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Home My WebLink About20242634.tiff1 PAGE OF DOCUMENT INCLUDED IN PAPER FILE. REMAINDER RETAINED !rECTRONICALLY IN TYLER. POSE E3ILIDGET FISCAL YEAR 2025 J yi S illess tit PROPOSED BUDGET FISCAL YEAR 2025 COUNTY OF WELD 2025 PROPOSED BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS Kevin Ross, Chair Perry Buck, Pro -Tern Mike Freeman, Commissioner Scott James, Commissioner Lori Saine, Commissioner BY THE FINANCE DEPARTMENT September 2024 vailasciet TABLE OF CONTENTS PAGE DISTINGUISHED BUDGET PRESENTATION AWARD 1 BUDGET MESSAGE 3 ABOUT WELD COUNTY, COLORADO 9 STRATEGIC PLAN 13 POINTS OF ISSUE AND POLICY MATTERS: 2025 BUDGET STRATEGY 27 2025 BUDGET CALENDAR 29 Explanation of Overview of Budget and Management System 31 Overview of Budget and Management System 32 Hierarchy of Budget Information 33 Significant Budget and Accounting Policies 34 Explanation of Individual Funds 37 Budget Policies 39 Long Term Financial Planning Policies 40 Capital Improvement Policy 42 Investment Policy 44 Fund Balance and Reserve Policy 45 Policy Directions 46 2025 Guidelines 48 2025 Special Budget Instructions 50 Revenue Policies and Assumptions 52 Specific Revenue Assumptions of Significant Revenue 53 Major Revenue Historical Trends and Analysis 55 Department/Fund Matrix and Organizational Responsibility for Budget Units 58 Staffing or Equipment Requests/Points of Issue with a Fiscal Impact 61 EMPLOYEE SALARY SCHEDULE AND BENEFITS: 2025 Salary and Benefit Recommendations 65 2025 Other Benefits 67 SUMMARY OF FUNDS: Graph - - All Funds Revenue 69 Graph - - All Funds Expenditures 70 Graph - - Mill Levy 71 2025 Summary of Fund Balances 72 2025 Summary of Major Revenues and Expenditures 74 2024 Estimated Summary of Major Revenues and Expenditures 76 2023 Actual Summary of Major Revenues and Expenditures 78 Governmental Funds - 2023 - 2025 Summary of Estimated Financial Sources and Uses 80 2024 Assessed Values to be Used for 2025 Budget 82 Net Program Cost 83 Seven Year Trend Data: Beginning Fund Balance 85 County Expenditures 86 Weld County - Organizational Chart 87 Summary of County Funded Positions 88 III PAGE GENERAL FUND: Graph -- General Fund Revenues 91 Graph -- General Fund Expenditures 92 Seven Year Trend Data General Government 93 Public Safety 94 Health and Welfare 95 General Fund Summary Narrative 96 Summary of Revenue 97 Summary of Expenditures 99 Office of the Board 101 Public Information 103 County Attorney 105 Public Trustee 106 Clerk to the Board 108 Clerk and Recorder: Recording/Administration 111 Elections 113 Motor Vehicle 115 Treasurer 117 Assessor 119 County Council 122 District Attorney: Seven Year Trend Data 123 Budget Unit Summary 124 Juvenile Diversion 125 Victim/Witness Assistance 126 Finance and Administration 128 Accounting 130 Homeland Security Grant 132 Purchasing 133 Human Resources 135 Wellness Program 138 Planning and Zoning 140 Community Development Block Grant 143 Facilities 145 Weld Plaza Building 147 Information Technology 148 Geographical Information System 152 Printing and Supplies 154 Sheriffs Office: Seven Year Trend Data 156 Budget Unit Summary - All Departments 157 Sheriff's Administration Patrol 165 Sheriff's Booking Unit 167 Sheriff's Professional Standards 169 Sheriff's Civil Unit 171 Sheriff's Support Services 173 Sheriff's Records Unit 175 Sheriff's Evidence Unit 177 iv PAGE GENERAL FUND (CONTINUED): Sheriffs Office (continued): Sheriff's Patrol 179 Sheriff's Investigations Unit 181 Municipal Contract Enforcement 183 School Resource Officers Unit 185 Sheriff's Office Ordinance Enforcement 187 Regional Forensic Laboratory 189 Victim Advocate Services 191 Multi -Jurisdictional Drug Task Force 193 Inmate Services 195 Security Unit 196 Courts and Transportation Unit 199 Communications - County Wide 200 Public Safety Information System 202 Public Safety Wireless Communication 204 Coroner 206 Pretrial Services 209 Work Release 211 Adult Diversion Services 213 Community Corrections 214 Building Inspection 216 Oil and Gas Energy 218 Noxious Weeds 220 Office of Emergency Management 222 General Engineering 226 Parks and Trails 229 Senior Programs 230 Waste Water Management 231 Developmentally Disabled 232 Mental Health 233 Child Advocacy Center 234 Transfers: Retirement 235 Human Services 236 Health Department 237 Motor Pool 238 Economic Development 239 Building Rents 240 Non -Departmental 242 Community Agency Grants 243 Bright Futures 245 Extension Service 247 County Fair 249 Veterans Services 251 Island Grove Building 252 Asset and Resource Management 253 Contingency (Salary) 254 PAGE PUBLIC WORKS FUND: Graph -- Public Works Revenues 255 Graph -- Public Works Expenditures 256 Graph -- Seven Year Trend Data 257 Public Works Fund Summary Narrative 258 Concerning Local Accountability for Money Used for Highway Purposes 259 Construction Bidding for State -Funded Local Projects 260 Summary of Revenue 261 Summary of Expenditures 262 Summary — All Departments 263 Administration 264 Trucking 266 Gravel Road Management 268 Bridge Construction 270 Maintenance Support 272 Other Public Works 274 Mining 276 Pavement Management 278 Grants -in -Aid to Cities and Towns 280 Non -Departmental Revenue 281 Contingency (Salary) 282 SOCIAL SERVICES FUND: Graph -- Social Services Revenues 283 Graph -- Social Services Expenditures 284 Graph -- Seven Year Trend Data 285 Social Services Fund Summary Narrative 286 Estimated Revenue 287 Mandated Programs 288 Summary of Revenue 289 Summary of Expenditures 290 Summary — All Departments 291 County Administration 293 Non -Program Revenue 295 Other Programs 296 Child Support Administration 298 Temporary Assistance to Needy Families 300 Aid to Needy Disabled 302 Child Care 304 Old Age Pension 306 Child Welfare and Administration 308 Core Services 310 Adult Protective Services 312 LEAP Program and Administration 314 General Assistance 315 vi PAGE PUBLIC HEALTH AND ENVIRONMENT FUND: Graph -- Health Fund Revenues 317 Graph -- Health Fund Expenditures 318 Graph -- Seven Year Trend Data 319 Public Health and Environment Fund Summary Narrative 320 Summary of Revenue 323 Summary of Expenditures 325 Budget Unit Summary - All Departments 326 Administration 330 Health Communication 332 Community Health Services 335 Environmental Health Services 337 Public Health Preparedness 339 Public Clinic Health Services 341 HUMAN SERVICES FUND: Graph -- Seven Year Trend Data 345 Human Services Fund Summary Narrative 346 Summary of Revenue 348 Summary of Expenditures 349 Summary — All Departments 350 Job Service (Wagner/Peyser) 351 Summer Job Hunt 353 Workforce Investment Act - Adult Program 354 Workforce Investment Act - Youth Program 356 10% Incentive Grant (CIMS) 358 Workforce Investment Act - Dislocated Worker Program 359 Educational Lab 362 AmeriCorps Program 363 AAA Administration 364 AAA Support Services 365 AAA Congregate Meal 367 AAA Home Delivered Meals 368 AAA Health Services 369 AAA Colorado Health Foundation 370 AAA Elder Abuse Grant 371 AAA Special Ombudsman 372 AAA Single Entry Point 373 AAA Case Management Agency (CMA) 375 AAA (CCT) 376 AAA (State Funds) 377 Part E Family Caregiver Support 378 Community Services Block Grant 379 SPECIAL REVENUE FUNDS: Narrative Summary of Special Revenue Funds 381 Conservation Trust Fund: Summary of Revenue 382 Summary of Expenditures 383 Budget Unit Summary 384 vii PAGE SPECIAL REVENUE FUNDS (continued): Contingency Fund: Summary of Revenue 387 Summary of Expenditures 388 Budget Unit Summary 389 Emergency Reserve Fund: Summary of Revenue 390 Summary of Expenditures 391 Budget Unit Summary 392 Solid Waste Fund: Summary of Revenue 393 Summary of Expenditures 394 Budget Unit Request Summary - Code Enforcement 395 Budget Unit Fund Summary 396 Weld County Trust Fund: Summary of Revenue 398 Summary of Expenditures 399 Budget Unit Request Summary 400 CAPITAL FUNDS: Graph - - Seven Year Trend 401 Capital Expenditures Fund Summary Narrative 402 S ummary of Revenue 403 Summary of Expenditures 404 Budget Unit Summary 405 Communications Development Systems Capital Fund S ummary of Revenue 406 S ummary of Expenditures 407 Budget Unit Summary 408 Public Safety Communications Infrastructure Capital Plan 409 Long Range Capital Projects Five -Year Plan 410 Resource Capacity 414 2025 Budgetary Impact 416 Facilities 2025 -2029 Special Projects 418 Financing Alternatives 427 VIII PAGE PROPRIETARY FUNDS: Narrative Summary of Funds 437 Enterprise — Northern Colorado Regional Forensic Laboratory Fund S ummary of Revenue 438 Summary of Expenditures 439 Budget Unit Summary 440 IGS — Fleet Services Fund Summary of Revenue 441 Summary of Expenditures 442 Budget Unit Summary — Fleet Services Administration 443 Budget Unit Summary — Fleet Services Equipment 445 Increases in Fleet 446 Public Works Replacements and Increases in Fleet 447 IGS - Health Insurance Fund: S ummary of Revenue 448 S ummary of Expenditures 449 Budget Unit Summary 450 IGS - Insurance Fund: S ummary of Revenue 452 S ummary of Expenditures 453 Budget Unit Summary 454 IGS - Telecom Services Fund: S ummary of Revenue 456 S ummary of Expenditures 457 Budget Unit Summary 458 Weld County Finance Authority: Budget Unit Summary 460 GLOSSARY 461 ACRONYMS 473 ix TrEV� �ni S GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO County of Weld Colorado For the Fiscal Year Beginning January 01, 2024 °Asia& P 2110-bula Executive Director 1 CouNTY 2 ,uc 186 September 17, 2024 1 Weld County Board of Commissioners 1150 0 Street Greeley, CO 80631 Board Members: DEPARTMENT OF FINANCE AND ADMINISTRATION PHONE: (970) 400-4200 FAX: (970) 336-7233 1150 O STREET P.O. BOX 758 GREELEY, COLORADO 80632 Weld County is in excellent financial condition as it heads into 2025 with no debt, no sales tax, one of the lowest mill levies among all Colorado counties, a cash reserve, and a fully funded pension plan. The Weld County 2025 Proposed Budget for operations and capital outlay expenditures of $570,883,983. The budget has been prepared in accordance with the directives developed during the existing budget process. The budget is funded with revenue estimates of $555,725,691 and anticipated fund balances of $711,435,830. This includes $289,930,765 in property taxes or a 0.03% increase from the prior year. This is well below the maximum allowed property tax under the Weld County Home Rule Charter of $303,495,333, which is under Amendment One (TABOR) limits. 2025 BUDGET HIGHLIGHTS AND GROWTH OPPORTUNITIES ➢ Between midyear 2024 and approved 2025 requests, Weld County will add approximately 30.5 new FTE positions to meet growing demands. This includes an investment in the Weld County dispatch team due to an increase in 911 call volume and an investment in public works to continue advancing projects. ➢ Increase facilities needed for the influx of new programs and positions. ➢ Continue the second year of implementation process for an Enterprise Resource Planning (ERP) system. ➢ Continue efforts to control health care costs for county employees/dependents. A 15% rate increase is accounted for in the contingency dollars and will be adjusted when final numbers are provided. ➢ Increase liability insurance funding as insurance costs are increasing dramatically from 2024 to 2025. ➢ Comply with new legislation that is still outstanding for the election in November 2024. 3 ➢ The 2025-2029 Capital Plan for Facilities is estimated to need over $65 million for projects and maintenance improvements. Results of the Facilities Master Plan will potentially increase this amount. Fund the Public Works 2025-2029 Capital Improvement Plan. > Maintain a fully funded pension plan with an earning rate assumption of 5.9%. ➢ New Sheriffs Office shooting range and training facility will likely open. ➢ Continue bilingual pay differentials and employee appreciation programs to increase employee retention and work towards the Strategic Priority of "Be an Employer of Choice". ➢ Continue a comprehensive review of the compensation plan for fairness, equity, and competitiveness of job markets. Continue incentives for expanding industry and commercial development in Weld County. 2025 FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK The US economy continues to come in above expectations, despite elevated interest rates, weakness in other major economies, and the drawdown of excess savings. Although real GDP growth slowed in the first quarter of 2024, policy makers brought down inflation closer to the 2% target. Higher interest burdens, election uncertainty, and an increasingly narrow stock market landscape could limit future economic activity. An offset to these warning signs will be continued liquidity inputs by the US Treasury, artificial intelligence productivity gains and expectations for an eventual Fed pivot to reduce today's monetary policy headwinds. According to Kiplinger, expect slowing economic growth and falling inflation. Look for 2.0% GDP growth in 2025, versus 2.6% this year, with growth picking up in the second half. By the end of 2025, the Federal reserve will likely cut short-term rates by 1.5 points, from 5.5% to 4.0%. Inflation is likely to fall to 2.4% by year-end, versus 3.0% at the end of 2024. Within Colorado specifically there is a rise in revolving credit, delinquency rates and worker shortages. The state will be impacted by commercial spaces sitting empty and facing the refinancing process, creating additional pressure. These categories create significant headwinds in the financial realm. At this point a look at unemployment rates further paints an economic picture. The monthly Weld County unemployment rate improved from a record high 10.6% in June 2020 to a near -record low of 2.7% in September 2022. Since then, the unemployment rate has ticked up to 4.3% in June 2024 with an increase to both the labor force and number of unemployed. The rising unemployment reflects the delicate balance between a moving number of unemployed and labor force that sometimes produces a rising unemployment rate during period of job growth. Colorado is projected to have both labor force growth and a higher number of people unemployed and looking for work in 2025. Infrastructure spending has begun to rebound from the financial crisis and is expected to grow significantly over the coming decade. Infrastructure development is driven by certain economic, social, and environmental factors, sometimes referred to as the enabling environment. To realize the growth coming, Weld County is working to provide the proper conditions for infrastructure 4 development. We are recovering from supply chain shortages that once existed but are playing catch up with projects previously planned and approved. With the help of contractors, the county looks forward to reducing the list of outstanding projects. As a result, the excessive fund balance will be reduced to appropriate levels. Weld County has always anticipated fluctuations in revenues, with a significant majority of property tax income being from a continual shifting oil and gas industry. With political pressures coming down from Federal and State legislation to expand energy solutions away from oil and gas, Weld County must have reserves in place to maintain required levels of service and meet citizen's needs. Tailwinds Headwinds Unknowns EmploymentGrowth Key Industry Clusters Consumption Energy Income Growth Infrastructure Spending Inflation Real Wage Growth Commercial Real Estate Interest Rates Worker Shortages Fed Policy Demographics Fiscal Cliff Climate Change War Water Al Labor Participation Supply Chain Disruptions Human Behavior Global Trade Remote Work Consumption Weld County is predicted to see a 20% decrease in assessed value between 2024 and 2025. In 2025, assessed values specific to Oil and Gas are anticipated to drop by approximately 31%. From the graph below, Oil and Gas values make up approximately 59% of Weld County's total property tax income. The graph shows the significant fluctuations over the years in assessed values and shows how imperative it is to have reserves in place as revenues fluctuate. U 12 10 8 V1 2 O ea 7.1 2013 2014 2015 2015 2017 2018 2019 2020 2021 2722 2023 2024 2025 6.418 L015 8.97 11 427 8.999 9 223 11 54 14.94 Nei Assessed Value In BilNions 14.965 11 968 18135 24,038 L Ia AV :ant Land Re irientie) I Praperty CDtrim eriB I Pre.pie ft"1 Inju trisl Pre'perty � ricultural Nat uraI Resources and Gas .ilmaState Ass sei: 1 5 2025 BUDGET PLAN FOR THE FUTURE In developing the goals for the 2025 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 n eeded 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 works 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 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 Weld County being the fifth largest employer in the county, 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 2024-2028 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 2025 and years to come. Economic experts believe that growth in Colorado will continue but is slowing. As one of the fastest growing counties in Colorado for the past decade, the slowing of growth will allow for county services to catch up to the population but can also mean limited resources in the future. This increase in service is directly tied to staffing and space to provide those services, which leads to increased base operational costs that future revenues may or may not be able to support. This fine line must be balanced to ensure resources are available for the needed services. In 2025, Weld County will continue into Phase Two of the Workday Enterprise Resource Project (or ERP) implementation. Human Resources and Payroll have transitioned from PeopleSoft to Workday, and next Finance and Accounting will transition from Banner to Workday. One of the 2025 budget goals is to promote innovation and technology assistance, improving efficiency and effectiveness in all departments. This ties to Strategic Priority #5: Provide Excellent, Cost - Effective Service Delivery. For the past eight years, Weld County has maintained a technology and innovation fund that is managed through the IT Department. Leadership continues to look at ways to improve customer interactions, review staffing models, and increase efficiencies through innovation and technology. 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 e ntire county workforce, we will ensure that whatever the future may hold, we keep serving the n eeds of our residents countywide. The 2025 budget will recommend 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 Weld County's 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. 6 GENERAL GOVERNMENT OVERVIEW The following is a summary of major changes in revenue and expenditures between 2024 and 2025. Revenue Revenues for general government functions are summarized below and total $555,725,691 in 2025, an increase of 4.99% over 2024. The largest revenue increases are related to Intergovernmental Revenues such as grants and pass -through funds and Fee accounts. The amount of revenue from the various sources and the changes compared to 2024 are shown in the following tabulation: Revenue Sources Property Taxes Other Taxes Licenses and Permits Intergovernmental Revenues Charges for Services Miscellaneous Revenue Fee Accounts Internal Service Charges TOTAL Expenditures 2024 Amount $ 289,043,174 16,115,000 5,513,750 87, 038, 715 14, 821,103 43,71 3,630 20, 884, 000 52,175,161 $529,304,533 2024 Percent of Total 2025 Amount 54.6% $ 289,930,765 3.1% 15,391,000 1.0% 4,917,500 16.4% 2.8% 8.3% 3.9% 9.9% 106,816,655 16,336,324 45,790,668 23,465,000 53,077,779 100.0% $555,725,691 2025 Percent of Total 51.8% 3.1% 0.9% 19.2% 3.0% 8.2% 4.2% 9.6% 100.0% Increase - Decrease from 2024 $ 887,591 (724,000) (596,250) 19,777,940 1,515,221 2,077,038 2,581 7000 902,618 $ 26,421,158 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 $570,883,983 for 2025, which is an increase of 16.2% over 2024. The major increases are in Public Safety, Capital Expenditures, and Social Services. As a reminder, the Miscellaneous category includes contingency dollars where the COLA and any benefit changes are budgeted until approved by the board, then spread between the categories. The amounts by function and the changes from 2024 are as follows: Expenditure Sources General Government Social Services Road and Bridge Public Safety Human Services Health Capital 2024 Amount $ 70,724,085 50,412,219 77,115,128 108, 323, 947 11,981,525 14,128,147 42,916,232 2024 Percent of Total 14.40% 10.26% 15.70% 22.05% 2.44% 2.88% 8.74% 2025 Amount $ 70,595,835 61,414,405 99,798,618 116, 573, 988 16,811,025 14,875,544 56,018,334 2025 Percent of Total 12.37% 10.76% 17.48% 20.42% 2.94% 2.61% 9.81% Increase - Decrease from 2024 $(128,250) 11,002,186 22,683,490 8,250,041 4,829,500 747,397 13,102,102 7 Expenditure Sources Public Works Contingency Miscellaneous Culture and Recreation Auxiliary Internal Services TOTAL 2024 Amount 27,990,926 10,000,000 8,861,190 1,222,417 3,266,260 64,331,824 $ 491,273,900 2024 Percent of Total 5.70% 2.03% 1.80% 0.25% 0.66% 13.09% 100.0% 2025 Amount 34,743,780 10,000,000 16,261,580 2,385,801 3,037,560 68,367,513 $ 570,883,983 2025 Percent of Total 6.09% 1.75% 2.84% 0.42% 0.53% 11.98% Increase - Decrease from 2024 6,752,854 0 7,400,390 1,163,384 (228,700) 4,035,689 100.0% $ 79,610,083 The 2025 Budget contains sufficient resources to provide these requested increasing levels of service. The operational plan supported by the 2025 budget maintains Weld County Government's commitment to excellence and efficiency in carrying out our continued responsibilities to taxpayers. In 2025, the Facilities Master Plan will lead to significant changes as Weld County continues to grow in staffing to meet the population growth and services provided. As a final note, what we can do for our community, day in and day out, is to give our very best. We must always strive to improve. Our Board expects it, our organization is committed to it, and our community deserves it. In conclusion, we would like to thank department heads and elected officials and their staff for their diligent efforts in the preparation of the 2025 budget. Much time and effort went into its development and continues as changes are still to be made. 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 8 About Weld County County Overview Welcome to beautiful Weld County home to 32 incorporated municipalities, including growing cities, charming towns, thriving businesses and thousands of acres of prime agricultural land. As Colorado's third largest county, Weld County covers 3,987 square miles in the northern part of the state and is larger than the size of Rhode Island, Delaware and the District of Columbia combined, so while over 350,000 people call Weld County home, we still have plenty of room for growth. The climate is dry and generally mild with warm summers, mild winters and a growing season of approximately 138 days. The land surface is fairly level in the east, with rolling prairies and low hills near the western border. Elevations in the county range from 4,400 to 5,000 feet. The South Platte River and its tributaries, the Cache la Poudre, the Big Thompson, the Little Thompson, the St. Vrain, and other smaller streams, flow into Weld County from the south and west, leaving the county on the east. With available services, location, resources and livability, Weld County offers unbounded opportunity for families to live, work and play. We have one more important ingredient as well: a positive attitude toward growth. For information regarding Weld County demographics, please click here and look under the Helpful Information section. We love being here, and we'd love having you here too! Population: There are 32 incorporated municipalities in Weld County. The county seat and principal city, Greeley, is located in the west central part of the county and contains approximately 1/3 of the county's population. Generally, most of the remaining population resides within a 20-30 mile radius of Greeley; the northeastern part of the county is sparsely populated. Industr Weld County leads the state in the production of sugar beets, grains, beef and cattle. The county is also a leader in the production of dry beans, potatoes, poultry and eggs, milk and other dairy products. In fact, agriculture is so important in the county that the Weld County Code includes a specific Right to Farm Statement. Also important to the county: the energy industry. Oil and gas activity has occurred for decades in Weld County, which is located in the Denver Julesburg Basin and sits above the Wattenberg Field. 9 The discovery in 1970 of the Wattenberg Field, which extends from southern Wyoming and the Nebraska panhandle down along much of the Colorado Front Range, initiated the first true oil boom in Weld County. Oil and gas production within the county continued at a steady pace for several decades. Then, in 2009, a horizontally drilled well (called the Jake well) surprised the oil industry by producing 50,000 barrels of oil in 90 days. Horizontal drilling has brought new life to the energy industry in Weld County, and today, Weld has more oil and gas wells than any other county in the state, approximately 23,000. The positive economic impact oil and gas has had on the county has been tremendous. Schools, fire districts, libraries, as well as county and municipal governments, all benefit from the energy industry. In addition to agriculture and energy, Weld County is also home to thriving businesses — large and small. County government has a proven track record of working with business and industry; not creating obstacles. Major employers in the area include: JBS USA, Leprino Foods, Aurora Organic Dairy, Anadarko Petroleum, Noble Energy, Halliburton Energy Services, Vestas Blades, Banner Health, Carestream Colorado, J. M. Smuckers and State Farm Insurance. To make certain Weld County maintains its quality of life, a Comprehensive Plan has been developed and implemented. The plan, simply stated, puts the right things in the right places. The result is that Weld County provides an ideal location for corporations, industry and business. Weld County has no long-term or short-term debt, no county sales tax, a low mill levy compared to neighboring counties, and is able to pay for long-term projects with cash, which benefits taxpayers and residents alike. Principal Property Taxpayers: Kerr-McGee Oil & Gas Onshore LP Petroleum Development Corp. (PDC Energy Inc) Noble Energy Extraction Oil & Gas LLC Crestone Peak Resources LP 10 History The history of Weld County, which was established in 1861 when Colorado was still a territory, is literally rooted in the land. Weld County ranks number one in the state, and number nine in the country, in the value of agricultural products sold almost $1.8 billion annually. So how is this possible in a region that in 1821, Major Stephen H. Long said would "never be fit for human habitation and should remain forever the unmolested haunt of the native hunter, bison and jackal"? The answer is irrigation. The Section No. 3 Ditch Company, which was incorporated in 1870, is said to have been "the first ditch in the United States built specifically to grow food." In 1835, a government expedition came through the general area; the next year a member of that party, Lt. Lancaster Lupton, returned to establish a trading post located just north of the present town of Fort Lupton. In about 1837, Colonel Ceran St. Vrain established Fort St. Vrain; Fort Vasquez was built south of Platteville in about 1840. The latter was rebuilt in the 1930s under the Federal Works Progress Administration. The U.S. Congress took parts of the Territories of Nebraska, Kansas, New Mexico and Utah to create the Territory of Colorado in 1861. All parts of Colorado lying east of Larimer County and north of the present Adams County were in the original Weld County, one of 17 counties established by the first territorial legislature in September, 1861. Weld County was named for Lewis Ledyard Weld, the first territorial secretary; St. Vrain became the first county seat. During the first 16 years of Weld County's history, the county seat was moved from St. Vrain to Latham (three miles east of present Greeley) to Evans, to Greeley, to Evans again, and finally in 1877, returned to Greeley. A large segment of the Weld County region was settled by people of German descent who migrated from Russia in the early 1900s. Originally they came as railroad workers, but many soon worked in the productive beet fields and eventually became prosperous land owners. Weld 11 County's Spanish -surname population began to arrive during the mid 1920s as laborers for the sugar beet industry. Weld County's sugar beet industry began with the building of sugar factories in Greeley and Eaton in 1902. In 1903, another was built in Windsor, followed in 1920 by one in Fort Lupton and another in Johnstown in 1926. Education Education has always been an important part of life in Weld County where 12 school districts offer educational opportunities, all of which have earned a reputation for quality. Greeley is the home to the University of Northern Colorado, a four- year university offering bachelors, masters and doctorate degrees to more than 12,000 students a year. Aims Community College, also located in Greeley (with campuses in Fort Lupton and Windsor as well), is a two-year liberal arts and vocational college offering 200 degree and certificate programs. Livability Weld County's livability is just one of the features that make it a great place to call home. Abundant Colorado sunshine, low humidity, cool summer evenings and mild winters provide a climate where people thrive. Recreational opportunities abound throughout the county, including the 21 -mile Poudre Trail, perfect for walking, running and biking; St. Vrain State Park and its 604 acres of land and 152 acres of water perfect for camping, fishing and photography; and the Pawnee Buttes - 193,000 acres of short - grass prairie perfect for birding, hiking, recreational shooting and camping. Craft breweries, great restaurants, live music and festivals abound throughout the county and draw visitors from across the country as well. Weld County's location makes it an ideal spot as well, as Denver, Cheyenne, DIA and Rocky Mountain National Park are just an hour's drive from the county seat. NOTE: See the Weld County Population and Development Report in the Supplemental Data Section of this document for more specific information. Plus, go to the Discover Weld County website showcasing the great people, places and events that call Weld County home at http://www.discoverweld.com. 12 /a/L, ,. • f ` 1 r '� - Ar�4 fg. Iw _ M Sit....w G Cul = r r. 1. a w east MS II dr ra -74 1 s ^ STRATEGIC PLAN • 2023-2028 �41 W. ar a I • • 11 44 4-2 c 0 U a) H Co (a)) 0 • Co • E E 0 U C 0 U 0 -2 m N LU C cu F C) to tA > O a) . Q C O Co • N a 0 cu a) ro five-year strategic plan 4- C O a) 4J a3 0 0 C • C :4'J 0 a) Ii C cn E VO 713 N = t6 N C c W tt3 co Ii C C) F ci O a) O - O to 44-▪ 1 C 0 O U co CO into the future. nfrastructure, C N O B 7r N lent, Cost -Effective Q) > X W 0 CL or Service De C O (13 •C F F O U U Q U C W w ro Q U N 1 0 p a a Q 14 n ■ L.L a) 0) a) U cp U) 0) CD U a) U) C) 4- t42 -o (13 a N a CD C) i 0 C) L 0 CD C) 4-4 0 Statement C 0 ■ E> z U 0 1 -I) F F 0 U Be a mode C N > N.C U L CD a--+ tD I' 3 O > o 0 C3) C C C �- >NM v C C U C >.- 3- 073 O t� +I aw 3 0 (" to a) 2 © +� L a t0 o� 0 : c�u � -a c c o a) -a C L CD U 13 U, 0 0 L 0 L 0 3 C) F N L II C) cr 0 0 L a 0 C 0 3 0 U, C N C w 'L C fl >,'4" L N U U N a) (0 tonj s aL._ 3- ui a L w a) zs CD 0,73 C N + ' C �i) CO 3 CuCD CD ti (/) Lam__' C a) a) 3 T U C 0 C0 0 U ivers rs exce 0) C aaa_, to O a 4-1 k-3 L C°-)�C.- Eoca C>(13� O Q L ≥ —0 D 0 C o- n rD U C to _c > 1' :I ] CD O .0 > O N U E L U C 3 C U rD O N � a) :7 > Etc 3 - C u w a -D C) � L r W to to C C co N 167) C t0 > n3 �s - C U > 10 C 0 U Q 15 a) 4-) U) L C .44 3 U .� N -Co C F F 0 t/) a) a U F O L a C) U) U C) 13 0 U 0 CD We are committed to actions that foster accountab 0 CD C 0 a) C 0 O -a CD r� � j C_ 3 rD E O o> i a3 If) a)a) C a to C 1- CD 0 0) F C) 0 Empowerment ro 3 F E 0 .c > a) N 3 Zz O ' U ) 0 a) p N N C a C) 0 > C C U . i 3 L I 4-1 4— C U) CD F 0 0 CO I' C) 0 F 0 a a) encouraging a N U Cl) a) X w cO C O C • CO(f) U) a)N a O -C O U t!? > c4. U C_ O (I) E a) C U a) C Cz5.� a)oC _c X Q- U N C L L CD C) 0 U > a) a) N o N a (1) C E a) a) —0 SEC 3 Q 0 U) Q„cu 0- C) C C) D 3 C C E r 0 _ C -- 0 CU 8 s • il s i Outcome Measures ized by June 30, 2023 ition created and forma 0 • w na3 E v I E � o u co a) CD .O I s CD .> L J C c w n3 4J 73 4) 4J 0 C) L a 0 M a L ro •N 0 _ N \ O > s N 4) ti 4) M to 4_, O N o N E ft a) 4) Q to O ou N C) 0 C C N E o0 ) C O 4) O N L -0 U 0) ft ft i0 -O ft i c' 0 E to C o � � ro '� ' OCD C o _ vi a ~ o C 0 .ft to C C -O CO C 4) 4) E La U N E ft - 0 U i L 0 3 C r V) -C \ — 5 X 7 U 0 0 N U 2 � �O >, N .� m CU U .C 41 Y C 0 n E F 0 13 (13 nvest in innovative and co Decrease in % recidivism rate by December 31, 2025. CD 4- p C C L � a >0 N .> c a a ro U � > 0 O ro 3 :7 U U C N -0 ✓ O co a� ncrease % diversion rate by December 31, 2026. 0 M a) E U 0 0i CD L U L to .5 0 C) 4_°3 C O to ncrease % of cu U cu 0 p 2 (13 C) C 4) E L to 0 L -a (13 to to i) (0 4) 4) C) o> C) 0 C) to -a -a (0 • -) 2 L 0) .5 U CC 0 CD 0 v- s U 9- O 0 4) 0 O 0 4) 0 (13 C) 4J 0 O ft a. co r iD C 0 E U) to ft, a-' (73 N 0 1-7 4) N 0 4) to to 4) 4) 00 CO U 4) 0 n3 C) 0 0) CO L 4(11 -o CO 0- 4) 0 4-1 O N CO 0 0) E O r 4) Q to L C L Q C s 11! C) to 0 2 9— to 4) 4) O V O O *43 to 4) U i to (13 to U 0 to to .72 O C C 0 N 0 O C a C) F O 4) p rio CD 4) to tl) E a -a . 2 ▪ > O 4) to v - O C V • identify and divert crime. 0 V Expand practices related to community po to 4J 4) N U) co 4) E U N Q L E C) 4 - or) 2 O U Q4J a U C C r3 0 t� • C �4) d' Co M I- U -U o_0 O ▪ C° ft'O 73 73 4) O E 4) F 0 0 4) I- L_ Q o to N � V c 4_ . nL 4J 1- 0 >5 . c E E 0 U 4) s 4) to U 0 to C) to . 5 L to to . j 0 C) C) 5- 4) C) U C victims of and witnesses to crimes. U 4) Z V 'C U i C a- ft 0 s +i 4) to to to ro 4) U N 0 CU 0 11.1 U • to C 4) F L Q Cll to to 0 i U 43 to 0) 4) 4-1 4) CO 4) 4) 0 p t0 (10 CD i to 0) (13 46 4) 4) z to C 4) s W inic space county -wide by December 31, 2024. ncrease X% in shared c • in our community CD V N i O 4) > 5- Cu 0 L-) 'toro C) 2 to _ V S o s 0 V 0 V) N U V S. 0 U a_ C _C 0 O°OO 16 Outcome Measures ance Growth N a) -73 (13 N C 413 C C O 0 a) to O 4-3 i O a) (13 Q U 0 CO O 4-3 O O L E o • (1) a O oi O s • V QM a) Ma O (13 • a) • CD Q .5• business incentives approved annually C) -__' C a) U C a) J (73 a) O to U, C 1E 0 O V •- a) (D ti a) O •N C.) C a O - U �- CD 2 L_ (O\ C CD C (DC m O atA a3 C) c) tn CD U O R5 U 4--' It (4 in 41) c 0 Ii U 4-1 to O a) u) c a' a C 0 O c N i C Q U 75 u' s- L c L cu m zs O c c, f a) ro -CO a) r L D O c O 11 N _0 a) s II 0 Q.. Q c a) U D C fl -C C a)a) osa tic a) ,_ %.. O Q 4.) L ine 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. W 64-1 a) O C U U 0 m O i O 9 C O O (0 O C O O U a c N 1- a) q 7 C co .O a -0 c.) a) 4 E +a — O 493 U U a) r (15 to C) s I i O. O a) C n3 • cy a) -J CC d aborative initiatives. a) O 2 O 4J V Q -o (13 a) O 1 z U N N _ 4J a) 0 C E o O 0 U v Types of energy sources and/or technologies are identified annually by June 30, 2024 • y starting September 30, 2024 Recommendations for action presented to BOCC annua 4) (19 4-1 to O U io (I (E34-' O 43 a3 a v) t/) C U) n3c a - a) -0 n C C (t3 •- i 4-) (6 L O (1) 43 U Existing water resources • recommendations for mitigation of risks presented to BOCC • Bi-Annual risk assessment and starting in FY24. incentive programs O U 1 O O C U, C) C .7) O. O cll O ru to 493 forms of energy development n3 C) Q Encourage and consider a 17 HE 1 Outcome Measures nfrastructure, W . a) L O 4- C • Complete planned capital projects within budget and on time annua U) a) i O N�a) Lc D C a) • • 0_ u_ Formal review/report process for capital projects developed and implemented by December 31, 2023 • CD E Cll i E . 0 to U 0 z, C a 4) vi U O Q O II c 23_ N4.7i to 0 H 0 ra vi r U U 0 C a I) U a) 0 L a 0 a F 0 C 0 U C (13 5 F c U) a a) Cn D Cn if) U U 4-) a) in grants process by December 31, 2025. C) 0 C county staff Grant Training Program developed for al C) Cv U U) i ft p ft a +-) C U_ `E O U N Q 4y M 4) 01- C N r V Q Cv C O • CU xE o i N 5 C N tn tt 0 E O 4) 0 U C i stn 9-- CD e 2)u U o1-- O ft {U (43(13 c i co L o 0 a5 - U) a) c c 4- O O to L i Q O ft -a to - N 112 -4-1 — 0 -o - C ft - O to Cll ft +a C) C) CN (> (1)O 4-1 33 eN1 no C Q 2 M C O O r s C) :� Z3 ..w R5 O E D a O ft N ©�0�0 - 0 00 C a to a Q O CU -- i a > i fl 0 0 0 0 a) v a) O infrastructure funding ft W 0 C) ft I O -o ft ist of financing options for infrastructure developed by July 1, 2023. • Comprehensive infrastructure 0 .— U ft Cll C ft 0 0 0, 0 ft U O r O C) o. -o Cl)) ft CU O C) N a) +-) ft v - C • 10 -Year to 20 Year forma infrastructure 4-1 N C 0 ft 0 ec ft I December 31, 2023. ft 0 L O C) C • Cv 00 • 1- Q 0 C r6 4J ;47- P_ L 4-1 C O to 4--1 a' C E C) t o > C }.1 C 43 i to 4-' Q s Cv 1- o Q� d C▪ o X a-' CD -o i p C) CD C CU C) ft 4E1-') a p ft 0L z O in 0 NI � Cr') 5 oC) E C) vc .— 0 CI) l E E 0 .,._1 co vi 4-) V ft 4) O U • 90% of al Cll 4J 0 L Q a' N 4) ti 4) ft U C) L 0 9- to 4) N a' 4J C) O np -0 a 0 O U CD p ft Cl D CU ft E 0 Cv CU C CU 0 0 C V ft ft CU ft ro to Cv U CU r Cv E (73 Q U) CU • 100% of N 0 M CLi C) 0 C) C) C) Cll F C) 4) U) • :J z 0 4a C) 0 a_ • 18 Outcome Measures 0 r U 0 a) O Q • Employee satisfaction/engagement metrics identified and benchmarked by December 31, 2023 D) C — to C) 41 O Q E O p 41 4J 1 0 73 ft N 0 1713 E U O C) Q CU C) a) L to O o To E C) C • 0 C 4J to U O O :t; C) C E L O L C) C C tB N 0 M E U 0 C -o C ft U1 > N >, Q. C ft • DHS interna owing survey resu O p N F 5- Q -o to 0 .j 5- O C) O C) p C a C O ft O • owing benchmarking activities by December 31, 2026 90% employee satisfaction rating fo • N 0 M -o F U C v O ft p ft C) 0 C) L. 4-1 Q to p CU Consistent ■ ti _00014 x %% m%egea sirmii 0 i F J ru a) ru N U tU O +-+ N F N Q F U, a) C) U o L o E o g ro 4-)eD c (13 d) E L r w'� a) U • > CDen {U _ Ed co O .-. ro O) a) U a) 3 O • Leadership Program developed and implemented by December 31, 2025 • managers/supervisors adhere to adopted standards by December 31, 2026 ft O O a • interaction and C s cl v > 475 fa Q - i C O fa 61) toot0 N- to :1:" a 73 E F N NCll O O a a) a O ° C E c O O -0 ✓ ft 00 U U +' E o E 0 © O _ 0 M N O N M L C) F U N O U) C ft CD U ft F L 0 CD Q C F L Q C) O Q U) O to maintain a 73 V 0_ O .1C) C) 73 to 1 CU E U C ft 0 1_ Q ft O E o_ O .5- Co 73 O (13 � °'o N O -2 M to O _0 C) U7 ft C) VO1- t 475 O CD 4-) U7 oc a. 4-1 C) C) 15 5- C C C) F N tn tn O L n3 i 73 N consistent ncrease % in employee satisfaction rating following benchmarking activities by December 31, 2025 • Department specific training plans developed by June 30, 2024 • y starting with the annua C ft • ft 4-J O L O 0 O E E ft > r N O M N N C) N U 0 ft Q 0, NN O L O O a C o 2 N ft o C a U C C ft (/) E s- o O L Q C o S.- +� C) to C) ✓ n3 o 4) i o o a i 0 a ft s 0 95 to o 0 o c m . i U O a a a o. m.> O 4) _ p et()c 0 Uo : C O E ✓ V T. _c ro 4..) to o o 0L L L1J Q 0_ O O (13 ft zs O 9- 73 rt C) C) C -o 90% adherence to departmenta • 19 s • s Is Is • Outcome Measures Q) U t� W -k (I) O U w C v O C) -o U O O U, V O -o O i O O C O N 0 O (NI c O c N •E • L - ' O CI) Q -0 -0 > n3 • 43 c _ c • 01 - 0 o, E 4_) O � O 0 C) • 3 BPA projects submitted annually by DHS • ncrease X% in administrative tasks being automated by use of software by December 31, 2024. CU Ii C U t E w in U • C Vy ro � O .fzu o 0 c C U CU v O i E Uro 1-o a CU > en a O a c Q .C • r 4- • O C) v L 0, p C N O C) N 0 N U) U? ft U, U 0 a. 0 r U II. ft UO • p O ft U Q 13 O to U7 0 17_ 752 a 112 -0 a C W n3 Cv C O 5 n3s x Cu0c N c > .c CU O D .: CIF Cu O t +� O .C vy U co -E ft ft 4 O n3 (13 U7 U) C O 4J C C) N ft 5- V C, 0) v C O p O E E O • . d' O N M p O C) 0 p C) N E E Budget Monitoring and Analysis process updated and U a) oO m eel year starting in 2025. U U7 O 0, • C) Q CO L4 C45 17.-11.) E U N O N a U� O E O U -o Do 9O O O 4J 4J O U ft U, 9 O 5- U) O (13 C U) 4J U) W p CO i O O E N 7_ 0 4. (13 O a meet annua O E L fu a •- 0 U, U U) tio 5- O 0 (13 CD O . ft t6 CL 4J a C Q 0 O 4-1 O 4) s3 • Library or catalogue of online or digital services developed by December 31, 2023 tt O E ft a O C C) .� 0 a CD 0 N C U7 0, . 5 U) O O .,._, n3 O V RI; O R -0 >a L I c C 0) C " U7 ) n3 in m U) 'U O 4-1 C (i O CO O tn-a U • idated and reported on website/newsletter/etc. O O U, 4) O O O i O C) U, U N O '.I LL tt c zY) C3) C L f 0 it 4-) 4 U7 O ?' U it 4 • C • D v (1.3 C i O O .a15 {ll S u- +) t : (n C U) 43 CD U c' a-0 -0 O c 'a U U, ✓ N a E • O .>0 E C, C C ft 4) U) 1- 0.) C C ft U, U7 O O C ft o c.) O C 4 Ui O 13 O O � U • P C P O -C fm -0 tfc o ri U,- EU) 4) Ero O rs O a Cu -a 2. U N Continue to expand ways for communities to engage with and receive services from the County C O 4-) O C O U) O L U C +- .) v C E O O p 0 O 4) 0 (13 E 0 O O 4J E C s W and resources N O C ▪ L a i C) L (10 4—) ▪ 1- - o p Q v cu (10 O C E 0 U • DHS annua 20 ine starting by December 31, 2025 O v ft reports avai U ft C L C) O • Outcome Measures O03 U O Ua) • Services and integration opportunities identified and prioritized by June 30, 2023 and updated annua N C (/) s) •cn Q Np U c Q n3 N� U V (0 _c 4-) w0 ish Customer Effort Score(s) (CES) for digital services by December 31, 2024 ft 4J W • ncrease CES by 5% by December 31, 2026 • ine and/or digitally by December 31, 2024. • 100% of County payments can be made on ncrease X% of customers and/or vendors using online payment methods by December 31, 2026 ished by September 30, 2023 ft Cll working group on accessibi C (75 C D _ O -I-1 N c U 0) > U O _a C O F () CI) rj) .1L) � � a 4-4 p > (7) U U N •_ N +7 N o t- -li U N p E L 75 Z5 p CD C C CL U an ra DHS client perspective gap analyses completed by March 2024. • ity standards developed by June 30, 2024 and I accessibi • Consolidated a) -kJ a) ..(7 0 -o N cu E CU Q -o n3 4-1 -o 73 U to Cl) E Q O C C) n3 to 0 L O to to U O C) N z O 0 • ft O E cu i a_ N 0 s I p 73 C) 73 N CD C to E C) O U ft L O CU N O L C) C) cu C ft O C O 73 CU E 0 to :54 -J ft Review of annua • t7 E Cv 4J to v c ft � to Xi 0 4-1 C 0 a9 C 4-1 1.- a_ 0 -o C) C ft O CU a O U 4) 113 73 ft 0 i 0 ft 0 U O C) to C) II.. p C 73 E L O L p ished by March 1, 2023 Design standards estab • 0i 4) E 73 to 0 v 0 •N ize and forma ft 4J C) U Standardized templates county -wide developed and in -use by June 30, 2023 • . 0 E i a 73 ft O U, U O Q 73 in tn C) U C 4) 73 ft .N C CU CU ft 0, Cv a cu CU n3 CU C 0 to ft • 0 4) Q ra ft C CD O 4- C) C s W communication needs and goals developed by October 31, 2023. Departmenta Increase awareness of county services 73 c) CU N 0 0 a 73 V fu a) N 0 I) C) C) 0 M 0 N M � Cll C _0 43 E 73 CU 0 CU to 0 d) CU Q O O 21 implemented by March 31, 2024 0 Communication and marketing approva Employee reporting guidance and definitions developed by March 31, 2024. • to Cll U) to Cll O 2 Q O U z E O N 0 Cv C ft C) co CU O C) -o C ft -o 4J p 0_ CD 0 • N 0 s I N 0 N 1`.7) a) a 73 r to ine measures estab Standard measures of engagement defined, and base • • 15% increase in employee use of County intranet by December 31, 2023. ished by July 31, 2024. Targets for increased % estab • aunched by ine engagement metrics ft ft C) 0 O C'4 CU Co � N M CD I- C N N 1) U C) _0 U 0_ 0 • Decrease "bounce rate" on County website by 10% by December 31, 2025 a social engagement by 8% annua Increase tota civic engagement by 10% annually ncrease tota Top 5 specific campaigns needed identified and prioritized by October 31, 2023 aunched by December 31, 2023 Top 2 prioritized campaigns developed and aunched by December 31, 2024 Remaining campaigns developed and Cll L Cll to s to 465 73 cu 73 0 2 Q U N C) ft 0) to ft i O i U Q to to s C ft ft I O I • 9 O 5- E C 73 C) Cll 4) ft U f2 -o tU 0- O E N C to '- all to u � C C CU 00 CO fit U • u Cll � rip O 0 E (13 fI3 pi itated by DHS annual • arge capital projects and/or County Cll CU ft 0) U C) 73 U) U O 0 C C C) C • N 0 O C C) to ft C) to Cl) p C) 7 43 4J 0 0 43 C E C) E Oro CL C) 43 4J C) 4J 4J C tn 43 O a ru ru C) 0 0 O to to r to C) 0 Q. 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(13 w v co v r S v) V Q i O .tom 75 O C to C a ro v v4-) � C —a >, v c c > o U .R ✓ tF 3 C .N 0�0°� U C0�v to Q+�_ n Li_ 4 V C 0 0 ° v U '- >>i o to U v v Ot 43 to C C) 73 -O to C -0C) O �-E �tofu E ©fp° L v, v • a v 3) t C O ✓ 43 00 E C C (13 U • 4-) to O C) O (10 4-1 4-1 O n3 ro C is the time 0 co C v -C U L co tii C O tn 43 ro Q a TD ro Q a. 8- n3 (13 vi O 4-1 - a 1E -a-� 745 115 O C? C 0 i C .O E O 0 • ..,,- .c C O 0 0 C 0 CO I Q Q N CU E s _c to o a3 O 4_, Ntn N • C F O +-) 4_, O u. U vi °U) o 7573 C ( C113 C) 243 O c o E to .� v C 0 0 v) CD C C a C v O O O +- 2 v • > - V c v ▪ s_ _ 14- 1) U n3 C C E vi ▪ - E a 0 i O1O May 26th: Pre C) 4- C) 4 N O 43 CL) E U) U) O p 0 2 C i O C) E i ru 75 to 7113 4- O r v i C) C C O O 0 C) C co C O p no E v) C) 0 a 43 p p v v 5- 0 C) c)1} E 5- a ru p to V 4- p Cv 0 w i to U) 0 to L 0 C) E i a U) v E r � v 2(-5a. p 0 ro C O s E OO C c n3 a 0 v 'In) . C UD 0 3i 2 r o n3 C) 0 cry v) U) O W a .C U CYl C. 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E c s. 0 c a sB j t)) 00 a.•' (.1) -744" N >' 41 3) a) 2 a O N U to 0 vi v) V co E O 0 C) v i i 4-1 co 00 .00 O C) E i C p p U) U C) v w II L. Cu C� O i N L ID E II v U) c e a a C C W CI— 4-) 0) ( c 2 O O a O . § L C C) vi m C I C) 4 0 O v) 0 U) -a 0 E tru s 4 I CD > vi C) E C) E L C) O C) (46 C) E to C) O U) 1) t.) > ._ o N 1 4-14- -0 v) C C) ECT) O co' a c r O ✓ c a� O U N ° C �r • 4-1 -C) n o C) 5 a of the annua C) i 0 U m 0 0 C) C 0 vy ro a C) tA I) N L ID O 0 U) v 5- v)-6 r • V v) s - v O 0 • c (U C) so • v v m ✓ -c ro C I o • R5 V • v CO z � O ° 2 tn C.C > • m a • to L > O c a 5� fo > U oC C CO fp ✓ I, izu O a -o C) C v (13 V)• (U a� comments. 43 4- O 4-) 0 4- -1 U) C O a 4 C 73 ru O to a 0 ui 73 a 0 O 32 O O n3 5- C C) CL U) C) v C) 4) to 00 O CD U 0 O N > N CC o I N U) X tv X ID ID a) a) > a z o O 4-1 • Vi C v v (13 5- a.0 O 4-) ti • 41 io 2-0 e vi • c o U 0 uToi E s C C ; CD > _Ca L C c a O > ; C U ro c C_ O ✓ U 73 -0 U L_ C° 43 cu as 22 C C cc C C Q Measures t) E O O O 43 C) C) C C) U, C) a U, S U, O C O O U) C !'6 BOCC starting in FY24. nfrastructure C a} a V � C a) - fa :1--; c o 4 w C) 4 C 43 o v) CCU) NCO U > ova) 0 0 c o c raQ a.v.) a.- To C C i -O (1C3 >, a 2 _oN _ i � L > - -c i it a a 0 4- ri o4-1 r U C E' cr • d) O) �_c U, °'o C_) L_ _C o C) a) tn 4.;r— to w a,En3 E N N W . V) C � r0 C) C) cu oor Annual E C 0 E E Annual Annual One -Time and updated quarterly E C 0 E E C 0 Annual Annual E Annual C 0 C 0 C 0 C 0 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 departments have access to available data and technologies needed to make informed decisions by December 31, 2024. Project Accounting system implemented by March 31, 2025. 75% of all applicable departments utilize project accounting system by June 30, 2025; increase to 90% by June 30. 2027. a) E E O U a) CD 13 ca U) a a) I a) ti) w U Z iI177is Annual Annual Annual hree Years I every three years a (13 c Q m CIL c Q m O ? Annual Annual co C a D C C a N C o N c 0 C)C c 0 te O w te Cross Departmental Coalition created and formalized by June 30, 2023. Dashboard/database of events, programs, and community partners developed by December 31, 2023. 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. Iealth Survey completed (every three years) and at least six months ribution in future years to oversee survey development/dissemination of action items from survey. Cross -departmental workgroup established by December 31, 2022, and 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. Prioritized listing of events or programs targeted for increased outreacl participation presented to the BOCC with recommendations by Februa hriving Weld coalition by December 31 Increase X% in shared clinic space county -wide by December 31 Iealth Indicators" dashboard is expanded by h cc v U 0 U O a} O a E w C D a) aD C a) E a O a) a) co 0 a) C (0 (0 CO Establishing Baseline Metrics Annual Establishing Baseline Metrics Annual One -Time and updated quarterly E E E C 0 E R C 0 One -Time Annual P C 0 OUTCOME MEASURES Employee satisfaction/engagement metrics identified and benchmarked by December 31, 2023. Annual employee survey developed by December 31, 2023 and distributed to employees during annual performance evaluation process starting in 2024. Metrics for supervisor/departmental performance established by December 31, 2023. DHS internal annual employee survey established by December 31, 2023. Dashboard of relevant county -wide by supervisor/departmental performance metrics developed by March 31, 2024. Department specific training plans developed by June 30, 2024. Consistent leadership standards developed and adopted by December 31, 2024. DHS actions plans developed for divisions and department wide following survey results by December 31, 2024. Leadership Program developed and implemented by December 31, 2025. Increase % in employee satisfaction rating following benchmarking activities by December 31. 2025. Establishing Baseline Metrics Annual Annual Establishing Baseline Metrics Annual Annual Annual (13 D C C .- m C13 D C Q 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 report 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 starting June 30, 2024. Recommendations for action presented to BOCC annually starting September 30, 2024. 23 �4 1 4 • c) a) O a) (1) O Annual Cl) N O One -Time One -Time cu CD O Establishing Baseline Metrics Establishing Baseline Metrics One -Time Annual CD N O Cl) N O Annual Annual Annual Annual Annual Annual Establishing Baseline Metrics cc c Q m To c Q I c C Q c C Q Internal working group on accessibility established by September 30, 2023 with meetings twice per year thereafter. Departmental communication needs and goals developed by October 31, 2023. Implementation strategies and reporting mechanisms for departments implemented by December 31, 2023. 15% increase in employee use of County intranet by December 31, 2023. Top 2 prioritized campaigns developed and launched by December 31, 2023. Website content standards and templates developed by December 31, 2023. DHS client perspective gap analyses completed by March 2024 and bi-annually thereafter. 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 and reviewed biannually thereafter. Targets for increased % established by July 31, 2024. Establish Customer Effort Score(s) (CES) for digital services by December 31, 2024. Public engagement platforms to establish baseline engagement metrics launched by December 31, 2024. 100% of County payments can be made online and/or digitally by December 31, 2024. Remaining campaigns developed and launched by December 31. 2024. Documented processes for ensuring adherence to department specific standards implemented by March 31, 2025. Decrease "bounce rate" on County website by 10% by December 31, 2025. 8% annual increase in total social engagement by December 31, 2025. 10% annual increase in civic engagement by December 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. Increase CES by 5% by December 31, 2026. Increase X% of customers and/or vendors using online payment methods by December 31, 2026. 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. a5 (13 Dftl D C C C C C C Q Q Q Q y starting with the cc C roc C .C 4- 0 O 4- O E D C N C) o a E U, 0 Q O N O a) U U C O as N a) U C 0 4- aro C Cro owing benchmarking activities by December 31, 2026. 0 -43 ro C I 90% of all managers/supervisors adhere to adopted standards by December 31, 2026. training plans achieved by December 31, 2026. 90% adherence to departmenta a) a a) U a) Q) U N W I O U 1) Provide Exce One -Time One -Time a) E a) o >, Annual Annual One -Time One -Time Annual Annual Annual Quarterly a) E Annual a_ n3 D C C Q C) i I a) O (13 O OUTCOME MEASURES Departments will identify and prioritize between one and three processes or procedures for revision/streamlining annually beginning in 2023. Establish baseline measure of satisfaction with the role of BPA and communications by July 31, 2023. Conduct a purchasing process assessment by December 31, 2023, including review of the purchasing code. Library or catalogue of online or digital services developed by December 31, 2023 and updated annually thereafter. DHS quarterly communication developed and distributed annually starting in 2023. 3 BPA projects submitted annually by DHS Increase X% in administrative tasks being automated by use of software by December 31, 2024. Recommendations regarding centralized functions such as accounts payable, purchasing/buying provided to County leadership by December 31, 2024. Budget Monitoring and Analysis process updated and implemented by December 31, 2024. Cost -Benefit analyses and/or documentation of savings based on efficiencies provided in departmental budget requests starting in FY24 Complete 100% of BPAs initiated during the fiscal year starting in 2025. 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. Quarterly financial reports available online starting by December 31, 2025. Interactive, online budget and financial reports (PAFR) available starting with the FY26 Budget. 4) ru <C C U U) O C O U E E O U a) CD U U Q a) U C C W O — cu - a cu to .,_, .1 O c c N 1- N 0 OD5•U C N 43W a 73CU O - i ( -� n3 cu CU W tn C CU .— N 2-.) - a �, 4 c U O 2 N N c n3 o c U S O © > - v .e U c 1- cAU `� O c 4- .,_, N(0_ 0 O i O O c D 00 co O� c to 1-� E c CU Q mr-ja3cu --dca3 -5:13 O © - �_c U in a3 N s c Z 2 am O (0 C3 cn_075 Os N O> O CD CC) a-' '-' GI .4- N +_2 ti3 Cll Euoa3 a O N 2 O -i >> ° a O > § c I a CU are U2) .1-+ a _o N +'' e cs- a r2 o c '_) cp>' cn OO 0 .-§ n3 > co o�-0 mu DCD uo W O'a��'0)�OUvn apt-,SWWcc0s- C C 73©12E2214 -(moo O cn chv) CI-� U to O) E©�uwu�I-_c C c O 0 0> © 0 c L IC cu El) _di co a N c +�-� Q O U 2 2 t tJ3 N U 0) L_rZ3 a C)-; cn 0 40-0 +-a N >cu _a Ds) >r © a_ C Ui U U ccp >3 cU o O 0 N C it 4 a- I— 02 2< © a lenuuy Annual a) E C) E One -Time One -Time Establishing Baseline Metrics a w IX w Z I— re 0 a w ce o 0 0 OUTCOME MEASURES Design standards established by March 1, 2023. Consolidated listing/repository/etc. of all accessibility standards developed by June 30, 2024 and updated annually. Services and integration opportunities identified and prioritized by June 30, 2023 and updated annually. 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. Internal working group focused on public engagement in large capital projects and/or County initiatives established by June 30, 2023. Top 5 specific campaigns needed identified and prioritized by October 31, 2023. 1 Standard measures of engagement defined, and baseline measures established by July 31. 2023. 24 mire U s e i ♦ ..' a I ▪ a 4 a . r, r4 I, tailfr i.y it Ito dtit t Casa h qv, kt t is: t ae. ti it r 9 4 i I S Nib re - g R.I. g 0411 4 14.4 A r 1 • r e s !L a. P .11 I fit:■ IF Maas Sale *Me Mak i wok a. C 14' at Mc' e a If A of Il t gra s, or STRATEGIC PLAN 2023-2028 a IC T' s u t a. •fr a p 4 r lc • s s illogagata ale - S - - ems �- .4 e is Q_____T 26 2025 BUDGET STRATEGY The budget strategy uses proven methodologies of 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 2025 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. > Program 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 2024 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 2025 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. ➢ A review of all discretionary programs will be done by the Department Head or Elected Official and the Board. ➢ All vacant positions in 2025 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. 27 ➢ All user and service fees will be examined, and recommendations made for increases or other adjustments to match the cost of providing such services. ➢ As 2025 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 2025, while accomplishing a balanced budget. The 2025 budget must be structured to attempt, within available funds, to ensure that: o Basic services are funded at adequate levels. o Revenue has been estimated at realistic levels. o Reserves that afford protection for the future are funded. o Productivity improvement programs are continued. o Employee compensation levels are based upon realistic employment market considerations and within the county's ability to pay. o TABOR Amendment limits will be adhered to in the budget. o Legislative and regulatory changes are accommodated. o Technologies are employed in cost effective manners in the county. o Population growth and development is planned for and accommodated. o New initiatives associated with the human capital management strategies are accommodated. o Investment in the transportation system infrastructure as outlined in the Five -Year Public Works Capital Improvement Plan addressing the strategic roads of the county and the maintenance of the current road and bridge infrastructure. o Weld County must continue the initiatives required to foster area economic development and to improve the quality of life. o Provide for long term capital planning for facilities, information technology, and Communication infrastructure. 2025 BUDGET CALENDAR January 29 May 13 - May 24 June 14 June 14 June 14 June 14 June 14 July 14 — July 30 August 12 — August 23 September 16 September 17 September 17 — October 21 October 20 October 28 November 6 November 18 December 1 December 2 Board reviews the 2025 budget plan. Finance team discusses target budgets and 2025 budget plan with department heads and elected officials. Elected officials and department heads submit requests for Facilities special projects to the Director of Facilities and Finance. Elected officials and department heads submit new position requests and any reclassification requests to Human Resources and Finance. Elected officials and department heads submit requests for information technology services to Information Technology and Finance. Elected officials and department heads submit requests for vehicles to the Director of Fleet Services and Finance. Submit budget request to Finance Department. Department presentations to the BOCC. Executive Budget Team (EBT) meets and makes recommendations on requests. Finance requests 2025 Fee Ordinance Changes to Departments Publish notice of availability of Proposed Budget. Board meets to discuss 2025 requests and recommendations. Publish notice of final budget hearing. Board makes final decisions on 2025 budget requests. First Reading and Public Hearing on Final Budget 9:00 a.m. Second Reading and Public Hearing on Final Budget 9:00 a.m. Assessor certification of final assessed value due. Final Reading and Public Hearing to adopt mill levy 9:00 a.m. 29 Lfl N Q N L CO C a) co V 4S CU WI CO iimo O U ap to to CU 0 a. It C ea bfl 03 els tn fla a) tin Co CU CU CC a) .E. O Q O U I a) tip ra (t; 2 ) to to I O LL C 4J co L a •_ (0 o 2 ,UEa 45„ 44 ttO i = V! ca V L V O E co so Q '5a > U a I oho O + 113 U th I +r W U b.0U � O Com 'Cr N O N rl M t -t elt 0 N ri en ''Zr O N N M N O iri Ni to 7.5 a. 0 0. als a) = O 02 w i = la CI a) 0. C (0 0. i a . _ as 4' i a) to a) L a a to Co to i fp a) a ai a C Co CAS O W I I Cr ei a) to +no a) to 73 CO N O N d' N O N ri M In d' N O N ri N St 0 N Lei se N O ko 411 4-J O gisa -- _ _ in O i I 0. U U CU �O ,I m Co Finance Review and Recommendations CFO — Budget Manager — CIO/Admin cr N O N ri 00 d' N O N LO 00 O sis a) to iscs co I — a re 0 ma a) 10 a) E E a cm fess CU 0 L d. U C is N O tat CO 17- N 0 est CO BOCC for Review CFO — Budget Manager -CIO Admin a) a - co O Y as -a O a) w = L.L. -a o I to + U } CL O CO C Receive Fina N O N O M Cl d• N O N eel O ri d' N o ry ri o ri a) J Budget and Sets Mi BOCC Approves Fina 'Zr N O N ri d* N O N 1-1 tt 30 d - N O N N 00 - N O N 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, describes budget and financial policies, and addresses 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 o bjectives. 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 o bjectives, and relate present operations to the programs planned. The budget is then based u pon 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. The budget and management system is supported by the Banner Accounting System, fiscal control and cost accounting by program, and 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. 31 OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM POLICY FORMULATION Community Assessment PROGRAM EVALUATION Program Analysis Review Program Performance Examine and Evaluate Alternatives Service Delivery Analyze Community Needs Develop County -Wide Goals Assess Prior Year's Performance Review Policy Alternatives Establish General Priorities Establish Fiscal Policy SUPPORT Accounting System Fiscal Control Cost Accounting By Program Performance Measurement Systems and Reports BUDGETING BASED ON PROGRAMS, PERFORMANCE, PERIODIC PROGRAM REVIEW Allocate Resources by Program Area Develop Multi -Year Projections Schedule Action Long Range Planning Capital Improvements PROGRAM PLANNING Assess Program Alternatives Design Program Define Program Objectives Relate to Present Operations Revise as Necessary 32 HIERARCHY OF BUDGET INFORMATION BOARD OF COUNTY COMMISSIONERS Budget Policies Budget Process Revenue Policies Policy Directions Accounting Policies Investment Policies Capital Improvement Policies Budget Guidelines Allocation of Resources N Implementation and Results of Strategic Objectives Major Program Goals Specific Revenue Assumptions Policy Matters/ Points of Issue Workload Data Department Objectives Significant Changes / DEPARTMENT BUDGET UNITS 33 SIGNIFICANT BUDGET AND ACCOUNTING POLICIES WELD COUNTY FUND STRUCTURE By Budgetary Basis Modified Accrual Basis of Budgeting (Government Fund Types) General Fund Special Revenue Public Works Solid Waste Conservation Trust Social Services Human Services Weld County Trust Fund t Capital Funds Health BUDGETARY ACCOUNTING BASIS: Accrual Basis of Budgeting (Proprietary Fund Types) Internal Service Funds Fleet Services Insurance L Weld Finance Corp. Health Insurance Telecom Services II Enterprise Funds Regional Crime Lab The Weld County budgetary procedure uses the following Basis of Accounting. Basis of Accounting refers to when revenue 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 2024, payable in 2025, and 3) various routinely provided services (health department). Unbilled charges for services are recorded in the appropriate funds at year end. Expenditures are generally recorded when the related fund liability is incurred. 