmumty Employment Saviors Oeg.Naatlwai IntegrityI
Supports
Deputy Workforce Director Deputy DUMo
Deputy DnMOr
111 Col/moireYacanl termite lehmkuhl
•
Assistance Payments Child Support Child Welfare Family Resource
Director Director Director [rent
Andre Garnard Kyle Ewertc Heather Walker
Asstrtante Payments Child Wellue
Deputy Director Deputy Dkecror
Ern errs Arbor Overmyer
SIGNATURE REQUESTED: Weld 2026 Annual
Program Plan and Addendum
Final Audit Report 2026-02-12
Created: 2026-02-12
By: Windy Luna(wluna@weld.gov)
Status: Signed
Transaction ID: CBJCHBCAABAAUG9dfY3WGP EU3zmoPsPS63O0-uKLf6M
"SIGNATURE REQUESTED: Weld 2026 Annual Program Plan a
nd Addendum" History
Document created by Windy Luna (wluna@weld.gov)
2026-02-12-9:18:22 PM GMT-IP address:204.133.39.9
Document emailed to Kyle Ewertz (ewertzkp@weld.gov) for signature
2026-02-12-9:20:43 PM GMT
Email viewed by Kyle Ewertz (ewertzkp@weld.gov)
2026-02-12- 10:38:48 PM GMT-IP address:204.133.39.9
Document e-signed by Kyle Ewertz (ewertzkp@weld.gov)
Signature Date:2026-02-12-10:39:06 PM GMT-Time Source:server-IP address:204.133.39.9
Document emailed to Jamie Ulrich (ulrichjj@weld.gov)for signature
2026-02-12-10:39:08 PM GMT
Email viewed by Jamie Ulrich (ulrichjj@weld.gov)
2026-02-12- 10:43:31 PM GMT-IP address:76.130.135.198
Document e-signed by Jamie Ulrich (ulrichjj@weld.gov)
Signature Date:2026-02-12-10:43:47 PM GMT-Time Source:server-IP address:76.130.135.198
O Agreement completed.
2026-02-12-10:43:47 PM GMT
Powered by
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Acrobat Sign
Contract Form
Entity Information
Entity Name* Entity ID* New Entity? Please use the job
COLORADO DEPARTMENT OF SUP-3650 aid linked here to add a
HUMAN SERVICES 17;supplier in Workday.
Contract Name* Contract ID Parent Contract ID
COLORADO DEPARTMENT OF HUMAN SERVICES 10381
(CHILD SUPPORT SERVICES 2026 ANNUAL PROGRAM Requires Board Approval
PLAN) Contract Lead* YES
WLUNA
Contract Status Department Project #
CTB REVIEW Contract Lead Email
wluna@weld.gov;cobbxxl
k@weId.gov
Contract Description*
CHILD SUPPORT SERVICES 2026 ANNUAL PROGRAM PLAN. TERM: 01 /01 /2026 THROUGH 1 2/31 /2026. BUDGET:
$1 ,144,738.00 AND 31 EMPLOYEE POSITIONS. DUE TO THE STATE BY 4/1 /2026.
Contract Description 2
PA WILL ROUTE WITH THIS ENTRY.
Contract Type* Department Requested BOCC Agenda Due Date
APPLICATION HUMAN SERVICES Date* 02/14/2026
02/18/2026
Amount* Department Email
$1 ,144,738.00 CM- Will a work session with BOCC be required?*
HumanServices@weld.gov NO
Renewable*
NO Department Head Email Does Contract require Purchasing Dept. to be
CM-HumanServices- included?*
Automatic Renewal DeptHead@weld.gov NO
Grant County Attorney
IGA GENERAL COUNTY
ATTORNEY EMAIL
County Attorney Email
CM-
COU NTYATTORN EY@WEL
D.GOV
If this is a renewal enter previous Contract ID
If this is part of a MSA enter MSA Contract ID
Note: the Previous Contract Number and Master Services Agreement Number should be left blank if those contracts
are not in OnBase
Contract Dates
Effective Date Review Date* Renewal Date
10/30/2026
Termination Notice Period Expiration Date*
Committed Delivery Date 1 2/31 /2026
Contact Information
Contact Info
Contact Name Contact Type Contact Email Contact Phone 1 Contact Phone 2
Purchasing
Purchasing Approver Purchasing Approved Date
Approval Process
Department Head Finance Approver Legal Counsel
JAMIE ULRICH CHRIS D'OVIDIO BYRON HOWELL
DH Approved Date Finance Approved Date Legal Counsel Approved Date
02/19/2026 02/20/2026 02/20/2026
Final Approval
BOCC Approved Doc ID#
AG 022526
BOCC Signed Date
Originator
BOCC Agenda Date WLUNA
02/25/2026
From: jSYle.Fwev
To: css performance-CDHS.cdhg
Cc: Windy Luna
Subject: Weld County Program Plan
Date: Wednesday,February 25,2026 2:46:21 PM
Attachments: Weld 2026 Annual Program Plan and Addendum-Final.odf
jmaae001.ong
jrnage002.ong
jmage003.ong
Good afternoon,
Please see attached Weld County completed and signed program plan. Let me know if
you have questions or need anything else.
Thanks,
LB;
Kyle Ewertz
Child Support Division Director
Department of Human Services
Phone: 970-400-6400
P.O. Box A, 822 7th Street 6th FL, Greeley, CO 80632
IMPORTANT:This electronic transmission and any attached documents or other writings are
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