34 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 Administration or 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 29-1-111, 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 29-1-111, 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. 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 35 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. 36 EXPLANATION OF INDIVIDUAL FUNDS G O VERNMENTA L 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 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 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. 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 provides 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 DOL, HHS, and CSA. 37 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. 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. 38 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. 39 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. 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 over allocated. This will improve the accuracy of revenue and expenditure forecasts by e liminating 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 n ew 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 in order to improve the County's ability to handle fluctuations in individual revenue sources year to year and long-term. Due to the high percentage of oil and gas assessed values, Weld County also e ncourages 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 for 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 40 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 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. Monthly financial reports will be available on-line 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 has to 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. 41 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, buildings, 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. 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. 42 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 Improvements Infrastructure - Bridges Infrastructure - Roads Equipment Heavy Equipment 20 - 50 years 10-20 years 50 years 20 years 3-5years 10-20 years GASB Statement 34 allows an alternative approach which would reflect a reasonable value of the asset 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 being maintained. The County has elected to use this alternative approach only for gravel roads. 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 11-10-118 and 11-47-118, 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 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. 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 on the basis of an average interest rate of 3.0 percent in 2025. 44 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 (10) percent of the annual expenditures and maximum of twenty (20) percent of the annual total expenditures as determined by the Director of Finance and Administration to provide: (1) a reasonable level of assurance that Weld County's o perations will continue even if circumstances occur where revenues are insufficient in an amount that is equal to at least one -percent of annual expenditures to cover n ecessary 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 n eeds or emergency situations costing an amount that is equal to at least one -percent of annual total expenditures that do not routinely occur. The Contingency Fund shall be funded by property tax. The Board may also exceed the balance of the maximum of twenty (20) percent 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 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 ten -million dollars or three -percent of the TABOR revenue limit, whichever is greater. 45 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. Continue 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: il Organization assessment Contraction in services Productivity improvement Privatization and contracting Automation Energy conservation Administrative reorganization Innovation/technological transfer Continue position sunset review process to assess the need for any vacated positions. Utilize a target budget approach with the following features: ll Identifies County's resource capacity Clearly identifies targets and related reductions Identify proposed non -funding early Allows time to accommodate reductions (employees) Allows board discretion in allocating funds to unfunded programs in critical service areas Targets all offices, departments, and outside agencies Better reflects County priorities Since limits are known, allows planning of alternative expenditure levels six months before fiscal year begins Constrains growth in existing levels, so high priority requests can be granted while lower priority projects are cut 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. 2025 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 program basis with submission in a program format, as well as in the normal line -item format like 2024's budget presentation. Salaries should be budgeted at the 2024 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 request. ➢ All user and service fees should be examined, and recommendations 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 2025 budget request, The Finance department 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. 48 ➢ 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 2025 budget process. ➢ Use the following budget population data for performance measures: YEAR 2023 (Actual) 2024 (Estimated) 2025 (Projected) POPULATION 358,111 366,309 374,917 ➢ 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 any 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. 49 2025 SPECIAL BUDGET INSTRUCTIONS The following are special budget instructions to be used for submission of your 2025 budget. 1. All budgets (including Enterprise and IGS) must be submitted by June 14, 2024. 2. All departments are requested to submit, on or before June 14, 2024, the following items that will be part of your 2025 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 2025 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 2024 level. Any anticipated increase over 2024 level must be absorbed in target amount. 4 For budgetary purposes, please use the 650 per mile reimbursement rate in developing your 2025 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 the practice in past years. 6 Fleet Services IGA rates should be ascertained from 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 $3.19 gallon, diesel $3.43/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 2025. 8. Postage costs are anticipated to be 730 in 2025. 9 Any 2025 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. 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 2025 budget process. 50 11. Early Warning Budget Hearings will be held 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 2024. 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 any 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 2025 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 programs 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. 51 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 2025 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. 5 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 in the provision of services. D. Equitability of comparable fees. 6 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. 7 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. 8 Revenue from intergovernmental sources with a specific ending date shall not be projected beyond the date. 9 Looking at 2025 economic projections that may impact the 2025 budget, each department should anticipate inflationary increases within their proposed budget request. Assume interest rates averaging 4.0 percent throughout 2025. 10. Property taxes are based upon the maximum allowable under Amendment One (TABOR) and the Weld County Home Rule Charter limitation. 11. 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. 52 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 be a major impact to 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 with 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 2024 levels in 2025 due to higher 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 are anticipated to remain at the same anticipated for 2024 levels for oil and gas permits and building permits. State and Federal Grant Revenue: The budget is prepared at the signed contract level or anticipated funding level provided by state or federal agency. 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 due in 2025 due to growth and inflation. Earning on Investments: Interest revenue is calculated on the average earnings rate of 3.0 to 4.0 percent, times the estimated average daily cash balances. Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral interests owned by Weld County. These revenues have been up significantly due to oil and gas prices resulting from the war in Ukraine and are anticipated to remain high until the conflict seizes. Rental: All rental income is based upon signed leases. Overhead/Cost Plan: Revenues are based upon the 2023 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 $6.08 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. 53 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 2025 as 2024, due to aging vehicles, offset by population growth. Highway User's Tax: Based on State Department of Highway estimates from gas tax less three percent 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 July 1, 2024. Health Fees: Based upon historical patient/client caseload with 2025 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, 2024, State Lottery: Funded at the prior year collected level, with no anticipated legislative changes. Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and input on projected volume from landfill operators. Proprietary Fund Revenues: Revenues for each Proprietary Fund equal funded anticipated expenditures in user departments' budgets. Severance Tax: Severance Tax distributions are determined by formula from the Department of Local Affairs, resulted 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). 54 MAJOR REVENUE HISTORICAL TRENDS AND ANALYSIS DESCRIPTION 2020 2021 2022 2023 2024 Property Taxes $ 224,660,533 $ 225,047,613 $ 179,977,118 $ 272,470,563 $ 287,930,765 Other Taxes 12, 970, 000 12, 800, 000 11, 710, 000 19, 060, 000 17, 391, 000 Fees 14,109, 600 16,178, 350 17, 757, 300 20,182, 750 23, 465, 000 Intergovernmental 67, 679, 862 67,669,679 99, 528, 078 82, 401, 677 106, 864, 503 Licenses/Permits 6,880,000 5,366,500 5,133, 550 5,610, 550 4,917,500 Charges for Services 11,499,426 11,544,735 13,365,291 14,633,248 16,289,744 Proprietary Services 33, 706, 303 35,298, 521 36,158, 063 42, 388,112 53, 077, 779 Miscellaneous 24, 559, 545 28,141, 881 24,695, 868 45, 855, 856 45, 790, 668 TOTAL REVENUES $ 396,065,269 $ 402,047,279 $ 388.325,268 $ 502,602,756 $ 555,726,959 TREND ANALYSIS Where appropriate, the local economic conditions and forward -looking economic indicators have been noted and taken into account in forecasting revenue trends. Other Revenue is made up of combining the categories above listed as: Miscellaneous, Licenses/Permits, Charges for Services, Other Taxes and Fees. Other Revenues are broken out on the following page. MAJOR REVENUE TRENDS 350 300 cri O 250 200 150 100 50 0 2020 2021 2022 2023 2024 >> Property Taxes Intergovernmental Proprietary Services Other Revenue Property Tax: Increases will track with the Home Rule Charter and TABOR tax limitations, which are growth in actual property value, plus cost -of -living. As has been the case for the last few years' growth and development activity directly, or indirectly, related to oil and gas exploration seems to be the main influence on the growth of the property tax base in the county. The volatility of the oil and gas assessed values continues to be a major impact to the County's budget planning the last 55 decade. For the 2022 budget, the assessed valuation dropped nearly 20% in a reappraisal year, including a nearly 40% drop in the oil and gas assessed valuation for the 2022 budget. For the 2024 budget there was nearly a 50% increase in oil and gas assessed valuation due to the price of oil and gas. This led to a 34% increase overall in assessed value for the 2024 budget, and a corresponding 21% drop in the 2025 budget. With the volatility of production levels and price fluctuations of the oil and gas values, the county must continue to prudently manage the property tax base created by the energy development. Intergovernmental: In 2021-2022 the significant increase in intergovernmental revenues was from the American Recovery Act where Weld County received nearly $63 million in COVID recovery funds and an additional $9 million in emergency rental assistance. Most of the grant increases in 2025 are related to Human Services and Social Services as pass through dollars for programs. Proprietary Services (also referred to as Internal Services: Trends have shown predictability over the past few years; however, inflation has led to large increases in Fleet, Health Insurance, and Liability Insurance to cover rising claims. This is anticipated to continue for a few more years until expenses stabilize. OTHER REVENUE TRENDS 50 45 40 35 30 a O 5 20 15 10 5 0 kir 2020 2021 2022 2023 2024 —0— Taxes —Fees Licenses/Permits —X— Charges for Services —16c Miscellaneous Other Taxes: Primarily made up of specific ownership taxes that tracks car registrations and severance tax, specific to oil and gas development and determined by the State of Colorado. The fluctuating trend the last few years is due to a new formula for the direct distribution of severance tax to cities and counties from the state. Severance tax revenues follow the price of oil and gas since that is where they are derived. The increase was recognized for 2024 and dropping again by almost $3 million for 2025. Fees: Fees have been increased and new fees added. Fees from vehicle registration should increase as vehicle sales are projected to continue to increase and as the county's population continues to grow. Refinancing of mortgages are decreasing Recording fees. Public Trustee fees were first budgeted when the Treasurer assumed the role of Public Trustee on July 1, 2020. The fees for both the Treasurer and Clerk and Recorder increased in 2022 and 2023, stabilizing in 2024. 56 Licenses/Permits: Planning initiates the majority of these revenues, with Oil and Gas WOGLA permits making up almost 10% of the total and Public Works permitting making up almost 20%. There has not been much growth anticipated, which shows a slight decline overall in this area for 2025 to reflect closer to actual historical numbers. Charges for Services: Revenue is predictable based on contracts for service and reimbursable projects. The continual slight increase is due to dispatch user fees at 40% of cost recovery. Miscellaneous: This category is the most volatile of the Other Revenues. Categories such as Fines are included here and have decreased by almost 75% since 2018. Interest income was very low over the past five years, with large increases budgeted in 2024 and 2025 due to rising interest rates. Health Insurance contributions added an additional $4.2 million in 2024 and almost $10 million for 2025. The policy decision to charge Social Services the full amount of indirect costs raised this category to $5.9 million in 2024 and $6.08 in 2025. The largest jump was in oil and gas royalty income which went from $6 million in 2022 and $25 million in 2024 and anticipated to decrease by 10% to $22.5 million in 2025. 57 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 Resources Director, Human Resources Human 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 58 BUDGET UNIT RESPONSIBLE OFFICIAL Sheriff 21160) Administration Units (21100- Sheriff 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-911 Administration Director, Public Safety Communications Public Safety Wireless Communications Director, Public Safety 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 Facilities Director Seniors Program Chief Financial Officer Parks and Trails Chief Financial Officer Building Rents Chief Financial Officer 59 BUDGET UNIT RESPONSIBLE OFFICIAL 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 Fund Director, Public and Environment Health Health Services Fund Director, Human Services Human 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 Fund Capital Development Chief Financial Officer 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 Insurance Fund Chief Financial Officer Health 60 STAFFING OR EQUIPMENT REQUESTS / POINTS OF ISSUE WITH A FISCAL IMPACT FUNDING INCLUDED EXCLUDED Motor Vehicle: Increase 3.0 FTE Motor Vehicle Auditor (Grade 25) $ 184,658 Assessor Reclassify Analyst to Senior Analyst (G35 to G37) Reclassify Sr Tech to Senior Administrator (G27 to G34) Reclassify Mapper to Chief Appraiser (G26 to G46) Reclassify Mapper to Commercial Appraiser (G26 to G34) District Attorney: Reclassify DA Investigator 7 FTE (G40 to G45) Reclassify Chief Investigator (Grade 44 to G51) Increase 1.0 FTE DA Attorney III (Grade 49) District Attorney 4 -year plan salary increase Include 2024 mid -year 3 FTE and reclassification 5,181 13,670 45,135 15,436 91,931 14,496 153,168 44,126 482,037 Victim Witness Reclassify Crime Victim Compensation (G20 to G26) 10,260 Finance Increase 1.0 FTE Grant and Program Officer (Grade 63) 246,608 Printing and Supply: Purchase of replacement color multi -factor printer Human Resources: Reclassify Admin Assistant (G17 to G21) Reclassify Risk Manager (G40 to G45) Reclassify Compensation Analyst (G45 to G47) Planning: Reclassify Engineering Tech I to II (Grade 25 to 32) Reclassify Engineer II to III (Grade 45 to 49) Community Development Block Grant Increase 1.0 FTE CDBG Analyst (Grade 32) Information Technology Projects: Planning PL1647 Selectron IVR for SelecTXT Planning PL1690 Selectron IVP for Inspections Social Services SS1664 for scheduling Social Services SS1662 for creating invoices Sheriff's Office: Restructure of compensation increase for 2025 Reclassify Detectives (Grade 41 to 42) Body worn Camera bid increase and incidentals Evidence tracker software 6,327 5,586 8,848 3,631,917 33,197 517,000 10,000 $ 92,329 11,768 11,862 60,000 3,347 7,936 118,271 118,000 182,000 100,000 5,000 61 STAFFING OR EQUIPMENT REQUESTS / POINTS OF ISSUE WITH A FISCAL IMPACT (Continued) FUNDING Dispatch / Public Safety Communications: Increase 10 FTE Call -Takers (Grade 25) Increase 1 FTE Program Specialist (Grade 35) Increase 1 FTE Fire Specialist (Grade 30) Increase 1 FTE Law Specialist (Grade 30) Coroner: Increase 0.5 FTE for Autopsy Assistant (Grade 27) Reclassify Morgue Manager (Grade 27 to 29) Justice Services: Increase 0.5 FTE for case management two positions Add BI/GEO contract for GPS tracking services Add Security contract approval increase Oil and Gas Energy Department: Reclassify Inspector I to Reg Analyst (G31 to G38) Increase 1.0 FTE Inspector I (approved at Insp. II, G35) Reduce share back with Health Department Office of Emergency Management Contract for Hazard Mitigation Plan Update Noxious Weeds: Increase 2.0 FTE from Seasonal to full-time (Grade 25) Engineering: Increase Engineer I (Grade 38) Reclassify ROW Specialist to Eng I (G44 to 38) Increase 1.0 FTE Survey Tech I (Grade 25) Increase overtime Various Infrastructure project increases Fair: Add for Golf Cart and increase of animal pens Parks and Trails Great Western Trail Authority Poudre River Trail Authority Island Grove Economic Development SBDC Upstate Colorado Economic Development Continuation for Air Quality contract and consulting INCLUDED $ 461,560 111,640 101,384 42,465 3,891 109,016 312,350 30,000 15,088 111,641 (82,125) 100,579 103,495 121,151 (15,179) 8,305,145 30,000 67,000 901,967 1,000,000 EXCLUDED 461,560 101,384 95,267 50,000 20,000 200,000 982,804 65,000 200,000 300,000 62 STAFFING OR EQUIPMENT REQUESTS / POINTS OF ISSUE WITH A FISCAL IMPACT (Continued) FUNDING Community Agencies: Envision North Range Behavioral Health Reading Great by 8 (formerly Promises for Children) 211 Information and Referral Weld's Way Home A Woman's Place Packz4Kidz Bright Futures: Increase for FTE Scholar Relations County -Wide: ERP Consultant and Training Bilingual Pay Differential with improvements Employee Retention and Appreciation County Contribution HEALTH DEPARTMENT County Contribution HUMAN SERVICES County Contribution CONSERVATION TRUST TOTAL GENERAL FUND PUBLIC WORKS FUND: INCLUDED 38,225 226,000 10,000 50,000 10,000 10,000 315,407 428,600 300,000 199,800 6,118, 644 1,233,400 395,671 $ 26,686,486 Increase 1.0 FTE for PW Trainer Grade 46 Increase 2.0 FTE for Gravel Service Workers (G25) Increase 8.0 FTE for Pavement Service Workers (G25) Increase 4.0 FTE for Pavement Flaggers (G15) TOTAL PUBLIC WORKS FUND PUBLIC HEALTH: 141,740 189,998 369,316 154,484 $ 855,538 Reclassify 3.0 FTE from Grade 22 to 27 Reclassify 2.0 FTE Communication Specialist (G31 to 34) Reclassify 1.0 FTE Public Health Caseworker (G31 to 34) Add 0.5 FTE Environmental Health Specialist I (G33) Reclassify 1.0 FTE EH Specialist I to II (G33 to 35) Reclassify 2.0 FTE EH Specialist II to III (G35 to 37) Reclassify 1.0 FTE Epidemiologist (G33 to 36) Reclassify 1.0 FTE Lab Tech I to II (G20 to 22) Remove 1.0 FTE Environmental Health Spec III Add 2.0 FTE Public Health Nurse II (Grade 37) Reclassify 1.0 FTE Grant Specialist (G17 to 27) 67,931 4,512 9,482 6,583 3,273 (112,404) 162,411 TOTAL HEALTH FUND $ 141,778 EXCLUDED 13,000 500,000 1,0001000 1,000 79,153 75,742 $4,855,433 369,316 154,484 $ 523,800 $13,107 12,586 4,834 17,321 $ 47,848 63 STAFFING OR EQUIPMENT REQUESTS / POINTS OF ISSUE WITH A FISCAL IMPACT (Continued) FUNDING SOCIAL SERVICES and HUMAN SERVICES: Reclassify 2.0 FTE AP Supervisors Grade 35 to 36 Increase 0.5 FTE Fiscal Accounting Clerk Grade 22 Increase 1.0 FTE Establishment Tech, Grade 27 Reclassify 1.0 FTE Family Time Supervisor (G40 to 44) Increase 1.0 FTE Adult Protection Caseworker (G35) Increase 1.0 FTE Adult Protection Supervisor (G44) Reclassify 1.0 FTE Human Services AAA Ombudsman Supervisor from Grade 31 to Grade 35 Reclassify multiple FTE for career ladder progression TOTAL SOCIAL/HUMAN SERVICES FUNDS FLEET: Replacement of vehicles Five new additions to Fleet in Public Works Removed: 1 truck for Admin PW Trainer position For full details, see page 449 see Page 449 INCLUDED 25,612 95,810 10,367 111,392 133,598 10,516 $ 387,295 7,162, 500 TOTAL FLEET INCREASE $ 7,162,500 EXCLUDED $4,895 unknown $ 4,895 55,000 $55,000 NOTE: • Policy Matters are Changes in Current Policy • Points of issue are items where Finance has a different recommendation than the budget unit's department head/elected official. 64 2025 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. • Ability to pay and the sustainability of the pay long term. • Benefits and supplemental pay policies. • Supply/demand situations for personnel needs. • Supply/demand situation in the labor market. • Employees' expectations. • Retention of career employees. • Taxpayers' perceptions of pay and benefits. • Economic conditions locally and nationally. Salary Surveys Utilized: • Neighboring county websites • Employers' Council • IDayfactors • pomp Analyst • Economic Research Institute (ERI) • Bureau of Labor Statistics (BLS) 65 In light of the economic conditions through 2024, and Weld County's focus on retaining qualified employees, the following recommendations are being made: • The 2025 proposed budget includes a 3.0 percent cost of living increase anticipated to help address the recent high inflation rates and the competitive job market. Employees are eligible for step increases for longevity and performance. • Health insurance rates are expected to remain the same for the employees, and the county will pay up to an additional 10.0 percent for 2025. This is following a 5.0 percent employee increase and 26.0 percent employer increase in 2024. Health coverage will be provided by Aetna on a partially self -insured basis with a Preferred Provider Organization (PPO) o ption and a High Deductible Health Plan/Health Reimbursement Account (HDHP/HRA) o ption. • Retirement costs will remain the same based upon the Board's policy to fully fund the Annual Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's actuary each year. • Weld County is proud to offer a bilingual differential compensation program for employees who are required to speak Spanish as a part of their job. With over 21% of Weld County's citizens who speak Spanish as a primary or only language, our new bilingual pay differential not only provides better, more efficient interactions with residents, makes Weld County competitive with surrounding counties such as Larimer and Boulder, but it also incentivizes current employees to refer qualified bilingual candidates to apply for positions at Weld County and further develop their skills as needed to better serve Weld County citizens. The bilingual pay differential was effective July 2024, and improvements to the plan to make it more competitive with surrounding entities will go into effect in J wary 2025. 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. 66 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 is the first year that this "unbundled" option will be available to employees. A new High Deductible Health Plan (HDHP) with Aetna will replace the HRA plan. Employees who choose this plan 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 a 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. 67 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 indexed two cents below the 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: 14.78% of gross salary for County contribution and 9.0% employee contribution. • PERA — District Attorney Only: 21.61% of gross salary for County contribution and 11% 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 100% employee paid. 68 ALL FUNDS REVENUE Total $1,267,161,521 (2023 $1,127,214,693) $800,000,000 _ $700,000,000 _ $600,000,000 $500,000,000 $400,000,000 $300,000,000 _ $200,000,000 $100,000,000 $0 _ 'eO 1` CO r r` M gzr co) O o o C) 00 00 N N dF} E9 02024 ❑ 2025 O O O O O O O r r Cr) r M CO O r r O O O O p c) d' 4 CO Co co M p M N O LO w ti O 00. r 00 O C r CO in. 41, O O O ti O Co; N: r r O o) O to 69 M d' O N r M r CO N CO M CO r O CO M CO CO CO r C) Co MTr we to to Net Property Tax Other Taxes ntergovernmenta CO r ti N O U) (1) U) U) W U_ CD 0 O 0 C (1) ≥ (13 0_ CI) a) co C O 0 ?2c C 0) SQ (13 n CD• J 8_ O nL 2025 ALL FUNDS RESOURCES Proprietary Services $53,077,779 4% Miscellaneous $45,891,668 4% Chg for Service _____------- $16,336,324 1% Licenses/Permits $4,917,500 0% i Fees 23, 364, 000 2% Intergovernmental $106,816,655 9% Fund Balance $711,435,830 56% Net Property Tax $289,930,765 23% Other Taxes $15,391,000... 2025 EXPENDITURES Total $570,883,983 (2024 $491,273,900) $140,000,000 _ $120,000,000 _ $100,000,000 _ $80,000,000 - $60,000,000 - $40,000,000 _ $20,000,000 _ $0 N. Co CO M N M M 1` o Cfl r r t Co ti M ti Co) CO- cfr O O CD CD N U CD P. CD M N O Cy M Ea / $42,916,232 [r-1 LCD Co O t!) CO co, OOO Le; N O ti C!) O ti ti N. O 'Co et O N CO N M N N r1-41 bg CO N r O N. CO CD Co N. Cr; O te- ❑ 2024 ❑ 2025 N co r CD M M 4* co O CO O) trk coNee G�Qi SS\� �t� P,C `fit` sq- 4q \S t 2025 ALL FUNDS EXPENDITURES Social Services $61,414,405 11% Proprietary Services $68,367,513 12% Miscellaneous $16,261,580 3% Human Services $16,811,025 30/0 Contingency Auxiliary $10,000,000 $3,037,560 2% 1% Public Works $34,743,780 6% Road & Bridge $99,798,618 17% Capital $56,018,334 10% s Health $14,875,544 3% Public Safety $116,573,988 CD CO Co tO- Co CD N CD r i Co 20% Culture/Recreation $2,385,801 0% General Government $70,595,835 12% MILL LEVY 2025 TOTAL 15.038 Social Services, 0.749, 5% Insurance, 0.405, 3% Public Works 0.778, 5° Capital 3.35 28% Social Services 0.55 5% Insurance 0.271 2% Public Works 0.624 Capital, 3.399, 23% General, 9.706, 64% 2024 TOTAL 12.024 General 7.229 60% 5% 2025 SUMMARY OF FUND BALANCES FUND 1000 General SPECIAL REVENUE FUNDS: 2000 Public Works 2100 Social Services 2200 Conservation Trust 2300 Contingent 2500 Health Department 2600 Human Services 2700 Solid Waste 7400 Weld County Trust Fund CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 4010 Communications Dev. GROSS TOTALS $ LESS INTERFUND TRANSFERS NET TOTAL $ PROPRIETARY FUNDS: 5200 Regional Crime Lab 6000 Fleet Services 6200 Health Insurance 6300 Insurance 6400 Telecom Service 6500 Weld Finance Corp 2024 BEGINNING BALANCE 78,793,238 268,625,182 6,610,811 778,119 154, 672, 945 7,858,664 499,000 6,077,440 45, 694, 342 124, 925,136 274,630 2024 MILL LEVY 2025 BEGINNING BALANCE 7.229 $ 57,627,739 0.624 0.550 3.350 694, 809, 507 11.753 694, 809, 507 11.753 636,209 2,911,070 7,996,915 8,251,829 887,508 0.271 268,625,182 6,610,811 797,329 164, 672, 945 7,858,664 499,000 5,819,653 47, 694, 342 124, 925,136 3,203,630 $ 688,334,431 $ 688,334,431 626,209 6,254, 345 7,074,508 8,248,829 887,508 2025 MILL LEVY 2025 PROPERTY TAXES 9.706 $ 187,121, 957 0.778 0.749 15,000,000 14,450,000 3.399 65,541,739 2025 I NTERGOV'T REVENUE $ 10,196, 562 24, 971, 581 37,191, 840 797,329 5,705,751 13, 469, 049 14.633 $ 282,113, 696 $ 92, 332,112 14.633 $ 282,113, 696 $ 92, 332,112 0.405 7,817,069 NET TOTAL - IS FUNDS $ 20, 683, 531 0.271 $ 23, 091, 399 0.405 $ 7,817,069 $ GROSS TOTAL ALL FUNDS $ 715,493,038 12.024 $ 711,425,830 15.038 $ 289,930,765 $ 92,332,112 72 2025 SUMMARY OF FUND BALANCES (CONTINUED) Assessed Value $19,279,875,328 FUND .1 1000 General SPECIAL REVENUE FUNDS: 2000 2100 2200 2300 2500 2600 2700 7400 Public Works Social Services Conservation Trust Contingent Health Department Human Services Solid Waste Weld County Trust Fund CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 4010 Communications Dev GROSS TOTALS 2025 OTHER REVENUE 53, 483, 249 42, 051, 000 10,000 2,787,430 938,000 1,700,000 2,500,000 1,225,000 2,063,000 $ 106, 757, 679 2025 INTERFUND TRANSFER 2025 AVAI LABLE FINANCING - $ 308, 429, 507 6,118,644 1,233,400 857,187 2,000,000 $ 350,647,763 $ 58,252,651 $ 1,604,658 $ 164, 672, 945 $ 22,470,489 $ 16,139,449 $ 8,376,840 $ 52,194, 342 $ 191,691,875 $ 5,266,630 2025 APPRO- PRIATIONS 2025 ENDING BALANCE 250, 801, 768 $ 57, 627, 739 99,798,618 61,414,405 1,202,804 10, 000, 000 14, 875, 544 15, 652, 800 1,237,428 2,000,000 52, 070, 334 3,948,000 $ 250, 849,145 $ (3,161,754) $ 401,854 $ 154, 672, 945 $ 7,594,945 $ 486,649 $ 7,139,412 $ 50,194, 342 139, 621, 541 1,318,630 $10, 209, 231 $ 1,179, 747,149 $ 513, 001, 701 $ 666, 745, 448 LESS INTERFUND TRANSFERS - (10,209,231) (10,209,231) (10,209,231) NET TOTAL $ 106, 757, 679 $ - $ 1,169, 537, 918 $ 502, 792, 470 $ 666, 745, 448 PROPRIETARY FUNDS: 5200 Regional Crime Lab 6000 Fleet Services 6200 Health Insurance 6300 Insurance 6400 Telecom Service 6500 Weld Finance Corp NET TOTAL - IS FUNDS GROSS TOTAL ALL FUNDS 310,000 16, 812, 547 33, 794,112 370,000 1,791,120 $ 53, 077, 779 $ 159,835,458 $ $ 936,209 23, 066, 892 40,868,620 16,435,898 2,678,628 $ 83,986,247 $ 1, 253, 524,165 310,000 19, 546, 982 33, 610, 500 6,867,000 1,807,342 $ 61, 831, 824 $ 564,624,294 626,209 3,829,910 7,258,120 9,568,898 871,286 $ 22,154,423 $ 688, 899, 871 73 2025 BUDGETED SUMMARY OF MAJOR REVENUES AND EXPENDITURES FUND 1000 General Fund SPECIAL REVENUE FUNDS: 2000 2100 2200 2300 2500 2600 2700 7400 Public Works Social Services Conservation Trust Contingent Health Department Human Services Solid Waste Weld County Trust CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 4010 Communications Dev. 2025 BEGINNING BALANCE $ 57,627,739 268,625,182 6,610,811 797,329 164, 672, 945 7,858,664 499,000 5,819,653 47, 694, 342 124, 925,136 3,203,630 GROSS TOTALS $ 688,334,431 LESS INTERFUND TRANSFERS NET TOTAL $688,334,431 PROPRIETARY FUNDS: 5200 6000 6200 6300 6400 6500 Regional Crime Lab Fleet Services Health Insurance Insurance Telecom Service Weld Finance Corp NET TOTAL - IS FUNDS GROSS TOTAL ALL FUNDS 2025 PROPERTY TAXES $187,121, 957 2025 I NTERGOV'T REVENUE 2025 OTHER REVENUE 2025 INTERFUND TRANSFER $10,196,562 $ 53,483,249 $ 15, 000, 000 24, 971, 581 14, 450, 000 37,191, 840 797,329 5,705,751 13, 469, 049 65, 541, 739 42, 051, 000 10,000 2,787,430 938,000 1,700,000 2,500,000 1,225,000 2,063,000 $ 282,113,696 $ 92,332,112 $ 106,757,679 6,118, 644 1,233,400 857,187 2,000,000 2025 AVAILABLE FINANCING $ 308, 429, 507 350,647,763 58,252,651 1,604,658 164,672,945 22, 470, 489 16,139,449 8,376,840 52,194, 342 191,691,875 5,266,630 $ 10,209,231 $1,179,747,149 (10,209,231) (10,209,231) $ 282,113,696 $ 92,332,112 $106,757,679 $ - $1,169,537,918 636,209 6,254,345 7,074,508 8,248,829 887,508 $ 23,101, 399 $ 711,435,830 7,817,069 $ 7,817,069 $ 289, 930, 765 $ $92,332,112 310,000 16, 812, 547 33,794,112 370,000 1,791,120 $ 53,077,779 $159,835,458 $ $ 946,209 23, 066, 892 40,868,620 16,435,898 2,678,628 $ 83,996,247 $ 1,253,534,165 74 2025 BUDGETED SUMMARY OF MAJOR REVENUES AND EXPENDITURES (CONTINUED) Assessed Value $19,279,875,328 FUND 1000 General Fund SPECIAL REVENUE FUNDS: 2000 2100 2200 2300 2500 2600 2700 7400 Public Works Social Services Conservation Trust Contingent Health Department Human Services Solid Waste Weld County Trust CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 4010 Communications Dev. 2025 AVAI LABLE FINANCING 2025 PERSONNEL 2025 SERVICE/ SUPPLIES 2025 CAPITAL $ 308,429,507 $ 150,719,449 $ 99,219,719 $ 862,600 350,647,763 58, 252, 651 1,604,658 164, 672, 945 22,470,489 16,139,449 8,376,840 52,194, 342 191,691,875 5,266,630 21,287,273 45, 000, 000 12,140, 496 7,468,300 78, 511, 345 16,414,405 1,202,804 10, 000, 000 2,459,048 8,184, 500 1,237,428 2,000,000 52, 070, 334 3,948,000 2025 APPRO- PRIATIONS 2025 ENDING BALANCE 250,801,768 $ 57,627,739 99,798,618 61,414,405 1,202,804 10, 000, 000 14, 599, 544 15,652,800 1,237,428 2,000,000 52, 070, 334 3,948,000 250, 849,145 (3,161,754) 401,854 154, 672, 945 7,870,945 486,649 7,139,412 50,194, 342 139,621,541 1,318,630 GROSS TOTALS $ 1,179, 747,149 $ 236, 615, 518 $ 219, 229, 249 $ 56, 880, 934 $ 512, 725, 701 $ 667, 021, 448 LESS INTERFUND TRANSFE (10,209,231) (10,209,231) (10,209,231) NET TOTAL $ 1,169, 537, 918 $ 236, 615, 518 $ 209, 020, 018 $ 56, 880, 934 $ 502, 516, 470 $ 667, 021, 448 PROPRIETARY FUNDS: 5200 6000 6200 6300 6400 6500 Regional Crime Lab Fleet Services Health Insurance Insurance Telecom Service Weld Finance Corp NET TOTAL - IS FUNDS GROSS TOTAL ALL FUNDS 946,209 23, 066, 892 40, 868, 620 16,435,898 2,678,628 $ 83, 996, 247 $ 1, 253, 534,165 2,554,676 266,402 $ 2,821,078 $ 239,436,596 310,000 13,164,317 35,144, 500 8,240,400 1,524,718 $ 58, 383, 935 $ 267,403,953 7,162, 500 $ 7,162, 500 $ 64,043,434 310,000 22,881,493 35,144, 500 8,240,400 1,791,120 $ 68, 367, 513 $ 570, 883, 983 636,209 185,399 5,724,120 8,195,498 887,508 $ 15,628,734 $ 682,650,182 75 2024 ESTIMATED SUMMARY OF MAJOR REVENUES AND EXPENDITURES FUND 1000 General Fund S PECIAL REVENUE FUNDS 2000 2100 2200 2300 2500 2600 2700 7400 Public Works Social Services Conservation Trust Contingent Health Department Human Services Solid Waste Weld County Trust CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 4010 Communications Dev. 2024 BEGINNING BALANCE $ 73, 902, 463 263,132, 365 6,610,811 797,329 164, 672, 945 7,858,664 499,000 5,948,603 45, 694, 342 81, 302, 059 3,203,630 2024 2024 PROPERTY INTERGOV'T TAXES REVENUE 2024 OTHER REVENUE $ 173,787,486 $ 9,899,823 $ 48,394,708 15, 000, 000 13, 220, 379 80, 535, 309 24, 032, 945 37,191, 840 545,000 5,542,408 9,826,699 GROSS TOTALS $ 653,622,211 $ 282,543,174 $ 87,038,715 LESS INTERFUND TRANSFERS ii 43,175, 000 10,000 1,508,525 684,250 1,700,000 2,500,000 1,225,000 1,850,000 $101, 047, 483 2024 INTERFUND TRANSFER 2024 AVAILABLE FINANCING $ - $ 305,984,480 400,000 6,826,214 12,351 I. 2,000,000 345, 740, 310 57, 023, 030 1,352,329 164, 672, 945 21,735,811 11, 022, 300 7,648,603 50,194, 342 163, 062, 368 5,053,630 $ 9,238,565 $1,133,490,148 (9,238,565) (9,238,565) N ET TOTAL $ 653, 622, 211 $ 282, 543,174 $87,038,715 $101, 047, 483 $ $1,124, 251, 583 PROPRIETARY FUNDS: 5200 6000 6200 6300 6400 6500 Regional Crime Lab Fleet Services Health Insurance Insurance Telecom Service Weld Finance Corp N ET TOTAL - IS FUNDS GROSS TOTAL ALL FUNDS 636,209 6,254,345 7,813,303 8,248,829 887,508 $ 23, 840,194 $ 677,462,405 6,500,000 $ 6,500,000 $ - $ 289, 043,174 $87,038,715 310,000 15, 893, 707 33,794,112 370,000 1,807,342 $ 52,175,161 $ 153,222,644 $ $ I. 946,209 22,148, 052 41,607,415 15,118, 829 2,694,850 $ 82, 515, 355 $ 1,206,766,938 76 2024 ESTIMATED SUMMARY OF MAJOR REVENUES AND EXPENDITURES (CONTINUED) Assessed Value $24,037,727,539 FUND 1000 General Fund SPECIAL REVENUE FUNDS: 2000 2100 2200 2300 2500 2600 2700 7400 Public Works Social Services Conservation Trust Contingent Health Department Human Services Solid Waste Weld County Trust CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 4010 Communications Dev. 2024 AVAI LABLE FINANCING 2024 PERSONNEL $ 305, 984, 480 $ 129, 553, 545 345, 740, 310 57, 023, 030 1,352,329 164, 672, 945 21,735,811 11, 022, 300 7,648,603 50,194, 342 163, 062, 368 5,053,630 20,476,538 37, 000, 000 11, 594, 070 6,468,300 2024 SERVICE/ SUPPLIES 2024 CAPITAL $ 96,775,097 $ 862,600 56,638,590 13,412,219 574,210 10, 000, 000 2,253,577 4,055,000 1,571,163 4,500,000 29,500 38,137,232 4,779,000 2024 APPRO- PRIATIONS 2024 ENDING BALANCE 227,191,242 $ 78,793,238 77,115,128 50,412,219 574,210 10, 000, 000 13, 877,147 10, 523, 300 1,571,163 4,500,000 38,137,232 4,779,000 268,625,182 6,610,811 778,119 154, 672, 945 7,858,664 499,000 6,077,440 45, 694, 342 124, 925,136 274,630 GROSS TOTALS $ 1,133,490,148 $ 205, 092,453 $ 189,779, 856 $ 43, 808, 332 $ 438,680,641 $ 694, 809, 507 LESS INTERFUND TRANSFE (9,238,565) (9,238,565) (9,238,565) NET TOTAL $ 1,124, 251, 583 $ 205, 092, 453 $ 180, 541, 291 $ 43, 808, 332 $ 429, 442, 076 $ 694, 809, 507 PROPRIETARY FUNDS: 5200 6000 6200 6300 6400 6500 Regional Crime Lab Fleet Services Health Insurance Insurance Telecom Service Weld Finance Corp NET TOTAL - IS FUNDS GROSS TOTAL ALL FUNDS 946,209 22,148, 052 41, 607, 415 15,118, 829 2,694,850 $ 82, 515, 355 $ 1,206,766,938 2,554,676 266,402 310,000 12, 615, 031 33, 610, 500 6,867,000 1,540,940 $ 2,821,078 $ 54, 943, 471 $ 207, 913, 531 $ 235, 484, 762 4,067,275 310,000 19, 236, 982 33,610,500 6,867,000 1,807,342 $ 4,067,275 $ 61, 831, 824 $ 47, 875, 607 $ 491, 273, 900 636,209 2,911,070 7,996,915 8,251,829 887,508 $ 20,683,531 $ 715,493,038 77 2023 ACTUAL SUMMARY OF MAJOR REVENUES AND EXPENDITURES FUND 1000 General Fund SPECIAL REVENUE FUNDS: 2000 2100 2200 2300 2500 2600 2700 7400 Public Works Social Services Conservation Trust Contingent Health Department Human Services Solid Waste Weld County Trust CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 4010 Communications Dev. 2023 BEGINNING BALANCE $ 38, 311, 471 223, 648, 967 8,001,486 734,535 100,120, 000 5,969,139 688,911 4,514,085 61,175,699 65,472,103 6,576,212 GROSS TOTALS $ 515,212,608 LESS INTERFUND TRANSFERS NET TOTAL $ 515,212,608 PROPRIETARY FUNDS: 5200 6000 6200 6300 6400 6500 Regional Crime Lab Fleet Services Health Insurance Insurance Telecom Service Weld Finance Corp NET TOTAL - IS FUNDS GROSS TOTAL ALL FUNDS 2023 PROPERTY TAXES $149, 369, 003 2023 INTERGOV'T REVENUE 2023 OTHER REVENUE 2023 INTERFUND TRANSFER $10,660,288 $ 45,889,238 $ 15, 000, 000 22,106, 459 13,101, 560 33, 211, 957 560,000 65, 000, 000 6,666,674 9,196,299 25, 000, 000 $ 267, 470, 563 $ 82, 401, 677 $ 267,470,563 $ 82,401,677 50, 018, 332 3,000 1,814,684 592,150 1,700,000 2,500,000 975,000 1,850,000 $105, 342, 404 $105, 342, 404 400,000 6,912,957 12,351 2,500,000 2023 AVAILABLE FINANCING $ 244,230,000 311,173,758 54, 315, 003 1,297,535 165,120, 000 21, 363, 454 10,489,711 6,214,085 66,175,699 91,447,103 8,426,212 $ 9,825,308 $ 980, 252, 560 (9,825,308) (9,825,308) $ - $ 970, 427, 252 895,868 4,056,432 8,350,144 7,552,959 823,276 $ 21,678,679 $ 536,891,287 5,000,000 $ 5,000,000 $ 272, 470, 563 $ $ 82, 401, 677 310,000 13,205,090 26, 833, 520 345,000 1,694,502 $ 42, 388,112 $ 147, 730, 516 $ $ 1,205,868 17, 261, 522 35,183,664 12, 897, 959 2,517,778 $ 69, 066, 791 $ 1, 039, 494, 043 78 2023 ACTUAL SUMMARY OF MAJOR REVENUES AND EXPENDITURES (CONTINUED) Assessed Value $18,118,803,231 FUND 1000 General Fund SPECIAL REVENUE FUNDS: 2000 2100 2200 2300 2500 2600 2700 7400 Public Works Social Services Conservation Trust Contingent Health Department Human Services Solid Waste Weld County Trust CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 4010 Communications Dev. 2023 AVAI LABLE FINANCING $ 244,230,000 GROSS TOTALS $ LESS INTERFUND TRANSFE NET TOTAL $ 311,173,758 54, 315, 003 1,297,535 165,120, 000 21,363,454 10,489,711 6,214,085 66,175,699 91, 447,103 8,426,212 2023 PERSONNEL $ 123, 846, 085 2023 SERVICE/ SUPPLIES 2023 CAPITAL $ 74,818,359 $ 338,210 19, 072, 888 62, 031, 602 32, 241, 200 14, 072, 317 563,000 10, 000, 000 11, 589, 581 3,774,234 6,216,900 3,583,900 2,157, 906 2,600,000 78,000 30,500 31, 045, 020 5,222,582 2023 APPRO- PRIATIONS 2023 ENDING BALANCE 199, 002, 654 $ 45, 227, 346 81,182,490 46,313,517 563,000 10, 000, 000 15, 394, 315 9,800,800 2,157, 906 2,600,000 31, 045, 020 5,222,582 229, 991, 268 8,001,486 734,535 155,120, 000 5,969,139 688,911 4,056,179 63,575,699 60,402,083 3,203,630 980, 252, 560 $ 192, 966, 654 $ 173, 601, 318 $ 36, 714, 312 $ 403, 282, 284 $ 576, 970, 276 (9,825,308) (9,825,308) (9,825,308) 970, 427, 252 $ 192, 966, 654 $ 163, 776, 010 $ 36, 714, 312 $ 393, 456, 976 $ 576, 970, 276 PROPRIETARY FUNDS: 5200 6000 6200 6300 6400 6500 Regional Crime Lab Fleet Services Health Insurance Insurance Telecom Service Weld Finance Corp NET TOTAL - IS FUNDS GROSS TOTAL ALL FUNDS 1,205,868 17,261, 522 35,183,664 12, 897, 959 2,517,778 $ 69, 066, 791 $ 1, 039, 494, 043 1,907,256 252,772 $ 2,160, 028 $ 195,126,682 310,000 11, 297, 834 27, 572, 315 5,345,000 1,441,730 $ 45, 966, 879 $ 209,742,889 $ $ 36,714,312 310,000 13,205,090 27, 572, 315 5,345,000 1,694,502 $ 48,126, 907 $ 441, 583, 883 895,868 4,056,432 7,611,349 7,552,959 823,276 $ 20, 939, 884 $ 597,910,160 79 GOVERNMENT FUNDS 2023-2025 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES REVENUES Taxes Licenses and Permits Intergovernmental Miscellaneous Fees Charges for Services Total Estimated Financial Sources EXPENDITURES Current: General Government Public Safety Public Works Public Health and Welfare Human Services Culture and Recreation Miscellaneous Capital Outlay Contingency/Reserves Total Use of Resources Net Increase (Decrease) in Fund Balance Fund Balance at Beginning of the Year $ Fund Balance at End of Year - without Unspent Contingencies/Reserves Contingencies/Reserves Appropriated but Unspent ACTUAL 2023 286,530,563 5,610,550 81,901,677 45, 855, 856 20,182,750 14,633,248 $ 454,714,644 61, 073, 550 97,495,240 103,122,933 61,923,832 11,244,025 1,189,511 10,640,283 36,267,602 $ 10, 000, 000 PROJECTED 2024 298,658,174 5,513,750 87, 038, 715 43,713,630 20, 884, 000 14,821,103 $ 470,629,372 70, 724, 085 108, 323, 947 105,106, 054 64, 540, 366 14, 093,147 1,222,417 8,861,190 42,916,232 $ 10, 000, 000 BUDGET 2025 297,504,696 4,917,500 106,816,655 45,891,668 23,364,000 16, 336, 324 $ 494, 830, 843 70,595,835 116, 573, 988 134, 542, 398 76,289,949 16,811,025 2,385,801 19,299,140 56, 018, 334 $ 10, 000, 000 $ 392,956,976 $ 425,787,438 $ 502,516,470 61,757,668 44, 841, 934 (7,685,627) - $ 61,757,668 $ 116,599,602 $ 61, 757, 668 $ 106, 599, 602 $ 108, 913, 975 10, 000, 000 10, 000, 000 Fund Balance at End of Year - with Contingencies/Reserves $ 61,757,668 $ 116,599,602 $ 118,913,975 80 PROPRIETARY FUNDS 2023-2025 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES REVENUES Taxes Intergovernmental Transfers Charges for Services ACTUAL PROJECTED 2023 2024 $ 3,990,783 $ 39,138,233 6,500,000 $ 52,175,161 BUDGET 2025 71817,069 53, 077, 779 Total Estimated Financial Sources $ 43,129,016 $ 58,675,161 $ EXPENDITURES Regional Crime Lab Fleet Services Health Insurance Insurance Telecom Service Weld Finance Corp Total Use of Resources Net Increase (Decrease) in Fund Balance Fund Balance at Beginning of the Year Fund Balance at End of Year - without Unspent Contingencies/Reserves Contingencies/Reserves Appropriated but Unspent Fund Balance at End of Year - with Contingencies/Reserves $ 232,368 $ 14, 788, 086 28, 887,178 4,076,722 1,671,668 60, 894, 848 310,000 $ 15,169,707 33, 610, 500 6,867,000 1,807,342 310,000 15, 718, 993 35,144, 500 8,240,400 1,791,120 $ 49, 656, 022 $ 57, 764, 549 $ 61, 205, 013 (6,527,006) 28,205,685 21, 678, 679 910,612 21, 678, 679 22, 589, 291 (310,165) 22,589,291 22, 279,126 $ 21, 678, 679 $ 22, 589, 291 $ 22, 279,126 81 WELD COUNTY TOTAL TAXABLE PROPERTY 2024 ASSESSED VALUES TO BE USED FOR 2025 BUDGET Class Vacant Residential Commercial Industrial Agricultural Natural Resource Oil and Gas State Assessed Total Value: Less TIF Value Net Total 2023 Final Assessed Value $ 149,465,100 $ 3,246,947,670 $ 1,704,699,230 $ 1, 518, 783, 640 $ 240,677,200 $ 45,612,990 $ 16, 766, 317, 290 $ 1, 002, 715,100 $ 24,675,218,220 $ 637,490,681 $ 24,037,727,539 2024 Proposed Assessed Value $ 143,462,780 3, 355, 377, 220 1, 799, 017, 550 1,527,619,290 233,124,170 53,041,410 11, 589, 888, 710 1, 048, 997, 900 Value Changes 2023-2024 20000 18000 a) 16000 ka 14000 > E 12000 v 2 10000 (1) 8000 6000 Q 4000 2000 0 f ICI in as n ° .(2> .6e c§ 2nc- 4 de tie J`° cnc) efr e �e Gam � Pd, „sc��Q- �� P tie) 19,750,529,030 470,653,702 19,279,875,328 Change $ $ (6,002,320) $ 108,429,550 $ 94, 318, 320 $ 8,835,650 $ (7,553,030) $ 7,428,420 $ (5,176,428,580) $ 46,282,800 $ (4,924,689,190) $ (166,836,979) $ (4,757,852,211) Change % -4.02% 3.34% 5.53% 0.58% -3.14% 16.29% -30.87% 4.62% -19.96% -26.17% -19.79% Assessed Value By Class 2024 State Assessed 5% Oil and Gas\ 59ci' Vacant 1% Residential 17% Commercial 9% Industrial 8% ' Agricultural `% Natural Resrouces 0% 82 NET PROGRAM COST NET COST ALLOCATED SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD PUBLIC TRUSTEE CLERK & RECORDER ELECTIONS TREASURER ASSESSOR COUNTY COUNCIL DISTRICT ATTORNEY SHERIFF CORONER CLERK TO THE BOARD TOTAL MANDATED:STATE/FEDERAL COUNTY COST INMATE SERVICES AND SECURITY COURTS AND TRANSPORTATION COMMUNITY CORRECTIONS SOCIAL SERVICES HUMAN SERVICES SUPPORT PUBLIC HEALTH TOTAL CRITICAL -- NON -MANDATED COUNTY COST PUBLIC SAFETY INFORMATION SYSTEM CRIME LAB POLICE SERVICES (LEVEL) SHERIFF CONTRACT SERVICES / SRO COMMUNICATIONS -COUNTY -WIDE OFFICE EMERGENCY SERVICES DRUG TASK FORCE TOTAL $ 1,092,821 $ (94, 513) $ (4,684,843) $ 1,435,643 $ (10,515,802) $ 5,016,361 $ 62,948 $ 10, 028, 742 $ 9,694,804 $ 1,868,809 $ 856,796 $ 722,370 21,396 1,689,740 257,513 841,236 14,364 1,123, 972 3,179, 860 582,174 192,774 $ 1,815,191 (73,117) (2,995,103) 1,693,156 (10, 515, 802) 5,857,597 77,312 11,152,714 12, 874, 664 2,450,983 1,049,570 $ 14, 761, 766 $ 8,625,399 $ 23, 387,165 $ 43, 492, 682 6,419,622 2,850 14;450,000 12,351 6,118, 644 $ 70, 496,149 $ $ 8,928,109 435,979 5,098,872 1,315,230 1,903,999 17, 682,188 $ 52, 420, 791 6,419,622 438,829 19, 548, 872 1,327,581 8,022,643 $ 88,178, 337 $ 1,617,979 888,323 15, 856, 994 992,039 5,670,965 534,509 424,877 $ 25, 985, 686 $ $ 183,527 3,372,289 292,382 9,368 3,857,566 $ 1,617,979 1,071,850 19, 229, 283 992,039 5,670,965 826,891 434,245 $ 29, 843, 252 NET PROGRAM COST NET COST ALLOCATED SUPPORT TOTAL LOCAL DISCRETION PLANNING & ZONING/BLDG INSP OIL AND GAS ENERGY COMMUNITY DEVELOPMENT BLOCK GRANT ANIMAL CONTROL/CODE ENFORCEMENT NOXIOUS WEEDS EXTENSION SERVICE VETERANS SERVICES AIRPORT MENTAL HEALTH MISSILE SITE PARK COUNTY FAIR DEVELOPMENTALLY DISABLED SENIOR COORDINATORS VICTIM/WITNESS ASSISTANCE JUVENILE DIVERSION VICTIM ADVOCATES WASTE WATER MANAGEMENT ECONOMIC DEVELOPMENT PUBLIC INFORMATION GEOGRAPHICAL INFORMATION SYSTEM COMMUNITY AGENCY GRANTS PARKS AND TRAILS ISLAND GROVE BUILDING JUSTICE SERVICES WORK RELEASE ADULT DIVERSION WELD PLAZA BUILDING WELLNESS PROGRAM BRIGHT FUTURES ASSET & RESOURCE MANAGEMENT TOTAL PUBLIC WORKS ENGINEERING TOTAL CAPITAL: EQUIPMENT BUILDINGS TOTAL SUPPORT FUNCTION COUNTY ATTORNEY FACILITIES FINANCE & ADMINISTRATION ACCOUNTING PURCHASING HUMAN RESOURCES TELECOM SERVICES INSURANCE NON -DEPARTMENTAL BUILDING RENTS INFORMATION TECHNOLOGY PRINTING & SUPPLY TOTAL 2,657,168 1,051,621 0 573,656 1,410,352 722,153 0 0 276,000 0 214,030 38,225 40,000 1,050,248 46,391 209,804 10,000 1,000,000 535,243 458,738 80,000 67,000 901,967 2,291,013 1,903,339 170,301 0 876,700 2,315,407 5,173, 848 $24,073,204 $ $ 1,063,459 320,410 86,310 248,123 46,048 13,703 132 9,807 79,938 9,361 I. 920 31,409 633,848 I. 425,903 440,085 3,409,455 3,720,627 1,372,031 0 573,656 1,496,662 970,276 46,048 13,703 276,000 132 223,837 38,225 40,000 1,130,186 55,752 209,804 10,000 1,000,920 566,652 1,092,586 80,000 67,000 901,967 2,716,916 2,343,424 170,301 0 876,700 2,315,407 5,173, 848 $ 27, 482, 659 $ 15, 000, 000 $ 5,390,258 $ 34, 743, 780 $ 903,087 20, 390, 258 35, 646, 867 $ 49, 743, 780 $ 6,293,345 $ 56, 037,125 $ - $ 52, 070, 334 $ I. I. $ 52, 070, 334 $ 52, 070, 334 $ - $ 52, 070, 334 $ 1,891,417 13,709,386 1,107,198 1,461,369 432,423 3,551,921 0 7,817,069 1,321,665 0 12,689,817 373,505 $ (1,891,417) $ (13, 709, 386) (1,107,198) (1,461,369) (432,423) (3,551,921) 0 (7,817,069) (1,321,665) 0 (12, 689, 817) (373, 505) $ (44, 355, 770) $ 0 0 0 0 0 0 0 0 0 0 0 $ 44,355,770 SEVEN YEAR TREND Beginning Fund Balance Cu 0 2 800.0 700.0 600.0 500.0 400.0 300.0 200.0 100.0 0.0 K 711.44 597.91 509.53 403.25 / / 210.18 95.19 2019 113.66 A / p / 2020 2021* 2022 2023 2024 2025 *Note: In 2020, Weld County created the Weld County Trust Fund from the $63 million procedes of the sale of a hospital property. The Weld County Trust Fund accounts for the assets held by the Weld Trust, a Colorado nonprofit corporation. The earnings of the fund are being used to fund Bright Futures student grants each year. 85 SEVEN YEAR TREND County Expenditures o General Government ❑ Public Safety ❑ Road & Bridge ❑ Health & Welfare 2 $120 J $100 $80 $60 $40 --� $20 -" $0-' z co 0 O co O N - r CO CO V CO 2020 2021 CO CO N- CO 0 O U) c 2022 6) L CO co 0 o (9 daltok 0 N 0) 2023 2024 (NI 06 0 2025 2025 VP CU C C) ro C -o C ro t U ro • ) o t_ 1 o C o U ro U oA • .F-0 ro C L • CC O U C) N vi C) U u G• QJ U C ro C w L Q] C) a C) U O Ln Ul a > t- 0 (-; L Q1 Q 4- U LU 01) ice.J O (V v• ) - C a) C) U X LU 0 -O O O Cl_ U DO 4-1 C1 ro i. In C C. O t U O L C) O a E LL C ro Q) VP Q) U L 0 ✓1 aJ cc 'O C ro U. C) rn >- U ro LL Utip i ro(1 • �n � - (o 4I L C 4-, C a • - Q) cc L O C CD 0- +• C QJ E a O N >- > L p (] L C a. U ti O +J N to O L L UI n a U C co ro V; Q) 4i C E E O U r _v > o +-I co • > O _1 '- • -O U ro CID N- Q) W ro Lin U >- L to v s v L VP C 1 -o 0 N U co a) 4J C 0 1 � � Q) C ro O -C V U 4 4./ C C 0 U 4C3 ro co Commissioners Boards and Commissions a CD C • C O 0 +-0 U •i i W C L O 4-1 4--+ Q 03 0) -o - L L O Q) U U 'V cc •1-+ U C C C C O O U L O U U C) U U Q Elected Officials and Offices 4J W E T L co a) 0 C 0 87 4--0 a) O U- / CJ U C I ti C LL tlo C C C O U U Q A 4-0 C U a) C E CJ CJ tiA CU cc C w Treasurer e 5- CJ C 0 O U CU CU U u U .4 D L 1 V) Information b.0 0 O C U C) H U S L O U C- Extensions Clerk to the Environment Finance and LJ o?S 0 C C C C - Communicati in r- 0 U 4-0 Q U C 0 C- SUMMARY OF COUNTY FUNDED FULL TIME EQUIVALENTS (FTE) 2025 DEPARTMENT LAST ACTUAL 2023 CURRENT YEAR 2024 REQUEST BUDGET 2025 RECOMMEND BUDGET 2025 CURRENT RECOMMEND CHANGE TO YEAR GENERAL FUND: Office of the Board 6.000 6.000 6.000 6.000 Public Information 4.000 5.000 5.000 5.000 County Attorney 6.000 7.000 7.000 7.000 Public Trustee 2.500 2.500 2.500 2.500 Clerk to the Board 7.000 7.000 7.000 7.000 Clerk and Recorder 9.000 9.000 8.000 8.000 - 1.00 Elections 7.000 7.000 . 7.000 I 7.000 I Motor Vehicle 50.00 51.00 55.00 54.00 + 3.00 Treasurer 10.000 10.000 10.000 10.000 Assessor 39.500 41.500 41.500 41.500 County Council 1.000 1.000 1.000 1.000 District Attorney 65.000 65.000 69.000 69.000 + 4.00 Juvenile Diversion 1.500 2.500 2.500 2.500 Victim Witness 16.000 16.000 16.000 16.000 Finance and Administration 2.500 4.000 4.000 5.000 +1.00 Accounting 8.000 9.500 9.500 9.500 Purchasing 3.000 3.000 3.000 3.000 Human Resources 19.000 23.000 22.000 22.000 - 1.00 Planning and Zoning 25.000 25.000 26.000 26.000 + 1.00 Community (CDBG) Develop 1.500 1.000 . 2.000 1.000 Facilities 50.000 53.000 53.000 53.000 Information Services 54.000 56.000 54.000 54.000 - 2.00 Printing and Supply 4.000 4.000 4.000 4.000 SO Admin Patrol 16.000 16.000 16.000 16.000 SO Admin Detention 30.000 30.000 30.000 30.000 SO Prof. Standards 12.000 12.000 12.000 12.000 SO Civil Unit 7.200 7.200 7.200 7.200 SO Support Services 3.000 1.000 1.000 1.000 SO Records Unit 14.000 14.000 14.000 14.000 SO Evidence Unit 2.000 3.000 3.000 3.000 Sheriff Patrol 62.000 62.000 62.000 62.000 Sheriff Investigations 20.000 23.000 23.000 23.000 Municipal Contract 1.000 1.000 1.000 1.000 School Resource Officers 0.0 7.000 7.000 7.000 88 DEPARTMENT LAST YEAR ACTUAL 2023 CURRENT YEAR 2024 RECOMMEND CURRENT TO REQUEST BUDGET 2025 RECOMMEND CHANGE BUDGET 2025 Animal Enforcement Control/Code 3.000 , 3.000 3.000 3.000 Crime Lab 5.000 5.000 5.000 5.000 Victim Advocates 2.000 2.000 2.000 2.000 Drug Task Force 2.000 2.000 2.000 2.000 Inmate Services 20.000 20.000 20.000 20.000 Security 229.000 205.000 205.000 205.000 Courts and Transport 35.000 35.000 35.000 35.000 Communications 84.000 102.000 115.000 109.000 + 7.00 PS Information Systems 10.000 10.000 10.000 10.000 PS Communications Wireless 1.000 1.000 1.000 1.000 Coroner 12.000 12.000 12.500 12.500 + 0.50 Justice Services 15.500 16.500 17.000 17.000 + 0.50 Work Release 21.000 20.000 20.000 20.000 Adult Diversion 1.500 1.500 1.500 1.500 Community Corrections 1.400 1.400 1.400 1.400 Building Inspection 14.000 14.000 14.000 14.000 Oil and Gas Energy 7.000 8.000 9.000 9.000 + 1.00 Noxious Weeds 3.000 4.000 6.000 6.000 + 2.00 Office of Emergency Mgt. 5.000 5.000 5.000 5.000 General Engineering 29.000 32.000 34.000 33.000 + 1.00 Extension Service 12.375 12.975 12.975 12.975 Fair 1.250 1.250 1.250 1.250 Veteran's Office 2.000 0.000 0.000 0.000 TOTAL GENERAL 1,074.725 1,098.825 1,123.825 1,115.825 + 17.00 FUND PUBLIC WORKS: Administration 8.000 8.000 9.000 9.000 + 1.00 Trucking 33.000 33.000 33.000 33.000 Motor Graders 53.000 53.000 55.000 55.000 + 2.00 Bridge Construction 33.000 33.000 33.000 33.000 Maintenance Support 15.000 15.000 15.000 15.000 Mining 7.000 8.000 8.000 8.000 Pavement Management 26.000 26.000 38.000 32.000 + 6.00 TOTAL PUBLIC WORKS 175.000 176.000 191.000 185.000 + 9.000 89 DEPARTMENT LAST YEAR ACTUAL 2023 CURRENT YEAR 2024 RECOMMEND CURRENT TO REQUEST BUDGET 2025 RECOMMEND CHANGE BUDGET 2025 HEALTH FUND: Administration 12.375 10.000 8.000 8.000 - 2.000 Health Communication 17.725 19.300 20.185 20.185 + 0.885 Community Health Service 13.500 13.600 13.000 13.000 - 0.600 Environmental Services 35.90 36.200 36.600 35.600 - 0.600 Health Preparedness 18.725 2.000 2.000 2.000 Public Health Services 17.000 17.800 21.610 21.610 + 3.810 115.225 98.900 101.400 100.400 + 1.495 TOTAL HEALTH FUND SOCIAL SERVICES 392.000 413.000 416.000 416.000 + 3.000 90.000 141.000 141.000 141.000 0 HUMAN SERVICES FLEET SERVICES 19.000 22.000 22.000 22.000 0 2.000 2.000 2.000 2.000 TELECOM SERVICES 1,867.95 1,951.725 1,997.225 1,982.225 + 30.495 GRAND TOTAL 90 GENERAL FUND Revenue and Resource Changes $200,000,000 $180,000,000 $160,000,000 $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 co N- co N- N co- N" - CO ❑ 2024 ❑ 2025 O O O O o Ea Ea - o O O O O O 05- 0) co O N 6 CO CO N L) Ec CO 0)a) O r c, O O 5 5 OO O O Lf� O I` N N cc C6 06 EA- te- CO 'Cr CO CO CD O C7 r O O O O r 0 r este 141-4 jCS est. A .2O Ac - Q tket NS �o ��e oo eC, .`�c� �S .woe I .`.� �` � Gr 2025 Revenue Total $250,801,768 (2024 $232,082,017) Intergovernmental $10,196,562 4% Fees $23,139,000 9% Other Taxes $90,000 0`)/0 t r Licenses/Permits Charges for Services $13,032,324 $3,177,500 1% 5% Fines/Forfeitures $101,000 0% Miscellaneous $15,943,425 7% Property Tax $185,121,957 74% 91 GENERAL FUND EXPENDITURE CHANGES $110,000,000 $100,000,000 $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 $0 N -- it rn Cr N CO 00- 0 r CO CO 0 LO r r ❑ 2024 ❑ 2025 $70,724,085 $70,595,835 N CO CO- It O O N CO S S CO N In LO (13 o 0) r CO N- Z; SEA - CO CO 0) r r CO G) _ CO O U) CO r O S I I 0 0 O (fl N- N LO N- O (0Th- O_ N CO ON O N O CO r CO- CO - 7r e W- O CO CO , N Co O o Ne 0) CO N. N S Public Safety General Gov. Hea th & Human Serv. Misc. Auxilary Culture/Rec. Public Works Welfare 2025 Expenditures Total $250,801,768 (2024 $227,191,242) Misc. $15,881,339 Human Serv. 6% $2,391,625 1% Health & Welfare $6,394,644 ' 3% � - General Gov. $70,595,835 28% Auxilary $3,037,560 1% Culture/Rec. $1,182,997 0% Public Works $34,743,780 14% Public Safety $116,573,988 47% SEVEN YEAR TREND General Government $80 $70 $60 $50 co z O $40 J J E $30 $20 $10 $0 2019 2020 2021 2022 2023 2024 2025 SEVEN YEAR TREND Public Safety $130 116.57 108.32 $110 97.495 $90 co z ;$70 J 2 $50 $30 $10 77.01 69.05 79.08 85.895 2019 2020 2021 2022 2023 2024 2025 94 SEVEN YEAR TREND Health & Welfare $100 93.1 $90 $80 75.49 72.07 $70 $60 co O J J 2 $50 $40 $30 $20 $10 64.33 67.691 _ 67.24 2019 2020 2021 2022 2023 2024 2025 GENERAL FUND SUMMARY For 2025, the requested General Fund funding appropriations are $250,801,768, up $23,610,526, o r 10.4%, from 2024. The largest increases are specific to the 's Office mid -year approved changes in compensation, and additions to Engineering and Dispatch. A total of 25 new FTE were requested, and 17.0 new FTE are recommended in the General Fund, a 1.5% increase in staffing over 2024 numbers. Public Safety Communications, or Dispatch, is in year two of a four to improve service and effectiveness to all contracted agencies where guard terminal, call taking, and dispatch services are provided. Elections decreases significantly after a presidential election year, and that shows in a $1.5 million decrease in 2025. Facilities budgets for the operating costs of all Weld County buildings, and maintenance of the buildings and grounds. County leadership is working on a Master Space Plan and changes are coming to how the funds are budgeted to improve the efficiencies in overall o perations as needed. As a part of the strategic plan execution, Finance and Administration continue to work on the Workday ERP implementation. Part of the 2025 request includes contract services for the financial conversion from Banner to Workday, as well as additional training. There is also a few slight increases for bilingual program and employee appreciation, included to help Weld County be an Employer of Choice, Strategic Priority #4. Included in the miscellaneous expenditure category of the General Fund is a 3% proposed cost of living increase and budgeted up to a 15% increase in health insurance provided by the employer. As salaries and benefits are a major part of the o ngoing operating costs of the General Fund, this results in a larger increase of total expenses. Revenues for 2025 also must increase to cover the increase in expenses. Revenues are budgeted at $250,801,768, which includes property tax revenue of $187,121,957, an increase of $11,334,471 from 2024 (or 6.5%). Urban Renewal Authority shared revenues will increase by approximately $482,000 for 2025 as a result of the mill levy returning to prior year levels, and other revenues remained relatively stagnant for the year. Property Tax continues to be the main source of funding at 74.6% for General Fund appropriations. 96 GENERAL FUND SUMMARY OF REVENUES 2025 Fund Ora Acct 1000 90100 4112 1000 90100 4116 1000 90100 4117 1000 90100 4140 1000 90100 4150 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1120 1130 1000 1000 1000 1000 1000 1000 1000 116023 116024 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 90100 4215 17100 4221 25200 4221 25100 4222 25100 4224 25100 4226 21300 26200 15100 21200 21260 24410 15200 15300 15300 15300 17150 21260 21300 24200 24410 26200 96400 24220 24220 90100 90100 90100 24415 90100 90100 90100 90100 90100 90100 90100 90100 90100 90100 4320 4320 4336 4336 4336 4336 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4351 4352 4353 4354 4355 4357 4358 4359 4360 4361 4362 4363 4364 4365 Account Title TAXES CURRENT PROPERTY TAXES PROPERTY TAX ADJUSTMENT PERSONAL PROPERTY TAX INCENTIVE SEVERANCE TAXES TOBACCO PRODUCTS TOTAL TAXES LICENSES AND PERMITS LICENSES, LIQUOR/DANCE PERMITS PERMITS BUILDING ELECTRICAL PLAN CHECK TOTAL LICENSES AND PERMITS INTERGOVERNMENTAL FEDERAL GRANTS FEDERAL GRANTS REIMBURSEMENTS REIMBURSEMENTS REIMBURSEMENTS REIMBURSEMENTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS TOWN OF FREDRICK THORNTON BRIGHTON URBAN RENEWAL AUTHORI- CITIES AND TOWNS ERIE URBAN RENEWAL AUTHORITY SOUTH FIRESTONE URA FORT LUPTON URA MEAD URA (MURA) EAGLE BUSINESS PARK URA EVANS URA NORTH FIRESTONE URA WYN DAM HILL URA DACONO URA CENTRAL FIRESTONE URA 2024 Budget 175,787,486 (2,000,000) 90,000 2025 Reauest 179,465,202 (2,000,000) I. 90,000 2025 Recommend 187,121, 957 (2,000,000) 90,000 2025 Final 173,877,486 177,555,202 185,211,957 5,000 350,000 415,000 1,500,000 900,000 650,000 5,000 350,000 537,500 900,000 800,000 585,000 5,000 350,000 537,500 900,000 800,000 585,000 3,820,000 3,177,500 3,177, 500 85,614 207,721 127,270 15,000 0 10,000 153,000 129,950 327,286 159,700 1,177,685 38,000 39,930 145,488 380,000 129,110 28,560 4,121, 996 0 705 78,714 160,340 520,000 5,000 5,709 38,581 204,852 106,121 0 249,553 468 1,096,863 156,607 42,807 328,379 127,270 13,000 0 10,000 168,300 119,000 232,791 156,200 1,211,310 36,270 39,930 153,965 300,000 83,788 0 0 4,068,414 9,415 78,714 200,932 480,000 6,749 7,154 48,349 256,713 132,987 0 312,731 587 1,374,552 196,255 42,807 328,379 127,270 13,000 0 10,000 168,300 119,000 232,791 156,200 1,211,310 36,270 39,930 153,965 300,000 83,788 0 0 4,068,414 9,415 78,714 200,932 480,000 6,749 7,154 48,349 256,713 132,987 0 312,731 587 1,374,552 196,255 TOTAL INTERGOVERNMENTAL 9,899,823 10,196,562 10,196,562 GENERAL FUND SUMMARY OF REVENUES 2025 Fund Or 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 11200 15100 15200 17200 17350 17600 21100 21110 21130 21150 21210 22100 22400 22500 24100 24125 24150 24410 26100 90100 13100 17600 24100 Acct 4410 4410 4410 4410 4410 4410 4410 4410 4410 4410 4410 4410 4410 4410 4410 4410 4410 4410 4410 4420 4430 4430 4430 1000 21200 4510 1000 90100 4510 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 90100 4610 17250 4624 22100 4624 90100 4624 90100 4650 21110 4670 21260 4670 22100 4670 24410 4670 24420 4670 23200 4680 12100 4720 10300 4730 11100 4730 12100 4730 13100 4730 21110 4730 22100 4730 90100 4740 Account Title CHARGES FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES PARKING SALE OF SUPPLIES SALE OF SUPPLIES SALE OF SUPPLIES TOTAL CHARGES FOR SERVICES FINES FINES FINES TOTAL FINES MISCELLANEOUS EARNINGS ON INVESTMENTS RENTS FROM BUILDINGS RENTS FROM BUILDINGS RENTS FROM BUILDINGS OVERHEAD REFUND OF EXPENDITURE REFUND OF EXPENDITURE REFUND OF EXPENDITURE REFUND OF EXPENDITURE REFUND OF EXPENDITURE OTHER TOTAL MISCELLANEOUS FEES, CABLE, FRANCHISE ADVERTISING FEES OTHER FEES OTHER FEES OTHER FEES OTHER FEES OTHER FEES OTHER FEES FEES, CABLE FRANCHISE TOTAL FEES TOTAL GENERAL FUND 2024 Budget 350,000 44,000 4,000 200 1,600 180,000 90,000 35,000 150,000 35,000 177,174 7,785,290 1,553,119 314,920 35,000 600,000 10,000 550,000 6,000 20,000 500 2,000 4,000 2025 Recuest 600,000 40,000 4,000 200 1,600 190,000 110,000 25,000 170,000 20,000 186,264 8,811,951 1,227,309 361,500 35,000 600,000 10,000 600,000 6,000 20,000 500 1,000 12,000 2025 Recommend 600,000 40,000 4,000 200 1,600 190,000 110,000 25,000 170,000 20,000 186,264 8,811,951 1,227,309 361,500 35,000 600,000 10,000 600,000 6,000 20,000 500 1,000 12,000 2025 Final 11,947,803 13,032,324 13,032,324 65,000 36,000 65,000 36,000 65,000 36,000 101,000 101,000 101,000 4,000,000 371,374 142,161 515,632 6,077,323 1,500 45,000 516,915 4,000 40,000 63,000 8,000,000 371,374 142,161 529,122 6,192,275 1,500 45,000 554,493 4,500 40,000 63,000 8,000,000 371,374 142,161 529,122 6,192,275 1,500 45,000 554,493 4,500 40,000 63,000 11,776,905 15,943,425 15,943,425 50,000 340,000 10, 500, 000 91500,000 60,000 120,000 0 89,000 50,000 340,000 10, 500, 000 12, 000, 000 60,000 100,000 0 89,000 50,000 340,000 10, 500, 000 12, 000, 000 60,000 100,000 0 89,000 20,659,000 23,139,000 23,139,000 232,082,017 243,145,013 250,801,768 GENERAL FUND SUMMARY OF EXPENDITURES 2025 Fund Or g Expenditure Function GENERAL GOVERNMENT 10100 OFFICE OF THE BOARD 10150 PUBLIC INFORMATION 10200 COUNTY ATTORNEY 10300 PUBLIC TRUSTEE 10400 CLERK TO THE BOARD 11100 COUNTY CLERK 11200 ELECTIONS AND REGISTRATION 11300 MOTOR VEHICLE 12100 TREASURER'S OFFICE 13100 ASSESSOR 14100 COUNTY COUNCIL 15100 DISTRICT ATTORNEY 15200 JUVENILE DIVERSION 15300 VICTIM WITNESS 15300 VICTIM WITNESS 15300 VICTIM WITNESS 16100 FINANCE 16200 ACCOUNTING 16300 PURCHASING 16400 HUMAN RESOURCES 16450 WELLNESS PROGRAM 17100 PLANNING OFFICE 17150 COMMUNITY DEV BLOCK GRANT 17200 FACILITIES DEPARTMENT 17250 WELD PLAZA 17300 INFORMATION SERVICES 17350 GEOGRAPHICAL INFORMATION SYSTEM 17600 PRINTING AND SUPPLY TOTAL GENERAL GOVERNMENT 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1120 1130 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 116023 116024 1000 1000 1000 1000 1000 1000 1000 21100 21110 21120 21130 21140 21150 21160 21200 21205 21210 21215 21230 21260 21300 21410 22100 22400 22500 23200 24100 24125 24150 24200 24220 24220 24410 24415 24420 25100 25200 26100 26200 PUBLIC SAFETY ADMINISTRATION BOOKING PROFESSIONAL STD CIVIL SUPPORT SERVICES RECORDS UNIT EVIDENCE UNIT PATROL INVESTIGATIONS CONTRACT SERVICES SCHOOL RESOURCE OFFICER ORDINANCE ENFORCEMENT REGIONAL LAB VICTIM ADVOCATES DRUG TASK FORCE COMMUNICATIONS SERVICE PUBLIC SAFETY INFORMATION SYSTEM PUBLIC SAFETY WIRELESS COMM COUNTY CORONER JUSTICE SERVICES WORK RELEASE ADULT DIVERSION COMMUNITY CORRECTIONS-ADMIN COMMUNITY CORRECTIONS -SERVICES COMMUNITY CORRECTIONS -SERVICES INMATE SERVICES SECURITY COURTS AND TRANSPORTATION BUILDING INSPECTION OIL AND GAS ENERGY WEED AND PEST OFFICE OF EMERGENCY MANAGEMENT TOTAL PUBLIC SAFETY 2024 Budget 991,956 533,416 1,831,197 245,487 856,796 1,207,974 3,639,991 4,382,140 1,537,598 5,027,039 62,948 9,362,924 218,691 1,092,669 313,310 142,000 849,590 1,414,828 433,223 3,839,895 925,200 3,159, 076 1,177,685 13,951,675 0 12, 576, 917 395,355 554,505 2025 Reauest 991,956 535,243 1,891,417 245,487 856,796 1,135, 005 2,035,643 4,772,481 1,534,198 5,076,861 62,948 10,175,516 218,691 1,169,248 232,791 156,200 855,590 1,461,369 432,423 3,563,204 876,700 3,048,781 1,227,633 14,400,536 0 13, 094, 817 460,338 615,505 2025 Recommend 1,092,821 535,243 1,891,417 245,487 856,796 1,135, 005 2,035,643 4,680,152 1,534,198 5,076,861 62,948 10,196,012 218,691 1,169,248 232,791 156,200 1,107,198 1,461,369 432,423 3,551,921 876,700 3,048,781 1,211,310 14, 080, 960 0 12,689,817 460,338 555,505 2025 Final 70,724,085 71,127,377 70,595,835 0 2,707,237 3,046,249 2,763,712 695,484 1,176, 244 1,194, 559 383,288 10, 921, 509 3,794,271 166,009 1,100, 554 503,042 929,646 236,301 408,670 13, 345, 056 2,906,244 314,920 1,885,453 1,904,947 2,451,339 180,301 145,487 4,121, 996 0 12, 396, 416 26,844,438 6,027,731 2,178,463 1,526,449 1,246,829 99 821,103 108,323,947 2,924,185 3,306,391 2,903,488 752,382 1,137,630 1,323,019 427,100 11, 906, 574 3,995,223 179,687 1,112, 309 573,656 969,593 292,541 424,877 15,600,353 2,845,288 361,500 1,927,918 2,045,663 2,453,339 180,301 156,614 0 4,068,414 13, 245, 464 28, 461, 827 6,459,622 2,243,387 1,641,277 1,416,352 946,676 116,282,650 2,924,185 3,306,391 3,420,488 752,382 1,137,630 1,323,019 437,100 11, 906, 574 4,028,420 179,687 1,112, 309 573,656 969,593 292,541 424,877 15,037,409 2,845,288 361,500 1,931,809 2,338,013 2,503,339 180,301 156,614 0 4,068,414 13, 245, 464 28, 461, 827 6,459,622 2,243,387 1,589,121 1,416,352 946,676 116,573,988 0 GENERAL FUND SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function PUBLIC WORKS 1000 31100 ENGINEERING CULTURE AND RECURATION 1000 50200 PARKS AND TRAILS HEALTH AND WELFARE 1000 56110 SENIOR PROGRAMS 1000 56120 WASTE WATER 1000 56130 DEVELOPMENTALLY DISABLED 1000 56140 MENTAL HEALTH 1000 56160 COUNTY CONTRIBUTION TOTAL HEALTH AND WELFARE ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 1000 90150 COMMUNITY AGENCIES GRANTS 1000 90160 BRIGHTER WELD 1000 96100 EXTENSION 1000 96200 FAIR 1000 96400 VETERANS 1000 96500 ISLAND GROVE BUILDINGS 1000 96600 ASSET AND RESOURCE MANAGEMENT 1000 99999 CONTINGENCY 1000 752200 TRANSFER TO CTF TOTAL MISCELLANEOUS TOTAL GENERAL FUND 2024 Budget 2025 Reauest 27,990,926 34,889,047 277,000 40,000 10,000 38,225 251,000 6,047,643 287,000 40,000 10,000 51,225 776,000 7,427,786 2025 Recommend 34,743,780 67,000 40,000 10,000 38,225 276,000 7,352,044 2025 Final 6,386,868 8,305,011 7,716,269 0 1,300,000 1,516,965 80,000 2,315,407 685,415 184,030 265,438 187,177 5,173, 848 1,780,136 1,565,000 2,003,265 1,081,000 2,394,560 770,120 214,030 0 901,967 5,173, 848 7,998,555 0 1,000,000 2,303,265 80,000 2,315,407 722,153 214,030 0 901,967 5,173, 848 7,998,555 395,671 12,188,416 20,537,345 20,104,896 0 227,191,242 252,993,430 250,801,768 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100 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. RESOURCES ACTUAL BUDGETED RECOMMEND REQUESTED NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 818,941 $ 867,776 $ 867,776 $ 958,641 Supplies 1,288 1,900 1,900 1,900 Purchased Services 104,016 122,280 122,280 132,280 Contra 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 924,245 $ 991,956 $ 991,956 $ 1,092,821 Revenue 0 0 0 0 Net County Cost $ 924,245 $ 991,956 $ 991,956 $ 1,092,821 Budgeted Positions 6.0 6.0 6.0 6.0 SUMMARY OF CHANGES: No increases requested. Some membership fees increased, and others were removed to remain cost neutral for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: In 2022, the County Council increased the salary of commissioners from $105,000 to $120,000 to start in 2025. With the increase in retirement and taxes, the total increase for 2025 adds $90,865 to Personnel Services. Also, after the budget was submitted, the CCI dues for 2025 were received and reflect a $10,000 increase, so that was added to Purchased Services. Recommend approval of the amended budget. BOARD ACTION: 101 OFFICE OF THE BOARD (CONTINUED) 1000-10100 PERFORMANCE MEASURES Efficiency Measures support) ACTUAL ESTIMATED PROJECTED 0.168 0.164 $2.58 $2.71 0.160 $2.65 FTE's Per per 10,000/capita cost (county capita 102 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Public Information - - 1000-10150 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. RESOURCES BUDGETED REQUESTED RECOMMEND NEXT FY ACTUAL LAST FY NEXT FY CURRENT FY Personnel Services $ 345,484 $ 471,882 $ 471,882 $ 471,882 Supplies 30,415 33,519 36,844 36,844 Purchased Services 16,389 28,015 26,517 26,517 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 392,288 $ 533,416 $ 535,243 $ 535,243 Revenue 0 0 0 0 Net County Cost $ 392,288 $ 533,416 $ 535,243 $ 535,243 Budgeted Positions 4.0 5.0 5.0 5.0 SUMMARY OF CHANGES: No significant changes for 2025. Current staff levels and abilities will easily carry us through the county's communications needs as outlined in job descriptions and goals. The 2025 budget request includes a 0.3% increase from 2024 stemming from software subscription increases, with cuts made in other areas to offset the increase. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 103 PUBLIC INFORMATION (CONTINUED) 1000-10150 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Branding, Style Guides and Design Standards completed for use by all departments. (Priority 6, Objective C) 2. Update of Chapter 4 of County Code completed. (Priority 6, Objective C) 3. Departmental needs and goals developed. 4. News Releases from the county incorporated into GovDelivery. (Priority 5, Objective E; Priority 6, Objective D and E). 5. Website content standards for ADA Accessibility for PIO and related department pages complete. (Priority 6, Objective B) 6. Define baselines for public engagement with county. (Priority 5, Objectives C and D) 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Communications Project Request process and workflow defined for departments. (Priority 6, Objective C) 2. New communication project launched to diversify county engagement platforms and increase public awareness of county programs and services. (Priority 5, Objective E). 3. Develop needs assessment and use -plan for public engagement platforms to increase awareness and public input on county projects. (Priority 5 Objective C) PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out. uts County Roots Newsletter Issues 27 26 26 County Roots Newsletter viewership 5,308 5,838 6,421 Other county newsletters 5 8 8 Intranet Articles/Employee Communication 76 76 76 News Releases 60 60 60 Social Media: Facebook followers 31,542 32,488 33,462 Social Media: Twitter followers 2,353 2,423 2,495 Efficiency Measures FTE's per 10,000/capita 0.112 0.136 0.133 Per capita cost (county support) $1.10 $1.46 $1.43 104 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000-10200 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 six full-time assistant county attorneys share the responsibilities of the office. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,0177219 $ 1,350,197 $ 1,350,197 $ 1,350,197 Supplies 1,427 2,780 32,500 32,500 Purchased Services 528,862 478,220 508,720 508,720 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,547,508 $ 17831,197 $ 1,891,417 $ 1,8917417 Revenue 0 0 0 0 Net County Cost $ 17547,508 $ 17831,197 $ 1,891,417 $ 1,891,417 Budgeted Positions 6 7 7 7 SUMMARY OF CHANGES: The increase in Supplies is related to the $29,600 contract cost of the Colorado Open Records Act (CORA) software used to track and manage inquiries that will be charged to this budget starting in 2025. The additional Services includes $30,000 for Board of Equalization needs to support the Clerk to the Board during a reappraisal year, and $500 is for the contract shredding service charged to this account that had not been previously budgeted for. No other increases or requests are needed for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 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. 105 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300 DEPARTMENT DESCRIPTION: The Public Trustee performs the duties of public trustee in the County as prescribed in Section 38-37-101, C.R.S., et. seq. RESOURCES BUDGETED REQUESTED RECOMMEND ACTUAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 208,522 $ 209,362 $ 209,362 $ 209,362 Supplies 0 1,500 1,500 1,500 Purchased Services 14,177 34,625 34,625 34,625 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 222,699 245,487 245,487 245,487 Revenue 0 340,000 340,000 340,000 Net County Cost $ 222,699 $ - 94,513 $ - 94,513 $ - 94,513 Budgeted Positions 2.5 2.5 2.5 2.5 SUMMARY OF CHANGES: No changes are requested for the 2025 budget. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 106 PUBLIC TRUSTEE (CONTINUED) 1000-10300 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1 Public Trustees platform is migrating from Amazon Workspace to Weld County. This conversion gives Weld County, versus a 3"d party, full access to manage and improve website, file management, accounting/reporting, and all aspects of Public Trustee operations. Strategic Priority #6; Enhance accessible communication, outreach and awareness. 2. Hire (approved) and train new Public Trustee position. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Secure vendor for online foreclosure auctions. 2. Implement Treasurer tax lien sales into Public Trustee 3. Crosstrain for all bookkeeping processes PERFORMANCE MEASURES Work Out. uts ACTUAL PROJECTED ESTIMATED 407 9,154 0.070 $0.62 500 9,000 0.068 $0.67 500 9,000 0.067 $0.65 Foreclosures Releases Efficiency Measures FTE's Per per 10,000/capita contribution capita 107 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK TO THE BOARD BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY LAST FY Personnel Services $ 673 174 $ 750, 571 $ 750 571 $ 750,571 Supplies 54,346 72,100 72,100 72,100 Purchased Services 21,850 34,125 34,125 34,125 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 749,370 $ 856,796 $ 856,796 $ 856,796 Revenue 1,031 0 0 0 Net County Cost $ 748,339 $ 856,796 $ 856,796 $ 856,796 Budgeted Positions 7.00 7.00 7.00 7.00 SUMMARY OF CHANGES: No changes requested for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 108 CLERK TO THE BOARD (CONTINUED) 1000-10400 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Priority 3.D — 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, 2024. 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 6.A — Provide mobile/digital access to applicable County services and investigate opportunities to integrate with existing systems. Completed onboarding for the Departments of Human Resources, Extension, Accounting and Print Shop to implement use of the existing Contract Management System (OnBase) for digital document routing and review processing. 3. Priority 5.A — Review process 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, beginning in 2024. Supported the Assessor's Office with second year of transition to conduct annual County Board of Equalization process within the statutory deadlines, while also incorporating the use of independent referees with experience in property valuation to conduct public hearings regarding property valuation and classification, make findings, and submit recommendations to the Board of Equalization for its final approval. 4. Priority 4.D — Provide training and opportunities that support career advancement and foster new ideas and innovation. Retained a full office staff, conducted additional cross -training and succession planning, and increased office efficiency through full coverage of responsibilities during scheduled absences. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1 Priority 2.A — 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 3.D — 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, 2025. 3. Priority 5.A — Review process and procedures to ensure that citizens and communities receive best and most cost-effective services. Specifically, increase administrative tasks being automated by use of software by December 31, 2025. Participate in software upgrade, as necessary (Power2Pay), to ensure compatibility with the new Countywide ERP system. 4. Priority 6. C — 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. 109 CLERK TO THE BOARD (CONTINUED) 1000-10400 PERFORMANCE MEASURES Work Out. uts appeals optically support) processed transcribed scanned ACTUAL ESTIMATED PROJECTED $4,369.01 160 3,716 120 0.225 $2.03 $4,086.93 4,200 0.198 $2.20 190 400 $4,895.98 205 3,800 150 0.194 $2.37 Number Number Number Efficiency of of of meetings/hearings documents BOE Measures FTE's Per Cost capita per per 10,000/capita meeting/hearing cost (county 110 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100 DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and reproduces copies of legal documents, and issues marriage licenses. RESOURCES ACTUAL CURRENT BUDGETED FY REQUESTED RECOMMEND NEXT FY NEXT FY LAST FY Personnel Services $ 964,889 $ 1,014,159 $ 936,190 $ 936,190 Supplies 3,317 115,045 119,145 119,145 Purchased Services 39,058 78,770 79,670 79,670 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,007,264 $ 1,207,941 $ 1,135, 005 $ 1,135, 005 Revenue 8,465,973 10, 500, 000 10, 500, 000 10, 500, 000 Net County Cost $ - 7,458,709 $ - 9,2921026 $ -9,364,995 $ -9,364,995 Budgeted Positions 6 FTE 3 FTE Recording Admin. 6 FTE 3 FTE Recording Admin. 5 FTE 3 FTE Recording Admin. 5 FTE 3 FTE Recording Admin. SUMMARY OF CHANGES: There is a reduction of 1.0 FTE approved by the board in early 2024. This is a reduction of $79,969 to Recording, but a corresponding increase in Motor Vehicle. The $4,100 increase in Supplies is specific to the software maintenance contracts and verified by IT. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 111 CLERK AND RECORDER (CONTINUED) 1000-11100 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Purchase service or items using the recording technology fund to improve customer service. 2. Continue to meet statutory guidelines. 3. Continue high customer service rating. 2025 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 e nsure public safety in our growing communities. 2. Balance Growth and Development: Ease of research to search and purchase records o nline 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 to have access to continuing education with tuition assistance, attend online and in -person training provided by the County, and opportunities to attend National and State conferences. This allows us to build leadership and advancement o pportunities to foster new ideas and innovation. 5. Provide Excellent, Cost -Effective Service Delivery: Eighty-seven percent 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 Work Out.uts produced licenses recorded — Recording issued per FTE ACTUAL PROJECTED ESTIMATED 84,703 16,892 2,028 0.290 $2.52 9,411 59,293 15,000 2,100 0.254 $3.22 6,588 65,000 16,000 2,200 0.249 $3.34 7,222 Number Number Number Efficiency of of of documents copies marriage Measures FTE's Per Number capita per 10,000/capita of contribution documents recorded 112 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200 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. RESOURCES BUDGETED REQUESTED RECOMMEND ACTUAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 629,251 $ 1,943,780 $ 1,040,310 $ 1,040,310 Supplies 801,179 1,185,500 569,500 569,500 Purchased Services 290,562 465,711 380,833 380,833 Fixed Charges 4,788 45,000 45,000 45,000 Capital 172,125 0 0 0 Gross County Cost $ 1,897,905 $ 3,639,991 $ 2,035,643 $ 2,035,643 Revenue 733,129 600,000 600,000 600,000 Net County Cost $ 1,164, 776 $ 3,039,991 $ 1,435,643 $ 1,435,643 Budgeted Positions 7.0 7.0 7.0 7.0 SUMMARY OF CHANGES: The decrease of $1,599,348 is typical in an odd year where only one election is scheduled in the fall of 2025. All expenses associated with the multiple elections have been removed. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 113 ELECTIONS (CONTINUED) 1000-11200 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Conduct a Presidential Primary Election. 2. Conduct a Primary Election. 3. Conduct a General Election. 2025 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 part of our 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 Work Out• uts transactions from support) elections ACTUAL ESTIMATED PROJECTED 426,279 $430,119 60,897 0.203 $4.02 447,593 $250,000 0.198 $4.13 63,942 469,973 $600,000 0.194 $8.41 67,942 Number Revenue Efficiency of voter generated Measures FTE'S Per Transactions per 10,000/capita cost per (county FTE capita 114 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000-11300 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. RESOURCES RECOMMEND BUDGETED REQUESTED ACTUAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,270,301 $ 3,938,408 $ 4,295,364 $ 4,203,035 Supplies 18,521 45,720 46,470 46,470 Purchased Services 388,412 398,012 430,647 430,647 Fixed Charges 2, 031 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3,679 265 $ 4,382,140 $ 4,772,481 $ 4,680,152 Revenue 0 0 0 0 Net County Cost $ 3,679 265 $ 4,382,140 $ 4,772,481 $ 4,680,152 Budgeted Positions 46 4 Temporary Full-time 51 Full-time 55 Full-time 54 Full-time SUMMARY OF CHANGES: The budget request reflects an increase of $79,969 from a transfer of 1.0 FTE from Recording that was previously approved by the board, and the Clerk and Recorder is requesting three Auditor positions at Grade 25 and will cost $276,987 if approved. Supplies increased by $750 to reflect an increase of software maintenance from Nemo-Q and verified by IT. Purchased Services is up $32,635, made up of a 10% increase in postage expenses due to an increase in E -services and postage increase that will go into effect in July of 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Finance recommends adding two of the three FTE requested to see if the increase is sufficient to meet the workload. The additional positions are a policy issue for the board. BOARD ACTION: Clerk and Recorder Goals: 1. Look for additional purchased services to save employee time so they may assist more customers. 2. Continue coordination with the Department of Revenue for future developments to enhance customer service. 3. Enhance community outreach to educate the public. 115 MOTOR VEHICLE (CONTINUED) 1000-11300 2024 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. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Ensure Healthy, Safe, and Livable Communities: Vehicle Roadworthiness to preserve and protect the safety and environment, Emissions Practices to protect the health and e nvironment, and Fraud training and auditing positions for community policing to identify and divert crime. 2. Balance Growth and Development: Expand services at Business and Dealer Desk to attract and retain businesses/workforce. 3. Plan for Resilient Infrastructure, Facilities, and Resources: The accurate of collection of road and bridge fees. Over the last five years our office has collected $7,052,433.60 to help e nsure resilient infrastructure. 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 n ew ideas and innovation. 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: Motor Vehicle e ducation and service announcements around fraud and scams. PERFORMANCE MEASURES Work Outputs BRANCH licenses BRANCH licenses OFFICE: issued DMV issued issued Number Number per FTE of ACTUAL ESTIMATED PROJECTED 420,673 1.420 $9.65 8,413 340 183 483,774 1.414 $11.23 9,675 346 187 493,239 1.410 $12.12 9,671 353 193 Number FORT DEL Efficiency CAMINO LUPTON of marriage of marriage titles/registrations Measures issued OFFICE: — FTE'S Per Number capita per of 10,000/capita cost titles/registrations 116 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Treasurer - - 1000-12100 DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds, such as property taxes, and disbursing funds collected for the state, county school districts, municipalities, and special districts. The Treasurer deposits County funds with banks in the county and invests reserve funds as allowed by statute and approved by the Board of Commissioners. RESOURCES CURRENT BUDGETED FY REQUESTED RECOMMEND ACTUAL LAST FY NEXT FY NEXT FY Personnel Services $ 792,599 $ 1,001,483 $ 1,001,483 $ 1,001,483 Supplies 132,479 152,840 162,240 162,240 Purchased Services 316,040 401,400 388,600 388,600 Fixed Charges 0 -18,125 -18,125 -18,125 Capital 0 0 0 0 Gross County Cost $ 1,241,118 $ 1,537,598 $ 1,534,198 $ 1,534,198 Revenue 10, 226, 735 9,550,000 12, 050, 000 12, 050, 000 Net County Cost $ - 8,985,617 $ - 8,012,402 $ -10,515,802 $ -10,515,802 Budgeted Positions 10 10 10 10 SUMMARY OF CHANGES: The total request for 2025 reflects a decrease of $3,400. "Supplies" and "Purchased Services" offset each other — moving contracted expenses from Purchased Services into Software maintenance. Other expenses were reduced for efficiencies, such as a decrease in travel expenses with an increase in Training to allow for new staff to do more online or web -based training, as a part of career development within the Strategic plan. Revenue also increased to reflect the increase in tax revenues collected and processed by the Treasurer's Office for the entire county. The overall impact is over a $2 million benefit to Weld County. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 117 TREASURER (CONTINUED) 1000-12100 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Implemented cross training for all positions - Strategic Priority #5, to provide responsive, innovative, and cost-effective services. 2. Implemented online chat function — Strategic Priority #5, to provide responsive, innovative, and cost-effective services. 3. Transitioned Public Trustee to Weld.gov environment (website, QuickBooks, email, release & foreclosure software) 4. Reclassified 2 positions to better meet the internal needs of the office. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. WorkDay implementation - Strategic Priority #5, to provide responsive, innovative, and cost- effective services 2. WorkDay combine Treasurer general ledger into WorkDay - Strategic Priority #5, to provide responsive, innovative, and cost-effective services 3. Consolidate all online, Integrated Voice Response (IVR), and point of sale to one vendor - Strategic Priority #6, enhance accessible communication, outreach, and awareness. PERFORMANCE MEASURES Work Out. uts Property Tax Collected ACTUAL ESTIMATED PROJECTED $1.4 99.48% 0.279 $3.47 B $1.8 99.50% 0.273 $4.20 B $1.50 99.50% 0.267 $4.09 B Property Percentage Efficiency Tax of Measures Collected FTE's Per per 10,000/capita contribution capita 118 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000-13100 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. RESOURCES BUDGETED RECOMMEND ACTUAL LAST FY REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,781,622 $ 4,449,845 $ 4,529,267 $ 4,529,267 Supplies 251,610 332,850 303,150 303,150 Purchased Services 353,112 244,344 244,444 244,444 Fixed Charges 0 0 Capital 0 0 Gross County Cost $ 4,386,344 $ 5,027,039 $ 5,076,861 $ 5,076,861 Revenue 73,020 60,500 60,500 60,500 Net County Cost $ 4,313,324 $ 4,966,539 $ 5,016,361 $ 5,016,361 Budgeted Positions 39.5 41.5 41.5 41.5 SUMMARY OF CHANGES: Salaries are increasing to reflect the request for 4 reclassifications: Chief Appraiser, Commercial Appeals Appraiser, Senior Valuation Analyst, and Senior Administrator. These reclassifications will result in a better distribution of the workload and ensure adequate resources for continued accuracy in the valuation and taxation processes. Supplies decreased due to the discontinuation of one software. Purchased services remained the same. All changes result in a net increase of $49,822. FINANCE/ADMINISTRATION RECOMMENDATION: The reclassifications are policy issues for the board. Recommend approval. BOARD ACTION: 119 ASSESSOR (CONTINUED) 1000-13100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out. uts Number property, of OG parcels equipment (including and personal SA) 188,795 189,500 191,500 Number of administrative updates to database 160,000 165,000 170,000 Tax Authorities 597 610 625 Number of Permits reviewed 7,800 7,200 8,000 New Construction units added 3,100 3,700 4,300 Sales Verification 14,000 16,000 17,000 Efficiency Measures FTE's per 10,000/capita 1.103 1.133 1.107 Per capita cost (county support) $11.62 $13.56 $13.38 Cost per parcel $22.05 $26.21 $26.20 Parcels Per FTE 4,779 4,566 4,614 Effectiveness Measures (desired results) Deed Processing Time (days) 5 5 5 Requests for Information per FTE 825 825 825 Percent of Properties Site Reviewed 5% 5% 5% Assessment market Levels value compared to 100% 100% 100% 120 ASSESSOR (CONTINUED) 1000-13100 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Create an accessible, secure process for primary ownership applications that is efficient for property owners (This was carried over from 2024 budget however this program is not needed as a result of legislative changes). Aligns with Strategic Priority #5 — Provide Excellent, Cost - Effective Service. 2. Develop public outreach program to ensure all property owners apply for available property tax reduction programs, including senior portability and owner -occupied discounts. Aligns with Strategic Priority #6 — Enhance Accessible Communication, Outreach and Awareness. 3. Develop expanded appeal program and streamline BOE appeal and hearing process to improve efficiency and accessibility. Aligns with Strategic Priority #5 — Provide Excellent, Cost - Effective Service. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Develop sales comparison value review process that identifies appropriate residential comparables and tests value 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. Aligns with Strategic Priority #5 — Provide Excellent, Cost -Effective Service. 2. Identify opportunities for collective communications with municipal planning departments and establish expectations for mapping correct parcel ownership based on conveyance and dedication documents. Aligns with Strategic Priority #6 Enhance Accessible Communication, Outreach and Awareness. 3. Develop Intranet page for Assessor's Office employees that includes notices, standard procedures, reference materials, and calendar items to improve internal communication. Aligns with Strategic Priority #6 — Enhance Accessible Communication, Outreach and Awareness. 121 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COUNTY COUNCIL BUDGET UNIT TITLE AND NUMBER: County Council - - 1000-14100 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. RESOURCES BUDGETED REQUESTED RECOMMEND NEXT FY ACTUAL LAST FY CURRENT FY NEXT FY Personnel Services $ 29,397 $ 30,748 $ 30,748 $ 30,748 Supplies 0 300 300 300 Purchased Services 909 31,900 31,900 31,900 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 30,306 $ 62,948 $ 62,948 $ 62,948 Revenue 0 0 0 0 Net County Cost $ 30,306 $ 62,948 $ 62,948 $ 62,948 Budgeted Positions 1 PT 1 PT 1 PT 1 PT SUMMARY OF CHANGES: No changes requested for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 122 SEVEN YEAR TREND District Attorney's Office ❑ DA Total Costs ■ DA Local Costs 10.2 7.26 7.07 6.4 6.21 7.45 7.26 7.85 7.67 8.78 8.6 2019 2020 2021 2022 2023 2024 2025 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: District Attorney - - 1000-15100 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. RESOURCES RECOMMEND BUDGETED REQUESTED ACTUAL LAST FY NEXT FY CURRENT FY NEXT FY Personnel Services $ 7,928 018 $ 9,0571642 9,7631038 9,783,534 Supplies 60,026 58,309 160,018 160,018 Purchased Services 231,182 246,973 252,460 252,460 Fixed Charges -8,150 0 0 0 Capital 0 0 0 0 Gross County Cost $ 8,211 076 $ 9,3621924 $10,175,516 $10,196,012 Revenue 170,174 171,270 $167,270 $167,270 Net County Cost $ 8,040 902 $ 9,191, 654 $10,008,246 $10,028,742 Budgeted Positions 65.00 65.00 69.00 69.00 SUMMARY OF CHANGES: The largest change is in Personnel Services, and is reflected with a reclassification of DA Investigator II (7 positions) from Grade 40 to Grade 45 for a total Increase $103,669. A reclassification of 1.0 FTE as DA Chief Investigator from Grade 44 to Grade 51 for a total Increase $26,358. The increase 1.0 FTE at Grade 49 as a Deputy District Attorney III — Intake for an increase of $155,689. The Personnel Services also includes the 2024 mid -year approval of three additional FTE positions and one reclassification requests that totaled $482,037. Also reflected in Supplies is an increase in software maintenance for Axon Justice Premier for $101,718, and other adjustments to various line items were made. FINANCE/ADMINISTRATION RECOMMENDATION: The position reclassifications are policy issues for the board. The point -factor review and market analysis support an increase of the DA Investigator II positions from Grade 40 to Grade 44 (for a total increase of $91,931). The Chief Investigator is supported at a Grade 48 for a total increase of $14,496. And, in July 2024, the board was asked to revisit the upcoming elected term salaries for the District Attorney, and the recommended budget includes the 2025 salary agreed on by the board, showing an increase of approximately $44,126 for salary and benefits. BOARD ACTION: GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the District Attorney does not provide workload measures or goals in the budget document. 124 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200 DEPARTMENT DESCRIPTION: The Juvenile Diversion unit reviews and recommends charges in juvenile cases to reduce the juvenile caseloads for the Courts and Probation. The counseling component provides supervision, counseling, an apology letter to victim, restitution payments, community service hours, and a variety of groups and other services to juvenile offenders who would otherwise be prosecuted through the Courts. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY Personnel Services $ 197,320 $ 216,422 $216,422 $216,422 Supplies 616 764 764 764 Purchased Services 5,708 1,505 1,505 1,505 Fixed Charges 0 0 0 0 Gross County Cost $ 203,644 $ 218,691 218,691 218,691 Revenue 182,148 157,000 172,300 172,300 Net County Cost $ 21,496 $ 61,691 $46,391 $46,391 Budgeted Positions 1.5 2.5 2.5 2.5 SUMMARY OF CHANGES: The allocation from the state to support this work has increased. FINANCE/ADMINISTRATION RECOMMENDATION: Recommendation approval. BOARD ACTION: GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the District Attorney does not provide workload measures or goals in the budget document. 125 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER: Victim Witness Assistance -- 1000-15300 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. RESOURCES BUDGETED REQUESTED RECOMMEND ACTUAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,392,807 $ 1,514,479 $ 1,524,804 $ 1,524,804 Supplies 93 300 385 385 Purchased Services 173,801 33,200 33,050 33,050 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,566,701 $ 1,547,979 $ 1,558,239 $ 1,558,239 Revenue 666,357 616,936 507,991 507,991 Net County Cost $ 900,344 $ 931,043 $ 1;050,248 $ 1,050,248 Budgeted Positions 16.0 16.0 16.0 16.0 SUMMARY OF CHANGES: Personnel: The VW Unit currently has 16 FTE staff. One request for staff reclassification has been submitted due to increased skills required for the job duties. This request will increase the position cost by 15.97% or approximately $10,325. This position is for a statutorily mandated program. The unit continues to utilize interns to reduce costs and assist as available. The Crime Victim Compensation is dependent upon the assistance of volunteers to keep application entry within the required state time frames. Purchased Services: Even while costs increase nationally, the unit has been able to maintain the same level of purchased services, and reduced expenses to offset increases in costs. This is primarily due to the number of victims utilizing on-line access for both court notifications and Crime Victim Compensation forms which decreases printing and other purchased services. Revenue: Revenue for the program comes from the following sources: VALE grant ($156,200), VOCA Grant ($232,791), VALE Administrative Fund ($56,500), and Crime Victim Compensation Administrative Funds ($58,000). The Division of Criminal Justice notified all VOCA recipients that they will receive decreased funding for 2025. Originally, the decrease was estimated as potentially a 50% decrease. After the 2025 State Budget was finalized, the decrease is 28.9% of the grant. This decrease is due to significant cuts in the level of federal surcharges paid into the VOCA fund. 126 VICTIM WITNESS ASSISTANCE (CONTINUED) 1000-15300 SUMMARY OF CHANGES: (continued) Many federal changes were implemented to assess diverted cases, but it will not be a quick fix. All the positions in the Victim Witness department provide services to assist the office in complying with the Victims Rights Act. In addition to the statutory mandate, the unit serves to assist Weld County citizens at what is often their lowest points in life. The services are essential to providing victims support and justice as a result of the crime. Both VALE Administrative Funds and Crime Victim Compensation Administrative Fund surcharges have continued to decrease in 2023 and 2024 to levels prior to 2007 income. This is due to compounding issues such as: more judges declaring indigency for offenders and waiving fees, less traffic fines are getting assessed, and more cases are diverted through a diversion program which do not pay fines. In the 2024 Colorado legislative session, the Crime Victim Compensation Administrative assessment was increased from 10% of offender fines to 20% of offender fines which will help offset the total decline. However, the VALE Administrative fund, which has traditionally accounted for the larger amount of income, continues to decrease. FINANCE/ADMINISTRATION RECOMMENDATION: The position reclassification was supported by point -factor and market analysis. Recommend approval. BOARD ACTION: GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the District Attorney does not provide workload measures or goals in the budget document. 127 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Finance and Administration - - 1000-16100 DEPARTMENT DESCRIPTION: The Finance and Administration office provides financial and administrative support to the Board of County Commissioners. RESOURCES BUDGETED REQUESTED RECOMMEND ACTUAL LAST FY NEXT FY CURRENT FY NEXT FY Personnel Services $ 493,850 $ 830,090 $ 830,090 $ 1,076,698 Supplies 298 300 500 500 Purchased Services 5,826 19,200 25,000 30,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 499,974 $ 849,590 $ 855,590 $ 1,107,198 Revenue 0 0 0 0 Net County Cost $ 499,974 $ 849,590 $ 855,590 $ 1,107,198 Budgeted Positions 2.5 4.0 4.0 5.0 SUMMARY OF CHANGES: The addition of two staff has led to some small increases in office supplies to support operations. The increase in Purchased Services is to allow for travel and conference attendance for other governmental accounting trainings and classes. Travel was increased to $1,500 per person to choose which seminars, conferences, or training events to be able to attend throughout the year. FINANCE/ADMINISTRATION RECOMMENDATION: In August 2024, the board approved the addition of a Grade 63 Grant and Program Officer position, accounting for an additional $246,608 in Personnel Services, as well as an additional FTE. Staff included an additional $5,000 for travel and training for this additional position. Recommend approval. BOARD ACTION: 128 FINANCE AND ADMINISTRATION (CONTINUED) 1000-16100 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Budget presentations to the board for 2025 showed vast improvements of connection to the county -wide strategic plan. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Continue to develop incentives for increasing commercial industry development in the county. 2. Continue to implement the ERP system with focus on Phase 2 — Finance. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out.uts Excess revenue over expenditures 2.61% 3.00% 3.00% Budgeted Efficiency fund Measures balance vs. actual variance 4.79% 3.00% 3.00% FTE'S per 10,000/capita 0.087 0.071 0.111 Per capita cost (county support) $2.69 $2.09 $2.35 129 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200 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. RESOURCES ACTUAL LAST FY RECOMMEND BUDGETED REQUESTED NEXT FY CURRENT FY NEXT FY Personnel Services $ 980,254 $ 1,180, 778 $ 1,206, 309 $ 1,206,309 Supplies 196,416 184,000 199,760 199,760 Purchased Services 57,173 50,050 55,300 55,300 Fixed Charges -8,596 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,225,247 $ 1,414,828 $ 1,461,369 $ 1,461,369 Revenue 0 0 0 0 Net County Cost $ 1,225,247 $ 1,414,828 $ 1,461,369 $ 1,461,369 Budgeted Positions 8.0 9.0 9.0 9.0 SUMMARY OF CHANGES: The board approved a midyear reclassification of a vacant position from an Accountant I to an Assistant Controller at a Grade 57 for a cost increase of $25,531 per year. This is accounted for in the increase in Personnel and includes the increase in benefits. The increase in Supplies is due to existing software increases each year, as anticipated by IT at $15,760. The increase in Purchased Services includes $1,000 for postage to reflect historical expenses, $800 for shredding contract services, and $5,250 for training to account for staff turnover and new positions, as well as the Workday implementation that may require additional certifications in each department. Improved staff proficiency is vital during the Workday transition. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 130 ACCOUNTING (CONTINUED) 1000-16200 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Expanded employee training opportunities for staff development and satisfaction. 2. Completed the 2023 Audited Financials and Popular Annual Financial Reports. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Implementation of the Financial sides of the ERP Workday Conversion. PERFORMANCE MEASURES ACTUAL PROJECTED ESTIMATED Work Out. uts Number of Account Payable warrants issued 17,440 16,770 16,770 Average number of employees paid 1,920 1,950 1,99 Number of employees trained on General 150 150 150 Ledger Total Intergovernmental funds $118.12M $89.4M $83.9M Efficiency Measures FTE's per 10,000/capita 0.223 0.246 0.240 Per capita cost (county support) $3.42 $3.86 $3.90 Account Payable warrants per week per 340 330 330 A/P FTE Employees paid monthly per Payroll FTE 960 650 667 131 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Homeland Security Grant — 7067-90100 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. RESOURCES BUDGETED REQUESTED RECOMMEND ACTUAL LAST FY NEXT FY NEXT FY CURRENT FY Personnel Services $ 0 $ 46,641 $ 46,641 $ 46,641 Supplies 0 233,723 Purchased Services 34,448 129,060 Fixed Charges 116,350 363,750 495,444 495,444 Capital 0 0 0 0 Gross County Cost $ 150,798 $ 773,174 $ 542,085 $ 542,085 Revenue 7,254 773,174 542,085 542,085 Net County Cost $ 143,544 $ 0 $ 0 $ 0 Budgeted Positions 0 0.5 0.5 0.5 SUMMARY OF CHANGES: The grant for 2025 is Weld County's second full year as the fiscal agent, and is detailed in the grant documents to allow for full cost recovery. The program is managed by the Accounting office and the only significant changes for 2025 are that all expenses are reported as fixed charges for grant reporting purposes. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 132 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Purchasing - - 1000-16300 DEPARTMENT DESCRIPTION: The Purchasing department is responsible for all purchases whether by formal bid, telephone proposal, or quotation. The department maintains vendor bid list for all types of bidding and seeks approval from the Board of County Commissioners on all bids over $50,000. RESOURCES REQUESTED RECOMMEND ACTUAL LAST FY CURRENT BUDGETED FY NEXT FY NEXT FY Personnel Services $ 303,985 $ 422,573 $ 422,573 $ 422,573 Supplies 154 400 400 400 Purchased Services 2,383 10,250 9,450 9,450 Fixed Charges 0 0 0 0 Gross County Cost $ 306,522 $ 433,223 $ 432,423 $ 432,423 Revenue 0 0 0 0 Net County Cost $ 306,522 $ 433,223 $ 432,423 $ 432,423 Budgeted Positions 3.0 3.0 3.0 3.0 SUMMARY OF CHANGES: Small decreases in Purchased Services reflect stability in staff and less dollars needed for training and employee moves. Purchasing typically comes in under budget, so some potential excess dollars were removed, but still allows for training to occur, when necessary. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 133 PURCHASING (CONTINUED) 1000-16300 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Review and update County contact templates to reduce risk exposure. 2. Boost efficiency by creating standardized bid templates that also meet WCAG 2.1 accessibility requirements. 3. Collaborate, streamline, and reduce costs of recurrent office supply purchases. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Continue to improve paperless processes and removing duplicative processes. 2. Implement Workday in order to improve procurement process efficiencies. 3. Continue to leverage cooperative purchasing agreements to reduce spend while increasing efficiencies. PERFORMANCE MEASURES Work Outputs bids Orders presented support) presented placed to to ESTIMATED ACTUAL PROJECTED BOCC 217 801 0.084 $0.85 BOCC 67 200 800 0.082 $1.18 200 850 0.080 $1.15 67 50 Number Number of of formal Purchase Measures Efficiency FTE'S Per No. capita of per formal 10,000/capita cost bids/FTE (county 134 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000-16400 DEPARTMENT DESCRIPTION: Human Resources is responsible for setting up employment policies, rules, job classification, and compensation. Full scope employment efforts managed by Human Resources, with assistance given as needed, especially in the areas of recruiting, hiring, discipline and terminations. Training of staff including supervisors, managers and line employees play an important role in this department. The county's risk management and wellness programs are also funded in this budget unit. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY LAST FY Personnel Services $ 11981,171 $ 2,685, 717 $ 2,800,804 $ 2,7891521 Supplies 374,150 485,978 479,000 479,000 Purchased Services 194,279 668,200 283,400 283,400 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 27549,600 $ 37839,895 $ 3,563,204 $ 37551,921 Revenue 0 0 0 0 Net County Cost $ 2,5497600 $ 31839,895 $ 37563,204 $ 3,551,921 Budgeted Positions 19 23 22 22 SUMMARY OF CHANGES: Personnel was adjusted to accurately reflect previously approved changes including 1.0 FTE removed mid -year 2024, as well as three reclassification requests for the budget process, as staff has been requested to take on additional duties. Purchased Services and Supplies were both decreased to reflect the completion of the compensation study in 2024, and some minor decreases with Workday software as the implementation process is completed for Human Resources. The total budget request for 2025 is a 7% reduction from the approved 2024 budget. FINANCE/ADMINISTRATION RECOMMENDATION: Two of the three requested reclass- ifications were removed by the department, to be addressed within the compensation strategy discussions to be held in 2025. The remaining reclassification is a policy issue for the board, as well as the increase in training for Workday certifications. Recommend approval. BOARD ACTION: 135 HUMAN RESOURCES (CONTINUED) 1000-16400 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. Mission Statement (Department of Human Resources) Weld County Human Resources is a strategic business partner dedicated to enhancing the employee experience, collaborating with individual departments, and supporting the values and goals of Weld County Government. Vision Statement (Department of Human Resources) To cultivate a thriving workforce through exemplary leadership and strategic talent management, ensuring organizational success and employee fulfillment. Where passion meets purpose. 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Successfully launched new ERP Workday (6/16/2024) 2. Successfully completed a county -wide compensation study 3. Partnered with a new benefits partner — HUB International; ensuring Weld has a comprehensive and competitive benefits program to attract and retain top talent. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1 Focus on Leadership Development county -wide to assist with decreasing turnover 2. Work with the Board of County Commissioners to develop a competitive and equitable compensation strategy, taking the findings from the comp study. 3. Partner with vendors and IT to use analytics to predict and assess functional areas from employee retention to robust recruitment strategies to data needed to gauge the successfulness of our benefits/wellness programs. Technology will allow Weld to provide our workforce with a more enriching employment experience while providing 24/7 accessibility in a way that the modern workforce has come to expect. 136 HUMAN RESOURCES (CONTINUED) 1000-16400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out.uts Authorized County positions (FTE'S) 1,868 1,951 2,000 Occupied FTE'S 1,757 1,885 1,950 Employees Terminated/Resigned/Retired 299 300 300 Employees Hired 304 415 425 Turnover Rate 16% 15% 15% Efficiency Measures FTE'S per 10,000/capita 0.531 0.628 0.587 Per capita cost (county support) $7.12 $10.48 $9.50 Personnel served per FTE 101 98 91 137 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Wellness Program - - 1000-16450 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 49,247 49,500 101,000 101,000 Purchased Services 412,624 875,700 775,700 775,700 Fixed Charges 0 0 0 0 Gross County Cost $ 461,871 $ 925,200 $ 876,700 $ 876,700 Revenue 0 0 0 0 Net County Cost $ 461,871 $ 925,200 $ 876,700 $ 876,700 Budgeted Positions 0.0 0.0 0.0 0.0 SUMMARY OF CHANGES: Hinge Health was removed from the 2025 Budget request, reducing $150,000. There was an offsetting increase in software of $51,500 for the new wellness incentive platform, and an additional $15,000 for retirement and longevity appreciation. FINANCE/ADMINISTRATION RECOMMENDATION: Recommendation approval. BOARD ACTION: 138 WELLNESS PROGRAM (CONTINUED) 1000-16450 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Continue to create engagement with preventative cardiovascular screening programs and screen approximately 550 employees annually. 2. Implement continual motor vehicle record monitoring program to include all county employees that operate a vehicle while performing essentials functions of their position. 3. Implement a new wellness portal to include an updated healthy rewards program for employees both enrolled in county sponsored health insurance and those who are not. A comprehensive healthy workforce is essential to ensuring services are provided to the citizens of Weld County. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Create wellness programming that focuses on population health and insurance plan performance improvement. 2. Create innovative safety and wellness programming that creates employee engagement and assists in establishing Weld County as an Employer of Choice and creating a culture of safety. 3. Implement county -wide drug and alcohol screening programs. PERFORMANCE MEASURES Work Out. uts Counseling Screenings Program Completion Sessions ACTUAL ESTIMATED PROJECTED 1,548 $1.29 969 856 535 1,800 $2.53 750 900 550 1,800 $2.34 900 900 550 inBody IOME Wellness Cardiovascular 50 Scans Incentive Minute Measures Efficiency Per capita cost (county support) 139 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 1000-17100 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. RESOURCES BUDGETED REQUESTED RECOMMEND ACTUAL FY LAST NEXT FY CURRENT FY NEXT FY Personnel Services $ 2,797,604 $ 3,218,575 $ 3,232,179 $ 3,232,179 Supplies 3,209 15,750 27,810 27,810 Purchased Services 278,610 300,435 164,476 164,476 Contra Account -525,386 -375,684 -375,684 -375,684 Gross County Cost $ 2,554 037 $ 3,159, 076 $ 3,048,781 $ 31048,781 Revenue 416, 771 350, 000 350,000 350,000 Net County Cost $ 2,137, 266 $ 2,809 076 $ 2,698,781 $ 2,698,781 Budgeted Positions 25.0 25.0 26.0 26.0 SUMMARY OF CHANGES: Personnel Services included a mid -year 2024 approval requesting to not fill the 2023 approved shared Planning/Public Works Professional Land Surveyor position (Grade 45/1), based on changes to both departments and replace it with an annual on -call surveying contract. The position was requested and approved to be replaced with an Engineer position (Grade 38/1) and was approved midyear by the board. The 2025 request includes two promotions of existing positions, resulting in a $13,604 increase in Personnel. The promotions are to reclassify the Engineer II position to an Engineer III due to obtaining the Certified Floodplain Certification and an Engineer Tech I to an Engineer Tech II. Not included in the request is the move of two positions from Engineering to Planning and will be adjusted in the final budget reconciliation. Supplies are increasing by $8,060 to include one-time purchases of large monitors for Accela users, camera, TV, and small desktop scanners and printers. The increase also includes an additional $4,000 for clothing allowance to match Engineering's staff. Workday is eliminating the need for Chargeback account, so the Contra Account dollars may be removed. The Purchased Services account the 2025 budget includes On -Call Surveying ($30,000) budget line -item, and $130,138 was removed to offset other increases. FINANCE/ADMINISTRATION RECOMMENDATION: The reclassifications are policy issues for the board, and supported by point -factor review and market analysis. Recommend approval. BOARD ACTION: 140 PLANNING AND ZONING (CONTINUED) 1000-17100 PERFORMANCE MEASURES ACTUAL PROJECTED ESTIMATED 2023 2024 2025 Planning Activity Land Use Permits (USR, COZ, ZPAG, etc.) 186 152 150 Land Division Permits (FFD, MINF, LLA, etc.) 179 106 100 Total Number of Cases Processed 365 258 250 Pre -Application Meetings 253 300 300 Code Revisions 4 6 5 Small Business Incentive Program 2 0 2 Development Review Activity Grading Permits Issued 80 75 75 Access Permits Issued 623 590 575 IA's Project Collateral Dollars Collected/YR $696,978 $5,750,000 $500,000 Number of Flood Hazard Dev. Permits 73 75 75 (FHDP) Issued Number of Flood Plain (FP) Permits Issued 29 35 35 Compliance Activity Number of complaints (COMP) 339 250 200 Number of violations initiated (CCV) 229 200 150 Number of violations closed 233 150 150 Violations referred to County Attorney's 71 50 50 Office Vouchers (Property clean up assistance) 13 10 100 Efficiency Measures FTE's per 10,000/capita 0.724 0.707 1.09 Per capita cost (county support) $7.81 $7.67 $7.77 141 PLANNING AND ZONING (CONTINUED) 1000-17100 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. The department continues to update codes and policies that support Balanced Growth and Development, Strategic Priority 2. These improved processes align with Strategic Priority 5, to Provide Excellent, Cost -Effective Service Delivery to ensure county codes and policies continue to improve customer service and experiences. 2. Coordination with the Communications Department to help assist the department to Enhance Accessible Communication, Outreach, and Awareness, Strategic Priority 6 by proactively communicating and engaging with communities, employees, and residents. 3. Perform a department audit to ensure services are adequately provided and staff workload is reasonable to accommodate. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1 Promote Balanced Growth and Development, Strategic Priority 2 by revising the Coordinated Planning Agreements (CPAs) with our municipal partners to plan for the anticipated growth and development expected in Weld County. 2 Support Priority 4 to be an Employer of Choice by implementing creative and diverse methods for attracting and retaining department workforce that is skilled, dedicated and supports employees in achieving their goals by providing increased training opportunities and leadership programs for supervisory positions. 3. Provide Excellent, Cost -Effective Service Delivery, Strategic Priority 5 by evaluating land use processes to ensure a streamlined, reasonable development procedure that promotes economic development to Weld County. 142 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Community Development Block Grant - - 1000-17150 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. RESOURCES REQUESTED RECOMMEND BUDGETED ACTUAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 78,452 $ 99,514 $ 217,785 $ 99,514 Supplies 286 5,500 5,500 5,500 Purchased Services 6,821 68,443 35,300 35,300 Fixed Charges 248,007 1,004,228 969,048 1,070,996 Capital 0 0 0 0 Gross County Cost $ 333,566 $ 1,177, 685 $ 1,227,633 $ 1,211,310 17 Revenue ue 32,577 1,177, 685 1,211,310 1,211,310 Net County Cost $ 300,989 $ 0 $ 16,323 $ 0 Budgeted Positions 1.5 1.0 2.0 1.0 SUMMARY OF CHANGES: The amount of revenue from HUD increased $140,913. Administrative expenses can total 20%, or $242,262 of the available funding to fully administer the grant program. Personnel services includes the addition of 1.0 FTE, a CDBG Analyst at a Grade 32. This position would report to the Senior CDBG Analyst and allow for more effective response times to agencies and federal reporting. Fixed charges are reduced to only reflect grant dollars, and Overhead reimbursement is no longer feasible with the increase in personnel. Purchased Services were reduced to reflect the decreases in administrative expenses for 2025, but still reflect a county cost of $16,323. FINANCE/ADMINISTRATION RECOMMENDATION: Finance recommends that the additional FTE be suspended until closer to the current employee expresses interest in retiring to double - encumber the position for less than a year. The fixed charges were increased to allow for more of the indirect cost to be recouped with the Grant and Program Officer position being funded under Finance. BOARD ACTION: 143 COMMUNITY DEVELOPMENT BLOCK GRANT (CONTINUED) 1000-17150 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. In 2024, the CDBG Program received grant applications from three new communities. The Board awarded $969,048 in grants to the Town of Ault to replace a waterline; the Towns of Eaton and Evans for ADA ramp and sidewalk replacements; the Town of Platteville for Park Playground ADA Enhancements; and the town of Firestone for their Day of Service program providing minor exterior home repairs at no cost to low and moderate -income homeowners. 2. The CDBG Program continues to fulfill the county's strategic priorities. In addition to planning for resilient infrastructure, the program supports the strategic priorities of ensuring health, safe and livable communities and enhancing accessible communication, outreach and awareness through our proclamations, news releases, and social media campaigns highlighting CDBG funded projects. 3. In addition, the CDBG public participation plan and social media campaigns for public input enhanced civic and social engagement. 4. All contracts and agreements entered and tracked in OnBase in 2024. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Perform HNA for rural Weld County to inform affordable housing efforts thereby promoting self- sufficiency in LMI persons and improving their quality of life. (P1) 2. 90% of all contracts, agreements, memorandums of understanding etc. and entered and tracked in OnBase during 2024. (P3) 3. Increase social and/or civic engagement by 10% in 2024. (P6) Relevant strategic priorities: P riority 1: Ensure Healthy, Safe and Livable Communities; invest in innovative and collaborative community partnerships that promote self-sufficiency and enable people to improve their quality of life; none of the objectives fit, only the description of the strategy itself. P riority 3: Plan for Resilient Infrastructure, Facilities and Resources; design, maintain, improve and protect the county's roads, bridges, buildings, facilities and resources to ensure safe, efficient access, use, transport, and availability by current and future generations in Weld County; objective A maximize resources to leverage infrastructure funding; objective D maximize partnerships with non -profits and private sectors to solve infrastructure challenges; ex. outcome measures 100% infrastructure meets or exceeds industry (read Federal) standards and 90% of all contracts, agreements, memorandums of understanding, etc., and entered and tracked using appropriate system by December 31, 2025. P riority 6: Enhance Accessible Communication, Outreach and Awareness; objective B strive to ensure systems, services and facilities are accessible to communities. 144 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FACILITIES BUDGET UNIT TITLE AND NUMBER: Facilities -- 1000-17200 DEPARTMENT DESCRIPTION: Facilities maintains all 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. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY CURRENT FY Personnel Services $ 4,5567553 $ 5,877,602 $ 5,877,602 $ 57877,602 Supplies 621,010 860,300 867,000 867,000 Purchased Services 5,9537242 7,443,773 77885,934 7,5667358 Fixed Charges 46,261 70,000 70,000 70,000 Contra Account - 1117829 -300,000 -300,000 -3007000 Capital 0 0 0 0 Gross County Cost $ 11, 065, 237 $ 13, 951, 675 $ 14, 400, 536 $ 14, 080, 960 Revenue 185 371,574 371,574 3717574 Net County Cost $ 11, 065, 052 $ 13, 580,101 $ 14, 028, 962 $ 13, 709, 386 Budgeted Positions 50.0 53.0 53.0 53.0 SUMMARY OF CHANGES: Increases in Supplies due to Small Items of Equipment increasing by $4,000 for a new printer as determined by the Print Shop, and Uniforms increasing by $2,700 to account for the rising inflation costs and more staff. Services increased by $442,161. Of which, $176,464 is for the contracted increases accounting for a 4% escalation each year. Increases in Outside Professional Services ($206,870) and Depreciation ($53,827) were increased based on actual expenses, and $5,000 was added to training to improve the knowledge, efficiency, and safety of staff and county workers. FINANCE/ADMINISTRATION RECOMMENDATION: Finance removed $319,576 from Purchased Services, reflecting additional expenses already budgeted for in 2024. BOARD ACTION: 145 FACILITIES (CONTINUED) 1000-17200 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Responded to operational repair issues within 7 days of receipt and goal of completion within 30 days. 2. Completed 2023 capital projects within established budgets. 3. Ensured 100% infrastructure meets and/or exceeds industry standards. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Acquire project management software to establish formal review/report process for capital projects. 2. Finish Facilities Master Space Plan to formalize the 10 -year Facilities Capital and Infrastructure plan. 3. Continue exploration and implementation of operational technologies departments need for mission success. PERFORMANCE MEASURES Work Out. uts (PMs) feet repair maintained maintenance support) work orders work ACTUAL ESTIMATED PROJECTED 1,767,712 11,816 $30.92 1.396 $6.26 275 1,767,712 12,000 $37.07 1.447 $7.68 300 1,767,712 12,000 $37.42 1.414 $7.94 300 Number Number Number Efficiency of of orders of square preventative tracked Measures FTE'S Per Cost per per 10,000/capita cost square (county foot capita 146 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FACILITIES BUDGET UNIT TITLE AND NUMBER: Weld Plaza Building - - 1000-17250 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY LAST FY CURRENT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 3,221 0 0 0 Purchased Services 348,378 0 0 0 Fixed Charges 865 0 0 0 Capital 0 0 0 0 Gross County Cost $ 352,464 $ 0 $ 0 $ 0 Revenue 846,009 0 0 0 Net County Cost $ - 493,545 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: As of 2023, with the majority of tenants outside of county business were no longer renting space, the Weld Plaza expenses and revenues are being moved to Facilities. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 147 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY BUDGET UNIT TITLE AND NUMBER: Information Technology - - 1000-17300 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. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY CURRENT FY Personnel Services $ 8,026,612 $ 9,039,599 $ 8,563,441 $ 8,563,441 Supplies 4,219,182 4,082,461 4,725,807 4,320,807 Purchased Services 1,016,032 1,144, 857 1,094,900 1,094,900 Fixed Charges 0 0 0 0 Contra Account -2,585,339 -21250,000 -2,2041331 -2,2041331 Capital 0 560,000 915,000 915,000 Gross County Cost $ 10, 676, 487 $ 12, 576, 917 $ 13, 094, 817 $ 12, 689, 817 Revenue 0 0 0 0 Net County Cost $ 10, 676, 487 $ 12, 576, 917 $ 13, 094, 817 $ 12, 689, 817 Budgeted Positions 54.0 56.0 54.0 54.0 SUMMARY OF CHANGES: The 2025 request includes a decrease of Personnel Services by $476,158 with two positions reduced to new steps, and 2.0 FTE sunset with the completion of Phase 1 of the Workday ERP implementation. The increase in Supplies is reflected in the addition of mobile device terminal (MDT) replacements for the Sheriff's Office at $171,600 and additional $75,000 for annual PC refresh and replacement docking stations and monitors based on historical expenses. Software contract increases adds an additional $246,346 in Supplies, and Small Items of Equipment is increasing for Network Communications and Data Center equipment that does not fall under Capital. Services will experience a decrease of approximately $50,000 made up of the elimination of the InfoTech Group membership ($22,972) and negotiated improvements in phone contracts totaling approximately $25,000. There is also a decrease in training of $2,000 to reflect the reduction in staff. FINANCE/ADMINISTRATION RECOMMENDATION: After reviewing the submitted IT projects with the Finance and Administrative team, it is recommended that the four lowest priority projects be delayed for further information and opportunities. That removed $405,000 from the category of Supplies. Recommend approval. BOARD ACTION: 148 INFORMATION TECHNOLOGY (CONTINUED) 1000-17300 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Ensure Healthy, Safe and Livable Communities a. Enhance awareness, use and exchange of survey data, and other strategies across departments to support effective service provision. i Assist Health department and staff by providing the tools necessary to develop and deliver the survey and display/sharing of the results. ii. Collaborate with the Health department to identify and define technology and resources needed to establish WCDPHE Mobile outreach objective. 2. Plan for Resilient Infrastructure, Facilities and Resources a. Plan for growth to balance capacity of infrastructure. i. Annual IT budget and project planning are dedicated to current future projections for growth. *If we want to continue prior goal description: "Budget consistency and re- evaluation through early procurement, review of potential cost increase and availability of equipment and services." *Cyber Security — Updating and evaluating resources used to provide more effective and efficient visibility into and management of client endpoints through segmentation and visibility. b. Use data and technology to develop project budgets, forecasts, and other department work plans. i 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 experiences over the past year. 1. Review and update existing IT service levels clarifying and redefining response to end -user requests. ii. Ensure 100% of leadership and departments have access to available data and technologies needed to make informed decisions. 1. Continuation and expansion of efforts to support departmental use of data and technologies through scheduled management meetings and annual project request processes. iii. Project accounting system implementation — IT will continue to serve and assist with the implementation of the Workday ERP system. 3. Provide excellent, cost-effective service delivery. a. Expand Business Process Analyst (BPA) capacity to evaluate department systems and process. b. Create mechanisms for feedback and dialogue with the community regarding projects, initiatives and service needs to increase awareness and understanding. i Assist DHS with annual BPA project review and submission. ii. Develop internal infrastructure, support and resources needed to complete 100% of BPAs initiated during FY 2025. iii. Identify and prioritize between one and three processes or procedures for revision/streamlining in 2024. 149 INFORMATION TECHNOLOGY (CONTINUED) 1000-17300 4. Enhance accessible communication, outreach, and awareness. a. Provide mobile/digital access to applicable County services and investigate opportunity to integrate with existing systems. i. Implement and adhere to guidelines governing accessibility through HB21- 1110 ii. Define and establish targets for increased use of County intranet. iii Facilitate project implementation of updated and streamlined CTB Agenda Management Live Stream system. *General election preparation, maintenance and support of all on -premises and off -premises technology resources, including Ballot On -Demand, Signature Verification, Wait time indicators, data presentation. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Conduct Annual IT Risk Assessment - focusing on internal processes and technologies that are used to support and maintain the County's computing environment. Develop remediation plan to ensure identified risks are being categorized by criticality and setting specific tasks to e nsure risks are being addressed and documented for future planning and/or budgetary discussions. Conduct internal and external penetration testing of mission critical systems and applications to ensure compliance such as HIPAA, PCI and CJIS requirements. Evaluate IT patch management processes and baseline progress of risk mitigation for all IT systems. 2. Enhance the client experience by incorporating cloud resources— through ongoing evaluation and implementation of new and existing technologies provided by vendors (Microsoft, Adobe, Application Vendors, etc.) as they continue development and availability of cloud services. 3. Managing computing devices is a critical component of the business of the County — the ability to react quickly to end -user issues requires a well -trained IT team and technologies that e mpower them to be proactive in response and provide the ability to be dynamic with how devices are deployed and configured. Being able to assist remotely saves time for both support staff and the end -user. The ability to inventory, audit and remotely install software to the County computing devices will optimize end -user and IT team time. Standardization of the device operating system (Windows OS) helps address security, support, and a consistent experience for end users. 4. Implement an Enterprise Resource Planning system (Phase 2) — that will allow for the collapsing of several systems, software application, and hardware platforms. Migrating legacy data from aging systems into a new platform will enable users of the systems to better interact with the data, communicate better with one another, and increase efficiencies within the administrative services departments. 5. Design and implement a fully -functional DR/BC site — at a strategic location. Establish network connectivity, install server environment, build and architect a secure storage system and e nable the ability to have mission critical services established from the facility. 150 INFORMATION TECHNOLOGY (CONTINUED) 1000-17300 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. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out. uts Number of Computing Devices Supported 3,750 3,750 4,000 installed/replaced Number of Personal Computer systems 350 250 350 Number of IT Managed Projects 162 150 160 Number of Technical Support Calls/Month 1,400 1,400 1,500 Number of Virtual Servers Managed 325 325 330 Number of Application Managed 130 130 180 Efficiency Measures FTE'S per 10,000/capita 1.508 1.529 1.440 Per capita cost (county support) $29.81 $34.33 $34.93 NOTE: INFORMATION TECHNOLOGY HAS A COMPREHENSIVE STRATEGIC PLAN AVAILABLE BY EMAILING: RROSE@WELD.GOV 151 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY BUDGET UNIT TITLE AND NUMBER: Geographical Information System - - 1000-17350 DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical support for the development and maintenance of the Weld County geographical information system that serves the entire county and some outside entities. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY LAST FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 169,065 391,695 449,178 449,178 Purchased Services 3,256 3,660 3,160 3,160 Fixed Charges 0 0 0 0 Capital 0 0 8,000 8,000 Gross County Cost $ 172,321 $ 395,355 $ 460,338 $ 460,338 Revenue 1,389 1,600 1,600 1,600 Net County Cost $ 170,932 $ 393,755 $ 458,738 $ 458,738 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES: The increase in Supplies reflects contractual increases for the ESRI and EagleView Aerial Imagery software expenses, offset by removing consumable supplies and software no longer used. Small decreases in printing and phones allow for an overall reduction in Services. The plotter printer is due to be replaced, resulting in a one-time $8,000 purchase of capital equipment. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 152 GEOGRAPHICAL INFORMATION SYSTEM (CONTINUED) 1000-17350 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Revamped the Property Portal to a platform that leverages current technology to better meet citizen needs. 2. Reviewed and updated County mapping systems to meet standards of digital accessibility. 3. Collaborated with County Departments to ensure the GIS technology they are using is current and aligns with their business needs. This included development and deployment of new applications and integrations, as well as review and modifications to existing systems. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Leverage the benefits of the Esri Enterprise License Agreement to deploy innovative and cutting -edge GIS technology. 2. Review GIS systems and update or migrate from software and web mapping applications that are being retired or deprecated. 3. Ensure that new GIS applications adhere to digital accessibility standards. 4. Provide GIS support for initiatives that preserve, promote, and protect the health, safety, and environment of Weld County. PERFORMANCE MEASURES Work Out. uts (Layers) support) in GIS ACTUAL ESTIMATED PROJECTED 155,202 158,306 3,220 85 0.000 $0.48 3,104 0.000 $1.07 90 161,472 3,166 0.000 $1.22 95 # # # Efficiency Parcels Parcels Available in Updated Coverage Measures Database FTE'S Per per 10,000/capita costs (County capita GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of Information Services, see goals for Budget Unit 1000-17300. 153 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Printing and Supplies - - 1000-17600 DEPARTMENT DESCRIPTION: The Print Shop provides printing and supply support, mail processing, and courier services to the County. RESOURCES BUDGETED RECOMMEND REQUESTED ACTUAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 341,723 $ 411,005 $ 411,005 $ 411,005 Supplies 85,974 74,000 74,000 74,000 Purchased Services 55,883 69,500 70,500 70,500 Fixed Charges 0 0 0 0 Capital 18,896 0 60,000 0 Gross County Cost $ 502,476 $ 554,505 $ 615,505 $ 555,505 Revenue 234,753 182,000 182,000 182,000 Net County Cost $ 267,723 $ 372,505 $ 433,505 $ 373,505 Budgeted Positions 4 4 4 4 SUMMARY OF CHANGES: There is a slight increase of $1,000 in Purchased Services to accommodate the increase in expenses for the Print Shop van and gas prices. The other increase of $60,000 is a replacement of a large printer that has reached end of life and has a useful life of approximately 10 years. FINANCE/ADMINISTRATION RECOMMENDATION: Finance recommends delaying the replacement of the large printer for at least one year. Recommend approval. BOARD ACTION: 154 PRINTING AND SUPPLIES (CONTINUED) 1000-17600 PERFORMANCE MEASURES Work Out.uts support) ACTUAL ESTIMATED PROJECTED 1,575 350,167 0.112 $0.75 234 416,075 1,476 0.109 $1.02 300 450,000 1,500 0.107 $1.16 250 Print Mail Supply Efficiency Orders Pieces Orders Measures FTE's Per Capita per 10,000/capita cost (county 155 SEVEN YEAR TREND Sheriff's Office Local Costs 78.67 $80 $70 $60 $50 co z J $40 J m $30 $20 $10 46.94 51.31 54.68 58.59 t__ 2019 2020 2021 2022 65.91 2023 72.9 I 2024 2025 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Summary All Departments DEPARTMENT DESCRIPTION: See individual budget units. RESOURCES BUDGETED REQUESTED NEXT FY RECOMMEND ACTUAL FY LAST NEXT FY CURRENT FY Personnel Services $ 51,319,447 $ 57,970,427 $ 61,602,344 $ 61,635,541 Supplies 1,558 582 2,348 402 2,340,691 2,350,691 Purchased Services 11,641 594 14,939 931 16, 368, 334 16, 885, 333 Fixed Charges -85, 000 -85, 000 -85,000 -85,000 Capital 94, 797 121, 600 169,200 169,200 Gross County Cost $ 64,529 420 $ 75,295 360 $ 80, 395, 569 $ 80, 955, 765 Revenue 3,530 032 2,401 218 2,289,271 2,289,271 Net County Cost $ 60,999 388 $ 72,894 142 $ 78,106, 298 $ 78, 666, 494 Budget Positions 463.2 448.2 448.2 448.2 SUMMARY OF CHANGES: The Weld County Sheriff's Office (WCSO) is requesting an increase of $5,212,156, or 7.2%, in Net County Cost for 2025. A summary of the notable changes and brief justifications are listed below: Revenues: Revenues are projected to decrease in 2025 by $111,947, or 4.7% compared to 2024. • $20,000 increase in concealed weapon permit fees due to slight increase in permit renewals and new permit issuance. • $15,000 projected decrease in the Records Dept due to a true up of the revenue shift from Records to Dispatch for the Guard Terminal user fee; combined with a lower actual record revenue intake. • $2,000 decrease in Patrol reimbursements due to decreases in grant funding. • $9,090 increase in charges for Contract Services (AIMS Law Enforcement services contract). Adjusted to cover recent cost inflation. • $20,000 increase in Civil revenue due to increased service volume. • $1,730 decrease in Regional Lab revenue, applicable to slightly lower grant awards. • $42,807 decrease for Victim Services due to a lower projected VOCA grant award. • $30,000 decrease in Booking Unit due to lower booking fee revenue and lower expected revenue for jail services. • $29,500 decrease in overall Inmate Services revenue, applicable to a decrease of $80,000 in the State Jail Based Behavioral Health Services contract award and $50,000 higher projected inmate telecommunication and commissary revenue. • $40,000 decrease in cities & towns intergovernmental and Department of Corrections revenue due to shorter inmate jail stays. 157 SHERIFF'S OFFICE Summary, Continued Personnel: WCSO will not add any additional FTEs to its workforce in 2025. The Sheriff's Office personnel cost is projected to increase by $3,631,917 or 6.3%. This change is the result of the WCSO job classification restructure, approved by the Weld County Board of Commissioners on 04/24/2024. • $129,653 increase in 21100 SO Admin • $97,240 increase in 21120 Professional Standards • $8,103 increase in 21140 Support Services • $113,447 increase in 21150 Records • $24,310 increase in 21160 Evidence • $502,407 increase in 21200 Patrol • $186,377 increase in 21205 Investigations • $8,103 increase in 21210 Contract Services • $56,723 increase in 21215 School resource Officer Program • $24,310 increase in 21230 Animal Control • $58,344 increase in 21130 Civil • $40,517 increase in 21260 Regional Lab • $16,207 increase in 21300 Victim Services Unit • $16,207 increase in 21410 Drug Taskforce • $243,100 increase in 21110 Booking • $1627067 increase in 24410 Inmate • $1,661,185 increase in 24415 Security • $283,617 increase in 24420 Courts & Transport Su pp lies Supplies are decreasing by $7,711. • $50,591 increase in small equipment cost, including night vision head gear replacements, increase in cost to purchase/replace a trained K9, outfitting the jail and court with ballistic shields and overall higher prices due to inflation. • $17,040 increase in software applications due to overall increased pricing and budgeting for additional licenses of existing Tracker software. • $144,365 decrease in firearms and supplies because in 2024 additional staff and rifle equipment was budgeted whereas in 2025 no additional personnel needs are present. • $8,998 decrease client supplies due to increased cost in inmate supplies. • $63,625 increase in uniform and clothing, aligning projected cost with the actual cost to outfit cadets with a basic uniform. • $14,396 increase in other operating supplies due to overall increase in purchase price for concealed carry supplies, and operational supplies for the Posse unit. Purchased Services: Purchased Services are increasing by $ 1,428,403 or 9.6% • $38,000 increase in inmate transportation cost due to higher flight, hotel and rental car cost. • $12,200 increase in vehicle towing due to higher service cost. • $1,987 decrease in postage and printing cost. • $5,875 increase in Subscription Services, reflecting a rising cost in existing electronic subscriptions. • $4,106 increase in memberships. 158 SHERIFF'S OFFICE Summary, Continued • $10,650 decrease in other purchased services, projecting lower cost for yearly external car wash services. • $263,136 increase in phone expense, including an organizational wide increase in contractual fees and aligning cost to actuals including a full year of 9 additional deputies (hired 2023/2024) and budgeting for 5 additional I -Phones for our court transport deputies. This increase also reflects additional sim cards for pole cameras and drone jet packs • $502,080 increase in inmate medical services cost due to contractual price increase and higher cost of prescriptions that exceeds the contractual set medical cap. • $37,042 decrease in contract payments which is made up of $80,000 reduction in JBBS contract cost and a $43,000 projected increase in cost for the body worn camera service contract. • $267,531 increase in other professional services, reflecting an increase of $5,000 for K9 insurance premiums, $34,000 increase in vet services contract, $251,000 increase in jail kitchen service contract, $20,000 increase in guest instructor cost and a $50,000 decrease in cost for the security contract in court, aligning it with the actual new established contract expense. • $406,747 increase in vehicle cost incl Repair & Maintenance, fuel and depreciation. WCSO requested 12 Patrol replacement vehicles for its fleet. • $30,800 decrease in training cost. • $7,220 increase in local travel for the POST academy cadet travel to local training sites. Capital Equipment Requests: Capital equipment purchase requests are projected to increase by $47,600 vs 2024.Total capital equipment request is projected to be $169,200: • $19,500 including new fingerprint scanner and commercial copier/printer replacements in SO Admin. • $10,400 for 2 camera replacements in Patrol due to aged equipment. • $100,000 for frequency boosters in Grover and Briggsdale. Currently no consistent radio service. • $9,300 DME Forensic workstation replacement due to aged equipment. • $30,000 for replacing three commercial copiers/printers in the booking and bond area of the jail. FINANCE/ADMINISTRATION RECOMMENDATION: See individual unit requests. BOARD ACTION: See individual unit requests. 159 SHERIFF'S OFFICE Summary, Continued COMBINED GOAL/DESIRED OUTCOMES 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Recruiting a. Continued to hire quality law enforcement staff through enhanced recruitment efforts to minimize staff vacancies and maintain the provision of high-level public safety services to the citizens of Weld County. i. Worked with BOCC to make WCSO a destination for law enforcement employees to improve employee retention and enhance public safety services to the citizens. ii. Continued the utilization of a grant funded advertising/recruiting campaign to increase recruiting efforts; through the course of the grant, we increased our applicant pool and increased the number of people we hired. iii. Implemented National Testing Network (NTN) in cooperation with Weld County Human Resources, to improve our hiring process. This decreased workload for HR recruiting, reduced the time it takes to test and hire an applicant, and applicants can test at their convenience from their homes, making it easier for applicants to apply. 2. Records a. Reduced the number of backlogged items in Records from 4866 to 1650. b. Reduced the backlog of the National Incident -Based Reporting System (NIBRS) entries by completing entries for all of 2022 and the first four months of 2023. 3. Evidence a. Completed the first drug destruction operation in the Evidence Unit since its inception in 2020. Also refined policy and County Code to allow for more streamlined evidence dispositions. b. Completed a transition in evidence management software to SAFE, to include all data migration. 4. Administrative staff worked in cooperation with Weld County Human Resources for the implementation of the Workday software. 5. Transitioned to a new uniform vendor at the beginning of the year and worked with them to establish better practices to outfit academies and staff members. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Recruiting a. Accomplish a better hiring to separation ratio. This will be done through the utilization of NTN and our own home-grown advertising campaign. b. Work with Weld County HR and other entities to improve staff retention. 2. Establish a training program utilizing the new and improved training areas at the Sam Brownlee Memorial Training Facility, upon its completion. 3. Establish and maintain a reasonable expectation of workload and performance in the Records Unit. 4. Establish and maintain a reasonable expectation of evidence dispositions in the Evidence Unit. 5. Continue to refine policy regarding administrative and internal investigations to stay in compliance with new legislation and best practices. 6. Focus on and refine the duties of the administrative team to provide more efficient customer service to the community. 160 SHERIFF'S OFFICE DETENTIONS DIVISION COMBINED GOAL/DESIRED OUTCOMES KEY PERFORMANCE INDICATORS Sheriff's Detentions wholesome Office environment Division Mission Mission that Statement: Statement: returns "To people provide "To to effective accept the community and lawfully public better, safety hold or services with prisoners in no worse, than a honor safe, they and humane arrived." integrity." and OUTCOMES DESIRED PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED Inmates SO facility regulations DD 1-1: rules comply and with (1) (2) Average day The per in number day the in number jail. the:ail. of serious of rule rule violations violations per 6 2 7 2 8 3 SO DD 1-2: (1) The number of meals served. Food are service operations hygienic, sanitary (2) The number of documented inmate 725,888 740,000 750,000 and diet provide a nutritional illnesses operations. attributed to food service 0 0 0 (3) The number of inmate grievances the about inmate food service in the decided past 12 months. in favor of 6 6 7 SO DD 1-3: (1) The average daily jail population in the Actual occupancy reasonable jail capacity secure is operational within bed past number available 12 months of general in the past divided population 12 by months. the total beds 44% 45% 49% (2) The number of sustained inmate grievances conditions. about confinement 10 11 12 SO DD 1-4: (1) The number of inmates with positive Inmates a continuum care available community consistent have in the of access health with that to initial (2) The HIV suicide or number tests MRSA. or for of homicide. TB, inmate Hepatitis deaths A, due B, or to C, 8 0 5 0 6 0 (3) Number encounters of healthcare provider 3,103 3,275 3,300 SO DD 1-5: Safe facility number ensure operation with Inmate of employees the of proper safety. the to (1) The up number to work of a shift Deputy in overtime the jail. sign- 3,769 3,000 2,500 DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATORS) SO DD 1-6: (1) Number of sexual assaults reported in An conducted documents investigation and sexual is the jail (2) Number population. of reported sustained sexual 13 15 17 assault reported or in threats the rail. assaults in the jail population. 0 0 0 SO DD 1-7: (1) Percentage of personal searches Contraband minimized. when present It is is detected in the conducted (2) Percentage on intakes of times into contraband facility. is 100% 100% 100% facility. found while conducting personal searches <.1% <.1% <.1% on intakes into the facility. 161 SHERIFF'S OFFICE DETENTIONS DIVISION COMBINED GOALS/DESIRED OUTCOMES KEY PERFORMANCE INDICATORS OUTCOMES DESIRED PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED SO Secure are effectively DD used 2-1: county efficiently jail beds and (1) The released admission average from number jail per day. within of offenders 24 hours of 7 8 10 (2) The per average day for number pre-trial detention of jail beds used 526 550 600 (3) per day The average for jail number sentences. of jail beds used 65 90 100 (4) The per day average number by inmates of awaiting jail beds transfer used to 16 12 10 DOC. 162 SHERIFF'S OFFICE PATROL DIVISION COMBINED GOAL/DESIRED OUTCOMES KEY PERFORMANCE INDICATORS Patrol Division Mission Statement: "To provide effective public safety services with honor and integrity." OUTCOMES DESIRED PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED SO PD 1-1: Proactively reduce crime work to Total Reported number to CBI of Violent per 10,000 Crimes population. 8.37 8.78 9.22 Total number of Property Crimes 55.22 57.99 60.88 Reported to CBI per 10,000 population. Total population patrol division FTEs per 10,000 2.44 2.52 2.65 SO PD 1-2: Total submissions to the crime lab 3,555 3,614 3,752 trends Identify crime and (Assigned) effectiveness forensic of science to Total cases generated (completed) 3,185 4,671 6,157 reduce crime Total pieces of evidence processed 14,785 16,263 17,889 SO PD 1-3: Total traffic accidents in Sheriffs Office 455 477 501 Traffic Safety Jurisdiction Total traffic tickets (State and MTC) 1830 1875 1922 Total written warnings 4383 4492 4604 Traffic fatalities (all Weld County) 55 56 57 SO PD 1-4: Maximize the rate of property recovery by Recovered Recovered Recovered Recover victim monitoring the reported value of $4,025,31327 $8,127,707 $8,534,092 property recovered property in relation to the 27% increase 101% increase 5% increase reported value of stolen property (reported in NIBR for Sheriffs Office Stolen Stolen Stolen jurisdiction). $12,318,395 $16,983,363 $16,134,194 44% increase 43% increase 5% decrease Theft Theft Theft Recovery Recovery Recovery Rate Rate Rate 32.68% 34.61% 36.5% SO PD 1-5: Total civil process served/attempted. 6,527 6,364 6,682 Service of process civil 163 SHERIFF'S OFFICE PATROL DIVISION COMBINED GOALS/DESIRED OUTCOMES KEY PERFORMANCE INDICATORS OUTCOMES DESIRED PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED SO PD 2-1: Advocate contacts for Sheriffs Office to Inform restorative services community them victims in available the of Service area 448 475 498 SO PD 2-2: Number of required violent sexual offender Appropriate dissemination public safety of notifications. Number of registered sex offenders for 3 3 3 information jurisdictions unincorporated serviced Weld County by the and Weld the County 220 250 262 Sheriffs Office for sex offender registration. 164 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Administration Patrol - - 1000-21100 DEPARTMENT DESCRIPTION: The Administration Patrol Unit supports other budget units within the Sheriffs 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 and accounting, agency procurement, Human Resources Department support, and lobby counter service access to the public. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY LAST FY CURRENT FY NEXT FY Personnel Services $ 2,063,910 $ 2,381,857 $ 2,511,510 $ 2,511,510 Supplies 59,411 122,425 133,610 133,610 Purchased Services 153,236 189,455 259,565 259,565 Fixed Charges 0 0 0 0 Capital 0 13,500 19,500 19,500 Gross County Cost $ 2,276,557 $ 2,707,237 $ 2,924,185 $ 2,924,185 Revenue 132,794 90,000 110,000 110,000 Net County Cost $ 2,143,763 $ 2,617,237 $ 2,814,185 $ 2,814,185 Budget Positions 16.0 16.0 16.0 16.0 SUMMARY OF CHANGES: 2025 Net County Cost is increasing by $196,948 or 7.5%. This increase includes $129,653 in higher personnel cost, approved mid -year 2024 by the Board of Commissioners for deputies and specific support staff. Supplies increase by $11,185 and purchased services increase by $70,110, made up of $53,104 in phone service cost and $16,996 for small equipment replacements, shields, overall inflationary increase in supplies and services, along with increased cost in vehicle depreciation and repair. The capital request in the amount of $19,500 covers two printer replacements and one new fingerprint scanner. Revenue is adjusted to historical actuals, increasing slightly by $20,000, due to a higher amount of permit sales. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 165 SHERIFF ADMINISTRATION PATROL (CONTINUED) 1000-21100 PERFORMANCE MEASURES Work Outputs (PIO) (PIO) ACTUAL ESTIMATED PROJECTED 15 623 25 660 35 710 Press Social Releases Media Posts Vin Checks 17614 1,900 2,000 Fingerprints 37100 3,500 3,800 Concealed Handgun Permits Issued 5,370 5,600 5,900 CORA/CCJRA RA Requests and Releases 17357 1,500 1,800 Efficiency Measures FTE's per 10,000/capita 0.447 0.437 0.427 Per Capita Net County Cost $5.99 $7.14 $7.51 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriff's Office Summary page. 166 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Booking Unit - - 1000-21110 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY LAST FY NEXT FY Personnel Services $ 2,159, 022 $ 2,5537838 $2,7967938 $21796,938 Supplies 303,545 432,081 418,623 418,623 Purchased Services 43,322 60,330 60,830 60,830 Fixed Charges 0 0 0 0 Capital 0 0 30,000 30,000 Gross County Cost $ 2,5051889 $ 3,0467249 $3,3067391 $31306,391 Revenue 130,807 156,500 126,500 126,500 Net County Cost $ 2,3757082 $ 2,8897749 $3,1797891 $3,179,891 Budget Positions 30.0 30.0 30.0 30.0 SUMMARY OF CHANGES: 2025 Net County Cost is projected to increase by $290,142 or 10%. The increase includes higher salary of $243,100 for deputies and specific support staff. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Supply cost decreases by $13,458 due to lower software and lower inmate supply cost. Purchased services increase by $500 for higher repair cost. Capital cost of $30,000 includes printer replacements for booking/bond department. Revenue is projected to decrease by $30,000 due to shorter inmate stays which results in lower reimbursements from DOC and municipalities. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 167 SHERIFF BOOKING UNIT (CONTINUED) 1000-21110 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Output Inmate Book -In 9,315 9,400 9,550 Inmate Book -Out 9,125 9,200 9,350 Jail Inmate mail outs 14,988 14,000 14,000 Jail Inmate mail ins 17,318 16,000 15,000 Personal Remote Inmate Visitation 7,472 8,100 9,000 Personal Onsite Inmate Visitation 3,211 3,000 2,800 Professional Onsite Inmate Visitation 6,924 7,100 7,300 Fingerprinting of Public 2,860 3,000 3,150 Efficiency Measures FTE's per 10,000/capita 0.838 0.819 0.800 Per Capita Net County Cost $6.63 $7.89 $8.48 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriff's Office Summary page. 168 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Professional Standards - - 1000-21120 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. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,300,382 $ 1,436,113 $ 1,533,353 $ 1,533,353 Supplies 97,252 170,223 171,979 171,979 Purchased Services 1,051,961 1,157, 376 1,198,156 1,715,156 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2,449,595 $ 2,763,712 $2,903,488 $3,420,488 Revenue 148,306 0 0 0 Net County Cost $ 2,301,289 $ 2,763,712 $2,903,488 $3,420,488 Budget Positions 12.0 12.0 12.0 12.0 SUMMARY OF CHANGES: 2025 Net County Cost is projected to increase by $139,776 or 5.1%. The increase includes higher salary of $97,240 for deputies and specific support staff. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024.Supply cost is projected to increase by $1,756 and includes higher cost for supplies and software licenses. Purchased services increases by $40,780 due to increasing cost for the body worn camera service contract, inhouse training and phone services. The out of house-training budget was reduced by $30,000. FINANCE/ADMINISTRATION RECOMMENDATION: A work session in August 2024 led to an increase of $517,000 to account for the potential increase due to bidding out a new contract for the body worn camera system. Recommend approval. BOARD ACTION: 169 SHERIFF PROFESSIONAL STANDARDS (CONTINUED) 1000-21120 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Output Polygraph 174 195 195 95 100 100 Hiring Training (hours) Provided to WCSO 24,360 14,120 15,000 Academies 9 11 10 Use of force 239 262 289 Investigations 76 84 92 Detention Incidents Reviewed 2,820 3,310 3,640 Inmate Discipline Appeals 293 322 354 Detention Videos Copied 135 150 165 Efficiency Measures FTE's per 10,000/capita 0.335 0.328 0.32 Per Capita Net County Cost $6.43 $7.54 $7.74 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriff's Office Summary page. 170 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Civil Unit - - 1000-21130 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. RESOURCES ACTUAL LAST FY REQUESTED RECOM M END BUDGETED NEXT FY CURRENT FY NEXT FY Personnel Services $ 700,344 $ 671,424 $ 729,768 $ 729,768 Supplies 0 500 1,200 1,200 Purchased Services 18,945 23,560 21,414 21,414 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 719,289 $ 695,484 $7527382 $7527382 Revenue 189,034 150,000 170,000 170,000 Net County Cost $ 530,255 $ 545,484 $582,382 $582,382 Budget Positions 7.2 7.2 7.2 7.2 SUMMARY OF CHANGES: 2025 Net County Cost is increasing by $36,898 or 6.7%. The increase includes higher salary of $58,344 for support staff. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Supplies increase by $700 for office equipment. Purchased services decrease by $2,146, based on projected lower vehicle cost. Revenue is forecasted to increase by $20,000, accounting for an increase in civil services provided. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 171 SHERIFF CIVIL UNIT (CONTINUED) 1000-21130 PERFORMANCE MEASURES Work Outputs Orders Cost for ceased ACTUAL ESTIMATED PROJECTED 6,527 706 0.201 $1.48 8 6,364 699 0.197 $1.49 8 6,682 733 0.192 $1.55 9 Civil Evictions Process Sales & equipment) Measures Served (Court Sheriff's property Efficiency FTE's Per per 10,000/capita Net County Capita GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriff's Office Summary page. 172 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Support Services - - 1000-21140 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. ACTUAL RESOURCES BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY CURRENT FY LAST FY Personnel Services $ 143,763 $ 83,931 $ 92,034 $ 92,034 Supplies 648,246 1,089,313 1,041,516 1,041,516 Purchased Services 27002 37000 47080 4,080 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 794,011 $ 1,176,244 $1,137,630 $1,137,630 Revenue 43,182 0 0 0 Net County Cost $ 750,829 $ 1,176, 244 $1,1371630 $11137,630 Budget Positions 3.0 1.0 1.0 1.0 SUMMARY OF CHANGES: 2025 Net County Cost is decreasing by $38,614 or 3.3%. The increase includes higher salary of $8,103 for specific support staff. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Supply cost is decreasing by $47,797 due to a lower budgeted cost for firearms and firearm supplies. Purchased Services increase by $1,080 due to overall inflationary price increases. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 173 SHERIFF SUPPORT SERVICES (CONTINUED) 1000-21140 PERFORMANCE MEASURES Work output and Procurement Firearm Cost Inventory and Issue ACTUAL ESTIMATED PROJECTED 74 12 0.084 $2.10 40 12 0.027 $3.21 75 12 0.027 $3.03 New (QM) Critical (QM) Efficiency Equipment Equipment Measures Hire FTE's Per Capita per 10,000/capita Net County 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. 174 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Records Unit - - 1000-21150 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 inhouse. 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. RESOURCES REQUESTED RECOMMEND BUDGETED ACTUAL NEXT FY LAST FY CURRENT FY NEXT FY Personnel Services $ 1,110,815 $ 1,160,595 $1,274,042 $1,274,042 Supplies 13,937 18,890 19,420 19,420 Purchased Services 10,274 15,074 29,557 29,557 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,135, 026 $ 1,194, 559 1,323,019 11323,019 Revenue 81,194 35,000 20,000 20,000 Net County Cost $ 1,053,832 $ 1,159, 559 $1,303,019 $1,3031019 Budget Positions 14.0 14.0 14.0 14.0 SUMMARY OF CHANGES: 2025 Net County Cost is increasing by $143,460 or 12.4%. The increase includes higher salary of $113,447 for specific support staff. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Supply cost reflects a slight increase of $530 and purchased services is increasing by $14,483, including $3,366 higher cost in software applications and $11,117 higher phone contract services cost. Revenue is reduced by $15,000, adjusting it to actuals and considering historical revenue data. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 175 SHERIFF RECORDS UNIT (CONTINUED) 1000-21150 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Citations Processed 2,674 2,861 3,061 Weld County Criminal Reports Processed 9,379 10,035 10,737 Warrants — Added/Modified/Cleared 17,593 18,824 20,141 CORA/CCJRA Requests and Releases 6,024 6,445 6,896 Records Revenue $15,374 $16,450 $17,601 Efficiency Measures FTE's per 10,000/capita 0.391 0.382 0.373 Per Capita Net County Cost $2.94 $3.17 $3.48 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 4 -year trend shows a 10% increase over 2020 actuals. Projected growth of new items is estimated at 7% on average. 176 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Evidence Unit - - 1000-21160 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, was brought inhouse. 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. RESOURCES REQUESTED RECOMMEND BUDGETED ACTUAL NEXT FY LAST FY CURRENT FY NEXT FY Personnel Services $ 172,794 $ 274,198 $298,508 $298,508 Supplies 42,773 76,448 90,970 100,970 Purchased Services 12,897 32,642 37,622 37,622 Fixed Charges 0 0 0 0 Capital 7,918 0 0 0 Gross County Cost $ 236,382 $ 383,288 $427,100 $437,100 Revenue 8,485 0 0 0 Net County Cost $ 227,897 $ 383,288 $427,100 $437,100 Budget Positions 2.0 3.0 3.0 3.0 SUMMARY OF CHANGES: 2025 Net County Cost is increasing by $43,812 or 11.4%. The increase includes higher salary of $24,310 for specific support staff. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Supply cost is projected to increase by $14,522 for additional software license and an increase in packaging material cost. Purchased services increases by $4,980, which includes increased cost for drug destruction and phone service contract. FINANCE/ADMINISTRATION RECOMMENDATION: After the submission of the budget, it was requested to increase software expenses by an additional $10,000 for the increase in service for a tracker system. Recommend approval. BOARD ACTION: 177 SHERIFF EVIDENCE UNIT (CONTINUED) 1000-21160 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Total Evidence Items in Inventory 96,026 103,367 110,928 New Physical Evidence Items 4,058 4,180 4,305 New Digital Evidence Items 4,654 4,794 4,938 New Evidence Items 8,712 8,974 9,243 Total Items Disposed or Destroyed 1,585 1,633 1,682 Efficiency Measures FTE's per 10,000/capita 0.056 0.082 0.080 Per Capita Net County Cost $0.64 $1.05 $1.14 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: 2023 evidence submissions decreased in total over 2022 actuals by 6.9%, but the 5 -year trend shows a 7.1% increase over 2019 actuals. Estimated and projected growth of new items is estimated at 3% on average. A key element to effective Evidence Management is maintaining a 1:1 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. 178 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Patrol - - 1000-21200 DEPARTMENT DESCRIPTION: The Patrol Unit provides field response to reports of possible criminal activity or threat to general public safety to include traffic safety enforcement in unincorporated areas of 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. RESOURCES ACTUAL REQUESTED BUDGETED RECOMMEND LAST FY NEXT FY NEXT FY CURRENT FY Personnel Services $ 8,426,177 $ 9,278,205 $9,780,612 $9,780,612 Supplies 155,411 158,071 162,496 162,496 Purchased Services 1,537 085 1,430 233 1,853 066 1,853,066 Fixed Charges 0 0 0 0 Capital 29,799 55,000 110,400 110,400 Gross County Cost $ 10,148, 472 $ 10,921 509 $11,906 574 $11,906,574 Revenue 100, 286 80, 000 78, 000 78,000 Net County Cost $ 10,048 186 $ 10,841 509 $11,828 574 $11,828,574 Budgeted Positions 62.0 62.0 62.0 62.0 SUMMARY OF CHANGES: 2025 Net County Cost is increasing by $987,065 or 9.1%. The increase includes higher salary of $502,407 for deputies. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Supplies are increasing by $4,425 due to two newly added software licenses. Purchased services increases by $422,833 based on added vehicle cost of $393,176. This includes additional depreciation for 12 new replacement vehicles, along with higher fuel and repair & maintenance cost. Patrol experiences higher towing cost of $11,200, K9 services $6,200 and phone cost $30,621 for M DTs, sim cards and an overall increase in the phone service contract fees. The capital request includes $10,400 for camera replacements and $100,000 for two frequency boosters to improve the radio service in Grover and Briggsdale, supporting the SRO program. Revenue projections are forecasted to decrease by $2,000 from prior year based on historical actuals and current year data. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 179 SHERIFF'S PATROL (CONTINUED) 1000-21200 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Developed reporting metrics from Central Square. 2. Transitioned to "E -tickets" within Central Square. 3. Adjusted our operation to send support to the jail to temporarily reduce/eliminate overtime. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1 Receive and utilize the Mobile Command Center. 2. Transition K9's to Colorado based certifications, instead of all handlers and their K9 partners having to travel to Montana for a week every year. 3 Receive and deploy the Crime-Lite AUTO device, which is a compact, handheld device that uses forensic imaging technology and high -intensity multi -spectral illumination to search, detect, and capture evidence. 4. Receive and issue updated red dot sights for Patrol rifles. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Adult Arrest 1,073 1,126 1,182 Juvenile Arrest 18 19 20 Total Traffic Stops 6,961 7,000 7,200 Total Traffic Warnings 4,383 4,492 4,604 Dispatched Calls for Service 50,736 55,800 60,200 Efficiency Measures FTEs per 10,000/capita 1.731 1.693 1.654 Per capita net cost $28.06 $29.60 $31.55 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriff's Office Summary page. 180 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriff's Investigations Unit- - 1000-21205 DEPARTMENT DESCRIPTION: This Investigations Unit is responsible to review 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. RESOURCES CURRENT BUDGETED FY REQUESTED RECOMMEND ACTUAL LAST FY NEXT FY NEXT FY Personnel Services $ 3,005 188 $ 3,541 448 $ 3,727,825 $ 31761,022 Supplies 32,905 63,163 71,020 71,020 Purchased Services 100, 886 183, 760 196,378 196,378 Fixed Charges 0 0 Capital 15, 000 5, 900 0 0 Gross County Cost $ 3,153,979 $ 3,794,271 $ 3,995,223 $ 4,028,420 Revenue 16,370 0 0 0 Net County Cost $ 3,137,609 $ 3,794,271 $3,995,223 $4,028,420 Budgeted Positions 20.0 23.0 23.0 23.0 SUMMARY OF CHANGES: 2025 Net County Cost is increasing by $200,952 or 5.3%. The increase includes higher salary of $186,377 for deputies and specific support staff. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Supply cost and purchased services increase by $7,857 and $12,618 respectively, due to an added software license, increased LPR maintenance and repairs and higher fees for phone services. FINANCE/ADMINISTRATION RECOMMENDATION: In June 2024, the board approved the reclassification of 10 FTE from Grade 41 to Grade 42 for the Investigations Unit, after the budget was submitted. Finance included $33,197 to reflect that increase. Recommendation approved. BOARD ACTION: 181 SHERIFF'S INVESTIGATIONS UNIT (CONTINUED) 1000-21205 PERFORMANCE MEASURES Work Out. uts ACTUAL ESTIMATED PROJECTED 336 255 0.558 $8.76 0.628 $10.36 400 295 0.613 $10.66 425 315 Cases Assigned Cases Solved Efficiency Measures FTE's Per per 10,000/capita net cost capita GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriff's Office Summary page. 182 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Municipal Contract Enforcement - - 1000-21210 DEPARTMENT DESCRIPTION: The Municipal Contract Enforcement Unit provides law enforcement services for contract towns, Weld Central High School, and Aims Community College. RESOURCES ACTUAL BUDGETED RECOMMEND REQUESTED NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 155,356 $ 142,349 $ 150,452 $ 150,452 Supplies 0 0 0 0 Purchased Services 28,003 23,660 297235 29,235 Contra 0 0 Capital 0 0 Gross County Cost $ 183,359 $ 166,009 $1797687 $179,687 Revenue 159,661 177,174 186,264 186,264 Net County Cost $ 23,698 $ -11,165 $-61577 $-6,577 Budget Positions 1.0 1.0 1.0 1.0 SUMMARY OF CHANGES: The 2025 Net County Cost is increasing by $4,588 because the AIMS Community College service contract rate was increased to cover inflationary equipment and personnel cost. The increase includes higher salary of $8,103 for deputies. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Purchased services is increasing by $5,575 due to higher vehicle maintenance and fuel cost. Revenue is projected to increase by $9,090 to a slightly higher contract service rate. Net County cost reflects a positive amount, which will cover a portion of administrative cost for 1 FTE. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 183 MUNICIPAL CONTRACT ENFORCEMENT (CONTINUED) 1000-21210 PERFORMANCE MEASURES PROJECTED ACTUAL ESTIMATED Work Out. uts Number of Dispatched Calls 79 83 88 Adult Arrests 0 0 2 Juvenile Arrests 0 0 0 Efficiency Measures FTE's per 10,000/capita 0.0028 0.027 0.027 Per capita net cost $0.07 -$0.03 - $0.02 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriff's Office Summary page. 184 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: School Resource Officers Unit - - 1000-21215 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. RESOURCES ACTUAL REQUESTED BUDGETED RECOMMEND NEXT FY LAST FY CURRENT FY NEXT FY Personnel Services $ 448,771 $ 1,006,854 $ 1,063,577 $ 1,0631577 Supplies 0 0 0 0 Purchased Services 12,218 93,700 48,732 48,732 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 460,989 $ 1,100, 554 $ 1,112, 309 $ 1,112, 309 Revenue 0 0 0 0 Net County Cost $ 460,989 $ 1,100, 554 $ 1,112, 309 $ 1,112, 309 Budget Positions 7.0 7.0 7.0 7.0 SUMMARY OF CHANGES: 2025 Net County Cost is projected to increase by $11,755. The increase includes higher salary of $56,723 for deputies as part of the 2024 WCSO restructure. The job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Purchased Services is decreasing by $44,968 because of higher cost in 2023 due to it being a startup year. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 185 SCHOOL RESOURCE OFFICERS (CONTINUED) 1000-21215 PERFORMANCE MEASURES Work Out. uts Calls ACTUAL ESTIMATED PROJECTED 278* 556 1* 2 0* 1 0.195 0.191 $1.29 $3.00 585 0.187 $2.97 3 2 Number Adult Juvenile Efficiency Arrests of Arrests Dispatched Measures FTE's Per capita per 10,000/capita net cost GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: *Actual data reflects Aug — Dec 2023. Program was started in the summer of 2023. 186 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Ordinance Enforcement - - 1000-21230 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. RESOURCES RECOMMEND BUDGETED ACTUAL REQUESTED CURRENT FY NEXT FY LAST FY NEXT FY Personnel Services $ 225,992 $ 236,260 $ 260,570 $ 260,570 Supplies 2,239 8,150 10,890 10,890 Purchased Services 221,635 343,632 387,196 387,196 Fixed Charges -85,000 -85,000 -85,000 -85,000 Capital 0 0 0 0 Gross County Cost $ 364,866 $ 503,042 $5731656 $5731656 Revenue 0 0 0 0 Net County Cost $ 364,866 $ 503,042 $5731656 $5731656 Budgeted Positions 3.0 3.0 3.0 3.0 SUMMARY OF CHANGES: 2025 Net County Cost is increasing by $70,614 or 14%. The increase includes higher salary of $24,310 for deputies. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Supplies increase by $2,740 for replacement animal cages. Purchased services increase by $43,564, mainly due to $34,000 increased cost in animal emergency hospital services. 24hr animal emergency hospital fees have increased from $156 to $635 per case. Vehicle cost has also seen an increase by $7,258 for fuel, repair and depreciation and phone services charges increase by $807. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 187 ORDINANCE ENFORCEMENT (CONTINUED) 1000-21230 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out. uts Number Animals Efficiency of Transported dispatched Measures calls to Shelter 3,103 556 3,129 589 3,285 618 FTE's per 10,000/capita 0.084 0.082 0.080 Per capita cost (county support) $1.02 $1.37 $1.53 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriff's Office Summary page. 188 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory - - 1000-21260 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. RESOURCES BUDGETED RECOMMEND ACTUAL REQUESTED CURRENT FY NEXT FY NEXT FY LAST FY Personnel Services $ 684,115 $ 755,713 $ 796,230 $ 796,230 Supplies 46,149 64,325 62,602 62,602 Purchased Services 88,520 100,408 101,461 101,461 Fixed Charges 0 0 0 0 Capital 8,904 9,200 9,300 9,300 Gross County Cost $ 827,688 $ 929,646 $ 969,593 $ 969,593 Revenue 62,574 83,000 81,270 81,270 Net County Cost $ 765,114 $ 846,646 $888,323 $888,323 Budget Positions 5.0 5.0 5.0 5.0 SUMMARY OF CHANGES: 2025 Net County Cost is increasing by $41,677 or 4.9%. The increase includes higher salary of $40,517 for staff. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Supplies decrease slightly by $1,723. Purchased services increase by $1,053 due to tuition cost which is offset by grant revenue. The capital equipment request includes replacement of a DME workstation. Revenue decreased by $1,730 due to lower projected grant funding. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 189 REGIONAL FORENSIC LABORATORY (CONTINUED) 1000-21260 PERFORMANCE MEASURES ACTUAL PROJECTED ESTIMATED Work Outputs Partner agency agency cases completed cases submitted/ partner 1,993 / 2,555 2,063 / 2,811 2,187 / 3,120 Total cases submitted to the NCRFL/ Total 3,555 / 3,614 / 3,752 / cases submitted to CBI Lab System. 19,185 20,766 22,347 Court Testimony Appearances 48 52 60 Efficiency Measures FTE's per 10,000/capita (23 FTE's, 8 0.140 0.136 0.133 GPD/WCSO) Per capita cost (county support) $2.14 $2.31 $2.37 Effectiveness Measures (desired results) Quality Audit — Vault/ Personal Evidence/ 52 52 58 Internal 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 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 we will be aggressively working to lessen our backlog, provide continued education training to our staff members and decrease our turn -around times for all services we provide. 190 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Victim Advocate Services - - 1000-21300 DEPARTMENT DESCRIPTION: The Victim Advocate Services Unit provides service for victims of crime through Victim Assistance (VALE/VOCA) funding. RESOURCES BUDGETED RECOMMEND REQUESTED ACTUAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 192,448 $ 202,163 $ 218,370 $ 218,370 Supplies 3,740 4,800 4,850 4,850 Purchased Services 58,261 29,338 69,321 69,321 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 254,449 $ 236,301 $2921541 $2921541 Revenue 118,248 125,544 82,737 82,737 Net County Cost $ 136,201 $ 110,757 $209,804 $209,804 Budgeted Positions 2.0 2.0 2.0 2.0 SUMMARY OF CHANGES: 2025 Net County Cost increases by $97,679 or 89.4%. The increase includes higher salary of $16,207 for staff. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Purchased services increase by $39,983 due to higher vehicle repair cost and $1,368 in additional phone service fees. Revenue is projected to decrease by $42,807 based on a projected 50% decrease in VOCA grant revenue to support salary cost increase. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 191 VICTIM ADVOCATE SERVICES (CONTINUED) 1000-21300 PERFORMANCE MEASURES uts Work Out.uts and per 10,000/capita witnesses support) served ACTUAL ESTIMATED PROJECTED 12.51 0.056 $0.38 448 12.97 0.055 $0.30 475 13.28 0.053 $0.56 498 Number Victims Efficiency of served victims Measures FTE's Per per 10,000/capita cost (county capita GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriff's Office Summary page. 192 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Multi -Jurisdictional Drug Task Force - - 1000-21410 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. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY CURRENT FY Personnel Services $ 328,868 $ 337,670 $ 353,877 $ 353,877 Supplies 0 0 0 0 Purchased Services 70,248 71,000 71,000 71,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 399,116 $ 408,670 $ 424,877 $ 424,877 Revenue 0 0 0 0 Net County Cost $ 399,116 $ 408,670 $424,877 $424,877 Budgeted Positions 2.0 2.0 2.0 2.0 SUMMARY OF CHANGES: 2025 Net County Cost is increasing by $16,207 or 4%. The increase is due to higher salary for deputies. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 193 MULTI -JURISDICTIONAL DRUG TASK FORCE (CONTINUED) 1000-21410 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out • uts Criminal Cases Opened 143 150 158 Drug Arrests 102 138 146 Search Warrants Executed 40 57 61 Cocaine Seizures (Pounds) 2.88 16 18 Methamphetamine Seizures (Pounds) 41.79 127 131 Marijuana Seizures (Pounds) 227.91 43 47 Meth Lab Seized 0 1 1 Efficiency Measures FTE's per 10,000/capita 0.056 0.055 0.053 Per capita cost (county support) $1.11 $1.12 $1.13 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriff's Office Summary page. 194 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Inmate Services - - 1000-24410 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. BUDGETED RESOURCES ACTUAL RECOMMEND REQUESTED NEXT FY LAST FY CURRENT FY NEXT FY Personnel Services $ 1,617,948 $ 2,337,585 $2,499,652 $2,499,652 Supplies 110,775 53,981 52,626 52,626 Purchased Services 7,470,322 10,004,850 10,693,186 10,693,186 Fixed Charges 0 0 0 0 Capital 25,640 0 0 0 Gross County Cost $ 9,224,685 $ 12,396,416 $13,245,464 $13,245,464 Revenue 1,397,674 944,000 914,500 914,500 Net County Cost $ 7,827,011 $ 11, 452, 416 $12,330,964 $12,330,964 Budgeted Positions 20.0 20.0 20.0 20.0 SUMMARY OF CHANGES: 2025 Net County Cost is increasing by $878,548 or 7.7%. The increase includes higher salary of $162,067 for support staff. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Supply cost slightly decreases by $1,355. Purchased services cost is projected to increase by $688,336. This rise in cost is primarily attributable to an increase of $500,000 in the existing inmate health services contract, including 5% contractual increase, higher medication cost not covered under the med cap and added Medial -Assisted Treatment (MAT) cost for inmates. The inmate food service contract is increasing by $251,600, as part of the set contractual increase. Revenue is forecasted to decrease by $80,000 compared to 2024 budget. This is based on a decrease in funding from the JBBS Behavioral Health contract, which also results in $80,000 less expense under the purchased service accounts and therefore has zero impact on the net county cost. Charges for service revenue is projected to increase by $50,000 due to higher commission received for the inmate phone contract. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES: Included in Security Unit (1000-24415) Summary. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriff's Office Summary page. 195 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Security Unit - - 1000-24415 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. RESOURCES ACTUAL CURRENT BUDGETED FY REQUESTED RECOMMEND NEXT FY NEXT FY LAST FY Personnel Services $ 23,929,746 $ 26,618,770 $28,279,955 $28,279,955 Supplies 32,636 54,653 63,086 63,086 Purchased Services 115,025 133,015 118,786 118,786 Fixed Charges 0 0 0 0 Capital 7,536 387000 0 0 Gross County Cost $ 24,084,943 $ 26,844,438 $28,461,827 $28,461,827 Revenue 902,038 520,000 480,000 480,000 Net County Cost $ 23,182, 905 $ 26, 324,438 $2779817827 $277981,827 Budgeted Positions 229.0 205.0 205.0 205.0 SUMMARY OF CHANGES: 2025 Net County Cost is increasing by $1,657,389 or 6.3%. The increase includes higher salary of $1,661,185 for deputies and specific support staff. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. Supply cost is projected to increase by $8,433 due to restrain equipment replacement. Purchased services decrease by $14,229, driven by a $7,957 reduction in vehicle cost and $8,180 less in maintenance and repair cost. Phone services fees are projected to increase by $4,320. Revenue is forecasted to decrease by $40,000 based on 2024 actuals and shorter DOC holdings which affect inmate stay reimbursements. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 196 SECURITY UNIT (CONTINUED) 1000-24415 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1 Began the process to remodel the jail booking area to increase efficiency in the booking process and have adequate space for booking operations. 2. Leveraged technology by implementing an electronic system for inmates to receive personal mail and make requests of jail staff to create workflow efficiencies and increase the safety and security of the jail. 3. Conducted an audit of the Detentions Academy curriculum to ensure we provide the most effective and efficient material and course of study to students to enhance their learning experience and ensure they are set up for excellence with their professional development. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1 Begin the planning phase of the jail lobby remodel project to provide citizens with an enhanced customer service experience while improving the safety of those citizens as well as the overall safety of the Weld County Jail. 2. Implement new operational procedures in the newly remodeled Booking area with a focus on assisting municipal police agencies process an arrestee efficiently to allow them to return to their community and provide public safety services. 3. Continue to seek and capitalize on outside funding streams to offset costs of the growing MAT services needs to remain complaint with state statute while reducing the cost to taxpayers. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriff's Office Summary page. PLEASE NOTE: Detentions Division Efficiency Measures are calculated by combining Booking Unit (21110), Inmate Services (24410), Security Unit (24415) and Courts and Transportation Unit (24420). These are the numbers used for calculations: Total FTE in Detentions Division: 2017: 232 2018: 265 2019: 279 2020: 286 2021: 309 2022: 314 2023: 314 2024: 290 2025: 290 County Population: 2017 (Past): 2018 (Past): 2019 (Past): 2020 (Past): 2021 (Past): 2022 (Past): 2023 (Actual): 2024 (Estimated): 2025 (Projected): 304,600 314,350 323,650 331,893 340,020 345,150 358,111 366,309 374,917 Per Capita Net Cost: 2017 Past: $24, 972, 838 2018 Past: $28, 898, 686 2019 Past: $31, 333,165 2020 Past: $34, 348, 350 2021 Past: $36, 474, 547 2022 Past $37,396,579 2023 Actual: $38,655,744 2024 Estimated: $46,654,334 2025 Projected: $49,912,304 197 SECURITY UNIT (CONTINUED) 1000-24415 COMBINED PERFORMANCE MEASURES FOR ALL OFFENDER SUPERVISION Work Output ACTUAL ESTIMATED PROJECTED Avg. Secure Jail Population 592 600 650 Number of Offenders Transported to Court Appearances 18,303 18,700 19,000 New Detention Deputies Entering Basic Training 87 80 60 timelines) Projects standards, Managed contractor (Quality compliance, control, completion safety 3 4 4 Facilities and Property) contract Managed compliance (Maintenance on SO buildings coordination and 5 5 5 Vendor software, and services) Contracts technologies Managed associated (Hardware, with building 5 5 6 Work Orders (Submitted and reviewed) 1,757 1,900 1,950 Efficiency Measures Detention Division FTEs per 10,000 Capita 8.768 7.917 7.735 Per Capita Net County Cost $107.94 $127.36 $133.13 Average Medical Cost Per Inmate Daily $27.10 $37.34 $36.67 Avg. Food Cost Per Inmate Daily $5.99 $6.97 $6.75 Secure Facility Occupancy Rate 44% 45% 49% at 592/1335 at 600/1335 at 650/1,335 198 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Courts and Transportation Unit - - 1000-24420 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. 94 CV 419, Div. I, 19th Judicial District, August 17, 1994, 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 to coordinate and facilitate 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 of these requirements. RECOMMEND BUDGETED RESOURCES REQUESTED ACTUAL CURRENT FY NEXT FY NEXT FY LAST FY Personnel Services $ 4,653,808 $ 4,951,454 $5,235,071 $5,235,071 Supplies 9,563 31,379 35,803 35,803 Purchased Services 646,754 17044,898 1,188, 748 1,188, 748 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 51310,125 $ 6,027,731 $6,459,622 $6,459,622 Revenue 39,379 40,000 40,000 40,000 Net County Cost $ 5,270,746 $ 51987,731 $61419,622 $6,419,622 Budgeted Positions 35.0 35.0 35.0 35.0 SUMMARY OF CHANGES: 2025 Net County Cost is increasing by $431,891 or 7.2%. The increase includes higher salary of $283,617 for deputies and specific support staff. The WCSO job classification restructure was approved by the Weld County Board of Commissioners in April 2024. This change is explained by a projected increase of $4,424 in supplies made up of inflationary cost increase and additional cost for SCBA equipment in courts. Purchased services increases by $143,850, including $115,637 for an increase in phone service contract cost, $38,000 for additional prisoner transport, $24,170 in higher vehicle repair, fuel and depreciation cost and $3,300 to outfit transport deputies with i-phones. Other professional services cost decreased by $49,809 aligning the budget to actual contract cost for security services in Court. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES: Included in Security Unit (1000-24415) Summary. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriff's Office Summary page. 199 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: County -wide Communications - - 1000-22100 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. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY Personnel Services $7,713,306 $ 11, 245, 603 $13,399,372 $ 12, 836, 428 Supplies $19,148 $42,170 $51,700 51,700 Purchased Services $2,168,240 $1,344,248 $2,149,281 2,149,281 Fixed Charges Contra Account Capital Gross County Cost $9,898,504 $ 13, 345, 056 $ 15, 600, 353 $ 15, 037, 409 Revenue 7,6121509 8,444,366 9,366,444 9,366,444 Net County Cost $2,285,995 $ 4,900,690 $ 6,233,909 $ 5,670,965 Budgeted Positions 84 102 115 109 SUMMARY OF CHANGES: The 2025 budget request includes 13 FTE from the stepped -out, 3 - year plan presented in 2023 to bring Dispatch up to staffing needed to serve the growth level seen over the past few years. The request is 10 FTE less than originally anticipated, due to the results of the contracted firm to remodel the cost allocation plan, and was adjusted to provide the most efficiency at the least cost. Ten of the FTE requested are Emergency Call Takers at Grade 25, two grades lower than a typical Dispatcher I position. The other three positions include 2 Quality Assurance Specialist positions, one dedicated to Law, one to Fire, and one Program Specialist to allow for workload and redundancy needs in the department. The total FTE requested totals $2,168,769, and overtime was reduced by $15,000 to help offset this request. Supplies increased by $6,730 to allow for additional headset equipment to account for the increase in staff. Training is up $2,250 due to 2025 being our ACE reaccreditation year. Contracts increased by $83,547 due to our 3% annual increases, and the Motorola NICE Tech Support 5 - year contract renewing in 2025. Small increases in phone contracts and other software are included here as well. Revenue increases by $922,078 which accounts for the cost allocation plan still contributing to 40% of unreimbursed expenses, and small increases with the Adams County FRCC user agreement which is in year 5 out of 10 years total. 200 COMMUNICATIONS (CONTINUED) 1000-22100 FINANCE/ADMINISTRATION RECOMMENDATION: The department removed five of the ten call -taker positions after the budget was submitted due to lack of space for the positions to work. Finance recommends two of the three remaining positions be approved to see if the workload can be completed with those additional staff. Recommend approval. BOARD ACTION: 2024 ACCOMPLISHMENTS: 1. Maintained status as an IAED Accredited Center of Excellence for the 11th consecutive year. 2. Implemented First -In Station Alerting. 3. Implemented automatic call distribution for enhanced customer service and answer times. 2025 BUDGET GOALS AND PRIORITIES: 1. Ensure ninety percent (90%) of all 9-1-1 calls are answered within fifteen seconds. 2. Apply for APCO Agency Training Program Certification to demonstrate adherence to industry recommended standards. 3. Implement Emergency Communications Supervisor certification process to include training curriculum complaint with APCO ANS 3.102.0-207. PERFORMANCE MEASURES Work Outputs E-911 Calls Non -911 Calls CAD Incidents for Law and Fire/Ambulance EMD Calls Wireless Subscriber Service Tickets Efficiency Measures FTE's per 107000 per Capita Per Capita Cost - Operating Budget EMD Call per FTE CAD Incident per FTE ACTUAL 147,605 207,124 391,878 23,216 466 2.346 $6.38 227 3,841 ES TI MA TED 155,000 290,000 410,000 25,000 480 2.785 $13.38 245 4,000 PROJECTED 160,000 315,000 420,000 267000 500 3.067 $16.63 250 4,100 201 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY BUDGET UNIT TITLE AND NUMBER: Public Safety Information System - - 1000-22400 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. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,498,337 $ 1,613,588 $ 1,613,588 $ 1,613,588 Supplies 1,131,283 1,264,106 1,209,150 1,209,150 Purchased Services 25,507 28,550 22,550 22,550 Fixed Charges 0 0 0 0 Contra Account 0 0 0 0 Capital 108,534 0 0 0 Gross County Cost $ 2,763,661 $ 2,906,244 $ 2,845,288 $ 2,845,288 Revenue 1,908,295 1,553,119 1,227,309 1,227,309 Net County Cost $ 855,366 $ 1,353,125 $ 1,617,979 $ 1,617,979 Budgeted Positions 10.0 10.0 10.0 10.0 SUMMARY OF CHANGES: Overall, the expenses for 2025 are decreasing by $60,956, reflected in $6,000 for a reduction in travel and training and approximately $55,000 reduction in software maintenance. Revenue is also decreasing to reflect the original agreement of a 35% reimbursement of expenses from the E-911 fund. The 2025 budget reflects moving to a new agreement of using one year in arrears to reflect the revenues, so revenue is based on the 2024 approved budget, plus additional outside revenues for agency maintenance and support. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 202 PUBLIC SAFETY INFORMATION SYSTEM (CONTINUED) 1000-22400 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Continued to develop the full analytical suite for Central Square. In 2023 the Focus was on CAD and mobile. In 2024 we continued to use existing software such as Microsoft PowerBl, ESIR arc portal, CentralSquare CrimeView and Microsoft SSRS to deliver specific highly useful data and metrics for first responders and their municipality specifically in RMS. 2. Go -live of CentralSquare's interface to First -In. Automation to the CAD system was a goal, with First -in we continue to customize the level of automation by automatically notify fire agencies and consistently delivering the data as needed. This goal will continue to be on -going and will continue to deliver more advanced features as agencies adopt and integrate into 2025 and beyond. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Integrate CentralSquare Cad to Cad. Partnering with Neighboring counties has a significate value to Weld County Public Safety. Choosing CentralSquare has allowed us to review the interoperability with our CentralSquare CAD and Mobile agencies in Northern Colorado. Considerable effort is needed to align with partnering counties, but significant value will be added when neighboring cad systems can interoperate together. 2. Support and Customer response is a large priority in Public Safety. Public Safety IT will continue to look for ways to innovate our support module to assist first responders and municipal agencies. On going training and 24/7 support is a strategic priority in 2025. 3. IT strongly embraces a 5 -year capital improvement cycle. Critical infrastructure is consistently being invested in with upgrades and replacements. 2025 includes priority replacement of hardware and improvements to the infrastructure including additional fiber infrastructure for improved first responder redundancy and server replacements for aging equipment. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Service Efficiency Tickets Measures 5,092 5,000 6,000 FTE'S per 10,000/capita 0.279 0.273 0.267 Per capita cost (county support) $2.39 $3.69 $4.32 203 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER: Public Safety Wireless Communications - - 1000-22500 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 22 law enforcement agencies, 19 fire departments, 5 rescue/ambulance departments, and local government including public works. Weld County began offering this service in-house June 2018. RESOURCES ACTUAL BUDGETED REQUESTED RECOM M END NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $131,777 $138,915 $147,698 $147,698 Supplies 13,978 $8,045 $9,300 $9,300 Purchased Services 19,636 19,350 $95,622 $95,622 Fixed Charges 1,095 148,610 108,880 108,880 Contra Account - - Capital 0 0 0 0 Gross County Cost $1641296 $3141920 $3611500 $3611500 Revenue $284,632 $314,920 $361,500 $361,500 Net County Cost ($ 120,336) 0 0 0 Budgeted Positions 1.0 1.0 1.0 1.0 SUMMARY OF CHANGES: Personnel charges are up due to anticipated COLA and benefits. Supplies are up $1,255 based on increase in costs for supplies and tools. Contractual costs are up $80,000 due to moving the subscriber repair bank changes to the 22500 from the 22100. Training is up $3,442 due to certification classes the position most obtain. Memberships are down $207 due to changes in membership fees. Phones increased by $1,096 for wireless hotspots to be able to work in remote areas. Fixed charges include the miscellaneous purchases for supplies that are then reimbursed by partnering agencies. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 204 PUBLIC SAFETY WIRELESS COMMUNICATIONS (CONTINUED) 1000-22500 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Implemented 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. 2025 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 ACTUAL ESTIMATED PROJECTED Work Out • uts Service Efficiency Tickets Measures 466 480 500 FTE'S per 10,000/capita 0.028 0.027 0.027 Per capita cost (county support) -$0.34 $0.00 $0.00 205 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CORONER'S OFFICE BUDGET UNIT TITLE AND NUMBER: Coroner - - 1000-23200 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY LAST FY CURRENT FY NEXT FY Personnel Services $ 1,351,275 $ 1,464,589 1,499, 054 1,502,945 Supplies 27,468 48,948 48,948 48,948 Purchased Services 436,849 371,916 371,916 371,916 Fixed Charges 0 0 0 0 Capital 0 0 8,000 8,000 Gross County Cost $ 1,815,592 $ 1,885,453 1,927,918 1,931,809 Revenue 46,375 63,000 63,000 63,000 Net County Cost $ 1,769,217 $ 1,822,453 1,864,918 1,868,809 Budgeted Positions 12.0 12.0 12.5 12.5 SUMMARY OF CHANGES: The Coroner's Office requests that a temporary 0.5 FTE autopsy assistant position be made permanent to support the functions of the office at an additional cost of $42,465. This will improve efficiencies and provide a more reliable service to the community and allow for back-up management of the morgue facility. As the population continues to grow and workload increases we anticipate this being a 1.0 FTE position in the future. FINANCE/ADMINISTRATION RECOMMENDATION: After the budget was submitted, the Coroner's Office requested the reclassification of a vacant Morgue Manager position from Grade 27 to Grade 29 at an additional cost of $3,891, which is added to the Recommended budget. The additional 0.5 FTE is a policy issue for the board. Recommend approval. BOARD ACTION: 206 CORONER (CONTINUED) 1000-3200 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Continued 100% participation in C -Corps, a quarterly meeting amongst Chief Investigators and Coroners across the state to discuss coroner -related issues, current and upcoming legislation as it relates to Colorado Coroners. 2. Continue to host well -received team building events with other agencies to build comradery and better working relationships. 3. Successfully selected a coroner -specific database and have begun weekly trainings with the vendor, in addition to having successfully providing historical cases for integration into the new system prior to our go -live date. 4. Established ourselves as a preferred provided of forensic services to neighboring jurisdictions. 5. Established a reputation within the forensic community as a reliable and competent standard with our investigations and how we run our office. 6. We have proactively changed vendors of routine supplies to continue to provide high -quality services to the community at a lower cost. 7. Continue to focus on mental health awareness within our field and provide resources to our staff to ensure longevity and avoid burnout. o Piloted "dog therapy" encounter with staff o Re-evaluated current schedule and structured it to minimize complacency and stagnation, while still providing the best service to the community. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Complete the integration of a coroner -specific database and save time with report writing and extracting real-time data for statistical purposes. 2. Utilize in -county training opportunities for staff. 3. Expand on coroner grant opportunities. 4. Continue to focus on mental health with our staff. 5. To be 100% staffed. 6. Continue to evaluate the level of examination necessary to provide the best service for the deceased and the community, while minimizing the cost to Weld County. 207 CORONER (CONTINUED) 1000-23200 PERFORMANCE MEASURES Work Out • uts cases investigated reviewed support) ACTUAL ESTIMATED PROJECTED 1224 0.335 $4.94 $1,291 787 295 1,750 0.328 $4.98 $1,291 825 295 1,775 1,010 $1,300 300 0.333 $4.97 Total Number Number Efficiency number of of cases autopsies/examinations Measures of toxicology) FTEs Per Average autopsy/examination capita per 10,000/capita cost cost (county per (with 208 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: JUSTICE SERVICES BUDGET UNIT TITLE AND NUMBER: Pretrial Services — 1000-24100 DEPARTMENT DESCRIPTION: Pretrial Services personnel gather and present information to the Court about newly arrested persons entering the jail and offer recommendations on possible safe release options of these persons. They also provide supervision methods for selected defendants released from jail before trial in order to decrease any unnecessary and costly pretrial incarceration to assure that they will appear and answer before the Court and to reduce any future criminal acts. RESOURCES ACTUAL BUDGETED RECOMMEND REQUESTED CURRENT FY LAST FY NEXT FY NEXT FY Personnel Services $ 1,467,172 $ 1,745,497 $ 1,854,513 $ 1,854,513 Supplies 21,801 49,600 49,600 49,600 Purchased Services 101,160 141,550 141,550 433,900 Gross County Cost $ 1,590,133 $ 1,936,647 $ 2,045,663 $ 2,338,013 Revenue 29,958 39,000 47,000 47,000 Net County Cost $ 1,560,175 $ 1,867,647 $ 1,998,663 $ 2,291,013 Budgeted Positions 15.50 16.50 17.00 17.00 SUMMARY OF CHANGES: The 2025 request includes a 0.50 FTE increase in Personnel Services, to move two (2) part-time positions to full-time. The increase reflects the highest possible cost of $109,016. The increase in revenue is due to new telecommunication commissions rates. All other requests remain the same as approved for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: After the budget was submitted, the board approved a change in services for GPS tracking and monitoring, increasing Purchased Services in this unit by $262,350. Also included is an existing increase reflected in a 2024 supplemental budget increase for $30,000 for the contract security service approved at the end of 2023. Both of these changes are reflected as the board has already approved both of them for 2025. The additional 0.5 FTE is still a policy issue for the board. Recommend approval. BOARD ACTION: 209 PRETRIAL SERVICES (CONTINUED) 1000-24100 Weld County Strategic Priority #1: Ensure Healthy, Safe, and Livable Communities Weld County Strategic Priority #4 - Be an Employer of Choice Weld County Strategic Priority #5: Provide Excellent, Cost -Effective Service Delivery 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1 Continued variable cost avoidance to help manage expense of operating the jail. 2. Continued evidence based pretrial release risk assessment and supervision best practices of defendants in the community; assure defendants' court appearance and law abidance. 3 Integrated transferred FTE resource to meet high workloads; hired new Pretrial Services Manager. 4 Assist Courts and justice system stakeholders deliver enhanced services to pretrial defendants with co-occurring illicit substance use and behavioral health disorders. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1 Continued variable cost avoidance to help manage expense of operating the jail. 2. Collaborate with UNC to complete research of local and statewide practices of pretrial release decisions, of defendant community supervision conditions and delivery of pretrial services. 3. Develop competency restoration support services for certain pretrial defendants. 4. Professional development and training to enhance employee job satisfaction. 5. Assist Courts and justice system stakeholders deliver enhanced services to pretrial defendants with co-occurring illicit substance use and behavioral health disorders. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out. uts Pretrial Defendants Domestic Services Violence on Pretrial Risk Screening Assessments Supervision Assessments (ADP) 3,021 1,557 852 3,084 1,599 850 3,090 1,600 860 Efficiency Measures FTE's per 10,000/capita 0.46 0.47 0.48 Per capita net cost $4.59 $5.37 $5.60 210 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: JUSTICE SERVICES BUDGET UNIT TITLE AND NUMBER: Work Release - - 24125 DEPARTMENT DESCRIPTION: Section 18-1.3-106, C.R.S., allows for the operation of jail alternative programs to be used by the court in sentencing. This unit offers a cost-effective alternative to secure custody for low -risk offenders. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY REQUESTED RECOMMEND NEXT FY NEXT FY Personnel Services $ 2,038,711 $ 2,205,110 $ 2,205,110 $ 2,205,110 Supplies 10,242 28,890 28,890 28,890 Purchased Services 154,068 219,339 219,339 269,339 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2,203,021 $ 2,453,339 $ 2,453,339 $ 2,503,339 Revenue 402,364 600,000 600,000 600,000 Net County Cost $ 1,8001657 $ 1,853,339 $ 1,853,339 $ 1,903,339 Budgeted Positions 21.0 20.0 20.0 20.0 SUMMARY OF CHANGES: No changes were requested for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: After the budget was submitted, the board approved a change in the service agreement for the GPS tracking system, and $50,000 is reflected in the Work Release budget. As the board has already approved this, it is reflected in the Recommended Budget. Recommend approval. BOARD ACTION: 211 Work Release / Electronic Monitoring (Continued) 1000-24125 Weld County Strategic Priority #1 — Ensure Healthy, Safe, and Livable Communities Weld County Strategic Priority #4 — Be an Employer of Choice Weld County Strategic Priority #5 — Provide Excellent, Cost -Effective Service Delivery 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Increase residential daily subsistence rate at Work Release program by 1.07%. 2. Sustain utilization of both programs and assist Courts and justice system stakeholders to deliver enhanced services to justice -involved individuals with co-occurring illicit substance use and behavioral health disorders. 3. Ensure high successful sentence/placement completion rates. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Deliver, safe community -based sentencing alternatives to create variable costs avoidance and savings and effective programs and employment and life -skills building opportunities to clients. 2. Diversify services for specialized offenders. 3. Enhance and develop on -premises health education, cognitive restructuring, and living skills groups for the offender clientele. 4. Professional development and training to enhance employee job satisfaction. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out.uts Avg. Work Release Clients - ADP 80 80 90-100 Avg. Electronic Home Monitoring - ADP 45 45 50 Efficiency Measures FTE's per 10,000/capita 0.62 0.57 0.56 Per capita net cost $5.30 $5.33 $5.20 212 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY'S OFFICE BUDGET UNIT TITLE AND NUMBER: Adult Diversion Services — 1000-24150 DEPARTMENT DESCRIPTION: Adult Diversion Services offers persons charged with criminal offenses alternatives to traditional criminal justice or juvenile justice proceedings. Staff screens 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. RESOURCES REQUESTED RECOMMEND ACTUAL LAST FY BUDGETED CURRENT FY NEXT FY NEXT FY Personnel Services $ 104,970 $ 179,301 $1791301 $179,301 Supplies 0 500 500 500 Purchased Services 399 500 500 500 Fixed Charges 0 0 0 0 Gross County Cost $ 105,369 $180,301 $180,301 $180,301 Revenue 8,030 10,000 10,000 10,000 Net County Cost $ 97,339 $170,301 $170,301 $170,301 Budgeted Positions 1.50 1.50 1.50 1.50 SUMMARY OF CHANGES: There are no changes to this budget requested for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the District Attorney does not provide workload measures or goals in the budget document. 213 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: JUSTICE SERVICES BUDGET UNIT TITLE AND NUMBER: Community Corrections - 24200 & 24220 DEPARTMENT DESCRIPTION: Through local government, a Community Corrections Board is authorized, under Title 17, 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. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY CURRENT FY Personnel Services $ 123,944 $ 113,211 $ 118,211 $ 118,211 Supplies 1,372 5,000 5,000 5,000 Purchased Services 4,448,195 4,149,272 4,099,167 4,099,167 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 4,573,511 $ 4,267,483 $ 4,225,028 $ 4,225,028 Revenue 4,324,920 4,267,483 4,222,378 4,222,378 Net County Cost $ 248,591 $ 0 $ 2,850 $ 2,850 Budgeted Positions 1.4 1.4 1.4 1.4 SUMMARY OF CHANGES: State allocation for the placement of adult offenders for these services for SFY 24/25: $3,688,136.84 for Residential Diversion, Transition, Condition of Probation and Condition of Parole placements (145 beds); $129,538.50 for Non -Residential Diversion services (35 slots); $90,000 for Offender Treatment Support Services; $160,738.39 for Facility Payment funding to lessen vendor staff turnover and promote evidence -based programming, and $153,964.61 for Community Corrections Board and Department administration and program oversight. Total = $4,222,378.37. Slight increase for Personnel Services costs to account for COLA, accurate accounting of benefits, and proper alignment of job duties of 1.0 FTE by the Board in current budget to other comparable positions in the County, new employee appreciation funds; no change in Fixed Charges. The contractor lease rate was adjusted to cover the increase in utilities and other maintenance costs at the facility, for a budgeted amount of $342,488 for 2025. This amount is listed as a revenue under Budget Unit #1000-90100. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 214 COMMUNITY CORRECTIONS ADMINISTRATION (CONTINUED) 1000-24200 & 24220 Weld County Strategic Priority #1: Ensure Healthy, Safe, and Livable Communities Weld County Strategic Priority #4 - Be an Employer of Choice Weld County Strategic Priority #5: Provide Excellent, Cost -Effective Service Delivery 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Correctly received, managed, and processed all state -allocated funds. 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. 3. Provided ongoing taxpayers' savings with less expensive and effective placement alternatives to jail and prison incarceration for adult offenders. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Remain a self -supported, grant-funded/allocated function. 2. Consider re -bid of subcontracted services. 3. Enter new Master Contract with the State; further implement new Performance Standards within contract and continue day-to-day oversight of local program to assure healthy, safe operations. 4. Professional development and training to enhance employee job satisfaction. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out. uts Intervention Total Populations Residential Diversion Efficiency Average and Diversion, Measures Community by I Daily Type RT Placements Populations - Non Correction Residential -Residential of Transition, Services: Offender 170 170 170 FTE's per 10,000/capita 0.041 0.040 0.039 215 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100 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. RESOURCES ACTUAL FY LAST BUDGETED REQUESTED NEXT FY RECOMMEND CURRENT FY NEXT FY Personnel Services $ 1,426,559 $ 1,620,816 $ 1,626,816 $ 1,626,816 Supplies 105,601 132,700 158,945 158,945 Purchased Services 47,461 49,299 81,978 81,978 Fixed Charges 333,032 375,648 375,648 375,648 Capital 0 0 0 0 Gross County Cost $ 1,912,653 $ 2,178, 463 $ 2,243 387 $ 2,243,387 Revenue 21566,275 3,0501000 2,285 000 2,285,000 Net County Cost $ -653,622 $ - 871,537 $ - 41, 613 $ - 41,613 Budgeted Positions 14.00 14.00 14.00 14.00 SUMMARY OF CHANGES: With recent retirements, personnel services included a mid -year request to reclassify the Combination Inspector I position (Grade 37/9) to a Lead Inspector position (Grade 45/1). Reorganization of the building department will create a future ladder structure for the Inspectors, Plans Examiners, and Building Technician positions that will improve operations and promote redundancy. These changes were approved midyear 2024, and result in an overall cost savings in 2025, however $6,000 was added for potential overtime as services increase. The increase in Supplies is due to the software maintenance contracts increasing, and small increases in operating supplies. Personnel reflects the increase in vehicle expenses from a replacement vehicle requested in Fleet, and fuel usage based on historical expenses. There is also a $1,500 increase in training to allow for more certifications to be achieved in 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 216 BUILDING INSPECTION (CONTINUED) 1000-25100 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Utilize data and technology to develop department efficiencies with purchases, such as Selectron Interactive Voice Response (IVR), which is an automated phone system integrated with Accela to streamline inspection requests. This supports Strategic Priority 3, Plan for Resilient Infrastructure, Facilities, and Resources to improve department productivity and customer services. 2. Strategic Priority 3 was also utilized to maximize partnerships to help ensure infrastructure challenges are overcome by increasing membership on the Building Trades Advisory Committee. 3. Created the "Express" permit, which reduces staff time to provide a "same day" permit for items that do not require a plan review, for items like water heaters, furnaces, etc. This effort supports Strategic Priorities 2 and 6. 4. Reorganized the Building Department structure to create a Lead Building inspector position in order to improved staffing efficiencies, inspection quality, consistency, and customer service, which supports Strategic Priorities 4 and 5. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Department code updates continue to support Balance Growth and Development, Strategic Priority 2 and Provide Excellent, Cost -Effective Service Delivery, Strategic Priority 5 by reviewing county code and policies to improve customer service and experiences. 2. Coordination with the Communications Department to help assist the department to Enhance Accessible Communication, Outreach, and Awareness, Strategic Priority 6 by proactively communicating the Accela Citizen Access online building permit submittal process to improve government efficiencies. 3. Perform a department audit to ensure services are adequately provided and staff workload is reasonable to accommodate. Promote employee trainings to improve customer service and improve efficiency. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Building Activity 2023 2024 2025 Total Number Number Number Number Number of of of of inspections Inspectors Plan Plans of Building Reviews Examiners performed Permits Issued 1,925 22,815 1,790 5 3 1,650 20,500 1,450 19,500 5 3 1,550 1,400 5 3 217 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: OIL AND GAS ENERGY DEPARTMENT BUDGET UNIT TITLE AND NUMBER: Oil and Gas Energy - - 1000-25200 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. ACTUAL REQUESTED RECOMMEND NEXT FY RESOURCES BUDGETED CURRENT FY LAST FY NEXT FY Personnel Services $ 815,517 $ 1,023,621 $1,142,049 $1,171,118 Supplies 29,374 39,300 35,200 35,200 Purchased Services 415,052 463,528 464,028 382,803 Fixed Charges 0 0 Capital 0 0 Gross County Cost $ 1,259,943 $ 1,526,449 1,641,277 1,589,121 Revenue 761,576 415,000 537,500 537,500 Net County Cost $ 498,367 $ 1,111, 449 1,103, 777 1,051,621 Budgeted Positions 7.0 8.0 9.0 9.0 SUMMARY OF CHANGES: Personnel Services is increasing due to request to reclassify Oil & Gas Inspector I position to Regulatory Analyst I position, and to request adding one FTE (Oil & Gas Inspector I). Request to reclassify is due to increase in permitting activity in 2023 and so far to date in 2024, along with additional permitting roles assigned to OGED which include deep geothermal, Class II Wells, and Class VI Wells. Request for additional FTE for 2025 replaces the Oil & Gas Inspector I position that was approved for 2024, which will assist with increasing number of inspections, and responsiveness to citizen questions or concerns. Supplies able to decrease due to IT taking on ePlanSoft charges for 2025 budget, however Accela charges are increasing by approximately 5%. Revenue increasing due to new 1041 WOGLA & Sundry charges implemented in Appendix 5D which took effect January 2024. FINANCE/ADMINISTRATION RECOMMENDATION: In August 2024, the Health Department requested to transfer an Environmental Health Specialist position to Oil and Gas, at a Grade 35, which the board approved. This will result in the Inspector II (Grade 35) replacing the Inspector I requested and eliminates $82,125 in transfers between departments to help offset those expenses. The other changes include a small increase for the anticipation of a new Department Director, and $900 for increases in subscriptions for 2025, requested after the budget was submitted. Recommend approval. BOARD ACTION: 218 OIL AND GAS ENERGY (CONTINUED) 1000-25200 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Tied to Strategic Priority 2 — IGAs continue to be developed and signed with municipalities, which allows OGED to take lead on oil & gas permitting while partnering with the municipality on inspection and enforcement items. 2. Tied to Strategic Priority 5 — Removed oil & 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. Tied to Strategic Priority 6 — OGED webpage 97%+ ADA accessible. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Retain qualified staff. 2. Develop code and processes for deep geothermal and enhance current processes for 1041 WOGLA (upstream / Class II / Class VI) and LAP permitting, with the goal of maintaining or improving upon processes which efficiently and effectively regulates land use issues pertaining to oil & gas development. 3. Identify additional opportunities to assist our municipal partners with oil & gas permitting within their boundaries. PERFORMANCE MEASURES Work Out • uts support) ACTUAL PROJECTED ESTIMATED 11 60 89 586 0.203 $2.02 13 50 70 500 0.198 $2.56 12 40 75 500 0.221 $3.07 Inspections LAP WOGLA Sundry Permits requests permits Measures Efficiency FTE's Per per 10,000/capita cost (county capita 219 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100 DEPARTMENT DESCRIPTION: The Noxious Weeds division is responsible for noxious weed control and enforcement in the County. ACTUAL LAST FY RECOMMEND RESOURCES REQUESTED BUDGETED CURRENT FY NEXT FY NEXT FY Personnel Services $ 582,125 $ 677,299 $780,794 $780,794 Supplies 37,560 81,030 90,480 90,480 Purchased Services 348,931 439,000 500,578 500,578 Fixed Charges 32,223 24,500 24,500 24,500 Capital 18,000 25,000 20,000 20,000 Gross County Cost $ 1,018,839 $ 1,246,829 $1,416,352 $1,416,352 Revenue 19,084 6,000 6,000 6,000 Net County Cost $ 9993755 $ 1,240,829 $1,410,352 $1,410,352 Bud g eted Positions 3 9 FTE PT 4 FTE 6 FTE 6 FTE 8 PT 5 PT 5 PT SUMMARY OF CHANGES: Personnel Services increased $103,495 with the conversion of 2 seasonal Landowner Specialist positions to 1 FTE Landowner Specialist and 1 seasonal mower position to 1 FTE Mower. Supplies increased a total of $9,450. Software is up $10,500 for Accela licenses for 4 staff members. Uniforms and Clothing decreased $1,050 with the conversion of seasonal employees to full-time. Purchased Services is up a total of $61,578. Memberships and Registrations increased $495 for anticipated conference fees. Other Professional Services is up $44,097 due to increasing tree trimming and removal costs. Vehicle Expense is up $14,236 for maintenance repair costs. Repair and Maintenance Other increased $2,750 for replacement pads for the UAS (drone) fleet and to convert chain saws and string trimmers from gas to electric. Capital decreased $5,000 for a new UAS drone which will be the last addition to the fleet. FINANCE/ADMINISTRATION RECOMMENDATION: The increase in FTE is still a policy issue for the board. Recommend approval. BOARD ACTION: 220 NOXIOUS WEEDS (CONTINUED) 1000-26100 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Completed the ReSTORE grant, including seeding and noxious weed control 2. Worked with more than 400 landowners providing noxious weed education 3. Began using the UAS spray drone to treat noxious weeds and treat bare -ground sites 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Hire two full-time, year-round staff members to carry out landowner compliance/education and to mow and address gravel roads and tumble weeds 2.Continue to expand the UAS program to document projects, vegetation species and establishment, as well as find other uses for the units 3. Work within the current budget to carry out regular spraying and mowing activities PERFORMANCE MEASURES Work Out.uts Miles support) ACTUAL PROJECTED ESTIMATED 2,278 6,728 911 0.058 $2.69 2,400 7,500 1,000 0.085 $3.36 2,400 7,500 1,000 0.111 $3.41 Mowing Spraying Acres Efficiency Sprayed Lane Lane Measures Miles FTE's Per per 10,000/capita cost (county capita BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management - - 1000-26200 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. RESOURCES ACTUAL LAST FY REQUESTED RECOMMEND BUDGETED NEXT FY CURRENT FY NEXT FY Personnel Services $ 599,810 $ 661,524 661,524 661,524 Supplies 34,670 90,694 111,896 111,896 Purchased Services 43,296 68,885 173,256 173,256 Fixed Charges 0 0 Capital 0 0 Gross County Cost $ 677,776 $ 821,103 946,676 946,676 Revenue 1871809 336,831 412,167 412,167 Net County Cost $ 489,967 $ 484,272 534,509 534,509 Budgeted Positions 5.0 5.0 5.0 5.0 SUMMARY OF CHANGES: Changes to the OEM budget include an increase for the Water and Earth Contract for our stream gauge monitoring. Annual license agreements for the OEM Operations system of $11,430 (VEOCI),, increase in phone costs (3,792) and Salamander program fees (100). budgeting for the updates to the County Multi -jurisdictional Hazard Mitigation Plan $100,579, and the additional Stream Gauges $60,642. the hazard mitigation plan and the stream gauges are FEMA projects and require a 25% match, our actual costs for these projects will be $25,145 and $15,160. There is also a reduction in the EM PG grant of 9% from Homeland Security. Total estimated grant funding will be $412,167. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 222 OFFICE OF EMERGENCY MANAGEMENT (CONTINUED) 1000-26200 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Continued to integrate Hazmat incidents and Access and Functional Needs into all drills and exercises. 2. Continue to develop hazard analysis reports for high hazard chemical facilities. 3. Conducted another Whole Community Immersion Course which included cyber security. 4. Prepare for the update to the Weld County Hazard Mitigation Plan which is due in January 2026. 5. Worked with dispatch to add premise warnings to hazmat facilities within Weld County. 6. Worked with Human Services and G I S to create a PowerBi and G I S tool to assist Human Services communicate with their customers during a hazmat incident. 2025 BUDGET GOALS AND PRIORITIES: 1. Continue to integrate Hazmat incidents and Access and Functional Needs into all drills and exercises. 2. Continue to develop hazard analysis reports for high hazard chemical facilities. 3. Coordinate with WCDPE Human Services, Sheriffs Office, and dispatch on community events 4. Update to the Weld County Hazard Mitigation Plan which is due in January 2026. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of Training and Exercise Hours 178 260 153 N umber of people participating Trainings and 587 1033 735 Exercises N umber of inspections and/or reports 15 20 28 N umber of incidents OEM assigned to 333 381 436 N umber of incidents OEM supported 5 8 12 N umber of community events supported 15 14 16 Efficiency Measures FTE's per 10,000/capita 0.140 0.136 0.133 Per capita cost $1.37 $1.32 $1.43 223 OFFICE OF EMERGENCY MANAGEMENT (CONTINUED) 1000-26200 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 organization 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. o OEM will coordinate and work with WCDPHE, dispatch, Sheriff's Office, and dispatch to provide community outreach, preparedness, and resources. o With the formation of Whole -Community Groups, OEM will continue to bolster current relationships, strive to increase relationships to grow the coalition. 1E. Enhance awareness, use, and exchange of survey data, and other strategies across departments to support effective service provision. o OEM will continue to use all available data sources to address Whole Community needs and capability gaps. 1F. Enhance access to health and safety services to best reach all in our community. o OEM will work with external stakeholders to ensure community members have access to vital emergency preparedness information to assist residents prepare for emergencies and actions needed to take during an emergency. 2D. Encourage and consider all potential forms of energy development. 1. 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 conservations concerns. 2E. Continue to monitor, mitigate, and protect water resources to the best of Weld County's ability. o OEM will monitor and recommend mitigation and action items as needed to help protect Weld County's water resources. o Due to EPA changes, OEM will continue to coordinate with community water systems to mitigate potential impacts to their water systems. 3A. Maximize resources to leverage infrastructure funding and lifecycle infrastructure costs. 1. OEM will seek and recommend grant funding opportunities to help Weld County with funding infrastructure costs. 3C. Maintain operational plans to ensure resilient infrastructure. o OEM will continue to maintain emergency plans to help protect Weld County infrastructure before, during, and after a disasters strike. 3D. Maximize partnerships and involvement with non-profit and private sectors to solve infrastructure challenges. o 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. o OEM will utilize available data and technology to forecast unmet needs, challenges, or new innovations to assist us with identifying projects and work plans to adjust our budget accordingly. 224 4D. Provide training and opportunities that support career advancement and foster new ideas and innovation. o OEM will identify training opportunities and innovation concepts to send OEM staff and county employees to it bolster out 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. 5A. Review process and procedures to ensure that citizens and communities receive best and most cost-effective services. o OEM will continue to innovate our processes and procedures to ensure ALL stakeholders receive the best and most cost-effective service form Weld County OEM. 5C. Create mechanisms for feedback and dialogue with the community regarding projects, initiatives, and service needs to increase awareness and understanding. o OEM continues to elicit information from the community and first responders on current incidents and needs to increase awareness and understanding. 225 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: General Engineering - - 1000-31100 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. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY CURRENT FY Personnel Services $ 3,743 305 $ 4,4947696 $477297785 $4,5847518 Supplies 326,115 415,227 360,766 360,766 Purchased Services 6,016 720 23,105,141 29, 731, 996 29, 731, 996 Capital 0 156,000 66,500 66,500 Contra - 154, 879 -180,138 0 0 Gross County Cost $ 9,931 261 $ 27, 990, 926 34, 889, 047 34, 743, 780 Revenue 0 0 0 0 Net County Cost $ 9,931 261 $ 27, 990, 926 34, 889, 047 34, 743, 780 Budgeted Positions 29.0 32.0 34.0 33.0 SUMMARY OF CHANGES: Personnel Services increased a total of $235,089 for the addition of 1 FTE Engineer I at Grade 38 and 1 FTE Survey Tech I at Grade 25 at a cost of $216,418. The ROW Specialist position is reclassified from Grade 44 to an Engineer I at Grade 38, for a reduction of $15,179. Overtime was increased $35,000 for anticipated needs. Outerwear reimbursement was reduced by $1,150. Supplies is down a total of $54,461. Small Equipment is increased $16,400 mostly due to the replacement of all traffic counters and a radar/motion detector camera for counting difficult tube jnstallation locations. Software Maintenance is reduced $72,461 with the elimination of the eplan software and Autodesk Autocad subscription fees won't be due until 2026. Uniforms and Clothing was added for $1,600 for the one-time purchase of fire resistant coveralls for the permitting team to enter sites per Oil and Gas regulations. Purchased Services increased a total of $6,626,855. Printing was increased $5,000 based on anticipated needs. Memberships and Registrations is down $1,847 as the Geotech Certifications were moved to the 6400 line item. Phones was increased $5,000 for new ipads for the inspection group. Engineering and Architectural is up $350,000 mostly due to an increase in on -call ROW acquisition services. Vehicle Expense is decreased $31,595 based on actual repair costs for last year and anticipated fuel gallons. Repair and Maintenance Equipment is down $4,000 as repairs for the construction trailer were completed last year. Infrastructure Projects is up $8,305,145 based on CI P projects and an additional cost for the engineering team to advance CIP projects consisting of design, right-of-way and utilities. Grants and Donations is reduced $2,000,848 based on IGA's. 226 The Contra Account was eliminated as department charge backs will be handled through the Workday program. Capital is reduced $89,500 for the purchase of one survey rover to check construction elevations. FINANCE/ADMINISTRATION RECOMMENDATION: Finance recommends waiting on the Survey Tech position to see if the outside services can meet the needs for the next few years. Also, the overtime was reduced to reflect closer to actual historical spending and can be discussed if the need is there in 2025 for a possible supplemental. Recommend approval. BOARD ACTION: 227 GENERAL ENGINEERING (CONTINUED) 1000-31100 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Developed public outreach materials to prevent stormwater pollution 2. Successfully implemented water quality requirements in compliance with state regulations 3. Updated specifications to communicate contractor work expectations 4. Completed all in-house design for CIP and Haul Road projects (HRP) survey projects 5. Completed right-of-way plans, legal descriptions, title research 6. Held monthly collaborative training of Civil -3D among Engineering and survey staff which has improved the quality of plans. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Build the survey team for better continuity for future growth 2. Review and implement new technology that may benefit surveying 3. Schedule surveys to allow Engineering, HRP, Low Volume Roads (LVR) projects to remain on the current construction schedule 4. Expand the soils lab to test more extensive soils, along with asphalt and concrete testing 5. Introduce new survey equipment technology to inspection staff for utility relocations and construction 6. Implement a best value process to select construction contractors for CDOT grant projects 7. Produce and publish a detailed right-of-way outline manual to explain the Weld County Public Works right-of-way process in coordination with Clerk to the Board and the County Attorney's Office. PERFORMANCE MEASURES ACTUAL PROJECTED ESTIMATED Work Out. uts Number of designs completed 13 15 15 Number of construction projects completed 5 5 8 MS4 construction) land use case reviews (post & active 14 15 15 Special Transport Permits 2,268 2,300 2,400 Right -of -Way Permits 877 950 950 Efficiency Measures FTE's per 10,000/capita 0.840 0.820 0.885 Per capita cost $26.47 $62.03 $77.41 228 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS BUDGET UNIT TITLE AND NUMBER: Parks and Trails - - 1000-50200 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY LAST FY CURRENT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 77,000 277,000 287,000 67,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 77,000 $ 277,000 $ 287,000 $ 67,000 Revenue 0 0 0 0 Net County Cost $ 77,000 $ 277,000 $ 287,000 $ 67,000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The budget request includes $267,000 to the Poudre River Trail Corridor, Inc. Board. Of this amount, $35,000 covers one-third of the annual maintenance and o perating costs as well as $32,000 for one-third of the Executive Director position for trail management. Combined with $200,000 contributions from Weld County, Windsor, and Greeley, the organization uses these funds to leverage grant dollars for planned trail improvements, protection, and repairs. This began in 2020 and the Poudre River Trail Board requests funding of $200,000 annually of each participant governments to repair the trail in accordance with the 2019 e ngineering plan. This is paid on a reimbursement basis once repairs are completed. The Great Western Trail Authority is requesting $20,000, up from prior funding of $10,000 for o ngoing trail maintenance and operations covering 6.5 miles between Eaton and Windsor in u nincorporated Weld County. The support for the maintenance requested shows the expenditure. FINANCE/ADMINISTRATION RECOMMENDATION: Finance recommends moving the capital and maintenance portions of these requests to the Conservation Trust Fund, leaving $67,000 in o perating expenses to the Poudre River Trail Authority and City of Greeley in the General Fund. BOARD ACTION: 229 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES BUDGET UNIT TITLE AND NUMBER: Senior Programs - - 1000-56110 DEPARTMENT DESCRIPTION: Weld County's financial support to the twenty senior centers throughout the county. RESOURCES ACTUAL LAST FY BUDGETED RECOMMEND REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 40,000 40,000 40,000 40,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 40,000 $ 40,000 $ 40,000 $ 40,000 Revenue 0 0 0 0 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: 230 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT BUDGET UNIT TITLE AND NUMBER: Waste Water Management - - 1000-56120 DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality Planning Association for waste water management. RESOURCES RECOMMEND BUDGETED ACTUAL LAST FY REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 7,500 10,000 10,000 10,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 7,500 $ 10,000 $ 10,000 $ 10,000 Revenue 0 0 0 0 Net County Cost $ 7,500 $ 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 Budget Unit account 1000-31100-6340 budget since it involves drainage issues and not water quality. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 231 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED BUDGET UNIT TITLE AND NUMBER: Envision - - 1000-56130 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. RESOURCES REQUESTED RECOMMEND BUDGETED ACTUAL LAST FY NEXT FY CURRENT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 38,225 38,225 51,225 38,225 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 38,225 $ 38,225 $ 51,225 $ 38,225 Revenue 0 0 0 0 Net County Cost $ 38,225 $ 38,225 $ 51,225 $ 38,225 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Envision is requesting $51,225, which is $13,000 higher than the past many years funded at $38,225. The additional request is to cover one-time training and development of leadership. FINANCE/ADMINISTRATION RECOMMENDATION: Finance recommends keeping funding the same as previous years. Recommend approval. BOARD ACTION: 232 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: MENTAL HEALTH North Range BUDGET UNIT TITLE AND NUMBER: Behavioral Health - - 1000-56140 DEPARTMENT DESCRIPTION: Weld County's financial support of the 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. RESOURCES ACTUAL FY LAST BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 191,600 251,000 776,000 276,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 191,600 $ 251,000 $ 776,000 $ 276,000 Revenue 0 0 0 0 Net County Cost $ 191,600 $ 251,000 $ 776,000 $ 276,000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: North Range Behavioral Health is requesting $726,000, which is $500,000 higher than the 2024 request. For years, the board has provided $121,000 for the base mental health programs, $50,000 for the Frederick expansion of mental health services, and $20,000 for the Suicide Education and Support Services (SESS) program. The increase in funding is to provide one-time emergency support to cover gaps in funding now that the Public Health Emergency has ended. 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: Finance recommends approving North Range Behavioral Health at the same $226,000 as last year, however does recommend increasing the Adult Treatment Court back up to $50,000 as it is a reimbursement program and typically comes in well under the budgeted amount. BOARD ACTION: 233 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER BUDGET UNIT TITLE AND NUMBER: A Kid's Place - - 1000-56150 DEPARTMENT DESCRIPTION: The Child Advocacy Center budget unit funds a facility for interviewing and providing services to young victims of child abuse and non -offending family members. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY LAST FY CURRENT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Contra Account 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: This program is now funded in the Social Services budget under Child Welfare since the usage justifies Social Services paying 100%. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continuing to fund this program in the Social Services budget under Child Welfare in 2024 since the usage justifies Social Services paying 100%. BOARD ACTION: Approved as recommended. 234 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Retirement Transfer - - 1000-56160 DEPARTMENT DESCRIPTION: Central budget unit for the transfer of administrative costs for Weld County Retirement Plan. RESOURCES BUDGETED RECOMMEND REQUESTED ACTUAL FY LAST CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: This unit is for the transfer to the Weld County Retirement Plan Fund for the administrative costs of the program. With the underfunding of the Weld County Retirement Plan the Board decided to reimburse the Retirement Fund for the administrative costs of the plan. The administrative costs include the investment fees and other administrative costs. Annually the costs are approximately $1,000,000. The County stopped paying the fees in the 1980's. From 2011-2015 the General Funds made substantial contributions to repay the Retirement Fund for the past administrative costs. As of December 31, 2015, the Weld County Retirement Plan was fully funded under the new accounting rules of GASB 67 and 68. The level of funding for this purpose can be reduced in years where the property tax revenues from oil and gas fluctuate downward and when the retirement fund is fully funded. Due the retirement plan being totally funded, no contribution is required in the 2023 budget. The investment rate assumption will be 5.90% as of December 31, 2021. The 5.90% rate is much more realistic based upon projected investment returns for the Plan. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 235 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Human Services Transfer - - 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program (Human Services Budget). RESOURCES RECOMMEND BUDGETED ACTUAL LAST FY REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 12,351 12,351 1,233,400 1,233,400 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 12,351 $ 12,351 $ 1,233,400 $ 1,233,400 Revenue 0 0 0 0 Net County Cost $ 12,351 $ 12,351 $ 1,233,400 $ 1,233,400 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 and the prior increases in health insurance that have eliminated a majority of the Human Services Fund balance. FINANCE/ADMINISTRATION RECOMMENDATION: This is a policy change for the board and needs to be discussed. It is included in the recommendation but must be decided by the board. BOARD ACTION: GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services Fund. 236 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Health Department Transfer - - 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations. RESOURCES ACTUAL REQUESTED RECOMMEND BUDGETED LAST FY NEXT FY CURRENT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 2,680,275 6,035,292 6,194,386 6,118,644 Capital 0 0 0 0 Gross County Cost $ 2,680,275 $ 6,035,292 $ 6,194, 386 $ 6,118, 644 Revenue 0 0 0 0 Net County Cost $ 2,680,275 $ 6,035,292 $ 6,194, 386 $ 6,118, 644 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 represent the changes made after the budget was submitted and the recommendations made to the board. BOARD ACTION: Approved as recommended. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund. 237 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: TRANSFERS BUDGET UNIT TITLE AND NUMBER: Motor Pool Transfer - - 1000-56160 DEPARTMENT DESCRIPTION: General Fund contribution to Fleet Services for capital purchase. RESOURCES RECOMMEND BUDGETED ACTUAL LAST FY REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 550,000 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 550,000 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 550,000 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Currently, there are no recommendations for Motor Vehicle Transfers for the 2025 budget. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 238 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Economic Development - - 1000-60200 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. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY FY CURRENT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 1,907,034 1,300,000 1,565,000 1,0001000 Gross County Cost $ 1,907,034 $ 1,300,000 $ 1,565,000 $ 1,000,000 Revenue 0 0 0 0 Net County Cost $ 1,907,034 $ 1,300,000 $ 1,565,000 $ 1,0001000 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 $200,000, which is consistent with asks from the previous year. $1,300,000 is budgeted in 2025 to continue coverage of consultants, legal review, and monitoring and preservation of air quality in Weld County to help preserve the quality of air while enabling the agriculture and energy industries to thrive in Weld County. FINANCE/ADMINISTRATION RECOMMENDATION: A review of the upcoming legislation for air quality monitoring allowed Finance to recommend lowering the 2025 budget for this program to $1,000,000. As in prior years, Finance recommends paying for Upstate Colorado and the East Colorado Small Business Development Center (SBDC) out of the Economic Trust Fund. BOARD ACTION: 239 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Building Rents - - 1000-60300 DEPARTMENT DESCRIPTION: Building Rents is a budget unit used to fund lease/purchase contracts for county buildings. RESOURCES RECOMMEND BUDGETED ACTUAL LAST FY REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 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. 240 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 e nsuing fiscal year for payment obligations u nder all lease -purchase agreements involving real property B. The total maximum payment liability of the local government under all lease -purchase agreements involving real property over the e ntire terms of such agreements, including all optional renewal terms C The total amount to be expended during the e nsuing fiscal year for payment obligations u nder all lease -purchase agreements other than those involving real property 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- $ -0- $ -0- $ -0- 241 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Non -Departmental - - 1000-90100 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. RESOURCES BUDGETED RECOMMEND ACTUAL LAST FY REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 184,294 288,300 292,500 292,500 Purchased Services 666,209 978,665 1,410,765 1,710,765 Fixed Charges 106,630 250,000 300,000 300,000 Capital 7,784 0 0 0 Gross County Cost $ 964,917 $ 1,516,965 $ 2,003,265 $ 2,303,265 Revenue 123, 084, 392 185, 773, 921 195, 839, 834 195, 839, 834 Net County Cost $ - 122,119, 475 $ - 184, 256, 956 $ - 193, 836, 569 $ - 193, 836, 569 SUMMARY OF CHANGES: The largest increase in expenses for 2025 are the consultants and training for Phase 2 of the Workday Implementation, which were planned for and approved in prior years, but no longer reflected in any budget detail. There is also a $50,000 increase in Fixed Charges for county -wide training to focus on leadership development in 2025, towards the strategic plan of being an employer of choice. Revenues are up $10,065,913 in total from 2024. Property taxes are budgeted at $xxx, up $23,468,450, or 15.7% from 2023. Revenue from interest earnings remains at $4,000,000 for 2024. Rents from Buildings total $515,632 from Social Services ($166,234), Grainery farm lease ($20,400), and Community Corrections Building ($328,998). Recovery of indirect costs is $6,077,323 and revenues from Urban Renewal Authorities (URA) are budgeted at $2,793,581; however, the revenues will decrease if the temporary mill credit is increased for 2024. Other smaller revenues are stable with little change. FINANCE/ADMINISTRATION RECOMMENDATION: Finance received supporting document- tation to justify an increase for the bilingual program that started in midyear 2024. This was not originally included in the budget, so $300,000 was added to Purchased Services to support this program county -wide and should be reflected in lowered contract services calls as the program gains more traction and outside resources are reduced. BOARD ACTION: 242 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS BUDGET UNIT TITLE AND NUMBER: Community Agency Grants - - 1000-90150 DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that do not fit under a specific county program. RESOURCES ACTUAL LAST FY BUDGETED RECOMMEND REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 68,000 80,000 1,081,000 80,000 Gross County Cost $ 68,000 $ 80,000 $ 1,081,000 $ 80,000 Revenue 0 0 0 0 Net County Cost $ 68,000 $ 80,000 $ 1,081,000 $ 80,000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: AGENCY A Woman's Place Packz4Kidz Reading Great by 8 211 Information and Referral Weld's Way Home Total Funding is included for the following community agencies: PRIOR YEAR 10,000 0 10,000 50,000 10,000 REQUEST $ 10,000 1,000 $ 10,000 50,000 1,010,000 $ 80,000 $ 81,000 RECOMMEND FINAL $10,000 0 10,000 50,000 10,000 $80,000 FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community agencies with requests that do not fit under a specific program. The following is the recommendation for each agency: A Woman's Place has requested $10,000 for 2025. This is the second year the agency has made a request. The agency is a domestic violence shelter for women, assisting over 450 women and offering 4,000 nights of stay estimated a year. The request for funding is due to increases in demand. The funding is requested to assist with staff salaries. 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. 243 COMMUNITY AGENCY GRANTS (CONTINUED) 1000-90150 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 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 (VWVH) effort, which is a long-term countywide strategic plan to address homelessness and housing instability. WVVH 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. Packz4Kidz has requested $1,000 towards the purchase of backpacks and supplies for BOARD ACTION: See notes for each agency regarding funding in italics. 244 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Weld County Bright Futures - 1000-90160 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. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 296,043 315,407 394,560 315,407 Fixed Charges 2,500,000 2,0007000 27000,000 27000,000 Capital 0 0 0 0 Gross County Cost $ 2,7967043 $ 2,3157407 $ 2,394,560 $ 2,3157407 Revenue 0 0 0 0 Net County Cost $ 2,796,043 $ 2,315,407 $ 2,394,560 $ 2,315,407 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES: The 2025 request includes $87,500 to support one additional Scholar Relations Officer position to be included. Other expenses were reduced to help offset this increase. $2,000,000 is included from the General Fund for the anticipated Bankhead Jones transfer in 2024 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 2024 approved level. Recommend approval. BOARD ACTION: 245 BRIGHT FUTURES (CONTINUED) 1000-90160 PERFORMANCE MEASURES Work Out. uts expenditure expenditure ACTUAL ESTIMATED PROJECTED 1,003 $1.75 0.000 $0.82 $5.15 1,083 M $2.17 0.000 $0.79 $6.23 M 1,137 $2.27 0.000 $0.83 $6.38 M Students Grant Efficiency Dollars in Program Awarded Measures FTE's Per Per capita capita per 10,000/capita administrative student grant 246 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EXTENSION SERVICES BUDGET UNIT TITLE AND NUMBER: Extension - - 1000-96100 DEPARTMENT DESCRIPTION: The Extension Services Department provides adults and 4-H youth with unbiased, research -based education for agricultural, environmental, and consumer issues. RESOURCES ACTUAL LAST FY REQUESTED RECOMMEND BUDGETED CURRENT FY NEXT FY NEXT FY Personnel Services $ 573,976 $ 616,415 $701,120 $ 653,153 Supplies 4,337 8,300 8,300 8,300 Purchased Services 33,444 60,700 60,700 60,700 Fixed Charges 2,472 0 0 Capital 0 0 0 Gross County Cost $ 614,229 $ 685,415 $ 770,120 $ 722,153 Revenue 0 0 0 Net County Cost $ 614,229 $ 685,415 $770,120 $ 722,153 Budgeted Positions 12.375 12.975 12.975 12.975 SUMMARY OF CHANGES: Increase in the personnel line item to cover CSU and County employees including the Outreach Coordinator Position as well as funding for additional internships in 2025. No other changes are proposed. FINANCE/ADMINISTRATION RECOMMENDATION: Additional review of the Personnel Services determined that the requests could be met at a reduced cost. Personnel Services was reduced to reflect actual needs, and is recommended for approval. BOARD ACTION: 247 EXTENSION SERVICES (CONTINUED) 1000-96100 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. New partnerships were established, and opportunities were created. 2. Partnership and collaboration with City of Greeley Museums at White -Plumb Farm. 3. Colorado Women in Ag Conference 2025STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Plan for growth to balance capacity of infrastructure. 2. Enhance methods of communication to provide communities with increased information, resources, and programing. 3. Continue to expand ways for communities to engage with and receive services from the Weld County Extension. PERFORMANCE MEASURES ACTUAL PROJECTED ESTIMATED uts Work Outcuts 4-H enrollment 931 1,000 1,050 4-H volunteers 201 200 200 4-H outreach (non -duplicate) 4,388 5,000 5,300 4-H outreach contact hours 4,499 5,200 5,500 Master Gardener contacts 2,000 2,500 2,700 Master Gardener volunteer hours 2,320 2,400 2,500 Family & Consumer Science social media 4,391 12,000 12,000 outreach Family outreach & Consumer Science in person 179 300 350 Efficiency Measures FTE's per 10,000/capita 0.359 0.350 0.359 Per capita cost (county support) $1.34 $1.54 $1.90 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. 248 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EXTENSION SERVICE BUDGET UNIT TITLE AND NUMBER: County Fair - - 1000-96200 DEPARTMENT DESCRIPTION: The County Fair budget division organizes, plans, and administers the annual County Fair. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 46,459 $ 95,035 $ 95,035 $ 95,035 Supplies 14,859 20,000 50,000 50,000 Purchased Services 76,734 68,995 68,995 68,995 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 138,052 $ 184,030 $ 214,030 $ 214,030 Revenue 0 0 0 0 Net County Cost $ 138,052 $ 184,030 $ 214,030 $ 214,030 Budgeted Positions 1.25 1.25 1.25 1.25 SUMMARY OF CHANGES: Supplies to be increased for a one-time purchase of a golf cart to be used year-round by staff and board. Last increase to the supplies line item was 2014. FINANCE/ADMINISTRATION RECOMMENDATION: If approved, the purchase of the golf cart will be moved to Fleet. Recommend approval. BOARD ACTION: 249 COUNTY FAIR (CONTINUED) 1000-96200 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Effective and collaborative partnership between the Fair Board and Staff. 2. Livestock Sale grossed $1.78 million. 3. A successful search was conducted for a Fair Coordinator. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Increase entries and exhibitors' numbers through increased awareness of Fair. 2. Plan for growth to balance capacity of infrastructure. 3. Encourage and foster opportunities for community members and partnering organizations to engage in Fair. PERFORMANCE MEASURES uts Work Outcuts support) ACTUAL PROJECTED ESTIMATED 4,954 20,000 0.036 917 $0.46 5,000 5,200 950 1,000 30,000 32,000 0.035 0.035 $0.50 $0.51 Exhibits registered registered Measures Exhibitors Attendees Efficiency FTE's Per capita per 10,000/capita cost (county 250 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FACILITIES BUDGET UNIT TITLE AND NUMBER: Veterans Services - - 1000-96400 DEPARTMENT DESCRIPTION: In accordance with CRS Title 28, Article 5, Part 8, provides all types of services to veterans of Weld County. RESOURCES RECOMMEND ACTUAL LAST FY BUDGETED REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 133,852 $ 251,940 0 0 Supplies 297 3,500 0 0 Purchased Services 6,269 9,998 0 0 Gross County Cost $ 140,418 $ 265,438 0 0 Revenue 14,280 28,560 0 0 Net County Cost $ 126,138 $ 236,878 0 0 Budgeted Positions 3.0 0.0 0.0 0.0 SUMMARY OF CHANGES: The Veteran's Services unit was moved to Human Services at the end of 2023, and the budgeted dollars were moved with a budget supplemental in 2024. No budget in the General Fund will be prepared for this unit. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 251 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Island Grove Building - - 1000-96500 DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building (Event Center). RESOURCES REQUESTED RECOMMEND ACTUAL LAST FY BUDGETED NEXT FY NEXT FY CURRENT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 171,263 187,177 901,967 901,967 Capital 0 0 0 0 Gross County Cost $ 171,263 $ 187,177 $ 901,967 $ 901,967 Revenue 0 0 0 0 Net County Cost $ 171,263 $ 187,177 $ 901,967 $ 901,967 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The Event Center's proposed budget for 2024 is $610,879. Revenue from rents and facility use fees for 2024 is estimated to be $194,930. The County payment for the Event Center is proposed to be $187,177, which is up $15,914, or 9.29%. The increase is due to the increased costs of labor and utilities and anticipated higher usage. 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. The City of Greeley will also contribute approximately $187,177 for 2024, per the Intergovernmental Agreement between Weld County and the City of Greeley for the operation of the facility. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 252 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER: Asset and Resource Management - - 1000-96600 DEPARTMENT DESCRIPTION: The Asset and Resource Management budget unit funds costs associated with the management of county property assets and leases. RESOURCES REQUESTED RECOMMEND BUDGETED ACTUAL LAST FY NEXT FY CURRENT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 4,720,687 4,700,500 4,736,463 4,736,463 Fixed Charges 295,497 437,385 437,385 437,385 Capital 0 0 0 0 Gross County Cost $ 5,016,184 $ 5,137, 885 $ 5,173, 848 $ 5,173, 848 Revenue 0 0 0 0 Net County Cost $ 5,016,184 $ 5,137, 885 $ 5,173, 848 $ 5,173, 848 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. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 253 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY BUDGET UNIT TITLE AND NUMBER: Contingency - - 1000-99999 DEPARTMENT DESCRIPTION: Contingency Funds are funds used to cover reasonably unforeseen expenditures. RESOURCES REQUESTED RECOMMEND BUDGETED ACTUAL LAST FY NEXT FY CURRENT FY NEXT FY Personnel Services $ 0 $ 0 $ 7,9981555 $ 7,998,555 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 7,998,555 $ 7,998,555 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 7,998,555 $ 7,998,555 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The 2025 salary adjustment includes a 3.0% cost of living adjustment (COLA) and up to a 10% increase to the county portion of paid health insurance costs per employee, and includes all newly requested positions for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amounts, and all contingency dollars, are policy issues for the board. BOARD ACTION: 254 PUBLIC WORKS Revenue to Fund Expenses $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 o 202 ❑2025 0 0 6) N N- (0 C7 0 0 0 0 0 0 0 O 00 0 0 LO - €73 keg' }ve la N`o'r 0 0 0 0 O O, 0 0 0 rn Keke S0J 0 0 0 0 0 0 O N t t S S Ore �a 2025 Revenue Total $99,798,618 (2024 $82,607,945) Severance Tax $5,400,000 5% Licenses/Permits $950,000 1% Property Taxes $1 5,000,000 15% Highway Users Fee l \ .x 13% $13,141,672 - 0 0 O 0 0 0 0) ILO 0 d' 0 rn(3) d' N O co N r 0 0 0 0 `tecfr 0 0 0 O 0 0 N O (0 N E& CO N 69 s Orroe 0\‘ 51/4,43 Other Taxes $11,901,000 12% Fund Balance $1 7,776,037 18% Federal/State $11,829,909 12% Miscellaneous $23,800,000 24% PUBLIC WORKS 2025 EXPENDITURES Total $99,798,618 (2024 $77,115,128) $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 Bridge Construction $8,797,151 Municipalities9% $3,591,243 3% Pavement Mangement $13,696,797 14% Public Works $40,316,242 40% Gravel Road Management Maintenance Support $11,888,47 $4,171,515 12°/ 4% Trucking $8,041,677 8% Mining $7,685,461 8% Adminstration $1,610,057 2% $23,797; 086 `71- Ncr Eft 2024 ❑ 2025 N- a N- CO C6 CO C) (0 (SD r CO CO T- O S _ O Eft 7 Public Works Pavement Mangement Municipalities Bridge LU CO •71- O CO cc CO 0O ize o ►` C O � N r 0 S CO O '71: N O5 cc C L cfl b9- €09 - Gravel Road Maintenance Construction Management Support Trucking Mining P -- to o 0 O co C Adminstration 256 SEVEN YEAR TREND Public Works 99.8 $100 $90 $80 $70 $60 co z ;$50 J 2 $40 $30 $20 $10 $0 81.18 77.12 68.91 69.365 63.67 65.08 2019 2020 2021 2022 2023 2024 2025 257 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 2025 total $350,647,763 which includes a fund balance of $268,625,182. Property tax is set at $15,000,000, the same as 2024. Specific Ownership tax is estimated to increase slightly to $11,901,000, up $301,000, or 2.5% from 2024. Total HUTF is planned to be distributed by the state at $13,141,672, a $1,150,672 increase from 2024. Permit revenues and Motor Vehicle Registration Fees are budgeted at $950,000 and $400,000, respectively, remaining the same as 2024. Grazing fees are $7,500,000, which is $500,000 decrease from 2024, due to the decrease in assessed value and estimated production. Oil and gas revenues are estimated to decrease by $2.5 million to $22,500,000, for the same reason as the Grazing fees, a reduction in production and decrease in assessed value. Federal mineral lease revenues are $1,200,000 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 2025, the district is funding $1,200,000 in oil and gas haul route projects. PI LT is budgeted at $88,500 remaining the same as expected in 2024. Severance tax is budgeted at $5,400,000, from information provided by the state. 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 $3,841,409 and includes the Energy Impact Assistance grants which are expected to total $1,500,000. There is 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 WCR 41, and an additional $600,000 expected from CDOT for the intersection improvements at Hwy 392 and WCR 35. The budgeted appropriations for Public Works in 2025 total $99,798,618 and is up $22,683,490 from 2024. The increases are reflective of contractual support to get the numerous projects in the Capital Improvement Plan back on track from Covid related delays. The total staffing was requested at a 15.0 FTE increase, however the recommendation is that 6 of those FTE be delayed to another year. The nine FTE increase and additional projects are the main reason for the increase. The expected expenditures will utilize approximately $16 million of the fund balance, if approved as recommended. 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 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 2025 and beyond, the amount spent on capital projects should also be stable. The 2025 Public Works Capital Improvements Plan is available on the County web site at https://www.weld. gov/Government/Departments/Public-Works/Transportation-Planning. 258 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 2024 allocation of highway user tax fund monies and county road and bridge fund are as follows: Gravel Road Management Maintenance Support $ 11, 888, 475 1,253,197 TOTAL $ 13,141, 672 259 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 persons 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. Based upon the above definitions, Weld County's Public Works 2025 budget would be allocated as follows by the above categories: TOTAL Road and Bridge Construction $ 8, 797,151 Gravel Road Management 11,888,475 Maintenance Support 4,171,515 Trucking 8,041,677 Mining 7,685,461 Administration 1,610,057 Pavement Management 13,696,797 Municipalities 3,591,243 Contingency 1,191,203 Public Works: Haul Route Program (HARP) 3,000,000 Part-time 1,173,839 Contract 34,951.200 HUTF STATE $ 0 11, 888, 475 1,253,197 0 0 0 0 0 0 0 0 0 LOCAL/OTHER $ 8, 797,151 0 2,918,318 8, 041, 677 7, 685, 461 1, 610, 057 13, 696, 797 3, 591, 243 1.191.203 3, 000, 000 1,173, 839 34.951.200 TOTAL $99,798,618 $13,1411672 $86, 656, 946 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 2025. 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. 260 PUBLIC WORKS SUMMARY OF REVENUES 2025 Fund 2000 2000 2000 Acct 90100 4112 90100 4130 90100 4140 Account Title TAXES CURRENT PROPERTY TAXES SPECIFIC OWNERSHIP TAXES SEVERANCE TAXES TOTAL TAXES PERMITS 2000 90100 4221 PERMITS 2000 2000 2000 2000 2000 90100 4316 90100 4318 90100 4334 90100 4338 90100 4340 2000 90100 4640 2000 90100 4680 INTERGOVERNMENTAL GRAZING ACT PAYMENT IN LIEU OF TAXES HIGHWAY USER MOTOR VEHICLE REG GRANTS TOTAL INTERGOVERNMENTAL MISCELLANEOUS OIL AND GAS OTHER TOTAL MISCELLANEOUS TRANSFER 2000 90100 712700 TRANSFER TOTAL PUBLIC WORKS 2024 Bud et 15, 000, 000 11,600,000 4,425,000 2025 Re • uest 15, 000, 000 11,901,000 5,400,000 2025 Recommend 15, 000, 000 11,901,000 5,400,000 2025 Final 31,025,000 32,301,000 32,301,000 950,000 8,000,000 88,500 11, 991, 000 400,000 3,553,445 950,000 715001000 88,500 13,141,672 400,000 3,841,409 950,000 7,500,000 88,500 13,141, 672 400,000 3,841,409 24,032,945 24,971,581 24,971,581 25, 000, 000 1,200,000 22, 500, 000 1,300,000 22, 500, 000 1,300,000 26,200,000 23,800,000 23,800,000 400,000 82,607,945 82,022,581 82,022,581 PUBLIC WORKS SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function 2000 30100 ADMINISTRATION 2000 32100 TRUCKING 2000 32200 GRAVEL ROAD MANAGEMENT 2000 32300 ROAD AND BRIDGE CONSTRUCTION 2000 32400 MAINTENANCE SUPPORT 2000 32500 OTHER PUBLIC WORKS 2000 32600 MINING 2000 32700 PAVEMENT MANAGEMENT 2000 56200 CITIES AND TOWNS 2000 99999 CONTINGENCY TOTAL PUBLIC WORKS 2024 Budget 1,450,574 7,120,170 11,134, 032 8,718,755 3,752,423 23,797,086 6,569,207 10,981,638 3,591,243 0 2025 Reauest 1,610,057 8,041,677 11,888,475 8,797,151 4,171,515 39,125, 039 7,685,461 14,218,016 3,591,243 1,191,203 2025 Recommend 1,610,057 8,041,677 11,888,475 8,797,151 4,171,515 39,125, 039 7,685,461 13,696,797 3,591,243 1,191,203 2025 Final 77,115,128 100,319,837 99,798,618 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2000 DEPARTMENT DESCRIPTION: See individual units. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY LAST FY Personnel Services $ 17,634,962 $ 20,476,538 $ 22,461,112 $ 21,939,893 Supplies 12,650,349 19,029,221 22,776,990 22,776,990 Purchased Services 36, 006, 822 37, 539, 369 55, 003, 735 55, 003, 735 Fixed Charges 14,940 70,000 70,000 70,000 Contra Expense 2,640,053 0 0 0 Capital 31,435 0 8,000 8,000 Gross County Cost $ 68, 978, 561 $ 77,115,128 $ 100, 319, 837 $ 99, 798, 618 Revenue/Fund Bal. 83,074,295 67,607,945 67,022,581 67,022,581 Net Contributed Property Tax $ 14, 883, 988 $ 15, 000, 000 $ 15, 000, 000 $ 15, 000, 000 Budgeted Positions 175 176 191 185 SUMMARY OF CHANGES: See individual units. FINANCE/ADMINISTRATION RECOMMENDATION: See individual units. BOARD ACTION: See individual units. BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100 DEPARTMENT DESCRIPTION: The Administration division directs the activities of Public Works, coordinates complaints, and maintains cost accounting records on projects. RESOURCES ACTUAL BUDGETED RECOMMEND REQUESTED NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 949,756 $ 1,049,061 $ 1,190, 801 $ 1,190, 801 Supplies 94,498 154,371 160,037 160,037 Purchased Services 203,837 247,142 259,219 259,219 Fixed Charges -2,190 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,2457901 $ 17450,574 $ 17610,057 $ 1,6107057 Revenue 0 0 0 0 Net County Cost $ 1,2457901 $ 17450,574 $ 1,6107057 $ 1,610,057 Budgeted Positions 8 8 9 9 SUMMARY OF CHANGES: Personnel Services increased $141,740 for the addition of a new FTE PW Trainer at Grade 46. Supplies increased $5,666 for a radio, charger, and battery for the new position, if approved. Purchased Services is up a total of $12,077. Publications and Subscriptions increased $200 based on the cost of manuals purchased last year. Other Purchased Services is up $121 for increased Dish Network service fees. Phones was increased $4,290 for new or replacement iPhones or iPads and an increase in the quantity and cost of air cards used for the message sign boards. Vehicle Expense is up $3,265 for fleet repair costs and anticipated fuel gallons. Repair and Maintenance Other was increased $7,451 based on annual service and maintenance agreements for office equipment. Travel and Meetings decreased $3,250 based on reduced out of town travel. FINANCE/ADMINISTRATION RECOMMENDATION: The new position is a policy issue for the board. Recommend approval. BOARD ACTION: 264 ADMINISTRATION (CONTINUED) 2000-30100 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Job description conversion into J DX for the department (75) 2. Completed 45% of historical scanning 3. 98% compliance A & AA with web accessibility ADA requirements on website (60 pages) 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Data tracking and analysis of service requests 2. Successful integration to Workday including reporting requirements 3. Data analysis/integrity/quality assurance between divisions for Cartegraph PERFORMANCE MEASURES Work Outputs ACTUAL ESTIMATED PROJECTED 1,495 0.223 $3.48 919 1,550 0.218 $3.96 1,650 960 1000 0.240 $4.29 Service Utility Efficiency Locates Requests q Measures FTEs Per per 10,000/capita cost (county support) capita 265 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Trucking - - 2000-32100 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOM M END NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 3,098,222 $ 3,455,494 $ 3,466,856 $ 3,466,856 Supplies 9,785 13,450 13,450 13,450 Purchased Services 4,559,457 3,651,226 4,561,371 4,561,371 Fixed Charges -1,186 0 0 0 Capital 0 0 0 0 Gross County Cost $ 7,666,278 $ 7,120,170 $ 8,041,677 $ 8,041,677 Revenue 0 0 0 0 Net County Cost $ 7,666,278 $ 7,120,170 $ 81041,677 $ 81041,677 Budgeted Positions 33 33 33 33 SUMMARY OF CHANGES: Personnel Services increased $11,362 due to Overtime rate of pay increasing. Purchased Services increased a total of $910,145. There was an increase in Utilities of $3,000 for port -o -let service fees; Vehicle Expenses was increased $95,645 for repair costs and increased fuel gallons; Contract Payments was increased $811,500 for utilizing contract trucks for gravel plan catch up. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 266 TRUCKING (CONTINUED) 2000-32100 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Safely satisfied 100% of hauling needs for construction and emergency operations. 2. Stayed within budget constraints. 3. Completed material hauling contract.to work toward a 5 -year goal of completing all gravel road hauling needs 4. Implemented new training program for leadership group within the Division 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Continue to satisfy 100% of hauling needs for construction and emergency operations 2. Work toward 5 -year goal of completing all gravel road hauling needs 3. Expand training program for leadership group and drivers to ensure safe operations PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out. uts Tons Tons of of Surface Construction Gravel and Transported Emergency 370,886 233,314 400,000 200,000 450,000 200,000 Materials Efficiency Transported Measures FTE's per 10,000/capita 0.922 0.901 0.880 Per capita cost (county support) $21.41 $19.44 $21.45 267 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Gravel Road Management - 2000-32200 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). RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY Personnel Services $ 5,061,077 $ 5,471,012 $ 5,661,010 $ 5,661,010 Supplies 1,884,031 2,368,790 2,528,230 2,528,230 Purchased Services 3,257,185 3,294,230 3,699,235 3,699,235 Fixed Charges - 510 0 0 0 Capital 0 0 0 0 Gross County Cost $ 10,201,783 $ 11,134, 032 $ 11, 888, 475 $ 11, 888, 475 Revenue 0 0 Net County Cost $ 10, 201, 783 $ 11,134, 032 $ 11, 888, 475 $ 11, 888, 475 Budgeted Positions 53 53 55 55 SUMMARY OF CHANGES: Personnel Services increased $189,998 with the conversion of two seasonal service workers to full-time employment at the position of Grader 3 which is a Grade 25. Supplies increased a total of $159,440. Other Operating increased $160,140 due to costs for dust palliative chemicals and increased costs for grader tire chains and supplies for the county welder. Uniforms and Clothing was reduced $700 for reimbursements for the two seasonal employees converted to full-time. Purchased Services is up $405,005 total. Utilities increased $27,605 for utility costs at satellite grader stations and an increase in port -o -let service fees. Vehicle Expense is up $371,900 for anticipated fleet repairs and increase fuel usage. Machinery and Equipment Rental was increased $5,500 for motor grader and roller rental fee increases. FINANCE/ADMINISTRATION RECOMMENDATION: The additional FTE are a policy issue for the board. Recommend approval. BOARD ACTION: 268 GRAVEL ROAD MANAGEMENT (CONTINUED) 2000-32200 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Accomplished all division tasks while improving gravel road infrastructure in the County and staying under budget. 2. 98% of operators attended all safety meetings throughout the year which reduced major incidents. 3. All citizen service calls were addressed and responded to within 24 hours and issues that were direct divisions issues were repaired within a week. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Keep Cartegraph assets up-to-date and develop an OCI for gravel roads while maintaining accurate information for use in division quarterly, HUTF and GASB reports. These reports would track the level of service or barriers. 2. Maintain a 98+% safety attendance with fewer accidents and incidents throughout the year. 3. Increase the safety awareness and training program for all operators and discuss Public Works incidences at safety meetings. 4. Improve and upgrade the gravel road infrastructure system, including all gravel collector functional classification roads while planning for growth and using best practices and cost effectiveness. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out. uts Miles of Topical Application 193 205 210 Miles of Full Depth Application 67 83 85 Miles of Road Rehabilitation 22 25 25 Miles of Gravel Replenished 253 415 400 Lane Miles of Gravel Roads Maintained 94,964 120,000 125,000 of Snow Removal on Gravel Roads 19,287 20,000 22,000 Hours Efficiency Measures FTE's per 10,000/capita 1.480 1.447 1.467 Per capita cost (county support) $28.49 $30.40 $31.71 269 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Bridge Construction - - 2000-32300 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. RESOURCES BUDGETED REQUESTED RECOMMEND ACTUAL LAST FY NEXT FY CURRENT FY NEXT FY Personnel Services $ 3,212,812 $ 3,517,482 $ 3,524,732 $ 3,524,732 Supplies 1,831,871 3,643,275 3,673,830 3,673,830 Purchased Services 1,182, 835 17512,998 11553,589 1,5531589 Fixed Charges -17095 457000 45,000 45,000 Capital 6,016 0 0 0 Gross County Cost $ 6,2327439 $ 8,7187755 $ 87797,151 $ 87797,151 Revenue 37312 0 0 0 Net County Cost $ 61229,127 $ 81718,755 $ 87797,151 $ 87797,151 Budgeted Positions 33 33 33 33 SUMMARY OF CHANGES: Personnel Services is up $7,250 for increased Overtime average rate of pay. Supplies increased a total of $30,555 due to an increase in Road Construction Supplies of $6,750 for contract RAP crushing. Other Operating Supplies is up $22,145 due to increased costs for riprap, washed rock and concrete. Cost of Goods Sold increased $1,660 for 24 ft cattle guard costs. Purchased Services is up $40,591 as Utilities increased $3,000 due to port -o -let service fees. Other Professional Services is up $20,000 for increased engineering review fees for culverts and bridges. Vehicle Expenses is up $17,591 for anticipated fuel gallons needed. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 270 BRIDGE CONSTRUCTION (CONTINUED) 2000-32300 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Entered over 17,000 possible culvert locations in Cartegraph to allow for task reporting of all Public Works Divisions 2. Improved the process and assigned personnel for culvert inspection to ensure resiliency 3. Entry level driver training process established and budgeted to encourage employee recruitment 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Inspect drainage assets and enter details in Cartegraph to improve work plans 2. Incorporate Cartegraph scenario builder for future work plan and budget predictions 3. Adjust and increase division crews to provide faster response and asset repair 4. Continued awareness and education of stormwater and natural resource protection measures PERFORMANCE MEASURES Work Out • uts support) Completed ACTUAL ESTIMATED PROJECTED 12.5 0.922 $17.39 11 5 7 84 80 0.901 $23.80 13 80 0.880 $23.46 5 Miles Bridge Culverts Efficiency of Projects Road Replaced Measures Construction Completed FTE's Per per 10,000/capita cost (county capita 271 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Maintenance Support - - 2000-32400 DEPARTMENT DESCRIPTION: The Maintenance Support division all traffic control maintenance, management of signs, barricades, construction project signing, and roadway striping county -wide. The unit conducts routine and sustained snow removal operations as needed. RESOURCES BUDGETED REQUESTED RECOMMEND ACTUAL LAST FY NEXT FY CURRENT FY NEXT FY Personnel Services $ 1,480,906 $ 1,651,292 $ 1,667,292 $ 1,667,292 Supplies 1,067,621 1,798,750 2,090,350 2,090,350 Purchased Services 278,073 302,381 413,873 4137873 Fixed Charges -17095 0 0 0 Capital 25,419 0 0 0 Gross County Cost $ 2,8507924 $ 3,752,423 $ 4,171, 515 $ 4,171, 515 Revenue 0 0 0 0 Net County Cost $ 2,8507924 $ 3,7527423 $ 4,171, 515 $ 4,171, 515 Budgeted Positions 15 15 15 15 SUMMARY OF CHANGES: Personnel Services increased $16,000 due to an increase in Overtime based on increases in wages. Supplies increased a total of $291,600. Road Construction Supplies increased $16,250 based on the price of liquid deicer for snow operations. Other Operating Supplies increased a total of $1,350 as the P20+ glass beads quantity was increased; high build paint costs were removed for 2025; and cellular reception boosters for vehicles was added. Cost of Goods Sold is up $274,000 due to anticipated higher costs and an increase in the quantity of white traffic paint and glass beads to meet FHWA standards. Purchased Services increased by $111,492 due to costs for port -o -let service fees and dumpster fees paid from Utilities which is up $5,750. Vehicle Expense was increased $105,742 based on actual fleet repair costs for last year and estimated fuel gallons. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 272 MAINTENANCE SUPPORT (CONTINUED) 2000-32400 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Began calibration verifications of snow removal equipment and begin reviewing data of product usage and efficiency. 2. Created automations and user layers in Cartegraph to keep real time data available for maintenance and replacement of assets. 3. Improved standardization of equipment and tools to better assist the traveling public by making task completion more efficiently. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Refine the plan to meet Federal Highway Administration standards for highway striping reflectivity. 2. Develop and refine strategies to address theft and vandalism of traffic signs. 3. Complete the training of all division staff members for the National Traffic Control Supervisor certification training. 4. Refine data driven decisions about snow and ice removal resources. PERFORMANCE MEASURES Work Out • uts Striped Closures support) ACTUAL ESTIMATED PROJECTED 298 751 71 0.419 $7.96 0.409 $10.24 285 875 90 0.400 $11.13 285 875 90 Stop Miles Scheduled Efficiency Signs of Pavement Repaired Construction Measures FTE's Per per 10,000/capita cost (county capita 273 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Other Public Works - - 2000-32500 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. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND NEXT FY CURRENT FY NEXT FY Personnel Services $ 831,816 $ 1,792,510 $ 1,173, 839 $ 1,173, 839 Supplies 0 0 0 0 Purchased Services 24,328,337 21,459,688 37,951,200 37,951,200 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 25,160,153 $ 23,252,198 $ 39,125,039 $ 39,125,039 Revenue 0 0 0 0 Net County Cost $ 25,160,153 $ 23,252,198 $ 39,125,039 $ 39,125,039 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Personnel Services decreased $618,671 with the conversion of 14 seasonal employees to full- time employment in various Public Works divisions due to difficulties in hiring. Utilities increased $3,300 for streetlights for the CR 6/13 roundabout. Contract Payments decreased $760,580 for railroad closures. Infrastructure Projects increased $13,703,904 for the construction of the 6/13 roundabout and the High Plains Blvd (CR 9.5) project. FINANCE/ADMINISTRATION RECOMMENDATION: While not all full-time conversions were recommended, it is recommended to leave the seasonals at the current budget and if needed, a supplemental can be requested during the year. Recommend approval. BOARD ACTION: 274 OTHER PUBLIC WORKS (CONTINUED) 2000-32500 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Updated bridge project cost estimates more often to keep up with cost increases due to inflation 2. Strengthened and clarified bid specifications to reduce change orders and add resiliency to projects 3. Provided more in-house training for engineers and inspectors on how to interpret specifications 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Use new underlayment technology to extend the life of HRP Roadways 2. Continue to build roundabouts for maximum safety using concrete paving to increase resiliency 3. Add larger shoulders when designing intersections and other roadway improvements PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Bridge Efficiency Rehabilitation Measures Projects 1 1 2 Per capita cost (county support) $70.26 $63.48 $104.36 275 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Mining - - 2000-32600 DEPARTMENT DESCRIPTION: The Mining division is responsible for mining, crushing, and screening of gravel in county -owned quarries. RESOURCES ACTUAL REQUESTED RECOMMEND BUDGETED CURRENT FY NEXT FY LAST FY NEXT FY Personnel Services $ 706,671 $ 895,816 $ 899,070 $ 899,070 Supplies 2,987,732 5,114,374 6,216,374 6,216,374 Purchased Services 333,039 559,017 562,017 562,017 Fixed Charges 0 0 0 0 Capital 0 0 8,000 8,000 Gross County Cost $ 4,027,442 $ 6,569,207 $ 7,685,461 $ 7,685,461 Revenue 0 0 0 0 Net County Cost $ 4,027,442 $ 6,569,207 $ 7,685,461 $ 7,685,461 Budgeted Positions 7 8 8 8 SUMMARY OF CHANGES: Personnel Services increased $3,254 for Overtime due to increases in wages from prior years. Supplies are up $1,102,000 largely due to an increase in the tons of surface gravel in Road Construction Supplies and an increased cost per ton for contract crushing. Other Operating supplies was increased $1,000 due to higher costs for small tools. Purchased Services was increased $3,000 for port -o -let service fees. A welder generator combination unit is budgeted in Capital. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 276 MINING (CONTINUED) 2000-32600 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Implemented a new MSHA mobile equipment safety program to improve miner safety at gravel pits 2. Completed crushing contract utilizing resources to assist in meeting long-term agreement deadlines 3. Investigated using existing resources in new ways to assist in improving gravel road infrastructure 4. Fulfilled material production needs 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Continue to develop new MSHA safety programs to improve miner safety at gravel pits 2. Continue to pursue new gravel resources 3. Safely produce quality material to meet the County's resource needs PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out. uts Tons Tons of of Efficiency Pit Road Run Measures Base Material Produced Processed 219,954 153,106 300,000 350,000 200,000 300,000 FTE's per 10,000/capita 0.195 0.218 0.213 Per capita cost (county support) $11.25 $17.93 $20.50 277 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Pavement Management -- 2000-32700 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 operation as needed. RESOURCES BUDGETED REQUESTED RECOMMEND ACTUAL LAST FY NEXT FY NEXT FY CURRENT FY Personnel Services $ 2,293,702 $ 2,643,871 $ 3,686,309 $ 3,165,090 Supplies 4,774,812 5,936,211 8,094,719 8,094,719 Purchased Services 1,8777921 2,3767556 2,4117988 2,411,988 Fixed Charges -1,095 25,000 25,000 25,000 Capital 0 0 0 0 Gross County Cost $ 8,9457340 $ 10, 981, 638 $ 14, 218, 016 $ 13, 696, 797 Revenue 0 0 0 0 Net County Cost $ 8,9457340 $ 10, 981, 638 $ 14, 218, 016 $ 13, 696, 797 Budgeted Positions 26 26 38 32 SUMMARY OF CHANGES: Personnel Services increased $1,042,438 with the conversion of 8 seasonal Service Worker II positions to 8 FTE Service Worker III at Grade 25 and 4 seasonal flaggers to 4 FTE flaggers at Grade 15. Supplies increased $2,158,508 largely due to the increase in Road Construction Supplies of $2,111,858 or the CR 41 project which will be a DOLA grant, paving fabric needed for the CR 37 detour and CR 77 project and increases in the cost of chip seal oil. Uniforms and Clothing is reduced $$4,200 for outerwear reimbursement with the conversion of seasonal employees to FTE. Other Operating Supplies is up $50,850 due to the increased cost for steel monument risers and replacement teeth for the milling machine. Purchased Services is up $35,432 as Utilities increased $2,800 for port -o -let service fees. Vehicle Expense is up $32,632 for a bucket replacement for a loader and increased fuel gallons. FINANCE/ADMINISTRATION RECOMMENDATION: Removed $521,219 from Personnel Services for half the positions requested in 2025, recommending 4 FTE Service Worker III at Grade 25, and 2 FTE Flaggers at Grade 15, with the understanding the remaining FTE may be requested for 2026. BOARD ACTION: 278 PAVEMENT MANAGEMENT (CONTINUED) 2000-32700 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Completed the maintenance overlay, LVR, HRP, chip seal, concrete and slurry seal programs on time and under budget. 2. Completed a 5 -year plan for maintenance overlay, FDR & LVR projects, chip seal, slurry seal and crack fill programs. 3. Developed and acquired equipment to complete shoulder maintenance on paved roadways. 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Complete all Pavement Management projects on time and under budget. This includes grant projects. 2. Convert 12 seasonal positions to full-time, year-round staff. These positions will be for the paving and chip seal crews to assist with safety, quality, efficiency and production on these crews 3. Implement the shoulder maintenance program that was developed in 2024. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Paving 20.29 20.96 20.00 Miles of Milling 12.39 13.69 13.00 Miles of Chip Seal 38.57 30.24 30.00 Miles of Crack Seal 37.96 45.00 45.00 Miles of Slurry Seal 16.84 10.43 9.00 Efficiency Measures FTE's per 10,000/capita 0.726 0.710 1.014 Per capita cost (county support) $24.98 $29.98 $37.92 279 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Grants -In -Aid to Cities and Towns - - 2000-6200 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. RESOURCES ACTUAL LAST FY RECOMMEND REQUESTED BUDGETED NEXT FY NEXT FY CURRENT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 2,648,904 3,591,243 3,591,243 3,591,243 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2,648,904 $ 3,591,243 $ 3,591,243 $ 3,591,243 Revenue 0 0 0 0 Net County Cost $ 2,648,904 $ 3,591,243 $ 3,591,243 $ 3,591,243 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Budget is based upon the anticipated RECOMMEND assessed value of the municipalities with the 2024 mill levy applied. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 280 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND _ BUDGET UNIT TITLE AND NUMBER: Non -Departmental Revenue - - 2000-90100 DEPARTMENT DESCRIPTION: The Non -Departmental Revenue budget unit accounts for revenue generated by Public Works Fund. RESOURCES BUDGETED RECOM NEXT M FY END REQUESTED ACTUAL NEXT FY LAST FY CURRENT FY Personnel Services $ 0 0 $ 0 0 Purchased Services 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue/Fund Balance $ 83,070,983 67,607,945 82,022,581 82,0221581 Net Contributed Property Tax $ 14, 970, 410 $ 15, 000, 000 $ 15, 000, 000 $ 151000,000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The resources for 2025 total $335,647,763 which includes a beginning fund balance of $268,625,182. Property tax is set at $15,000,000, the same as prior years. Specific Ownership tax is estimated to increase slightly to $11,901,000, up $301,000 from the prior year. Total HUTF is estimated to be $13,141,672, which is up $1,041,672 from 2024. Permit revenues and Motor Vehicle Registration Fees are budgeted at $950,000 and $400,000, respectively, remaining the same as 2024. Grazing fees are estimated at $7,500,000, which is $500,000 lower than received in 2024. Oil and gas revenues are anticipated to reduce by $2.5 million based on the lower assessed value, being budgeted at $22,500,000. There is no revenue being transferred in from the Solid Waste Fund or Benefit Area Districts for 2025, with the fund balance absorbing any additional expenses. If the budget is approved as recommended, approximately $16 million of the fund balance will be used for the projects approved in 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 281 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999 DEPARTMENT DESCRIPTION: Contingency funds will be used to cover recommended salary increase amounts. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY NEXT FY NEXT FY CURRENT FY Personnel Services $ 0 $ 0 $ 1,191,203 $ 1,191,203 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 1,191,203 $ 1,191,203 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 1,191,203 $ 1,191,203 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Estimated Cost of Living Amount (COLA) is based on 3% as indicated in mid -2024 by the regional CPI. Also includes an approximate 15% increase in the health insurance for each unit within the Fund. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 282 SOCIAL SERVICES 2025 Revenue Total: $66,618,550 (2024 $58,413,705) $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 O Property taxes O 0o 0 ti M O2024 ❑ 2025 CD 00 � r CO .. O O o 0o cflfatk Federal/State Fund Balance Social Services Revenue Fund Balance $6,610,811 10% Federal/State $45,557,739 68% Property taxes $14,450,000 22% SOCIAL SERVICES 2025 Expenditures Total $64,414,405 (2024 $50,412,419) Core Services $3,800,000 6% TANF $4,830,000 8% Miscellaneous $746,300 1% AND $80,000 0% Child Support Admin $4,640,000 8% $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 Child Welfare $22,550,000 37% Adult Protection $2,050,000 3% Day Care $1,773,000 3% 0 0 CO CO O O O LU N N 0} a) M LU Co $20,895,105 O O O O O O O O LO Efl 69 LEAP $50,000 0% Administration $20,895,105 34% O2024 ❑ 2025 O O O O O Co oLU COo CO (- -J C C 0 0 0 0 0 0 r O O O N. CO C`ri O LU e O O O O O O O CD - C3) 00 �} C} C) epz es\ G Q co 284 SEVEN YEAR TREND Social Services $65 $60 $55 $50 $45 $40 z $35 O J a $30 $25 $20 $15 $10 $5 $0 61.41 50.41 45.78 45.89 46.31 43.48 44.065 I IIIIII 2019 2020 2021 2022 2023 2024 2025 285 SOCIAL SERVICES FUND SUMMARY The total Social Services Fund budget is $61,419,300. The programs are funded by property tax of $14,450,000, and state and federal funds of $44,762,617, and the potential use of approximately $1,411,561 of fund balance to cover both anticipated and unanticipated cost overruns. Recent increases in the cost of Health Insurance for departmental staff have increased overall costs by approximately 6.4% in the past two years, contributing to an overall cost increase of nearly 39%. Meanwhile, funding from the programs supervised by Federal and State partners has increased by only a 6.5% per year average over that same time. This combination creates greater reliance on local funds to continue providing the mandated services reflected in this section of the budget. Funding from the American Rescue Plan Act of 2021 (ARPA) and other COVID-19-related legislation will likely be fully expended within the next year. Many of the programs we are mandated to administer have been expanded to meet increased need and/or partially funded through these revenue sources. As they become no longer available, significant changes to the programs, themselves, or the funding for them will need to occur. While some programs have anticipated this eventuality, and have conducted adequate transition plans, others have not yet determined what adaptations will be made. We continue to advocate for solutions that do not place the burden on county property taxpayers, nor on the most vulnerable residents. 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, 2025. 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. 286 SOCIAL SERVICES FUND ESTIMATED REVENUE 2025 County Administration Non -Program Revenue Other Programs Child Support Administration TANF-Colorado Works Aid to the Needy Disabled Child Care Old Age Pension Child Welfare Core Services Adult Protective Services LEAP General Assistance Sub -Total Federal/State Reimbursement Claims Collection Incentives TANF Adjustment Usage of Deferred Revenues Sub -Total Revenue Potential Use of Fund Balance County Property Tax / Penalties Total Revenue FEDERAL AND STATE $ 13,400,000 0 260,700 3,480, 000 3,344,917 0 898,000 529,000 18,350,000 2,950,000 1,500,000 50,000 0 COUNTY $ 7,500,000 - 170,000 76,600 1,160,000 1,485,083 80,000 875,000 10,000 4,200,000 850,000 550,000 0 40,000 $ 44,762,617 $ 16,656,683 $ 44, 762, 617 600,000 195,122 0 $ 45,557,739 1,411,561 14,450,000 $ 61,419,300 TOTAL $ 20,900,000 - 170,000 337,300 4,640,000 4,830,000 80,000 1,773,000 539,000 22,550,000 3,800,000 2,050,000 5 0, 000 40,000 $ 61,419,300 SOCIAL SERVICES FUND MANDATED FEDERAL AND STATE PROGRAMS Assistance Payment Programs: Most assistance payment programs are mandated by the federal or state government. Consequently, local government is limited as to what can be done to reduce costs from these programs. Temporary Assistance to Needy Families Aid to the Needy Disabled Old Age Pension General Assistance* Colorado Works Federally Mandated X Optional * State law allows counties the option of having a general assistance program and, if established, to determine the benefit level. State Mandated X X X Optional 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. Child Protection — Casework Services Youth Services — Casework Services Adult Protective Services — Casework Services Federally State Mandated Mandated X X X X X x Administration: Costs associated with administration include compensation for direct services through caseworkers, technicians and support staff. In addition, overhead such as rent, utilities, travel, supplies, and equipment are funded through administrative allocations. The State establishes administrative allocations and reimburses at various rates depending on the type of expenditure and program. Expenditures greater than allocation are not guaranteed to be reimbursed. Generally, they are at least partially reimbursed through the use of transferred TANF funds, surplus distribution, or Federal pass-thru revenues. 288 SOCIAL SERVICES SUMMARY OF REVENUES 2025 Fund Ora Acct Account Title 2024 Budget 2025 Reauest 2025 Recommend 2025 Final TAXES 2100 42111 4112 CURRENT PROPERTY TAXES 2100 2100 2100 2100 2100 2100 2100 2100 2100 2100 2100 42110 4336 42111 4336 42115 4336 42200 4336 42365 4336 42375 4336 42380 4336 42410 4336 42415 4336 42450 4336 42610 4336 INTERGOVERNMENTAL REIMBURSEMENTS REIMBURSEMENTS REIMBURSEMENTS REIMBURSEMENTS REIMBURSEMENTS REIMBURSEMENTS REIMBURSEMENTS REIMBURSEMENTS REIMBURSEMENTS REIMBURSEMENTS REIMBURSEMENTS TOTAL INTERGOVERMENTAL TOTAL SOCIAL SERVICES 13,220,379 10,263,223 400,000 316,500 3,000,000 3,629,917 1,160, 000 392,200 14,750,000 2,200,000 1,0301000 50,000 14,450,000 13,400,000 795,122 260,700 3,480,000 3,344,917 898,000 529,000 18, 350, 000 2,950,000 1,500,000 50,000 14,450,000 13,400,000 795,122 260,700 3,480,000 3,344,917 898,000 529,000 18, 350, 000 219501000 1,5001000 50,000 37,191,840 45,557,739 45,557,739 50,412,219 60,007,739 60,007,739 SOCIAL SERVICES SUMMARY OF EXPENDITURES 2025 Fund 2100 2100 2100 2100 2100 2100 2100 2100 2100 2100 2100 2100 2100 2100 Or Exaenditure Function 42110 ADMINISTRATION -REGULAR 42111 NON PROGRAM REVENUE 42115 OTHER PROGRAMS 42200 CHILD SUPPORT ADMINISTRATION 42365 COLORADO WORKS 42370 NEEDY AND DISABLED 42375 DAY CARE & ADMINISTRATION 42380 OLD AGE PENSION 42410 CHILD WELFARE & ADMINISTRATION 42415 PLACEMENT ALTERNATIVE CARE 42450 ADULT PROTECTION 42610 LEAP ADMINISTRATION 42700 GENERAL ASSISTANCE 427000 COMMON SUPPORT 2024 Budget 15,613,519 -150,000 326,500 3,860,000 5,115, 000 90,000 1,910,000 402,200 18, 950, 000 2,900,000 1,330,000 50,000 15,000 2025 Reauest 20, 900, 000 -170,000 337,300 4,640,000 4,830,000 80,000 1,773,000 539,000 22, 550, 000 3,800,000 2,050,000 50,000 40,000 2025 Recommend 20, 895,105 -170,000 337,300 4,640,000 4,830,000 80,000 1,773,000 539,000 22, 550, 000 3,800,000 2,050,000 50,000 40,000 2025 Final 50,412,219 61,419,300 61,414,405 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2100 DEPARTMENT DESCRIPTION: See individual units. ACTUAL RECOMMEND RESOURCES BUDGETED REQUESTED NEXT FY CURRENT FY LAST FY NEXT FY Personnel Services $32,2417200 $3770007000 $457515,000 $451510,105 Supplies 3107500 486,500 510,300 510,300 Purchased Services 878677817 8,195, 000 8,735,000 8,735,000 Fixed Charges 5,791,600 5,521,719 7,510,000 7,510,000 Capital 0 0 0 0 Contra Expense - 897,600 - 791,000 - 851,000 - 8517000 Gross County Cost $46,313,517 $501412,219 $617419,300 $61,4147405 Revenue Fund Balance / 33, 211, 957 37,191, 840 46, 969, 300 46, 965, 384 Net Contributed Property Tax $137101,560 $13,220,379 $14,450,000 $14,4507000 Budget Positions 392.0 413.0 416.0 416.0 SUMMARY OF CHANGES: See Individual Budget Units. FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units. BOARD ACTION: See Individual Budget Units. 291 SOCIAL SERVICES FUND GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: • The Child Support team collects and distributes more than $22 million dollars in child support to families in the community, maintaining the current support collection rate of approximately 67%, the highest of all 10 large counites in Colorado (Priority 1 [SP1]) • The Family Resources outreach team goes to the local jail to assist incarcerated individuals who will be released in the near future with public assistance benefits applications or can work with customers over the phone/virtual to provide these services. (SP1 B) • The Family Resources team oversees the Human Services Funds Distribution process and frequently refers customers to Catholic Charities and the District Attorney's office to apply for Victim Assistance and Compensation. (SP1C) • The Assistance Payments team facilitates the application, approval and reapproval processes for multiple medical assistance categories to support citizens' access to essential health services. (SPIF) • To ensure the best customer experience, DHS regularly reviews and follows the Civil Rights and Conflict of Interest policies in municipal code. (SP2A) • WCDHS provides numerous opportunities to staff for structured communications and feedback to foster an environment of transparent, timely & relevant communication, including employee/ supervisor roundtables, focus groups, StaffSyncUp, department -initiated satisfaction surveys, weekly JT Show, Wellness Wednesday & bi-monthly NewsFlash, bi-weekly Department announcements & All About Us program. (SP4A) • The Department employs several strategies to establish consistent application of leadership goals & objectives and supervisory roles to provide accountability including daily supervisor check -ins for information sharing, strategic workflow & supervision consistency, weekly management assembly to align vision & report on progress, monthly focused leadership development opportunities, development of training roadmaps including expectations of productivity, quality & professionalism. (SP4C) • The Department implemented the Binti system to improve efficiencies for Child Welfare, Fiscal and external providers of services to our clients. (SP5) • The Department prioritizes kinship care (Kin Culture Initiative), reflecting a commitment to placing children with relatives whenever possible, which can lead to better outcomes for the children involved. (SP5A) • Our Child Support team installed a TouchPay payment machine in our lobby to streamline child support payment processing, improving timeliness of payments to recipients, and providing non -custodial parents with alternative methods for remitting monthly child support remittances. (SP5D) • Our Child Welfare team conducts town halls for foster parents, indicating a commitment to keeping them informed and involved in the process. (SP5E) 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: • DHS will implement our Emergency Preparedness Team to ensure safety of DHS staff and continuity of operations in the event of an actual emergency. (SP1) • DHS will implement updated appointment and client communications systems in child welfare and assistance payments units. (SP5D) 292 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOC AL SERV CES BUDGET UNIT TITLE AND NUMBER: County Administration - - 2100-42110 DEPARTMENT DESCRIPTION: The County Administration budget unit includes expenditures for Staff Compensation and Operations attributable to Food Assistance, Medicaid, Common Support programs, and Fraud Investigation. The State establishes an allocation that limits the reimbursement for administrative expenditures. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 7,7107000 $ 9,875,000 $ 12, 750, 000 $ 12, 745,105 Supplies - 400,000 - 600,000 - 450,000 - 450,000 Purchased Services 3,253,617 2,100,000 2,400,000 2,400,000 Fixed Charges 4,570,000 4,268,519 6,250,000 6,250,000 Contra Expense - 167000 - 30,000 - 50,000 - 50,000 Gross County Cost $ 15,117, 617 $ 15, 613, 519 $ 20, 900, 000 $ 20, 895,105 Revenue 87887,754 10, 263, 223 13, 400, 000 13, 396, 084 Net County Cost $ 6,229,863 $ 5,350,296 $ 7,500,000 $ 7,500,000 Budget Positions 174.0 193.0 193.0 193.0 SUMMARY OF CHANGES: The Department is requesting the reclassification of two Assistance Payments Supervisors from their current Grade 35 to Grade 36, as well as the re-classification of a Part-time Fiscal Accounting Clerk to a Full-time position. We are also requesting the investigation and possible implementation of scheduling and texting software to streamline our processes of communicating with program participants. FINANCE/ADMINISTRATION RECOMMENDATION: The review of the positions result in the recommendation of the part-time to full-time position, however the market analysis and point - factor of the job descriptions does not support the two reclassifications from Grade 35 to Grade 36. Those dollars are removed from the Personnel services request, and the 20% cost to the county is reflected with adjustments to other revenues as well. Approval of the adjusted budget is recommended. BOARD ACTION: 293 COUNTY ADMINISTRATION (CONTINUED) 2100-42110 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load (Average) — Food Assistance 16,012 18,631 19,000 Case Load (Average) — Medicaid 41,065 37,000 36,000 Efficiency Measures Food Assistance Timeliness -Applications N/A 95.0% 95.0% Food Assistance Timeliness-RRR N/A 95.0% 95.0% Medical Assistance Timeliness -Applications N/A 95.0% 95.0% Medical Assistance Timeliness-RRR N/A 95.0% 95.0% FTEs per 10,000/capita 4.859 5.269 5.148 Per capita cost $17.40 $14.61 $20.00 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 294 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2100-42111 DEPARTMENT DESCRIPTION: The Non -Program Revenue budget unit includes property taxes, Claim -Collection Incentives, TANF Adjustment, TANF MOE Reduction, and Miscellaneous Revenue Sources. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND REQUESTED NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Contra - 208,200 - 150,000 - 170,000 - 170,000 Gross County Cost $ - 208,200 $ - 150,000 $ - 170,000 $ - 170,000 Revenue 635,086 400,000 795,122 795,122 Net County Cost $ 13,101, 560 $ 13, 220, 379 $ 14, 450, 000 $ 14, 450, 000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: The Department is requesting Property tax funding budgeted at $14,450,00 for 2025. The difference is a combination of special revenue from various department programs. The TANF Adjustment is $195,122. Incentives earned as the result of claims collections for Food Assistance, Medicaid, TANF, and State -Only programs are estimated to be $ 600,000. Fund Balance will likely be reduced by approximately $1,411,561. FINANCE/ADMINISTRATION RECOMMENDATION: Historically programs are reduced when funding is unable to cover the increases. The department has made the argument that the large increases internally for personnel and cost of living raises to adapt to the rising inflation has left them underfunded by the county. The increase in funding is a policy issue for the board. BOARD ACTION: 295 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Other Programs - - 2100-42115 DEPARTMENT DESCRIPTION: The Other Programs budget unit was established for minor or temporary programs for the Department of Social Services. It includes Employment First Medical Exams, Food Stamps Refunds, AFDC Retained Collections, and Collaborative Management. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND REQUESTED NEXT FY NEXT FY Personnel Services $ 260,000 $ 265,000 $ 280,000 $ 280,000 Supplies 1,500 17500 7,300 7,300 Purchased Services 7,700 60,000 50,000 50,000 Fixed Charges 5,800 10,000 10,000 10,000 Contra -15,000 - 10,000 - 10,000 - 10,000 Gross County Cost $ 260,000 $ 326,500 $ 337,300 $ 337,300 Revenue 270,000 316,500 260,700 260,700 Net County Cost $ -10,000 $ 10,000 $ 76,600 $ 76,600 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: No significant changes to the Employment First program are anticipated for 2025. The Department has hired a new coordinator for, and has reimplemented operation of, the Collaborative Management Program in Weld County. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 296 OTHER PROGRAMS (CONTINUED) 2100-42115 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load — Employment First Program 802 1,894 1,800 Efficiency Measures FTE's per 10,000/capita 0.084 0.082 0.080 Per capita cost (county support) ($0.03) $0.03 $0.20 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 297 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Child Support Administration - - 2100-42200 DEPARTMENT DESCRIPTION: The Child Support Administration program is designed to obtain and enforce child support and medical support for dependent children to offset part of the TANF and foster care costs. In addition, child support and medical support are enforced for non -TAN F clients based on court orders. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 3,0007000 $ 31200,000 $ 3,8001000 $ 3,800,000 Supplies 29,000 60,000 50,000 50,000 Purchased Services 506,500 550,000 750,000 750,000 Fixed Charges 39,000 50,000 40,000 40,000 Contra Expense - 42,100 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3,5321400 $ 31860,000 $ 41640,000 $ 47640,000 Revenue 27800,000 3,0007000 37480,000 37480,000 Net County Cost $ 732,400 $ 8607000 $ 1,160, 000 $ 1,160, 000 Budget Positions 30 30 31 31 SUMMARY OF CHANGES: The Department is requesting one additional full-time Establishment Technician at a Grade 27, for an additional cost of $95,810. Applications for this service and the State rules associated with processing those applications have caused significant delays in existing staffs ability to maintain timeliness measures. FINANCE/ADMINISTRATION RECOMMENDATION: The increase of a position is a policy issue for the board. Recommend approval. BOARD ACTION: 298 CHILD SUPPORT ADMINISTRATION (CONTINUED) 2100-42200 PERFORMANCE MEASURES Work Outputs to families support) ACTUAL PROJECTED ESTIMATED 7,966 $22,899,222 1,705 0.838 $2.05 483 $24,000,000 8,000 1,800 0.819 $2.35 8,200 $25,000,000 500 1,900 0.827 $3.09 520 Case Money Orders Applications Efficiency Load distributed Established/Modified Measures Received FTEs Per capita per 10,000/capita cost (county GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 299 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Temporary Assistance to Needy Families and Administration (TANF) - - 2100-42365 DEPARTMENT DESCRIPTION: The TANF program accounts for assistance payment grants for eligible recipients of the TANF program. It also has administrative funding for TANF staff and operating costs. ACTUAL LAST FY BUDGETED RECOMMEND RESOURCES REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,575,000 $ 3,200,000 $ 3,100,000 $ 3,100,000 Supplies 265,000 350,000 375,000 375,000 Purchased Services 1,2507000 17500,000 1,3001000 17300,000 Fixed Charges 807000 757000 75,000 75,000 Contra Expense - 12,000 - 10,000 - 20,000 - 20,000 Capital 0 0 0 0 Gross County Cost $ 4,158, 000 $ 5,115, 000 $ 47830,000 $ 47830,000 Revenue 2,672,917 3,629,917 3,344,917 3,344,917 Net County Cost $ 17485,083 $ 1,4857083 $ 17485,083 $ 17485,083 Budget Positions 14 14 14 14 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. The department anticipates that this will eventually limit the amount of funding that will be available to continue providing job training and placement services, as well as other supportive service needs in the community. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 300 TANF ADMINISTRATION (CONTINUED) 2100-42365 PERFORMANCE MEASURES Work Outputs (Average) Case Load ACTUAL ESTIMATED PROJECTED 709 954 0.391 $4.15 1,076 0.382 $4.05 725 1,000 0.373 $3.96 750 Benefit Employment Case Measures Loads Assistance Efficiency FTEs Per per 10,000/capita cost (county support) capita GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 301 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled - - 2100-42370 DEPARTMENT DESCRIPTION: The Aid to Needy Disabled program account for assistance grants for eligible disabled and Medicaid benefits for SSI clients. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY CURRENT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Fixed Charges 95,500 110,000 110,000 110,000 Contra Account - 11,400 - 20,000 - 30,000 - 30,000 Gross County Cost $ 84,100 $ 90,000 $ 80,000 $ 80,000 Revenue 0 0 0 0 Net County Cost $ 84,100 $ 90,000 $ 80,000 $ 80,000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 302 AID TO NEEDY DISABLED (CONTINUED) 2100-42370 PERFORMANCE MEASURES Work Outputs RRR ACTUAL ESTIMATED PROJECTED $0.23 120 N/A 126 99% $0.25 130 99% $0.21 Case Efficiency Load Measures Timeliness Per capita of cost Application (county / support) GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 303 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375 DEPARTMENT DESCRIPTION: The Child Care program provides day care services for children from TANF and "income eligible" households. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY CURRENT FY Personnel Services $ 915,000 $ 900,000 $ 750,000 $ 750,000 Supplies 0 0 3,000 3,000 Purchased Services 940,000 1,000,000 1,0001000 1,000,000 Fixed Charges 8,000 10,000 20,000 20,000 Contra Expense - 1,550 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,861,450 $ 1,910,000 $ 1,773,000 $ 1,773,000 Revenue 1,270,000 1,160,000 898,000 898,000 Net County Cost $ 591,450 $ 750,000 $ 875,000 $ 875,000 Budget Positions 6.0 6.0 6.0 6.0 SUMMARY OF CHANGES: This program will continue to see significant changes in 2025 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. The full impact of those changes will take some time to quantify. FINANCE/ADMINISTRATION RECOMMENDATION: No significant changes reflected for the 2025 budget. Recommend approval. BOARD ACTION: 304 CHILD CARE (CONTINUED) 2100-42375 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Efficiency Load 1,019 Measures 1,100 1,250 FTE's Per capita per 10,000/capita cost (county support) 0.168 $1.65 0.164 $2.05 0.160 $2.33 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 305 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Old Age Pension - - 2100-42380 DEPARTMENT DESCRIPTION: The Old Age Pension program provides money payments to eligible seniors who meet income, resource and age tests. Program costs are reimbursed approximately 99.5 percent by the state. Administrative costs are reimbursed 100 percent. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND REQUESTED NEXT FY NEXT FY Personnel Services $ 275,000 $ 300,000 $ 460,000 $ 460,000 Supplies 50,000 507000 50,000 50,000 Purchased Services 30,000 50,000 25,000 25,000 Fixed Charges 3,300 3,200 5,000 5,000 Contra Expense - 17350 - 17000 - 1,000 - 1,000 Gross County Cost $ 356,950 $ 402,200 $ 539,000 $ 539,000 Revenue 347,500 392,200 529,000 529,000 Net County Cost $ 9,450 $ 10,000 $ 10,000 $ 10,000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated for this program in 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 306 OLD AGE PENSION (CONTINUED) 2100-42380 PERFORMANCE MEASURES Work Outputs RRR ACTUAL ESTIMATED PROJECTED $0.03 577 N/A 603 99% $0.03 630 99% $0.03 Case Efficiency Load Measures Timeliness Per capita of cost Application (county / support) GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 307 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410 DEPARTMENT DESCRIPTION: The Child Welfare and Administration program delivers services to children and families at risk of or involved in the Child Welfare system in order to assure safety, permanency, and wellbeing. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND REQUESTED NEXT FY NEXT FY Personnel Services $ 14,300,000 $ 15,700,000 $ 19,200,000 $ 19,200,000 Supplies 350,000 600,000 450,000 450,000 Purchased Services 2,750,000 2,750,000 3,000,000 3,000,000 Fixed Charges 370,000 450,000 450,000 450,000 Contra Expenses -560,000 - 550,000 - 550,000 - 550,000 Gross County Cost $ 17, 210, 000 $ 18, 950, 000 $ 22, 550, 000 $ 22, 550, 000 Revenue 13, 575, 000 14, 750, 000 18, 350, 000 18, 350, 000 Net County Cost $ 3,635,000 $ 4,200,000 $ 4,200,000 $ 4,200,000 Budget Positions 157 157 157 157 SUMMARY OF CHANGES: The Department is requesting the reclassification of one Family Time Center Supervisor from its current Grade 40 to Grade 44, as well as the formalization of a Progression Ladder procedure for caseworkers assigned to the Family Time Center, closely mirroring that existing in the Child Protection units. We are also requesting the investigation and possible implementation of scheduling software to streamline our processes of coordinating Family Time Center visitations. FINANCE/ADMINISTRATION RECOMMENDATION: The reclassification presented is supported by the data provided and analysis completed, however is still a policy issue for the board. The career ladder progression was not detailed with a monetary impact or any specific reclassification requests, so it is recommended to be addressed as a part of the compensation strategy discussion being held. BOARD ACTION: 308 CHILD WELFARE AND ADMINISTRATION (CONTINUED) 2100-2410 PERFORMANCE MEASURES Work Outputs Load support) ACTUAL ESTIMATED PROJECTED 2,287 4.288 $ 12.07 2,150 4.439 $ 10.28 2,250 4.342 $ 11.62 Average Efficiency Case Measures FTE's Per per 10,000/capita cost (county capita 309 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415 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. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND REQUESTED NEXT FY NEXT FY Personnel Services $ 2,156,200 $ 2,400,000 $ 3,300,000 $ 3,300,000 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 585,000 520,000 520,000 520,000 Contra Expense - 30,000 - 20,000 - 20,000 - 20,000 Gross County Cost $ 2,711,200 $ 2,900,000 $ 31800,000 $ 3,800,000 Revenue 1,899,700 2,200,000 2,950,000 2,950,000 Net County Cost $ 811,500 $ 700,000 $ 850,000 $ 850,000 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: No significant changes are anticipated for this program in 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 310 CORE SERVICES (CONTINUED) 2100-42415 PERFORMANCE MEASURES Work Outputs ACTUAL ESTIMATED PROJECTED 317 $2.27 305 $1.91 300 $2.27 Case Efficiency Load Measures Per capita cost (county support) GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 311 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Adult Protective Services - 42450 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 1,050,000 $ 1,160, 000 $ 1,875,000 $ 1,875,000 Supplies 15,000 25,000 25,000 25,000 Purchased Services 120,000 120,000 120,000 120,000 Fixed Charges 35,000 25,000 30,000 30,000 Capital 0 0 0 0 Gross County Cost $ 1,220, 000 $ 1,330,000 $ 2,0501000 $ 2,050,000 Revenue 854,000 1,030,000 1,5001000 1,500,000 Net County Cost $ 366,000 $ 300,000 $ 550,000 $ 550,000 Budget Positions 9 10 12 12 SUMMARY OF CHANGES: The Department is requesting one additional full-time Adult Protection Caseworker position at Grade 35, and one additional full-time Adult Protection Services Supervisor position at a Grade 44. Current caseloads per caseworker and supervisory spans greatly exceed those experienced in other large counties. Adding these two positions will enable us to provide the level of services required for appropriate treatment of needs experienced within this client base. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 312 ADULT PROTECTIVE SERVICES (CONTINUED) 2100-42450 PERFORMANCE MEASURES Work Outputs support) ACTUAL ESTIMATED PROJECTED 1,451 0.251 $1.02 1,812 0.273 $0.82 2,160 0.320 $1.47 Referrals Efficiency Reviewed Measures FTE's Per per 10,000/capita cost (county capita GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 313 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: DEPARTMENT DESCRIPTION: Low Income Energy Assistance Program and Administration - - 2100-42610/42620 Administration of the Low Income Energy Assistance Program. This program is 100 percent federally funded. RESOURCES ACTUAL CURRENT BUDGETED FY REQUESTED NEXT FY RECOMMEND NEXT FY LAST FY Personnel Services $ - 99 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 46,422 50,000 50,000 50,000 Fixed Charges 0 0 0 0 Contra Expenses 0 0 0 0 Gross County Cost $ 46,323 $ 50,000 $ 50,000 $ 50,000 Revenue 46,322 50,000 50,000 50,000 Net County Cost $ 1 $ 0 $ 0 $ 0 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: Beginning October 1, 2016, this program was contracted at the State level to Discover Goodwill. Weld County's only participation in the program is that of referral and marketing. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 314 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: General Assistance - - 2100-42700 DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants for Federal/State categorical assistance programs and help for some medical indigents. This program is entirely funded by the County and expenditures from this program are not covered by TANF, F, OAP, AND, etc. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 35,392 15,000 40,000 40,000 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 35,392 $ 15,000 $ 40,000 $ 40,000 Revenue 0 0 0 0 Net County Cost $ 35,392 $ 15,000 $ 40,000 $ 40,000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated for this program in 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 315 GENERAL ASSISTANCE (CONTINUED) 2100-42700 PERFORMANCE MEASURES Work Outputs ACTUAL ESTIMATED PROJECTED 24 $0.10 10 $0.04 27 $0.11 Burial Efficiency Assistance Measures Per capita cost (county support) GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 316 HEALTH FUND Revenue Changes $9,000,000 $8,000,000 $7,000,000 - $6,000,000 - $5,000,000 $4,000,000 _ $3,000,000 _ $2,000,000 - $1,000,000 - $0 N co L N O o 00 d' ti en rto ter to O O O M - co - CC.) bR � 0 202 0 202 O tOf) O o cej O C) to to LO N 4 M N r N N 1%- N CO O _ r ti O) O CO trfr 0> gcr co CO N Chg for Services Federal/State General Fd Trfs Licenses& Miscellaneous Solid Waste Trfs Fund Balance Permits 2025 Revenue Total $22,470,489 (2024 $19,846,286) Licenses& Permits $790,000 4% General Fd Trfs Th $6,118,644 27% Federal/State $5,705,751 25% Miscellaneous $212,243 1% Solid Waste Trfs $857,187 4% Fund Balance $7,858,664 35% \_Chg for Services $928,000 4% 317 HEALTH FUND 2025 Expenditures Total $14,599,544 (2024 $13,877,147) Administration $1,298,872 9% Environmental Health Services $5,004,403 34% $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 �� Nee o ° Health Communication $2,624,074 18% Health Preparedness $294,802 2% Community Health Services $1,704,339 12% Clinical Services $3,673,054 25% 0 r O N Ln U 0 O O Lf) U) CO r Lo CO N EA - CD N (O N M CO CO N E9} O CO CO 0 N- r L�-o CO Co N- � C N - U) CO 09- ❑2024 0 202 0 0 0 CO C Co Co N U) U} rry s(*). NeO U Neer e co co 318 SEVEN YEAR TREND Health Subsidy 6.2 6.12 5.8 en z 0 5.6 J 2 5.4 5.2 5.59 5.44 5.71 5.69 6.04 6.04 2019 2020 2021 2022 2023 2024 2025 319 Department of Public Health & 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. VITAL RECORDS AND STATISTICS PREVENTION AND POPULATION HEALTH PROMOTION ADMINISTRATION AND GOVERNANCE PUBLIC HEALTH IN COLORADO ENVIRONMENTAL HEALTH ASSESSMENT, PLANNING AND COMMUNICATION COMMUNICABLE DISEASE PREVENTION, INVESTIGATION AND CONTROL EMERGENCY 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. \iced' ,eaIth oe,a ter 4 e-- PF-1AB 13 I' Advancing Public Health Performance V Lu 4 0.1 tit ,4ccr 320 The department began development of a new three-year strategic plan in 2024 and will continue implementation throughout 2025. Areas of focus in the 2024-26 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 2025 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 2025, WCDPHE will receive almost $5 million in funding across 20+ different grants, approximately $3.6 million in other revenue streams, and is requesting $6,182,035 in county funding which represents a modest 2.4% increase in county funding over 2024 levels. The total proposed 2025 department budget is $14,675,216, allocated among its four divisions: Public Health Services, Health Education Communication & Planning, Environmental Health Services [including Emergency Preparedness], and Public Health Administration [including Vital Records]. 2025 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 2025 budget proposal includes the addition of 2.5 full time equivalents (FTEs) which are funded by grants. Specifically, the department seeks to hire 2 additional Public Health Nurses to help stem the increase in STIs in Weld County and we seek to add 0.5 FTE to the Environmental Health Division to conduct lead testing and investigations. Core department functions and services available to customers remain at levels similar to 2024. Awards • Vital Records — Five Star Performance Award from CDPHE for 2023 • Public Health Services Division — NACo 2024 Achievement Award • Colorado Public Health Association Lillian Wald Award 321 2024-26 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: o Communication o Goal 1: Improve internal communication throughout the organization. o Goal 2: Provide clear, consistent, and concise information to the community. o 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. o 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. o 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 to build partnerships and provide expertise. 322 PUBLIC HEALTH SUMMARY OF REVENUES 2025 Fund Or• Acct 2560 41400 4210 2560 41400 4221 255211 2590 2591 2592 2595 2597 2599 2560 2593 2594 2500 251010 2515 2517 2519 2521 2523 2525 2528 2529 253310 255211 2560 256410 2565 258110 2589 2590 2591 2592 2593 2594 2597 2500 2524 2560 255810 2500 2560 2590 2591 2592 2595 2597 2590 2591 2592 2595 2597 41300 41600 41600 41600 41600 41600 41600 41400 41600 41600 41100 41210 41210 41210 41210 41210 41210 41210 41210 41210 41300 41300 41400 41400 41400 41500 41500 41600 41600 41600 41600 41600 41600 41100 41210 41400 41300 4321 4321 4321 4321 4321 4321 4321 4336 4336 4336 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 Account Title LICENSES AND PERMITS LICENSES PERMITS TOTAL LICENSES AND PERMITS INTERGOVERNMENTAL MEDICAID MEDICAID MEDICAID MEDICAID MEDICAID MEDICAID MEDICAID REIMBURSEMENTS REIMBURSEMENTS REIMBURSEMENTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS 711000 COUNTIES 4356 COUNTIES 4356 COUNTIES 4356 COUNTIES TOTAL INTERGOVERNMENTAL 41100 4410 41400 4410 41600 4410 41600 4410 41600 4410 41600 4410 41600 4410 41600 4415 41600 4415 41600 4415 41600 4415 41600 4415 CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES INSURANCE REIMBURSEMENT INSURANCE REIMBURSEMENT INSURANCE REIMBURSEMENT INSURANCE REIMBURSEMENT INSURANCE REIMBURSEMENT TOTAL CHARGE FOR SERVICES 2024 Bud et 401,000 342,750 2025 Re • uest 412,000 378,000 2025 Recommend 412,000 378,000 2025 Final 743,750 790,000 790,000 5,000 22,000 140,000 40,000 0 4,500 150,000 5,000 0 0 834,973 180,699 120,000 330,134 147,000 15,500 167,000 144,658 83,329 0 319,054 1,262,778 60,800 124,000 5,000 290,770 15,500 71,760 306,853 303,018 107,169 30,000 50,000 6,035,292 63,106 52,000 90,807 3,000 17,000 145,535 75,000 1,000 7,500 100,000 5,000 93,000 9,665 866,534 183,611 120,000 330,134 149,465 16,250 167,000 0 0 25,000 319,000 1,262,778 178,700 97,134 5,000 307,071 0 198,572 306,620 377,076 79,000 0 50,000 6,182, 035 63,106 52,000 95,000 3,000 17,000 145,535 75,000 1,000 7,500 100,000 5,000 93,000 9,665 866,534 183,611 120,000 330,134 149,465 16,250 167,000 0 0 25,000 319,000 1,262,778 178,700 97,134 5,000 307,071 0 198,572 306,620 377,076 79,000 0 50,000 6,118, 644 63,106 52,000 95,000 11,577,700 11,887,786 11,824,395 235,000 281,400 30,000 25,000 50,000 0 7,500 40,000 25,000 45,000 0 4,400 245,000 321,500 116,000 40,000 78,000 1,000 15,000 16,500 38,500 50,500 1,000 5,000 245,000 321,500 116,000 40,000 78,000 1,000 15,000 16,500 38,500 50,500 1,000 5,000 743,300 928,000 928,000 PUBLIC HEALTH SUMMARY OF REVENUES 2025 Fund Ora Acct 2560 4510 41400 2500 4650 41100 251010 4650 41210 2517 4650 41210 2519 4650 41210 2521 4650 41210 2523 4650 41210 2529 4650 41210 253310 4650 41300 255211 4650 41300 2560 4650 41400 256410 4650 41400 2565 4650 41400 258110 4650 41500 2590 4650 41600 2591 4650 41600 2592 4650 41600 2593 4650 41600 2597 4650 41600 2500 4680 41100 2525 4680 41210 2529 4680 41210 2560 4680 41400 2590 4680 41600 2591 4680 41600 2592 4680 41600 2597 4680 41600 2590 4690 41600 2591 4690 41600 2592 4690 41600 2593 4690 41600 2594 4690 41600 2595 4690 41600 Account Title MISCELLANEOUS FINES OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OVERHEAD OTHER OTHER OTHER OTHER OTHER OTHER OTHER OTHER DONATIONS DONATIONS DONATIONS DONATIONS DONATIONS DONATIONS TOTAL MISCELLANEOUS TRANSFER 2560 41400 712700 TRANSFER TOTAL PUBLIC HEALTH 2024 Budget 6,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,125 10,000 100 1,500 1,000 250 2025 Recuest 3,000 787,802 (34,813) (62,593) (28,339) (3,081) (31,663) (4,740) (60,482) (239,423) (33,881) (18,417) (948) (58,221) (37,649) (58,135) (71,494) (14,978) (9,480) (748,612) 175,828 264,376 216,757 100 78,472 78,472 110,535 500 10,000 100 2,000 1,000 250 2025 Recommend 3,000 787,802 (34,813) (62,593) (28, 339) (3,081) (31,663) (4,740) (60,482) (239,423) (33,881) (18,417) (948) (58,221) (37,649) (58,135) (71,494) (14,978) (9,480) (748,612) 175,828 264,376 216,757 100 78,472 78,472 110,535 500 10,000 100 2,000 1,000 250 2025 Final 21,475 212,243 212,243 790,922 857,187 857,187 13,877,147 14,675,216 14,611,825 PUBLIC HEALTH SUMMARY OF EXPENDITURES 2025 Fund 2500 251010 2515 2517 2519 2520 2521 2523 2524 2525 252710 2528 2529 2530 253310 255211 255810 2560 256410 2565 258110 2589 2590 2591 2592 2593 2594 2595 2596 2597 2599 Or Exaenditure Function 41100 41210 41210 41210 41210 41210 41210 41210 41210 41210 41210 41210 41210 41300 41300 41300 41300 41400 41400 41400 41500 41500 41600 41600 41600 41600 41600 41600 41600 41600 41600 ADMINISTRATION GENERAL HEALTH EDUCATION GENERAL HEALTH EDUCATION GENERAL HEALTH EDUCATION GENERAL HEALTH EDUCATION GENERAL HEALTH EDUCATION GENERAL HEALTH EDUCATION GENERAL HEALTH EDUCATION GENERAL HEALTH EDUCATION GENERAL HEALTH EDUCATION GENERAL HEALTH EDUCATION GENERAL HEALTH EDUCATION GENERAL HEALTH EDUCATION COMMUNITY HEALTH SERVICES COMMUNITY HEALTH SERVICES COMMUNITY HEALTH SERVICES COMMUNITY HEALTH SERVICES ENVIROMENTAL ENVIROMENTAL ENVIROMENTAL PUBLIC HEALTH PREPAREDNESS PUBLIC HEALTH PREPAREDNESS PUBLIC HEALTH CLINICAL SERVICES PUBLIC HEALTH CLINICAL SERVICES PUBLIC HEALTH CLINICAL SERVICES PUBLIC HEALTH CLINICAL SERVICES PUBLIC HEALTH CLINICAL SERVICES PUBLIC HEALTH CLINICAL SERVICES PUBLIC HEALTH CLINICAL SERVICES PUBLIC HEALTH CLINICAL SERVICES PUBLIC HEALTH CLINICAL SERVICES TOTAL PUBLIC HEALTH 2024 Budget 235,000 211,691 148,200 350,160 147,000 1,244,371 25,321 176,427 131,807 196,346 0 103,811 0 109,263 585,038 1,221,300 117,743 5,115, 080 148,219 6,865 317,570 15,500 908,580 855,850 798,219 378,848 50,084 36,649 0 242,205 0 2025 Reauest 1,346,720 197,075 120,859 298,771 28,563 1,097,974 41,460 145,630 87,256 195,062 129,435 0 281,989 42,765 359,097 1,185, 025 117,452 4,917,156 108,488 6,652 294,802 0 1,174, 882 790,717 773,835 375,788 126,668 66,696 0 334,668 29,800 2025 Recommend 1,298,872 197,075 120,859 298,771 28,563 1,097,974 41,460 145,630 87,256 195,062 129,435 0 281,989 42,765 359,097 1,185, 025 117,452 4,889,263 108,488 6,652 294,802 0 1,174, 882 790,717 773,835 375,788 126,668 66,696 0 334,668 29,800 2025 Final 13,877,147 14,675,285 14,599,544 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH & ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2500 DEPARTMENT DESCRIPTION: See individual units. RESOURCES BUDGETED RECOMMEND ACTUAL LAST FY REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 10,084,274 $ 11,594,070 $ 12,140,496 $ 12,140,496 Supplies 611,505 683,580 759,162 759,162 Purchased Services 1,448,737 1,644,003 1,730,564 1,730,564 Fixed Charges 9077531 11475,107 107,055 107,055 Contra Expense (961,723) (1,549,113) (84,510) 0 Capital 115,453 29,500 5,000 5,000 Gross County Cost $ 12, 205, 766 $ 13, 877,147 $ 14, 675, 216 $ 14, 599, 544 Revenue/Fund Bal. 7,693,115 7,841,855 8,493,181 8,493,181 Net County Cost $ 4,512,651 $ 6,035,292 $ 6,182, 035 $ 6,118, 644 Budgeted Positions 115.225 98.900 101.400 100.400 SUMMARY OF CHANGES: Overall, the department seeks to add 2.5 full time positions, primarily through grant funding. 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 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. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs See individual Efficiency Measures budget units FTE's per 10,000/capita 2.862 3.258 2.735 Per capita cost (county support) $ 8.28 $17.06 $16.69 326 HEALTH FUND SUMMARY (CONTINUED) FUND 2500 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. o Goal 1: Achieve organizational excellence through an engaged, connected, and skilled workforce. o Goal 2: Cultivate a culture of continuous quality improvement to advance excellence in business practices, programs and services. o 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/wcdphe strategic -plan 2021-23.pdf 327 Weld Health Strategic Plan Summary Goal HS1: Achieve organizational excellence through an engaged, connected, and skilled workforce. OUTCOMES* DESIRED PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED 1. Advance positive • Improve employee Over 60% of strategic Nine strategic action items internal work engagement actions have been have been developed to culture and • Ensure core competencies for completed. accomplish the objectives employee public health professionals are by leadership and the Goal engagement. met through the 1 Strategic 2. Invest in team implementation of the Implementation Team development and WORKFORCE (SIT) Team and are inter -programmatic DEVELOPMENT PLAN outlined in the strategic collaboration. • Improve internal collaboration plan. 3. Expand internal and navigation leadership • Develop a culture of effective capabilities. communication transparency and ACTIONS TAKEN 1. A follow-up Employee Engagement Survey is being deployed Fall 2023 via Gallup. 2. Workforce Development Plan implemented including updated training plan. A grant was received also for this. 3. Two employee enrichment events took place since June 2022 that all staff members were required to attend. One enrichment event took place in October 2022 focusing on selected environmental health topics and one took place in April 5 on 2023 a scale focusing of on poor (1) team to excellent building and (5). communication. On average, staff rated these presentations about 4 out of Goal programs, HS2: Cultivate and services. a culture of continuous quality improvement to advance excellence in business practices, OUTCOMES* DESIRED PRELIMINARY OBJECTIVE/KEY PERFORMANCE ACTUAL ESTIMATED PERFORMANCE INDICATOR(S) 1. Ensure effective • Refine and operationalize the In 2023, the Quality Six strategic action items delivery of public QUALITY IMPROVEMENT Improvement/ have been developed to health programs to PLAN Performance Management accomplish the objectives the community • Improve the efficiency and Committee was formed to by leadership and the Goal through strategic effectiveness of WCDPHE continue this work. One 2 SIT Team and outlined in evaluation and programs and services objective (i.e., developing the strategic plan. continuous quality and institutionalizing the improvement QI Plan) has been met. The second objective has been partially completed. ACTIONS TAKEN 1. The Quality Improvement / Performance Management Committee was formed in Q1 2023 to continue this work. 2. The QI/PM Committee launched a four -week customer satisfaction survey for the department's customers in May - June 2023. There was a total of 482 complete responses. Results are being analyzed and recommendations presented internally in July 2023 for further action. 3. Assessment, evaluation, and refinement of programs, services, policies, procedures, and facilities is ongoing. 328 Goal HS3: Foster engagement in community partnerships to achieve optimal public health outcomes. OUTCOMES* DESIRED PRELIMINARY OBJECTIVE/KEY PERFORMANCE ACTUAL ESTIMATED PERFORMANCE INDICATOR(S) 1. Prioritize primary • Invest in and prioritize All three objectives have Nine strategic action items prevention and meaningful community been met. Community have been developed to interventions engagement engagement, accomplish the objectives directed to partnerships, and public by leadership and the Goal disproportionate • Provide community education relations are improving as 3 SIT Team and are health impacts in and outreach well as community outlined in the strategic the community education and outreach. plan. 2. Ensure •Partner to implement CHIP strategies still in collaborative and COMMUNITY HEALTH progress. responsive ASSESSMENT/ presence in the COMMUNITY HEALTH Weld County IMPROVEMENT PLAN community 3. Advocate to improve health care and behavioral health access in Weld County ACTIONS TAKEN 1. A new communication specialist is on board and developing more marketing and promotional materials as well as more effective use of social media and our website. 2. The 2022 Community Health Survey results dissemination continued in 2023. A public facing dashboard became available to the public for the first time ever. Additional data and reports were prepared around health care access and behavioral health care. 3. The 2022-2025 Community Health Improvement Plan (CHIP) is being implemented, focusing on the two priority areas of mental health and housing. Thriving Weld coalition is continuing with regular meetings and expanded partnerships. A new workgroup was formed around housing with community partners leading CHIP priority efforts. *Desired outcomes based on staff input. 329 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Administration Services - - 2500-41100 DEPARTMENT DESCRIPTION: Overall administration of the Department of Public Health and Environment, including 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. RESOURCES RECOMMEND ACTUAL FY LAST BUDGETED REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 946,312 $ 1,364,218 $ 1,036,301 $ 1,036,301 Supplies 21,175 42,870 45,310 45,310 Purchased Services 168,434 275,400 257,308 257,308 Fixed Charges 0 0 0 0 Contra Expense - 888,064 -1,466,988 0 0 Capital 0 19,500 5,000 5,000 Gross County Cost $ 247,857 $ 235,000 $ 1,3467719 $ 17346,719 Revenue 239,575 235,000 1,150, 724 1,150, 724 Net County Cost $ 8,282 $ 0 $ 195,995 $ 195,995 Budgeted Positions 12.375 10.00 8.00 10.00 SUMMARY OF CHANGES: Changes in budget philosophy have eliminated Contra Expense charges which were largely replaced by grant revenue in the form of indirect costs. Per an agreement with CDPHE, WCDPHE charges 18.96% of all grant revenue as indirect costs. These charges are intended to support administrative functions and overhead costs and will be booked as revenue in Administration Services moving forward. Revenue and Purchased Services expenditures changes 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. 330 HEALTH ADMINISTRATION (CONTINUED) 2500-41100 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Greeley & Southwest Weld Offices: Birth Certificates issued Death Certificates issued Efficiency Measures FTEs per 10,000/capita Per capita cost (county support) 87537 127876 0.346 $0.02 87250 127500 0.273 $0.00 87700 137000 0.213 $0.52 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Review Summary. 331 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Health Communication Section - - 2520-41210 DEPARTMENT DESCRIPTION: Health Education, Communication, and Planning (HECP) includes 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 the 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. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY RECOM MEND NEXT FY Personnel Services Supplies $ 1,942,105 32,237 $ 2,231,196 $ 2,381,973 $ 2,381,973 19.590 54,769 54,769 Purchased Services 207,999 165.868 179,936 179,936 Fixed Charges 176,797 318.480 0 0 Contra Expense 0 0 0 0 Gross County Cost $ 2,359,138 $ 2,735 134 $ 2,624,006 $ 2,624,006 Revenue 1,221,473 1,251 426 1,329,541 1,329,541 Net County Cost $ 1,137,665 $ 1,483 708 $ 1,294,465 $ 1,294,465 Budget Positions 17.725 19.300 20.185 20.185 SUMMARY OF CHANGES: Overall, there are minimal changes to the division's 2025 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. While this reallocation of grant dollars results in a net contribution from the county, it results in operational efficiencies and aligns with the county's strategic plan with respect to the delivery of cost-effective services while ensuring healthy, safe, and livable communities. Revenue and Purchased Services expenditures changes 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. 332 HEALTH COMMUNICATION SECTION (CONTINUED) 2520-41210 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES WORK OUTPUTS FY FY PROJECTED 2025 FY ACTUAL 2023 ESTIMATED 2024 Number of Class Attendees Healthy Relationships (Weld Waits) 2,058 1,200 1,200 Healthy Eating (Cooking Matters) 613 548 550 Maternal Childhood Health (Lactation Support) ---- 58 60 Social Support (Acts of Connection 0 300 300 *Diabetes Prevention (Heart of Weld) 52/---- 154/50 249/60 **Class Acquired Knowledge ---- 80% 90% Health Screenings Number of individuals screened 112 120 180 Individuals identified with elevated triglycerides 40 42 63 Individuals identified with elevated cholesterol 49 53 79 Individuals identified with elevated blood glucose 36 38 58 Number of referrals/connections to services 3,652/840 4,659/900 5,500/950 Substance Misuse Tobacco Inspections 1,313 1,121 1,150 Number of Tobacco Quitline Referrals 50 60 70 Number of Colorado Clean Indoor Air Complaints 5 5 5 Number of tobacco policy recommendations ---- 10 15 Tobacco cessation class completion rate ---- 60% 70% Number of tobacco presentations/attendees 500 762 1,000 Opioid abatement dollars allocated 1.25M 1.25M 1.50M Other Core Public Health Services Child Fatality Case reviews 22 13 15 Competed Data Requests 32 32 32 Number of Thriving Weld Participants 350 400 400 Number of community outreach events/participants ---- 12/500 12/600 Total number/new breast-feeding friendly spaces 135/15 145/10 155/10 Number of physical health classes (Outdoor Rx) 69/684 160/1400 200/1600 333 HEALTH COMMUNICATION SECTION (CONTINUED) 2520-41210 *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 PERFORMANCE MEASURES EFFICIENCY MEASURES ACTUAL 2023 FY ESTIMATED 2024 FY PROJECTED 2025 FY FTEs per 10,000 capita 0.495 0.527 0.538 Per capita cost (county support) $2.71 $3.98 $3.45 334 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Community Health Services - - 2530-41300 DEPARTMENT DESCRIPTION: The Community Health Services division provides comprehensive services that improve the overall health of Weld County. These services include: enhancing parenting skills and building strong family units; connecting community members to n eeded resources; ensuring children and youth with special needs are getting the health care they need; reducing adverse effects of lead poisoning; building strong partnerships with community organizations through interactive collaboration; and reducing health inequities by e nsuring our most vulnerable community members have access to resources and services. ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND RESOURCES CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,450,109 $ 1,601,452 $ 1,492,814 $ 1,492,814 Supplies 12,980 29,100 26,725 26,725 Purchased Services 182,655 178,370 183,500 183,500 Fixed Charges 124,385 224,422 0 0 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 17770,129 $ 270337344 $ 1,7047339 $ 1,7047339 Revenue 1,407,119 1,6777639 1,3797873 1,3797873 Net County Cost $ 363,010 $ 3557705 $ 3247466 $ 324,466 Budgeted Positions 13.500 13.600 13.000 13.000 SUMMARY OF CHANGES: County costs are projected to decrease by $31,189 for this budget u nit. This reflects an approximate 10% decrease in County Cost due to improved cost efficiencies and alignment of personnel and supplies expenses with the leveling -off or reduction in grant revenue. The major adjustment/reduction in personnel services (approximately $100,000) is a result of moving 1 FTE out of Public Health Services division - Community Health Services — Maternal and Child Health program budget and into the Communication, Education, and Planning division budget. Revenue and Purchased Services expenditures changes 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. This proposed budget aligns with Weld County Strategic reflecting the mission, vision, and guiding principles. Specifically, Strategic Priorities 1, 5 and 6. The nursing care coordination programs in Community Health provide education and promote self-sufficiency with the goal of building more resilient families. This requested budget will provide the resources for Community Health programs to provide cost-effective service at a high-level of customer service for Weld County residents. Community Health programs will also be improving our ability to communication through on-line referral services, and increased ability to improve awareness of our programs through community and key partner outreach. 335 COMMUNITY HEALTH SERVICES (CONTINUED) 2530-41300 FINANCE/ADMINISTRATION RECOMMENDATION: BOARD ACTION: PERFORMANCE MEASURES WORK OUTPUTS ACTUAL 2023 FY ESTIMATED 2024 FY PROJECTED 2025 FY Nurse -Family Partnership for First -Time Mothers Client Visits 1,854 1,900 2,000 Mothers and Infants Served 318 340 340 Total Time Spent with Clients (hours) 1,810 1,900 2,000 Maternal and Child Health — HCP — Care Coordination Clients Served 45 65 75 Direct Referrals Received 253 260 275 Client Visits 467 500 525 Community Outreach Clients Assisted 343 400 500 Outreach Events 14 20 25 Community Partner Meetings 22 30 40 ACTUAL 2023 FY EFFICIENCY ESTIMATED PROJECTED 2025 FY MEASURES 2024 FY FTEs per 10,000 capita 0.377 0.371 0.347 Per capita cost (county support) $1.01 $0.97 $0.87 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 336 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Environmental Health Services - - 2560-41400 DEPARTMENT DESCRIPTION: The primary mission of the Environmental Health Services division is to protect and perpetuate the public health of the citizens of the county with scientific risk assessments, the development ofpolicies, monitoring and inspections, consultation, and the enforcement of regulations designed to protect food, water, and air supplies. Services include technical assistance and consultation, monitoring and sampling, inspection and enforcement, education, and outreach, and planning activities. The laboratory's purpose is to process medical and water samples. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,352 861 $ 3,946,833 $ 4,189, 678 4,088,352 Supplies 206, 991 271,095 243,033 239,987 Purchased Services 543,453 537,005 583,580 575,549 Fixed Charges 316, 551 597,356 96,855 96,855 Contra Expense -73,659 -82,125 (84,510) 0 Capital 76,157 0 0 0 Gross County Cost $ 4,422 354 $ 5,270,164 $ 5,032,296 51000,743 Revenue 2,270,165 2,069,372 2,473,032 2,445,138 Net County Cost $ 2,152,189 $ 3,200,792 $ 2,559,264 2,555,605 Budgeted Positions 35.90 36.20 36.60 35.60 SUMMARY OF CHANGES: County costs are projected to decrease by $640,000 in the environmental health division as there was a correction within the fixed charges (funds placed in appropriate division) and an expected revenue increase through multiple programs. Revenue and Purchased Services expenditures changes 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. Personnel costs continue to drive overall changes to the budget as supplies and purchased services remain relatively stable. Budgeted personnel costs saw an increase of 11%, the majority of which is due to wage increases (cost of living adjustments and scheduled step increases.). The remaining cost increase are for an additional FTE (increasing from a .5 to a full FTE for lead testing in children) along with promotional considerations. Supplies noted a decrease of roughly 10% from previous year while purchased services observed an increase of 8.5%. Supplies savings were due to implementing cost saving measures while increases in purchased service category were mainly noted for increasing costs of operations. 337 ENVIRONMENTAL HEALTH SERVICES (CONTINUED) 2560-41400 SUMMARY OF CHANGES (continued): Environmental Health used Strategic Priorities number 1, 4 and 5 in the development of our budget. Our overall thought process was with providing cost effective service delivery. As our division receives county funding, return on investment is paramount. Within that though, we want to retain our high performing individuals and we do that by working towards becoming an employer of choice. At the core of environmental health is ensuring a health and safety environment for our residents. Being mindful of our costs and supporting a great staff, our division can provide outstanding customer service while providing public health programming. FINANCE/ADMINISTRATION RECOMMENDATION: After the budget was submitted, 1.0 FTE, a Grade 35 Environmental Health Specialist III was transferred to the General Fund, Oil and Gas Energy Department. The changes in revenue and expenses are reflected here, showing a net loss of $27,894 in revenue and 1.0 FTE. BOARD ACTION: PERFORMANCE MEASURES Work Outputs Food inspections, activities, complaints Laboratory analyses Household hazardous waste disposed Environmental Planning reviews OWTS (septic) permits and inspections Waste inspections, complaints, spill reports Biosolids inspections, activities, complaints Institutions inspections Outbreak investigations Reportable disease investigations Rabies PEP coordination Rabies risk assessments Air inspections and complaints Efficiency Measures FTEs per 10,000/capita Per capita cost (county support) ACTUAL 2,473 11,203 433,928 436 1,213 312 182 152 212 45,124 11 176 121 1.104 $5.60 ESTIMA TED 2,450 10,000 455,000 500 1,300 250 185 160 30 5,000 10 80 120 1.015 $8.40 PROJECTED 2,500 10,000 440,000 450 1,300 275 185 160 72 4,000 10 80 125 1.001 $8.85 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 338 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Public Health Preparedness - - 2580-41500 DEPARTMENT DESCRIPTION: Public Health Preparedness utilizes grants and county funding to enhance the ambient level of emergency preparedness, both internally (county organization) and externally (constituents). This unit is charged with preparing for, and responding to, incidents and events which threaten the quality and quantity of life within the purview of health and environment; 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. RESOURCES ACTUAL LAST FY REQUESTED RECOMMEND BUDGETED NEXT FY CURRENT FY NEXT FY Personnel Services $ 648, 084 $ 250, 567 $ 256,952 $ 256,952 Supplies 55,360 17,300 11,150 11,150 Purchased Services 63,759 22,200 26,500 26,500 Fixed Charges 129,281 33,003 0 0 Capital 28,296 10,000 0 0 Gross County Cost $ 924, 780 $ 333, 070 $ 294,802 $ 294,802 Revenue 822, 765 306, 270 248,850 248,850 Net County Cost $ 102, 015 $ 26, 800 $ 45,952 $ 45,952 Budgeted Positions 18.725 2.0 2.0 2.0 SUMMARY OF CHANGES: This program observed minimal changes in programing. The FTE remains the same from 2024 to 2025. We realized some savings in supplies offsetting an increase in purchased services. Changes to gross county cost and revenue are reflective of changes to how we address overhead and assign money to program. The grant funding for this program did increase slightly to $307,071 from previous years $306,207, however we accounted more accurately for indirect charges from past years. Revenue and Purchased Services expenditure changes offset due to the targeted application of the Per Capita Grant to specific core Public Health programs and Indirect costs from Grants are applied to overhead to support the department. This program focuses on Weld's guiding principles of community focused and collaboration. A large part of this grant is working with community partners to help prepare for emergency events. More specifically this program addresses Strategic Priority 6- Enhance Accessible Communication, Outreach and Awareness. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. 339 PUBLIC HEALTH PREPAREDNESS (CONTINUED) 2500-41500 BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTEs per 10,000 capita Per capita cost (county support) 0.523 $0.28 0.055 $0.07 0.053 $0.12 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 340 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Public Health Clinical Services - - 2590-41600 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY LAST FY CURRENT FY NEXT FY Personnel Services $ 1,9391436 $ 2,199, 804 $ 2,782,778 $ 21782,778 Supplies 565,653 303,625 378,175 378,175 Purchased Services 694,129 465,160 499,740 499,740 Fixed Charges 295,144 301,846 10,200 10,200 Contra Expense 0 0 0 0 Capital 11,000 0 0 0 Gross County Cost $ 3,505,362 $ 3,270,435 $ 3,673,054 $ 31673,054 Revenue 1,616,073 11467,175 1,911,161 1,911,161 Net County Cost $ 1,889,289 $ 1,803,260 $ 1,741,893 $ 1,741,893 Budgeted Positions 17.000 17.800 21.61 21.61 SUMMARY OF CHANGES: County Cost is projected to decrease in FY 2025 by approximately $60,000 due to increases in projected revenue and reductions in fixed charges. Projected revenue increases are due to improved cost recovery through improvements to our clinical fee schedule, medical billing practice improvements with Medicaid and private insurance carriers. We also anticipate increased revenue as a result of our contract with TransactRX allowing us to bill for preventative vaccination services for Medicare patients. Increased revenue associated with our new clinic in Ft. Lupton and our mobile medical unit were also considered. Personnel costs continue to drive significant increases to the budget. Additional modest increases to supplies and purchased services are anticipated. We are also requesting two new Public Health Nurse (2 FTE) to support increasing demand for services in STI, TB and Clinical Outreach programs. We have seen a 100% increase in confirmed and suspect cases of TB in Weld County over the past 3 years. Clinical Outreach has grown to 75-100 community clinics a year over the past 2 years from 10-15 clinics per year. The Clinical Outreach position will be supported by increased revenue from our grants. This proposed budget aligns with Weld County Strategic reflecting the mission, vision, and guiding principles. Specifically, Strategic Priorities 1, 5 and 6. The division goals for opening a new public health clinic in Ft. Lupton and deploying a new medical mobile unit to increase access to preventative healthcare for at -risk, rural, and vulnerable populations are in alignment and support ensuring a healthy, safe and livable community. This requested budget will provide the resources for Clinical Services programs to provide cost-effective service at a high-level of customer service 341 PUBLIC HEALTH CLINIC SERVICES (CONTINUED) 2590-41600 SUMMARY OF CHANGES (Continued): for Weld County residents. The opening of the new clinic in Ft. Lupton and the mobile medical unit programs also align and support Strategic Priority 6 by proactively engaging with our target populations to provide meaningful education, services, and other supports. We are requesting in this budget support to improve outreach and awareness communications for the clinic with emphasis on our new location and mobile services. FINANCE/ADMINISTRATION RECOMMENDATION: BOARD ACTION: PERFORMANCE MEASURES ACTUAL 2023 FY ESTIMATED PROJECTED 2025 FY 2024 FY WORK OUTPUTS Immunization Core Immunization Visits 4,822 5,787 7,500 Vaccinations Given (North) 3,294 3,550 3,750 Vaccinations Given (South) 953 900 1,000 Outreach Events 575 700 2,750 Tuberculosis Program QFT's performed 195 205 225 PPD's D's placed 12 15 20 Active and Suspect Cases 12 16 20 Latent TB Infection Cases (evaluated/treated) 2 2 2 Children treated 4 6 8 Travel Immunization/I693 Clinic Visits 201 225 235 Travel Vaccines Given 303 325 350 Family Planning Visits 1,834 1,875 1,900 MD Clinic Visits 47 50 60 Sexually Transmitted Infections Visits 615 700 1,000 Women's Wellness Connection (WWC) Visits 191 200 210 WWC — Targeted Outreach — Clients Contacted 723 725 725 WISEWOMAN Visits 164 175 175 Comm unity Outreach Events 101 100 125 342 PUBLIC HEALTH CLINIC SERVICES (CONTINUED) 2590-41600 EFFICIENCY MEASURES ACTUAL 2023 FY ESTIMATED 2024 FY PROJECTED 2025 FY FTEs per 10,000 capita 0.475 0.486 0.576 Per capita cost (county support) $3.82 $4.92 $4.65 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. trIE „C 0 U 344 SEVEN YEAR TREND Human Services 15.65 $16 $14 $12 $10 co z o $8 5 $6 $4 $2 $0 9.8 10.52 8.31 8.92 9.19 8.4 2019 2020 2021 2022 2023 2024 2025 345 HUMAN SERVICES FUND SUMMARY The Human Services Fund is requested at $15,652,800 for 2025, which is up $5,129,500, or 48.7%, from the previous year. Program funding is up for 2025 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 2024 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 2024. In addition, the Job Service contract will be $1,470,000, up $584,800. Funding for this program should remain fairly constant going forward, depending on budget control measures enacted at the Federal level. The Human Services Fund is totally funded through state and federal programs, with the exception of the local match for the Area Agency on Aging program, which amounts to $12,351. Other programs of the Human Services Fund remain relatively stable programmatically with the following 2024 funding levels: Area Agency on Aging Senior Nutrition CSBG $ 4,328,900 $ 1,107, 500 $ 405,500 In the above programs, Weld County must continue to be responsive and reactive to federal and state administrative and budget changes in 2025. 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: • The Older Americans Act (OAA) programs assist with providing a quality of life to promote and protect the health and safety of older adults in Weld County, including the provision of nutritious meals and service vouchers that provide our seniors the ability to stay at home and age in place. (Strategic Priority 1 [SP1]) • DHS assumed responsibility for Weld's Veteran Services Office. (5P112) • DHS assumed responsibility for our region's Case Management Agency, taking over all waiver and state funded programs for case management to support our citizens. (SP1/2) • The Weld County Youth Conservation Corp continues to partner with the City of Greeley annually to enhance the city's open spaces, parks, and trails. (SP2) • The Employment Services Business Services Unit participates in the Northern Colorado Regional Economic Development Initiative (NoCo REDI), regularly working with 346 economic developers throughout Weld County to encourage growth and attract and retain business and talent. (SP2B) • The employment & training programs provided by our Employment Services team support the education, training, and certifications required by industry to design, maintain and improve Weld County's workforce. (SP2B) • DHS successfully collaborated with numerous local partners to build a new senior center to continue to provide supportive services to the older adults in Hill N Park and surrounding areas. We partnered with Weld County, Roche Construction, Habitat for Humanity, City of Greeley, Town of Evans, and Town of Milliken. (SP3D) • The Department provides department -specific internal trainings and development opportunities such as All About Us, Supervisor Workshops, Job Shadowing Program, Mentoring program, Peer Trainer program, Pipeline Development, Educate -Elevate -Empower Peer Support Group and RMTS Quarterly Division Expert Discussion Groups. (SP4D) • DHS staff are continually improving business processes utilizing LEAN and use a task -based approach for efficiency and mastery, and staff -led cross -divisional mapping to reduce redundancy and provide the best and most cost-effective services. (SP5A) • The Department collects data through surveys and other tracking methods, consolidates and summarizes highlights for department leadership to review quarterly and consider potential adjustments in practice, implement new processes and strategize ways to develop increased engagement and effective workplace culture. (SP5B) • Many DHS staff participate in workgroups & committees, sit on Boards and host meetings that fosters active collaboration with community members and partners to increase awareness & understanding of our services. (SP5C) • DHS's objective is to serve all individuals in person, however, we also serve our clients in various ways that are convenient to them by offering virtual assistance via one-on-one appointments, workshops, and job fairs, guaranteeing excellent service for many of our rural citizens. (SP5D) • DHS trained over 200 staff on beginner digital accessibility considerations and design in Microsoft programs. (SP6B) • DHS successfully uses social media to communicate programing changes for public assistance recipients. (SPEC) • The DHS Contracts Team has worked with County Purchasing and Legal to update DHS contracts and agreements to comply with current accessibility requirements and posted them on the County website for public use, also benefiting viewing of completed contracts in Tyler by the public. (SP6D) • Human Services regularly uses various sources of survey data to develop responsive programming and apply for grant funding to meet the unique needs of Weld County residents. We use the resources available to us to take a conservative approach to growth while continually assessing the needs of the population we serve. (SP1 D) • DHS improved its website accessibility score from 86.4 to 97.1 since June 2023. (SP6B) • 2025 STRATEGIC PRIORITY OBJECTIVES AND GOALS: • Build and implement Ambassador Program to provide greater understanding and collaboration among the departments functional teams to improve engagement & retention (SP4) 347 HUMAN SERVICES SUMMARY OF REVENUES 2025 Fund 2650 2625 2625 2625 2625 2625 2625 2625 2625 2625 2625 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 265995 267895 267895 267895 267895 2680 2650 2625 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 265995 2560 61751 61400 61420 61422 61450 61451 61460 61461 61470 61480 61505 61700 61705 61710 61730 61740 61745 61750 61755 61760 61765 61770 61775 61875 61935 61940 61945 61780 61601 61610 61620 61630 60000 61785 61250 61835 61840 61841 61845 61850 61866 61880 61885 61890 61895 61900 61905 61915 61925 61930 61790 61701 Acct 4314 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4320 4321 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 4340 Account Title INTERGOVERNMENTAL USDA FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS FEDERAL GRANTS MEDICAID GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS GRANTS 711000 TRANSFER TOTAL INTERGOVERNMENTAL 2645 61200 4410 2646 61300 4410 CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES TOTAL CHARGE FOR SERVICES DONATIONS 2650 61750 4690 DONATIONS TOTAL HUMAN SERVICES 2024 Bud et 67,900 975,000 328,010 321,990 164,250 495,750 680,400 42,000 68,800 550,800 62,000 110,649 117,433 106,396 67,535 28,980 19,656 593,250 282,100 19,000 4,800 2,000 5,000 54,075 5,649 60,226 112,125 2,499,600 72,000 64,175 131,325 205,000 12,500 169,625 176,926 107,376 30,348 89,600 97,125 61,550 62,475 118,726 37,800 5,399 28,726 179,650 21,000 259,599 50,400 12,351 2025 Re • uest 40,000 1,3781300 488,700 398,300 111,200 713,800 380,250 42,000 56,850 850,900 35,000 117,149 133,000 102,850 55,700 66,450 28,750 570,000 310,000 43,000 3,000 20,000 159,800 5,300 56,050 72,500 23,300 45,750 158,950 244,500 5,3391000 12,500 30,000 82,150 191,600 54,100 6,350 68,350 212,200 105,300 160,800 66,500 19,100 203,750 25,700 147,300 33,000 12,351 2025 Recommend 40,000 1,3781300 488,700 398,300 111,200 713,800 380,250 42,000 56,850 850,900 35,000 117,149 133,000 102,850 55,700 66,450 28,750 570,000 310,000 43,000 3,000 20,000 159,800 5,300 56,050 72,500 23,300 45,750 158,950 244,500 5,339,000 12,500 30,000 82,150 191,600 54,100 6,350 68,350 212,200 105,300 160,800 66,500 19,100 203,750 25,700 147,300 33,000 1,233,400 2025 Final 9,839,050 13,481,400 14,702,449 MI 170,000 260,000 235,000 441,000 235,000 441,000 430,000 676,000 676,000 Mi 254.250 262.000 262.000 3523,300 14,419,400 15, 640, 449 Mi HUMAN SERVICES SUMMARY OF EXPENDITURES 2025 Fund 2625 2625 2625 2625 2625 2625 2625 2625 2625 2625 2625 2645 2646 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 2650 265995 265995 267895 267895 267895 267895 2680 Or Exaenditure Function 61250 61400 61420 61422 61450 61451 61460 61461 61470 61480 61505 61200 61300 61700 61705 61710 61730 61735 61740 61745 61750 61751 61755 61760 61765 61770 61775 61785 61835 61840 61841 61845 61850 61866 61875 61880 61885 61890 61895 61900 61905 61915 61925 61930 61935 61940 61945 61780 61790 61601 61610 61620 61630 61781 VETERANS SERVICE OFFICE WORKFORCE INNOVATION & OPPORTUNITYA WIOA DISLOCATED WORKER WIOA DW ENHANCED W IOA YOUTH IN SCHOOL W IOA YOUTH OUT OF SCHOOL WAGNER/PEYSER S UMMER JOB HUNT MIGRANT SEASONAL FARM WORKER - 10% EMPLOYMENT SUPPORT FUND WIOA PERFORMANCE INCENTIVE EDUCATION LAB AMERICORPS AREA AGENCY ON AGING AAA PART B LEGAL AAA PART B OMBUDSMAN AAA PART B COUNSELING AAA PART B CHORE AAA PART B OUTREACH AAA PART B TRANSPORTATION AAA PART C 1 AAA NSIP I P AAA C 2 AAA PART D AAA CHF F AAA ELDER ABUSE AAA SPECIAL OMBUDSMAN AAA CCT T AAA STATE ADMIN AAA STATE INFORMATION AND ASSISTANC AAA STATE HEALTH PROMOTIONS AAA STATE EDUCATION AAA STATE OMBUDSMAN AAA STATE CASE MANAGEMENT AAA STATE COUNSELING AAA STATE CHORE AAA STATE TRANSPORTATION AAA STATE PART C1 AAA STATE PART C2 AAA STATE SHELF STABLE MEALS AAA STATE VISUALLY IMPAIRED AAA STATE DENTAL VISION & HEARING AAA STATE PART E RESPITE AAA STATE SOUTH COUNTY RVNA AAA PART E GRANDPARENTING AAA PART E CAREGIVER AAA PART E RESPITE S INGLE ENTRY POINT HOME CARE ALLOWANCE CSBG EF CSBG ADMIN CSBG AAAA LINKAGES CSBG EMERGENCY SERVICES CASE MANAGEMENT AGENCY TOTAL HUMAN SERVICES 2024 Budget 0 975,000 328,010 321,990 164,250 495,750 680,400 42,000 68,800 550,800 62,000 170,000 260,000 123,000 117,433 106,396 67,535 0 28,980 19,656 847,500 67,900 282,100 19,000 4,800 2,000 5,000 12,500 169,625 176,926 107,376 30,348 89,600 97,125 54,075 61,550 62,475 118,726 37,800 5,399 28,726 179,650 21,000 259,599 5,649 60,226 112,125 2,499,600 50,400 72,000 64,175 131,325 205,000 0 2025 Reauest 394,000 1,378,300 488,700 398,300 111,200 713,800 820,250 42,000 56,850 850,900 35,000 235,000 441,000 129,500 133,000 102,850 55,700 43,250 66,450 28,750 885,000 40,000 310,000 43,000 0 3,000 20,000 12,500 124,270 289,900 54,100 6,350 68,350 212,200 159,800 159,350 160,800 66,500 0 0 19,100 203,750 25,700 222,830 5,300 56,050 135,650 0 33,000 23,300 45,750 158,950 244,500 5,339,000 2025 Recommend 394,000 1,378,300 488,700 398,300 111,200 713,800 820,250 42,000 56,850 850,900 35,000 235,000 441,000 129,500 133,000 102,850 55,700 43,250 66,450 28,750 885,000 40,000 310,000 43,000 0 3,000 20,000 12,500 124,270 289,900 54,100 6,350 68,350 212,200 159,800 159,350 160,800 66,500 0 0 19,100 203,750 25,700 222,830 5,300 56,050 135,650 0 33,000 23,300 45,750 158,950 244,500 5,339,000 2025 Final 10,523,300 15,652,800 15,652,800 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Summary - All Budget Units in Human Services Fund DEPARTMENT DESCRIPTION: See Individual Units. RESOURCES ACTUAL BUDGETED RECOMMEND REQUESTED NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 7,514,522 $ 7,336,738 $ 10,283,150 $ 10,283,150 Supplies 342,283 588,600 473,250 473,250 Purchased Services 4,514,053 3,393,500 4,6691000 4,669,000 Fixed Charges 199,671 292,900 227,400 227,400 Gross County Cost $ 12, 570, 529 $ 11, 611, 738 $ 15, 652, 800 $ 15, 652, 800 Revenue 12, 343, 498 10, 539, 509 14, 407, 049 14, 407, 049 Net County Cost $ 227,031 $ 1,072,229 $ 11245,751 $ 1,245,751 Budget Positions 93 141 141 141 SUMMARY OF CHANGES: See Individual Budget Units OBJECTIVES: See Individual Budget Units BOARD ACTION: See Individual Budget Units. 350 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser - - 2625-61460 [Formerly 60000-2626] DEPARTMENT DESCRIPTION: The Wagner/Peyser program administers all Job Service activities in Weld County. It includes the Migrant Seasonal Farm Worker (MSFVV) 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. This Budget Organization also includes the WIOA Reskilling, Upskilling, New-Skilling (RUN) Program. REQUESTED RECOMMEND RESOURCES BUDGETED ACTUAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,113,137 $ 1,328,000 $ 1,450, 000 $ 1,450, 000 Supplies 48,749 120,000 50,000 50,000 Purchased Services 388,497 180,000 168,000 168,000 Fixed Charges 38,865 100,000 60,000 60,000 Gross County Cost $ 1,589,248 $ 1,728,000 $ 11728,000 $ 11728,000 Revenue 1,592,028 1,300,000 1,288, 000 1,288, 000 Net County Cost $ - 2,780 $ 428,000 $ 440,000 $ 440,000 Budget Positions 22 22 22 22 SUMMARY OF CHANGES: No significant changes are anticipated for these programs. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 351 HUMAN SERVICES WAGNERIPEYSER (CONTINUED) 2625-61460 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Wagner-Peyser Clients served 11,889 13,140 12,000 MSFW Total Registrants 130 80 100 Efficiency Measures Per capita cost $4.44 $4.72 $4.61 Effectiveness Measures (desired results) Entered Employment Rate -2nd Qtr After Exit 60.16% 61.18% 57.00% Entered Employment Rate -4t" Qtr After Exit 82.12% 78.89% 65.00% Median Participant Earnings $22,702 $25,802 $5,600 MSFW — Referred to Jobs 59.46% 85.71% 51.00% MSFW — Provided Staff Assisted Services 100.0% 100.0% 51.00% MSFW — Referred to Supportive Services 59.46% 94.81% 51.00% MSFW — Career Guidance 66.22% 85.71% 51.00% GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 352 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt - 2625-61461 [Formerly 60000-2627] DEPARTMENT DESCRIPTION: The Summer Job Hunt program administers youth employment activities, such as job fairs, events, workshops, and one-on-one needs -based appointments to increase job search and obtainment skills for youth, year-round. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND NEXT FY REQUESTED NEXT FY Personnel Services $ 36,768 $ 34,000 $ 37,000 $ Supplies 101 500 0 Purchased Services 4,078 5,500 4,000 Fixed Charges 1,578 2,000 1,000 Gross County Cost $ 42,525 $ 42,000 $ 42,000 $ Revenue 42,000 42,000 42,000 Net County Cost $ 525 $ 0 $ 0 $ Budget Positions - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES Work Outputs ACTUAL ESTIMATED PROJECTED 2,700 $0.11 2,700 $0.11 Clients Efficiency served 27366 Measures Per capita cost $0.12 353 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND WIOA (Adult) 2625-61401 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2636] DEPARTMENT DESCRIPTION: The Adult WIOA program provides employment and training for eligible adults. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY CURRENT FY Personnel Services $ 734,589 $ 600,000 $ 750,800 $ 750,800 Supplies 8,415 20,000 15,500 15,500 Purchased Services 5087733 3407000 6001000 600,000 Fixed Charges 207886 157000 127000 127000 Gross County Cost $ 172727623 $ 9757000 $ 173781300 $ 173781300 Revenue 172177826 9757000 173781300 173781300 Net County Cost $ 54,797 $ 0 $ 0 $ 0 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: No significant changes in this program for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 354 HUMAN SERVICES WIOA (ADULT) (CONTINUED) 2625-61401 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients Efficiency served Measures 307 300 198 Per capita Effectiveness cost Measures (desired results) $3.55 $2.66 $3.68 Entered Employment Rate -2nd Qtr After Exit 68.27% 76.40% 75.00% Entered Employment Rate -4t" Qtr After Exit 65.20% 69.50% 70.00% Median Participant Earnings $8,594 $12,756 $6,900 Credential Measurable Rate Skill 76.81% Gains 79.63% 73.58% 80.00% 69.32% 63.50% GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 355 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND WIOA (Youth) 2625-61450/61451 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2637] DEPARTMENT DESCRIPTION: The Youth WIOA program provides employment and training programs for in -school and out -of -school youth. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND NEXT FY REQUESTED NEXT FY Personnel Services $ 579,439 $ 450,000 $ 575,000 $ 575,000 Supplies 13,506 10,000 10,000 10,000 Purchased Services 275,167 185,000 225,000 225,000 Fixed Charges 14,377 15,000 15,000 15,000 Gross County Cost $ 882,489 $ 660,000 $ 825,000 $ 825,000 Revenue 870,384 660,000 825,000 825,000 Net County Cost $ 12,105 $ 0 $ 0 $ 0 Budget Positions 8 8 8 8 SUMMARY OF CHANGES: No significant changes in this program for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 356 HUMAN SERVICES WIOA (YOUTH) (CONTINUED) 2625-61450 PERFORMANCE MEASURES Work Outputs (desired results) ACTUAL ESTIMATED PROJECTED $2.46 210 $1.80 71.08% 70.41% $5,139 87.50% 53.93% 200 $2.20 70.00% 69.50% $3,900 64.00% 59.00% 226 Youth Efficiency served Measures Per capita Effectiveness cost Measures Entered Employment Attainment Skill Gains Rate Rate rate -2nd -4t" (Younger Qtr Qtr After After Exit 71.31% 82.71% $4,658 79.79% 84.30% Entered Employment Youth) Exit Median Credential Measurable Earnings GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 357 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND 10% Incentive Grant (CIMS) 2625-61505 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2639] DEPARTMENT DESCRIPTION: The CIMS grant provides grant funding used to foster the development and continuous improvements of the Weld County region workforce system. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND NEXT FY REQUESTED NEXT FY Personnel Services $ 12,042 $ 25,000 $ 12,500 $ 12,500 Supplies 0 2,000 1,500 1,500 Purchased Services 22,476 35,000 21,000 21,000 Gross County Cost $ 34,518 $ 62,000 $ 35,000 $ 35,000 Revenue 33,463 62,000 35,000 35,000 Net County Cost $ 1,055 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES Efficiency Measures (Desired Results) ACTUAL ESTIMATED PROJECTED $0.10 $0.17 7/8 Yes $0.09 7/8 Yes Per Effectiveness capita cost Measures Performance Performing Rating Incentive Workforce Rating Development 7/8 Yes High Board 358 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND WIOA (Dislocated Worker Prog) BUDGET UNIT TITLE AND NUMBER: 2625-61420/61430/61440 [Formerly 60000-2643] DEPARTMENT DESCRIPTION: The Dislocated Worker Program WIOA program provides employment and training services to individuals who lost employment at no fault of their own. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND NEXT FY REQUESTED NEXT FY Personnel Services $ 604,824 $ 525,000 $ 565,000 $ 565,000 Supplies 3,002 87000 3,000 3,000 Purchased Services 155,442 102,000 310,000 310,000 Fixed Charges 16,154 15,000 9,000 9,000 Gross County Cost $ 779,422 $ 650,000 $ 887,000 $ 887,000 Revenue 761,695 650,000 887,000 887,000 Net County Cost $ 17,727 $ 0 $ 0 $ 0 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 359 HUMAN SERVICES WIOA (DISLOCATED WORKER) (CONTINUED) 2625-61420 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 76 85 154 Efficiency Measures Per capita cost $2.18 $1.77 $2.37 Effectiveness Measures (desired results) 65.63% 74.00% rate Q2 After Program Exit 63.33% Employment Employment rate Q4 After Program Exit 76.12% 73.17% 78.00% Median Participant Earnings $10,362 $11,376 $8,500 Credential Rate 97.06% 81.82% 70.00% Measurable Skills Gain 64.00% 69.39% 65.00% GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 360 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Veterans Service Office BUDGET UNIT TITLE AND NUMBER: 2625-61250 [Formerly 1000 — 96400] DEPARTMENT DESCRIPTION: The Veterans Services Office, in accordance with CRS Title 28, Article 5, Part 8, provides all types of services to veterans of Weld County. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND NEXT FY REQUESTED NEXT FY Personnel Services $ 45,929 $ 265,438 $ 350,000 $ 350,000 Supplies 768 0 4,000 4,000 Purchased Services 5,116 0 25,000 25,000 Fixed Charges 1,356 0 15,000 15,000 Gross County Cost $ 53,169 $ 265,438 $ 394,000 $ 394,000 Revenue 0 28,560 30,000 30,000 Net County Cost $ 53,169 $ 236,878 $ 364,000 $ 364,000 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: In August, 2023, the Board of County Commissioners approved the transfer of the Veterans Service Office to become part of the Department of Human Services. The office operates as a unit within the Employment Services Division. The move provides a single location for veterans to obtain a wide variety of services. Increases in operating costs are reflected in the request. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 361 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Educational Lab - 2645-61200 [Formerly 60000-2645] DEPARTMENT DESCRIPTION: The Educational Lab program covers the cost of operating the Computer Education Lab. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY CURRENT FY Personnel Services $ 128,780 $ 115,000 $ 183,000 $ 183,000 Supplies 25,074 30,000 30,000 30,000 Purchased Services 16,394 20,000 17,000 17,000 Fixed Charges 5,322 5,000 5,000 5,000 Gross County Cost $ 175,570 $ 170,000 $ 235,000 $ 235,000 Revenue 157,260 170,000 235,000 235,000 Net County Cost $ 18,310 $ 0 $ 0 $ 0 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients Efficiency served Measures 766 950 1,000 Per capita Effectiveness cost Measures (desired results) $0.49 $0.46 $0.63 High School Equivalency (HSE) 28 36 50 362 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: AmeriCorps Prog - 2646-61300 [Formerly 60000-2646] DEPARTMENT DESCRIPTION: The AmeriCorps Program operates in a Youth Corps model prioritizing land, water, and energy conservation projects. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY CURRENT FY Personnel Services $ 294,592 $ 200,000 $ 380,000 $ 380,000 Supplies 6,550 20,000 5,000 5,000 Purchased Services 44,213 37,000 54,000 54,000 Fixed Charges 2,951 3,000 2,000 27000 Gross County Cost $ 348,306 $ 260,000 $ 441,000 $ 441,000 Revenue 282,422 260,000 441,000 441,000 Net County Cost $ 65,884 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES Work Outputs ACTUAL ESTIMATED PROJECTED 29 $0.97 32 $0.71 95% $1.18 100% 32 Participants Efficiency in Measures program Per capita Effectiveness cost Measures (desired results) Clients completing program 90.6% 363 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Admin.) 2650-61700 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2651] DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior programs of the Area Agency on Aging. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND NEXT FY REQUESTED NEXT FY Personnel Services $ 121,246 $ 85,000 $ 85,000 $ 85,000 Supplies 997 500 500 500 Purchased Services 59,805 35,000 42,000 42,000 Fixed Charges 1,619 2,500 2,000 2,000 Gross County Cost $ 183,667 $ 123,000 $ 129,500 $ 129,500 Revenue 171,316 110,649 117,149 117,149 Net County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: BOARD ACTION: PERFORMANCE MEASURES Work Outputs ACTUAL ESTIMATED PROJECTED 11 $0.51 11 $0.34 11 $0.35 Programs Efficiency administered Measures Per capita cost (other) 364 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND AAA (Support) 2650-61705/61710/61715/61720/61725/ BUDGET UNIT TITLE AND NUMBER: 61730/61735/61740/61745 [Formerly 60000-2652] DEPARTMENT DESCRIPTION: The AAA grant provides several contracted services to the older adults including legal counseling, ombudsman services, homemaker services, personal care, peer counseling, outreach, and transportation. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 181,238 $ 85,000 $ 90,000 $ 90,000 Supplies 1,981 1,000 1,000 1,000 Purchased Services 300,796 289,000 335,000 335,000 Fixed Charges 4,557 2,000 4,000 4,000 Gross County Cost $ 488,572 $ 377,000 $ 430,000 $ 430,000 Revenue 4887572 340,000 386,750 386,750 Net County Cost $ 0 $ 37,000 $ 43,250 $ 43,250 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: The Department is requesting the reclassification of one Home and Community Support Ombudsman Supervisor from its current Grade 31 to Grade 35. FINANCE/ADMINISTRATION RECOMMENDATION: The reclassification is supported through the point -factor and market analysis. It is still a policy issue for the board. BOARD ACTION: 365 HUMAN SERVICES AREA ON AGING (CONTINUED) 2650 - 61705-61745 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Outreach — Hispanic Senior Outreach 564 750 500 Peer Counseling 4,064 2,748 1,099 Legal Consultation/Representation 684 397 158 and Personal Care 5,998 5,645 6,000 Homemaker Chore 5,443 3,954 3,164 Ombudsman Services 1,794 1,800 1,850 7,300 5,132 2,400 Transportation Efficiency Measures Per capita cost $0.00 $0.10 $0.12 Effectiveness Measures (desired results) Work output goals are maintained Yes Yes Yes GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 366 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Congregate Meal Program) BUDGET UNIT TITLE AND NUMBER: 2650-61750 [Formerly 60000-2653] DEPARTMENT DESCRIPTION: The Congregate Meal Program grant provides meals to the senior population at 23 nutrition sites around the county. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND NEXT FY REQUESTED NEXT FY Personnel Services $ 234,062 $ 215,000 $ 250,000 $ 250,000 Supplies 18,180 25,000 27,500 27,500 Purchased Services 505,157 6487000 600,000 600,000 Fixed Charges 7,896 77500 7,500 7,500 Gross County Cost $ 765,295 $ 895,500 $ 885,000 $ 885,000 Revenue 765,295 847,500 832,000 832,000 Net County Cost $ 0 $ 48,000 $ 53,000 $ 53,000 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES Work Outputs ACTUAL ESTIMATED PROJECTED 80,969 $2.14 74,377 $2.44 75,000 $2.36 Meals Efficiency served Measures Per capita cost 367 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Home Delivered Meals)/NSIP BUDGET UNIT TITLE AND NUMBER: 2650-61751/61755 [Formerly 60000-2654] DEPARTMENT DESCRIPTION: The Home Delivered Meals grant provides home delivered meals through Meals on Wheels. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND NEXT FY REQUESTED NEXT FY Personnel Services $ 37 $ 0 $ 0 $ 0 Supplies 4,548 0 0 0 Purchased Services 590,473 350,000 350,000 350,000 Gross County Cost $ 595,058 $ 350,000 $ 350,000 $ 350,000 Revenue 595,058 350,000 350,000 350,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES Work Outputs results) ACTUAL ESTIMATED PROJECTED 43,249 $1.66 Yes 33,204 13,281 $0.96 Yes $0.93 Yes Meals Efficiency Served Measures Per Effectiveness Work capita output cost goals Measures are (desired maintained. 368 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Health Services) 2650-61760 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2655] DEPARTMENT DESCRIPTION: This Health Services grant provides health services to the senior community. This grant supports evidence -based health programs. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND NEXT FY REQUESTED NEXT FY Personnel Services $ 48,464 $ 16,000 $ 40,000 $ 40,000 Supplies 266 0 0 0 Purchased Services 6,011 2,000 2,000 2,000 Fixed Charges 1,383 1,000 1,000 1,000 Gross County Cost $ 56,124 $ 19,000 $ 43,000 $ 43,000 Revenue 56,124 19,000 43,000 43,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: BOARD ACTION: PERFORMANCE MEASURES Work Outputs results) ACTUAL ESTIMATED PROJECTED 199 $0.16 250 280 $0.05 $0.11 Yes Yes Clients Efficiency served Measures Per Effectiveness capita cost Measures (desired Work output goals are maintained Yes 369 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Co. Health Foundation) BUDGET UNIT TITLE AND NUMBER: 2650-61765 [Formerly 60000-2656] DEPARTMENT DESCRIPTION: The Colorado Health Foundation grant provides health services to the senior community, providing long-term care information and assistance for individuals 18 years of age and older. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 0 $ 1,800 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 3,000 0 0 Fixed Charges 0 0 0 0 Gross County Cost $ 0 $ 4,800 $ 0 $ 0 Revenue 0 4,800 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: BOARD ACTION: PERFORMANCE MEASURES Efficiency Measures results) ACTUAL ESTIMATED PROJECTED $0.00 $0.01 Yes $0.00 Yes Per Effectiveness capita cost Measures (desired Work output goals are maintained Yes 370 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Elder Abuse Grant) BUDGET UNIT TITLE AND NUMBER: 2650-61770 [Formerly 60000-2657] DEPARTMENT DESCRIPTION: The Elder Abuse grant provides for educational training to the community on elder abuse. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND NEXT FY REQUESTED NEXT FY Personnel Services $ 6,001 $ 2,000 $ 3,000 $ 3,000 Supplies 18 0 0 0 Purchased Services 1,477 0 0 0 Fixed Charges 311 0 0 0 Gross County Cost $ 71807 $ 27000 $ 3,000 $ 3,000 Revenue 71807 27000 3,000 3,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES Work Outputs (desired results) ACTUAL PROJECTED ESTIMATED 1,794 $0.02 1,800 $0.01 Yes 1,850 $0.01 Yes Yes Ombudsman Efficiency Services Measures Per Effectiveness capita cost Measures Education of long-term staff 371 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Special Ombudsman) BUDGET UNIT TITLE AND NUMBER: 2650-61775 [Formerly 60000-2658] DEPARTMENT DESCRIPTION: The Special Ombudsman funds supplement the ombudsman program. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND NEXT FY REQUESTED NEXT FY Personnel Services $ 42,514 $ 3,500 $ 20,000 $ 20,000 Supplies 1 100 0 0 Purchased Services 56 1,000 0 0 Fixed Charges 59 400 0 0 Gross County Cost $ 42,630 $ 5,000 $ 20,000 $ 20,000 Revenue 42,630 5,000 20,000 20,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES Work Outputs (desired results) ACTUAL ESTIMATED PROJECTED 362 $0.12 400 $0.01 Yes 450 $0.05 Yes Complaints Efficiency investigated Measures Per Effectiveness capita cost Measures Work outputs are maintained Yes 372 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Single Entry Point/HCA) BUDGET UNIT TITLE AND NUMBER: 265995-61780/61790 [Formerly 60000-265995] DEPARTMENT DESCRIPTION: The Single -Entry Point grant provides case management services to Medicaid eligible clients. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,589,621 $ 2,300,000 $ 23,000 $ 23,000 Supplies 5,739 30,000 0 0 Purchased Services 129,151 125,000 10,000 10,000 Fixed Charges 64,940 95,000 0 0 Gross County Cost $ 2,789,451 $ 2,550,000 $ 33,000 $ 33,000 Revenue 2,789,260 215501000 33,000 33,000 Net County Cost $ 191 $ 0 $ 0 $ 0 Budget Positions 30 37 0 0 SUMMARY OF CHANGES: The Department's Area Agency on Aging (AAA) Division responded to the Colorado Department of Health Care Policy and Financings (HCPF) Request for Proposal for Case Management Agencies (CMA). The Board of Weld County Commissioners approved this application in 2023. In June, 2023, the Department was notified of its selection to act as the CMA for the Weld County region. Full implementation of the CMA program occurred on March 1, 2023. The Home Care Allowance (HCA)-related portion of the activities remain in this Budget Organization. The CMA activities will be separated into a new Budget Organization, beginning with the 2025 Budget Document. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 373 AREA AGENCY ON AGING SINGLE ENTRY POINT/H CA (CONTINUED) 265995-61780/61790 PERFORMANCE MEASURES Work Outputs - Adults - Children (desired results) ACTUAL ESTIMATED PROJECTED 3,490 249 $0.00 3,599 317 $0.00 2,942 3,774 517 $0.00 3,050 Clients Clients Efficiency Served Served Measures Per capita Effectiveness cost Measures institutional Divert Medicaid care eligible to cost clients effective from 2,744 home care GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 374 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Case Management Agency) BUDGET UNIT TITLE AND NUMBER: 2680-61781 DEPARTMENT DESCRIPTION: The Case Management Agency grant provides case management services to Medicaid -eligible clients for Options to Long -Term Care and State - Waiver program services. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY LAST FY Personnel Services $ 0 $ 0 $ 4,527,000 $ 4,527,000 Supplies 0 0 100,000 100,000 Purchased Services 0 0 640,000 640,000 Fixed Charges 0 0 72,000 72,000 Gross County Cost $ 0 $ 0 $ 5,339,000 $ 5,339,000 Revenue 0 0 5,339,000 5,339,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - 78 78 SUMMARY OF CHANGES: The Department's Area Agency on Aging (AAA) Division responded to the Colorado Department of Health Care Policy and Financings (HCPF) Request for Proposal for Case Management Agencies (CMA). The Board of Weld County Commissioners approved this application in 2023. In June, 2023, the Department was notified of its selection to act as the CMA for the Weld County region. Full implementation of the CMA program occurred on March 1, 2023. The Home Care Allowance (HCA)-related portion of the activities remain in the former SEP/HCA Budget Organization. The CMA activities will be separated into this new Budget Organization, beginning with the 2025 Budget Document. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 375 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (CCT) - - 2650-61785 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2660] DEPARTMENT DESCRIPTION: The CCT funding includes minor funding sources that supplement the aging programs, including Colorado Choice Transition (CCT). RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND NEXT FY REQUESTED NEXT FY Personnel Services $ 12,777 $ 11,000 $ 11,500 $ 11,500 Supplies 5 500 0 0 Purchased Services 299 1,000 1,000 1,000 Fixed Charges 273 0 0 0 Gross County Cost $ 13,354 $ 127500 $ 12,500 $ 12,500 Revenue 13,354 12,500 12,500 12,500 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients Efficiency served Measures 26 30 40 Per capita cost $0.00 $0.00 $0.00 376 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (State Funds)- 2650-61835-61930 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2671] DEPARTMENT DESCRIPTION: State General Fund appropriation intended to mirror Federal Funding of the Older Americans Act and includes: Administration, Information, and 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. ACTUAL LAST FY BUDGETED RECOMMEND RESOURCES REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 568,742 $ 825,000 $ 675,000 $ 675,000 Supplies 204,183 300,000 205,000 205,000 Purchased Services 1,225,471 597,000 875,000 875,000 Fixed Charges 14,756 25,000 18,000 18,000 Gross County Cost $ 2,013,152 $ 1,747,000 $ 11773,000 $ 1,7731000 Revenue 2,016,386 1,500,000 1,5031000 1,5031000 Net County Cost $ - 3,234 $ 247,000 $ 270,000 $ 270,000 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES Work Outputs Clients Served ACTUAL ESTIMATED PROJECTED 327 -$0.01 206 $0.67 164 $0.72 Dental/Vision/Hearing Efficiency Measures Per capita cost 377 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND AAA — Part E-Grandparenting/Caregiver Support/Resp BUDGET UNIT TITLE AND NUMBER: 2650-61935/61940/61945 [Formerly 60000-2673] DEPARTMENT DESCRIPTION: This program provides support to family members who are caring for relatives at home. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY RECOMMEND NEXT FY REQUESTED NEXT FY Personnel Services $ 53,636 $ 50,000 $ 55,350 $ 55,350 Supplies 98 1,000 250 250 Purchased Services 1391427 1887000 1401000 1401000 Fixed Charges 1,640 2,000 1,400 1,400 Gross County Cost $ 1947801 $ 2417000 $ 1971000 $ 1977000 Revenue 1947801 1787000 1337850 1337850 Net County Cost $ 0 $ 637000 $ 63,150 $ 63,150 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: BOARD ACTION: PERFORMANCE MEASURES Work Outputs - units of (desired services results) ACTUAL ESTIMATED PROJECTED 7,350 $0.00 7,250 $0.17 Yes 5,800 $0.17 Yes Care Efficiency giver Support Measures Per capita Effectiveness cost Measures Maintain requirements of grant Yes 378 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Comm. Services Block Grant - - 267895 - 61600-61650 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-267895] 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. ACTUAL LAST FY BUDGETED RECOMMEND RESOURCES REQUESTED CURRENT FY NEXT FY NEXT FY Personnel Services $ 106,084 $ 200,000 $ 200,000 $ 200,000 Supplies 102 20,000 20,000 20,000 Purchased Services 135,814 250,000 250,000 250,000 Fixed Charges 748 2,500 2,500 2,500 Gross County Cost $ 242,748 $ 472,500 $ 472,500 $ 472,500 Revenue 245,817 472,500 472,500 472,500 Net County Cost $ - 3,069 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 379 COMMUNITY SERVICES BLOCK GRANT (CONTINUED) 267895-61600 PERFORMANCE MEASURES Work Outputs with of maintained for funding experiencing avoiding who Case 90 improve shelter days homelessness to eviction Management assist safe and their home who ACTUAL PROJECTED ESTIMATED 172 170 221 141 -$0.01 350 172 75 170 99 221 350 141 $0.00 $0.00 individuals Provide homelessness Parents environments emergency / Caregivers safe at housing Measures risk experiencing who through temporary Households obtained Households affordable Efficiency Per capita cost GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 380 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 $1,202,804 to reflect large capital improvements on the Poudre River Trail corridor as well as at the Island Grove Events Center in Greeley. This includes up to a $395,671 transfer in from the General Fund, if needed. CONTINGENCY FUND: The Contingency Fund is funded with fund balance dollars at the level of $10,000,000. A beginning fund balance of $165,120,000 is anticipated. An ending fund balance of $165,120,000 is projected, assuming no contingency funds are needed in 2025. 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 $5,819,653 in fund balance is projected to remain relatively similar in 2025. Revenue is estimated at $1,700,000, with expenses and transfers totaling $1,273,428. $85,000 is funded for code enforcement of littering, $295,241 for operations relating to cleanup operations, transfers of $400,000 to Public Works and $857,187 to the Health Department. The ending fund balance can increase up to $430,000 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 per 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. 381 CONSERVATION TRUST SUMMARY OF REVENUES 2025 Fund Or g Acct Account Title 2200 73700 4332 LOTTERY 2200 73700 4610 EARNINGS ON INVESTMENTS 2024 Budget 545,000 10,000 2025 Recuest 797,329 10,000 2025 Recommend 797,329 10,000 2025 Final 555,000 807,329 807,329 CONSERVATION TRUST SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function 2024 2025 2025 2025 Budget Request Recommend Final 2200 73700 CONSERVATION TRUST 574,210 TOTA CONSERVATION TRUST 982,804 1,202,804 574,210 982,804 1,202,804 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund - - 2200-73700 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. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 563,000 574,210 982,804 1,202,804 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 563,000 $ 574,210 $ 982,804 $ 11202,804 Revenue 625,793 555,000 807,329 807,329 Net County Cost $ -62,793 $ 19,210 $ 175,475 $ 395,475 SUMMARY OF CHANGES: Revenue from the Colorado Lottery is being projected at $750,000 and $10,000 from interest earnings. For 2025, the capital improvements for the county buildings at Island Grove Park is proposed at $982,804. 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 in this fund, as expenses are always a year behind revenues collected. FINANCE/ADMINISTRATION RECOMMENDATION: The proposed maintenance of trails with the Poudre River Trail and Great Western Trail, typically budgeted in the General Fund, are being transferred to the Conservation Trust Fund for spending. The totals of $220,000 are budgeted here for 2025. 384 CONSERVATION TRUST FUND (CONTINUED) 2200-73700 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): Historically, the following is the amount of money received annually since the lottery started: 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 $ 194,698 1957304 151,033 1387069 162,736 1547074 1307764 1367726 200,103 220,219 2647371 2057534 3277162 312,024 3567262 3737962 286,971 3587802 3617050 3917780 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 $ 3857070 361,926 371,213 453,233 423,260 4307795 4087648 3867999 3767031 4117891 4507659 4047589 3587431 4877550 4367368 429,897 513,355 4727538 5627906 542,101 2023 6027733 The funds have been used for maintenance and development of Island Grove Park and the Missile Site Park, with the exception of the following items: Entity 1983: Greeley 1984: Greeley 1985: Greeley 1986: Greeley LaSalle Ault Dacono Windsor Ft. Lupton Independence Stampede Purpose Civic Auditorium Civic Auditorium Civic Auditorium Civic Auditorium Community Center Park System Park Improvements Park Improvements Pearson Park Sports Complex Headquarters Facility Amount $ 141,464 $ 1437000 $ 90,000 $ 517500 10,000 7,500 3,000 6,000 10,000 5,000 Since 1987 all funds have gone to the two county parks. Beginning in 2002, only Island Grove Park has been funded. 385 CONSERVATION TRUST FUND (CONTINUED) 2200-73700 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): In 1984, the Board adopted the following criteria, in priority order, for the use and allocation of Weld County lottery funds. This policy remains in force today: 1. To maintain and develop the two existing county parks. 2. Projects must enhance the quality of life for the citizens of Weld County. 3. Projects must contribute to, or compliment, the economic development activities of Weld County. 4 Projects must have an area impact or significance. 5. Funds used for local community projects must have substantial local support. 6. Outside of existing county parks, no operating funds shall be contributed to projects. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Island Efficiency Grove Measures Park Visitors 340,000 370,000 420,000 Per Cost capita Per cost Visitor (county support) $1.58 $1.61 $1.59 $1.52 $1.59 $1.37 BOARD ACTION: 386 CONTINGENCY FUND SUMMARY OF REVENUES 2025 Fund Or g Acct 2300 90300 4112 Account Title CURRENT PROPERTY TAXES 2024 Budget MI 2025 Reauest 2025 Recommend M. 2025 Final CONTINGENCY SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function 2300 90300 CONTINGENT TOTAL CONTINGENCY 2024 Budget 10, 000, 000 2025 Reauest 2025 Recommend 10, 000, 000 10, 000, 000 2025 Final 10,000,000 10,000,000 10,000,000 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CONTINGENCY FUND BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300 DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen expenditures or revenue short -falls. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 10, 000, 000 10, 000, 000 10, 000, 000 Capital 0 0 0 0 Gross County Cost $ 0 $ 10, 000, 000 $ 10, 000, 000 $ 10, 000, 000 Revenue/Fund Bal. 165,000,000 0 0 Net County Cost $ 0 $ 10, 000, 000 $ 10, 000, 000 $ 10, 000, 000 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 $164,672,945 is anticipated. An ending fund balance of $175,000,000 is projected, assuming no contingency funds are needed in 2025. 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: 389 EMERGENCY RESERVE SUMMARY OF REVENUES 2025 Fund Or g Acct 2400 53100 4112 Account Title CURRENT PROPERTY TAXES 2024 Budget MI 2025 Reauest 2025 Recommend M. 2025 Final EMERGENCY RESERVE SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function 2400 53100 EMERGENCY RESERVE 2024 2025 2025 2025 Budget Request Recommend Final 0 0 0 0 0 0 0 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND BUDGET UNIT TITLE AND NUMBER: Emergency Reserve - - 2400-53100 DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per Amendment One (TABOR), passed November 3, 1992, which requires that an emergency reserve be established to be used for declared emergencies only, and that each local government shall reserve for 1993, 1 percent or more, for 1994, 2 percent or more, and for all later years, 3 percent or more of the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next year's reserve. RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY REQUESTED RECOMMEND NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 SUMMARY OF CHANGES: With the adoption of the new accounting rules under GASB 54, the three percent (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. 392 SOLID WASTE SUMMARY OF REVENUES 2025 Fund Or g Acct Account Title CHARGE FOR SERVICES 2700 90200 4410 CHARGE FOR SERVICES TOTAL SOLID WASTE 2024 Budget 1,700, 000 2025 Reauest 1,700,000 2025 Recommend 1,700,000 2025 Final 1,700,000 1,700,000 1,700,000 393 SOLID WASTE SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function 2700 21240 TRANSFER 2700 90200 SOLID WASTE 2700 90200 TRANSFER TOTAL SOLID WASTE 2024 2025 2025 2025 Budget Request Recommend Final 85,000 295,241 1,190, 922 85,000 295,241 857,187 85,000 295,241 857,187 1,571,163 1,237,428 1,237,428 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOLID WASTE FUND BUDGET UNIT TITLE AND NUMBER: Code Enforcement - - 2700-21240 DEPARTMENT DESCRIPTION: The Solid Waste Fund accounts for code enforcement for littering, illegal dumping, and roadside trash pick-up program. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY NEXT FY NEXT FY CURRENT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 85,000 85,000 85,000 85,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 85,000 $ 85,000 $ 85,000 $ 85,000 Revenue 0 0 0 0 Net County Cost $ 85,000 $ 85,000 $ 85,000 $ 85,000 SUMMARY OF CHANGES: The Code Enforcement function has been combined with the Animal Control function in the Sheriff's Office. The cost of the code enforcement function is $85,000. See budget unit number 1000-21230 for a detailed discussion of the program. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and funding of program from the Solid Waste surcharge. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number Efficiency of Complaints Measures 772 800 800 Per capita cost (county support) $0.25 $0.24 $0.24 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public Safety Bureau (Budget Unit 1000-21200) goals. 395 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOLID WASTE FUND BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund - - 2700-90200 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. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 73,626 170,000 170,000 170,000 Fixed Charges 128,321 125,241 125,241 125,241 Transfers 1,862,665 1,275,922 857,187 857,187 Gross County Cost $ 2,064,612 $ 1,571,163 $ 1,237,428 $ 1,237,428 Revenue/Fund Bal. 3,497,473 1,700,000 1,700,000 1,700,000 Net County Cost $ - 1,432,861 $ -128,837 $ -462,572 $ -462,572 SUMMARY OF CHANGES: The projected 2025 revenue estimate remains at $1,700,000, the same as 2024. Anticipated decreases from the Buffalo Hills Landfill being annexed by Keenesburg have not materialized to the projected levels as of 2024. The Department of Public Health and Environment costs for the Household Hazardous Waste program is projected to be $857,187. 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. $188,605 is budgeted for solid waste inspections and monitoring by the Health Department. Indirect costs for the health department and a transfer to the Public Works Fund are not currently anticipated as necessary for 2025. Beginning estimated fund balance of $5,820,000 will potentially be increased by $463,000 in 2025. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 396 SOLID WASTE FUND (CONTINUED) 2700-90200 PERFORMANCE MEASURES Work Outputs Material ACTUAL ESTIMATED PROJECTED $429,265 $1,949,908 45 $388,559 $2,200,000 $7.00 $5.86 $1.29 $1.15 45 $651,508 $1,700,000 $4.35 $1.83 45 Landfill Inspections Household Surcharge Efficiency Hazardous Collected Measures (HHM) Per capita Per capita cost HHM (collected) cost 397 WELD COUNTY TRUST FUND SUMMARY OF REVENUES 2025 Fund Ora Acct Account Title 7400 90100 4610 EARNINGS ON INVESTMENTS 7400 90100 711000 Transfer 2024 Budget 2,500,000 2,000,000 2025 Recuest 2,500,000 2,000,000 2025 Recommend 2,500,000 2,000,000 2025 Final 4,500,000 4,500,000 4,500,000 WELD TRUST SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function 7400 90100 NON DEPARTMENTAL TOTAL WELD TRUST 2024 Budget 2,000,000 2025 Reauest 2025 Recommend 2,000,000 2,000,000 2025 Final 2,000,000 2,000,000 2,000,000 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: WELD COUNTY TRUST FUND BUDGET UNIT TITLE AND NUMBER: 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. RESOURCES ACTUAL LAST FY BUDGETED REQUESTED RECOMMEND CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 123,128 2,0001000 2,000,000 2,000,000 Capital 0 0 0 0 Gross County Cost $ 123,128 $ 2,000,000 $ 2,000,000 $ 2,000,000 Revenue 12, 354, 045 4,5001000 4,500,000 4,500,000 Net County Cost $ (12, 230, 917) $ -2,500,000 $ -2,500,000 $ -215001000 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 for Bright Futures student grants in 2024. 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: 400 SEVEN YEAR TREND Capital Expenditures 60, 000, 000 50, 000, 000 40, 000, 000 30, 000, 000 20, 000, 000 10, 000, 000 ❑ Capital ❑ Communications Capital 0 N 0 1.0- NI - 0 M 0 0 0 N 0 N- N 0 0 N CO O r N r 0 0 O CO r r 0 LU CO r LU LU r CO r O N- N - N CO N N -- CO r CO CO N CO LU N- N N 1.0- Nt Cr) Cr) O N- o N LU O 0 O CO Ncr a) CO 2019 2020 2021 2022 2023 2024 2025 401 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 2025-2029 is presented in this section. The plan contains the specifics of the 2025 capital projects budget. Currently, the 5 -year plan totals over $196 million, with the Master Space Plan project being completed now anticipated to increase those dollars needed to provide for the growth in staffing and services. For the Communications Capital Development Fund, a Capital Improvements Plan for 2025-2028 has been prepared to fund the county's communications infrastructure in partnership with the E-911 Authority board. CAPITAL EXPENDITURE FUND: The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2025 program is budgeted at $52,070,334 with almost 100 separate projects to be completed. Resources include $65,541,739 in property tax, $225,000 from capital expansion fees, $1,000,000 from interest and a beginning fund balance of approximately $125 million. Anticipated projects include $8,600,000 for the design and build of a Fleet large vehicle repair facility, approximately $15 million for the design and planning of the land purchased north of 0 street for necessary expansions, $6 million for the backup Dispatch center, and other smaller projects throughout the county. Maintenance projects and improvements at the Jail will total over $5 million in 2025. The courthouse is scheduled for some much needed renovation and repairs that will total over $2 million. Department requests total over $4 million, and include safety features, convenience and compliance issues, added security or key control for proximity access, and workspace remodels. Capital projects will impact 2025 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 taxpayers 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 2025 program is funded at $3,948,000 with $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. Anticipated projects include $2,000,000 to expand and remodel back up dispatch facility to allow for growth in personnel and channels served. There is also $409,000 in the Public Safety IT hardware and software CI P, and $65,000 in equipment replacement through the radio shop. 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 or expanding of the backup dispatch center is planned for 2025, and this will add additional utilities and ongoing expenses. Other capital items are primarily replacement items and will not add operational costs in the future. 402 CAPITAL EXPENDITURES SUMMARY OF REVENUES 2025 Fund Ora Acct Account Title 4000 17500 4112 CURRENT PROPERTY TAXES 4000 17500 4610 EARNINGS ON INVESTMENTS 4000 17500 4730 OTHER FEES 2024 2025 2025 2025 Budget Recuest Recommend Final 80, 535, 309 65, 000, 000 65, 541, 739 1,000,000 1,0001000 1,0001000 225,000 225,000 225,000 TOTAL CAPITAL EXPENDITURES 81,760,309 66,225,000 66,766,739 CAPITAL EXPENDITURES SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function 2024 2025 2025 2025 Budget Request Recommend Final 4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 38,137,232 TOTAL CAPITAL EXPENDITURES 81, 683, 934 52, 070, 334 38,137,232 81,683,934 52,070,334 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CAPITAL EXPENDITURE FUND BUDGET UNIT TITLE AND NUMBER: Capital Expenditures - - 4000-17500 DEPARTMENT DESCRIPTION: Capital projects for general county use. Created in accordance with Section 29-1-301(1.2), C.R.S., April 5, 1984. Formerly Public Works - County Buildings Fund (Fund 33). RESOURCES ACTUAL LAST FY CURRENT BUDGETED FY REQUESTED FY RECOMMEND NEXT FY NEXT Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 644,121 200,000 12,467,214 12,467,214 Purchased Services 1, 989,043 2,000 000 5, 286,720 4,023 120 Capital 16,150, 622 35,937 272 63, 930,000 35,580 000 Gross County Cost $ 18, 783,786 $ 38,137, 272 $ 81, 683,934 $ 52,070 334 Revenue 3, 418,199 1,225 000 1, 225,000 1,225 000 Net Contribution Property Tax $ 24, 807,711 $ 80,535 309 $ 65, 000,000 $ 65,541 739 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 2025 is $65,541,739 and is necessary for obtaining the resource capacity needed for the long-term plan. The Facilities Master Space Plan may cause some significant changes in the future of the Capital Fund; however, 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 2025, the classification of expenditures is changing slightly to allow for adequately purchasing small items of equipment such as bottle filling water fountains 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. Facilities 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. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 405 COMMUNICATIONS DEVELOPMENT SYSTEMS CAPITAL FUND SUMMARY OF REVENUES 2025 2024 2025 2025 2025 Fund Acct Account Title 4010 22200 4680 OTHER TOTAL COMMUNICATIONS CAPITAL DEVELOPMENT Bud et Re•uest Recommend Final 1,8501000 210631000 210631000 1,850,000 2,063,000 2,063,000 Mi COMMUNICATION DEVELOPMENT SYSTEMS SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function 2024 2025 2025 2025 Budget Request Recommend Final 4010 22200 CAPITAL IMPROVEMENT AND ACQUISITION 4,779,000 3,948,000 3,948,000 TOTAL COMMUNICATION DEVELOPMENT 4,779,000 3,948,000 3,948,000 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS CAPITAL DEVELOPMENT FUND BUDGET UNIT TITLE AND NUMBER: Communications Capital Development Fund 4010-22200 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-911 Authority. RESOURCES BUDGETED REQUESTED RECOMMEND ACTUAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 184,793 1,002,000 289,000 289,000 Purchased Services 0 0 0 0 Capital 2,948,928 3,777,000 3,659,000 3,6591000 Gross County Cost $ 3,133, 721 $ 4,779,000 $ 3,948,000 $ 3,948,000 Revenue/Fund Bal. 1,849,992 1,850,000 2,063,000 2,063,000 Net County Cost $ - 1,283,729 $ 2,929,000 $ 1,885,000 $ 11885,000 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 2025 program is funded with an average of the needs for the next five years at $2,063,000 with the transfer of funds from the E-911 Authority per the IGA between the E-911 Authority and Weld County approved February 16, 2021. Anticipated projects include FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2025 funding level of the Communications Capital Development Fund's Capital Improvements Plan for 2025-2029 to fund the county's communications infrastructure. The actual plan is on the page immediately following. BOARD ACTION: 408 C co 0. C a) E C) co' a C) C) z U z Ein 4- C C I5 4I C a) a z a. W Public Safety Communications 5 Year Capita 2025-2029 ications Ca a E E O U 4-0 ca Cn 0 0 L0 '0 w N CO 0 0 0 x w 0 0 in 69. 0 0 0 0 0 w 0 0 0 0 0 w 0 0 0 0 0 0 0 d' 0 0 0 0 0 w 0 O 0 w N S4 0 0 0 0 0 w 0 CO Lr) 4f} 0 0 0 0 0 I 0 0 0 0 0 w 0 "Cr 0 0 0 0 0 0 0 0 0 0 0 w 0 LC) is.. 69. 0 0 0 0 0 w 0 M) N w $ 437,125.00 0 0 O 0 0 w O 0 0 0 O 0 0 w me 6F} 0 0 O 0 0 w O G) (D ER 0 0 O 0 0 w M M CO w N 4f} 0 O O 0 0 w N. M $ 240,000.00 $ 120,000.00 $ 10,314,975.00 (too p I- d' d' r 4:0 r 63 r 69. r 69. r 60 r 6F} r e% r 4f} T' 6:} T' 6% O N 0 N O O O O O 0 O O O O O 0 LC) N U 0 O O Oa O IC CO N S 0 O O a I 1%.- CG 4 } r 69- O N 0 N 00•000`0171, $ O O O O 0 LU O O O O O O LO N O O 6 O 0 O CO 0 0 0 O 0 0 d' NI' d' N r r r N.N a " $ 123,535.00 O O 6 O O L 00.000`017 I, $ o O 6 O O O LO N U) O O O O O O 6) CO ) $ 2,003,835.00 O O O O O d--- CO I% --- co - r S- co N 0 N $ 39,015.00 c) o 6 O O 0 d' O o 6 N O O O O O N I. U) O O O O O O d' N U) $ 1,242,140.00 O O O O O d' r IC CO T- CO Cl) vt' 69 T- E) LO N 0 N 0 O O O 0 0 0 LU U) 0 0 O O 0 O 0 0 N Ef} 00.000'009 $ 0 O O 0 O 0 L N E 0 0 O 0 0 0 0 0 0 O 0 0 r S. 0 O O 0 0 C3) O d' 9 0 0 O 0 0 lf) CO U) $ 120,000.00 0 0 O 0 0 CO d' G) M S. r U) i O a 1551 - Main Center 1551 - Main Center 1551 - Main Center 1551 - Main Center 3105 - Back Up 3105 - Back Up 3105 - Back Up 3105 - Back Up 3105 - Back Up ESINET IWY 34 0) C North Fiber Loop PSWC Shop PSWC Shop 0 a) a. 2 z z Description S mall Equipment EOL aanwuand alosuoD PC Replacement Recorder - Analog Recorder - Digital (Radio) Expansion/Remodel/Building Console Furniture PC Replacement Recorder - Analog Recorder Recorder - Digital (Radio) N ext Generation 911 N ew Site Briggsdale Fiber Lease Affinity Inform Software Platform U PS - Liebert/Emerson Nfinity Fiber Lease Affinity IP Viavi CX300 Test Sets lz Mobile Repeaters (2) 911 PC Replacement /A9C's replacement ITAL COST E ra U I C O U 0 0 0 0 0 0 w 0 d' 4f} 0 0 0 0 0 w 0 O d' 6R 0 0 0 0 0 w 0 0 0 0 0 0 w 0 MO M 6f} 0 0 0 0 C) w LO M 6f9 0 0 0 0 0 w ILO Mr M 6R 0 0 0 0 0 w LC) 00.000`00z $ O 0 o O O w CO CO 0, 00.000`03z $ $ 2,833,000.00 0 O O 0 O .- 00 CO N 69 $ 2,545,000.00 x 00 i- 0 0 0 w 0 LO r 6f} N. 6F} r 6F} O N O N III H} 60- O O O O O N 69- O O O O U) O O 0 •IIII0 O O L N- N ) U) Eft H} O 0 0 O ti CO NN 6i} 69 O O 0 O O I- CO 69- r U) 69 EA Co N O N Ef} CO- EA- O O 0 O O N GO- O O '9 O O O 0 O 0 LO I- N 60- U) 00.000'009 S O 0 0 0 0 O O N 69- 0 O 0 0 0 0 0 0 0 0 CO Ef} 0 0 0 0 0 GC M 0 0 O 0 0 0 N L €9 0 0 0 0 0 I� 00 0) U) r EA- r ) r 6i} ti N O N O O O O O O 1.0 Ef} ea- O O O O O N Ef} O O O O O O LO CO ea- ' 60- Co O O O O O CO U) O O O O 1.6 ' Ef} O O O O O N- $ 120,000.00 $ 784,000.00 0 O O O O I� CO 0 O O O O l'--- d' CO U) r r ) r ) r U) r S CO N O N U) U) 0 0 0 O O O O N U) 0 0 0 0 O N U) O O O 0 0 0 O O O CO U) $ 20, 000.00 60- U) 0 0 0 0 O I� 0 0 0 0 O in CO U) O 0 0 0 O N LU U O O 0 0 O N CO N U) 0 0 0 0 0 d' r U) r U) r M 49 Li) N O N ) O 0 0 0 0 O 0 0 0 0 0 O O N U) 0 0 0 0 O N Ef} O 0 0 0 0 O Ef} O O O O 0 O O O O O O O 0 ) 0 0 0 0 0 G) 0 d' S 0 0 0 0 O N- d" S- 0 0 0 0 O N CO CO S 0 x x 0 O I- 0 0 0 0 O O CO €0. t E9 r CO- r Ef} r Ea- r U) Data Center - Storage Area Network Data Center - Fiber Channel Data Center - Server Environment Data Center - Cable Management, Power Management, etc. Backup - IDPA Storage Capacity Backup DR - IDPA Storage Capacity Backup - Networker / Long Term Disk Archival Storage ECS Network - Switch / Hardware upgrade Project - Cyber Recovery for Ransonware (Air Gap) Computer - NetMotion licenses Computer - RSA Tokens and Licenses Total Data Center and Data Comm Requests Total Proposed CIP Total Application Requests 409 WELD COUNTY LONG RANGE CAPITAL PROJECTS FIVE-YEAR PLAN 2025-2029 Presented By: Cheryl Pattelli Director of Finance and Chief Financial Officer September 2024 LONG RANGE CAPITAL PROJECTS FIVE YEAR PLAN 2025 - 2029 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 2025 — 2029. 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. 2025 - 2029 Five-year Plan 3. 2025 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 2025 - 2029 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 2025 budget for the capital construction program. It provides specific detail regarding the capital fund and the impact on the 2025 county budget. 411 COMPLETED CAPITAL PROJECTS 2019- 2023 Actual 2019 Actual 2020 Actual 2021 Actual 2022 Actual 2023 Total Centennial Complex $2,800,835 $584,850 $221,353 $1,7561565 $104,382 $1331685 Courthouse 165,442 93,134 72,308 Land Reserve 7,433, 313 4,117, 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 Department 1,426,407 585,138 326,600 37,140 477,529 Health 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 Services 4,244,922 2,188,275 946,908 957,688 152,051 Human 1250 Street 7,395,749 3,679,710 3,301,650 414,389 H 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 1121 M St 3,370,773 3,370,773 Ad min i n (1150 O St) 646,351 _ 473,970 103,337 _ 69,044 _ Crime Lab 2,679,634 2,581,917 97,717 Law Ad min i n 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 completed) process (not 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. FIVE YEAR CAPITAL PROJECTS PROGRAMS 2025-2028 Requirements Total 2025 2026 2027 2028 2029 Jail Capital Reserve $9,954,740 $7,716,100 $2,238,640 SE Weld Building SO Range/Training 13,000,000 13,000,000 Department Requests 4,023,210 41023,210 Infrastructure Equipment and 45, 000,192 14, 627,124 6,083,507 8,922,907 15, 093, 654 273,000 PW Sheds Projects/Grader 5,217,350 1,6801000 300,000 1,237,350 2,000,000 North Park Infrastructure Business 26,538,216 15,600,000 10,938,216 Southwest Office 390,000 390,000 Facilities Grounds Fleet/Trucking Site 15,217,922 8,400,000 6,817,922 Courthouse/ Annexes 5,350,000 900,000 1,450,000 1,000,000 2,000,000 Jail 2,150, 000 150,000 2,000,000 Justice Services Services 21,840,000 450,000 21,420,000 Human Administration Buildings 6,000,000 61000,000 Building Performance Colo. 2,700,000 100,000 1,300,000 1,300,000 TOTAL $157,381,630 $52,070,334 $31,309,745 $13,469,897 $30,156,654 413 RESOURCE CAPACITY ***************** FUNDING SOURCES ***************** CASH FLOW ANALYSIS 414 CAPITAL EXPENDITURES FUND RESOURCE CAPACITY 2025- 2029 YEAR 2025 PROPERTY TAX INTEREST FEES TOTAL $65,647,707 $1,000,000 $225,000 $66,872,707 2026 . $20,000,000 I $1,000,000 $225,000 $21,225,000 2027 $15,000,000 $750,000 $225,000 $15,975,000 2028 $15,000,000 $750,000 $225,000 $15,975,000 2029 $15,000,000 $750,000 $225,000 $15,975,000 CASH FLOW ANALYSIS YEAR BEGINNING REVENUE EXPENDITURES ENDING BALANCE FUND FUND BALANCE 2025 $ 125, 000, 000 $ 66, 872, 707 $ 52, 070, 334 $ 139, 802, 373 2026 $139,802,373 $ 21, 225, 000 $ 31, 309, 745 $ 129, 717, 628 2027 $ 129, 717, 628 $ 15, 975, 000 $ 13, 469, 897 $ 132, 222, 731 2028 $ 132, 222, 731 $ 15, 975, 000 $ 30,156, 654 $ 118, 041, 077 2029 $ 118, 041, 077 $ 15, 975, 000 $ 30,156, 654 $ 103, 859, 423 2025 BUDGETARY IMPACT CUMULATIVE CAPITAL OUTLAY Existing Situation: Many of the issues facing Weld County in terms of the existing capital plan can be attributed to delays in maintenance and project completion due to supply shortages and staffing difficulties that began as a result of the COVID-19 pandemic in 2020. Weld is in the process of creating a Master Space Plan to further meet Strategic Priority #3: Plan for Resilient Infrastructure, Facilities and Resources, with the plan anticipated to be completed in the latter half of 2025. Utilizing the historic principles of preparation and forward thinking, the leadership of Weld County is 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 on product and supply pricing. Prior to 2020, projects could be budgeted within a 10% margin. Currently, a minimum of 30% contingency is included for every project to meet the ever-changing pricing of contracted services and supplies. Proposed Solution: Using the one-time significant increase in property tax expected in 2025, the capital fund can be front loaded to meet almost 2 years of anticipated projects, with the understanding that the Master Space Plan may end up changing future years significantly. Each of the projects listed has been determined to be justified and will only change if the Master Space Plan can utilize the funds and existing resources in a more efficient way. Financing: It is recommended that the capital fund resources remain to carry over within the capital 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. As of the preparation of the 2025 budget, none of the projects identified for 2025 require additional staffing that has not already been identified. 417 Facilities 2025 Capital Improvement Plan The 2025 Department Requests, Facilities Capital Projects and Infrastructure Improvements were allocated as follows. Fund: 4000-17500 Capital Projects Infrastructure & Equipment Department Requests Total 8 61 27 96 $ 35,580,000 $ $ $ 12,467,214 4,023,120 52,070,334 Facilities and Finance and Administration utilized the following matrix to prioritize the list of projects for 2025 and ongoing needs. With this method, all requests were determined to be included in the 2025 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. Priorities Description 1 Outstanding Most equipment, Degradation. "Urgent" functionality, tasks Policy that direction. are obvious or mission in nature accomplishment. which could Safety/Security result in loss of 2 Hi g h "Severe" project. completed as time passes. degradation This level in a timely of of priority manner mission/equipment. translates or they into will become Continuation projects larger that of need and existing to more be unruly 3 Medium "Minor" existing users/tenants Do" Outstanding list. processes. However, degradation as or High they these Medium in may priority. mission/equipment. tasks not priority see the are important, tasks larger may Minor picture but improvement not seem of not as a tasks important medium on the to level as "To an to 4 Low "Nominal" often of year. fall improvement into this or category preventative where in nature. projects can wait Lower until the priority proper tasks time 5 Do Not Fund Already Decision. in maintenance Funding. plan. No long-term value or extended ROI. Policy 418 WELD COUNTY FACILITIES 2025 ALL PROJECT LIST 2025 PROJECT REQUEST DESCRIPTION PROPOSED BUDGET DEPARTMENT LOCATION / PRIORITY ( 1-5 ) 1401 roof replacement $312,000 1401 1 ADA Transition Plan Items $100,000 All 1 Add services roll up doors at Coroner's Office to generator $35,000 Coroner 1 Alternative Program boiler/pipping/storage replacement $15,000 Alternatives 1 Centennial Condensers Center on CRAC CJIS units Data Room - Replace $25,000 Centennial Center 1 Community Corrections - Back Up Generator $150,000 Justice Services 1 Community gh h Traffic Corrections Areas - Install Concrete Sidewalk @ $15,000 Justice Services 1 Hi Community Stair Floor Corrections Coverings - 9 Replace Carpet, Base, And $50,000 Justice Services 1 Coroner's autopsy Suite added FRP for interior walls $9,000 Coroner 1 Courts Holding 4 -Stop Elevator $300,000 Centennial Center 1 Dacono - Household Hazardous Waste Remodel $325,000 Waste 1 Haz Evidence Storage - Permanent access to mezzanine $25,000 SO 1 Fire Alarm Upgrades (5 Buildings) $165,000 1 locations Gas boy upgrade to Islander Prime - All fuel site $180,000 1 Install water bottle filler $2,100 Extension Office 1 Jail - Fire Detection Devices 20% per year $110,000 Jail 1 Jail and 1 ADA West operators lobby p Entrance Replace Storefront Doors $80,000 Jail 1 Jail 1 West Sally Port Garage Door (West Side) $75,000 Jail 1 Jail 2 East Roof Replacement $350,000 Jail 1 Law Admin Generator, Data Plug$500,000 Center - Redundant AC, upsize Law Admin 1 Law Proofing,Equipment Admin Polygraph Provisions Interview Rooms - Sound $65,000 SO 1 New ballot box and camera $15,000 Clerk and recorder 1 New Regional Backup Dispatch Center $5,000,000 Communications 1 North Jail / SO Key Watcher Replacements (6 Each) $101,000 Jail 1 North Jail DDN (Video Storage ) Replacement $225,000 Jail 1 Nurses Station Expansion @ Office $75,000 Public 1 Health Health O Street Business Park - Infrastructure $13,000,000 Facilities 1 Public Fix buildings Works Grading - Replace Issues ALL BUILDINGS on Asphalt North - and Remove south side Asphalt of all and $900,000 Public Works 1 419 WELD COUNTY FACILITIES 2025 ALL PROJECT LIST 2025 PROJECT REQUEST DESCRIPTION PROPOSED BUDGET DEPARTMENT LOCATION / PRIORITY (1-5) 1150 Replace Storefront Doors at main entry $60,000 Admin Building 2 1400 s Y ste - Johnsons m Controls - upgrade controllers & $120,000 1400 2 1500 over 2nd furniture Street storage. Roof g Replacement - East/West Roof $250,000 Print Shop 2 1551 - upgrade controllers & system $120,000 1551 2 Add g two ht cubicles ) in open conference room ( Full $18,000 Extension Office 2 Hei Bike Shop Building Demo and Parking Lot Install $375,000 Facilities 2 Courthouse - Limestone Deterioration Repairs $750,000 Facilities 2 Courts each)$20,000 Holding Ramp Keypad upgrade to ICT - (2 Centennial Center 2 Delta Controls Upgrade - (Alternative Programs) $136,995 Alternatives 2 Fleet Expansion - Phase 2 $7,000,000 Fleet 2 Grover Grader Shed Generator $45,000 Grader Shed 2 Irrigation Controller Upgrade $150,000 2 Irrigation Well Upgrade $25,000 2 House Jail - Intercoms 20% per year $25,000 Jail 2 Jail Replacement 1 East Water Generator and Piping $700,000 Jail 2 Hot Jail Control 1 West, Upgrade p9 East and in all 2 common East Lighting areas. and Lighting $500,000 Jail 2 Jail Control 1 West, Upgrade pg East and in all 2 pods. East Lighting and Lighting $700,000 Jail 2 Kersey Grader Shed Generator $45,000 Grader Shed 2 KNOX Box relocation for 8 buildings $16,000 2 Law Admin - Digital Signage for public interface $10,000 SO 2 Lighting Control Upgrades (6 Buildings) $600,000 2 North Jail - Add Security Station in Main Lobby $30,000 SO 2 North Jail - Master Control stations additions $6,000 SO 2 North Jail - Unit 17/18 Courts Video System $24,000 SO 2 MA LI Desk I U III and I VA/C3l Refinish ruu3 Flooring h, Lam, dl IU V to create RCIJI01...C a walking LJCpULy $155,000 SO 2 North Jail Pod 24 Out Room Addition $1,250,000 SO 2 Hour Office space increase for new FTE $75,000 Assessor 2 Parking Lot - 1555 & 1950 Front (94,300) $424,350 2 Health Planning & Oil and Gas IDF Cooling $30,000 1301 2 lab Public Works - Move Computer room to existing soils $22,000 Public Works 2 Public foreman's Works hallway East door Annex - Add access control to $6,500 Public Works 2 420 WELD COUNTY FACILITIES 2025 ALL PROJECT LIST 2025 PROJECT REQUEST DESCRIPTION PROPOSED BUDGET DEPARTMENT LOCATION / PRIORITY ( 1-5 ) Public Addition/Remodel Works OEM/Snow Operations Office $175,000 Public Works 2 Remove and Replace fogged windows (12 each) $25,000 Public 2 Health Replace Open Path with ICT @ Chase $20,000 Chase 2 Replace RTU's @ Extension Office (12each) $240,000 Island Grove 2 Soils Lab Addition / Remodel $175,000 Public Works 2 Stoneham Grader Shed $1,400,000 Public Works 2 West Annex - Replace Key Cores $2,500 Justice Services 2 1250 Proxy Relocation for Backflow Access $3,500 3 1500 2nd Street Patch/Paint $35,000 Print Shop 3 Additional Proxy Doors (Graders, PW Storage & $160,000 3 HHW) As -Built Digital Plans (5 buildings) $50,000 3 Centennial - 1st Floor Carpet $80,000 Centennial Center 3 Centennial - 2nd Floor Carpet (DA & Judicial) $180,000 Centennial Center 3 Centennial after Carpet - 2nd Floor Teardown/DA new furniture $445,000 Centennial Center 3 Centennial - DA 2nd Floor Ceiling Grid $125,000 Centennial Center 3 Centennial - DA 2nd Floor Lighting upgrade $156,000 Centennial Center 3 Centennial - DA 2nd Floor Paint $104,000 Centennial Center 3 Centennial - DA 2nd floor Restroom Update $100,000 Centennial Center 3 CHAN - Upgrade controllers & system $120,000 CHAN 3 CHAN - Elevator $225,000 CHAN 3 Courthouse - Carpet and furniture teardown $281,000 Courthouse 3 Courthouse Electric & Data Update $100,000 Courthouse 3 Doors/Frames - Replace Rusted - North Jail $12,000 Jail 3 Extend Wall at front lobby to hide men's restroom $10,000 Planning 3 Justice Services - Community Corrections - Generator $463,000 Comm Corr 3 Metal Services Detector - Alternative Programs & Justice $40,000 Alternatives 3 Panic Button upgrade $60,000 3 Parking Lot - 918 10th (10,500 SF) $52,500 918 3 Public Shed Works - Install Generator at Peckham Grader $175,000 Public Works 3 Public TV/ pJ Works ro ector for Main OPS - Upgrade Conference AV equipment room including $12,500 Public Works 3 Remodel Plaza East for new Jury Assembly, CIC $1,800,000 Judicial 3 Unit in Exhibition Building Replacement (9ea) $18,000 Island Grove 3 Heaters Weld County Building Signage Design $50,000 3 421 WELD COUNTY FACILITIES 2025 ALL PROJECT LIST 2025 PROJECT REQUEST DESCRIPTION PROPOSED BUDGET DEPARTMENT LOCATION / PRIORITY (1-5) Jail 1 East VCT Gym Floor $35,000 Jail 4 Men's restroom remodel $15,000 Planning 4 Unit in Stock Barn Replacement (12ea) $24,000 Island Grove 4 Heaters Wash Drainage Bay Issues Slab on Grade Replacement to Fix $175,000 Wash Bay 5 Poject Request Proposed Budget: $43,391,945 20% Contingency: $8,678,389 Total Project Request Proposed Budget: $52,070,334 422 WELD COUNTY FACILITIES DEPARTMENT 5 YEAR CAPITAL MAINTENANCE AND IMPROVEMENT PLAN 2026 PROPOSED BUDGET ADA Transition Plan Items $ 200,000.00 As -Built Digital Plans (5 buildings) $ 50,000.00 Centennial Sidewalk Elevator $ 225,000.00 Chase Annex - Elevator $ 200,000.00 Courthouse Electric & Data Update - Design $ 70,000.00 Delta Controls Upgrade - (Community Corrections) $ 192,857.00 Develop As -built Digital Plans - 4 Major Buildings $ 140,800.00 Fire Alarm Upgrades (5 Buildings) $ 170,000.00 Grover Tower - Generator Replacement $ 40,000.00 Human Services B - Replace RTUs $ 403,000.00 Jail - 1 -West Exhaust Fan System $ 230,000.00 Jail - Elevator CP08-002954 Modernization $ 225,000.00 Jail - Elevator CP-08-002955 Modernization $ 225,000.00 Jail - Elevator CP08-002965 Modernization $ 225,000.00 Jail - Fire Detection Devices 20% per year $ 20,000.00 Jail - Intercoms 20% per year $ 100,000.00 Johnsons Controls Upgrade - 1551 $ 235,000.00 Key Watcher (6 Buildings) $ 101,000.00 LaSalle Tower - Generator Replacement $ 40,000.00 Metal Detector - CHAN & SPR $ 14,500.00 Missile Site Sliding Door Repairs $ 12,000.00 Parking Lot - 1555 & 1950 Front (94,300) $ 424,350.00 Public Works - Install Generator at Gill Grader Shed $ 84,000.00 Southwest Boiler Replace $ 210,000.00 1150 Admin - Replace Split System $ 12,000.00 1301 Finance - Replce Split System (2) $ 22,000.00 1400 - Replace Fan Coil and Hydranic System Terminal $ 185,000.00 1401 IT - Replace Lighting with LED and Controlers $ 160,000.00 1401 - Replace RTU's $ 195,000.00 1402 Planning - Replace Exhaust fan and Damper $ 30,000.00 4H Building - Reseal Concrete Flooring $ 25,000.00 300 8th Ave - Replace carpeting and reseal concrete floors $ 80,000.00 300 8th Ave - Repaint Interior walls $ 18,000.00 906 - Interior remodel to include HVAC and Electrical upgrades $ 275,000.00 918 - HVAC and Electrical upgrades $ 92,000.00 423 WELD COUNTY FACILITIES DEPARTMENT 5 YEAR CAPITAL MAINTENANCE AND IMPROVEMENT PLAN 2026 (continued) PROPOSED BUDGET Alternative Programs - HVAC Control Upgrade (Complete) $ 360,000.00 Alternative Programs - Security Camera Upgrade $ 120,000.00 Centennial Center - VAV Replacement $ 360,000.00 Courthouse - Air Handler Replacement $ 122,000.00 Courthouse - Replace carpeting $ 190,000.00 2026 TOTAL PROPOSED BUDGET $ 6,083,507.00 2027 PROPOSED BUDGET 822 7th - Air Handler Coils $ 90,000.00 822 7th - VAV Replacement $ 220,000.00 ADA Transition Plan Items $ 200,000.00 As -Built Digital Plans (5 buildings) $ 50,000.00 Centennial Center - Cooling Tower Replace $ 1,000,000.00 Centennial Center VAV Replacement $ 640,000.00 Courthouse - Hot/Cold Deck louver upgrade $ 90,000.00 Courthouse Cabling Trays and Data Cable Upgrades $ 250,000.00 Courthouse Cabling Trays and Electrical Upgrades $ 600,000.00 Delta Controls Upgrade - (Southeast, 822, Health, Crime Lab) $ 105,107.00 Develop As -built Digital Plans - 4 Major Buildings $ 140,800.00 Door Access Control - system upgrade $ 250,000.00 Jail - Fire Detection Devices 20% per year $ 20,000.00 Jail - Intercoms 20% per year $ 100,000.00 Jail - Rotant Replacement $ 220,000.00 Johnsons Controls Upgrade - Human Service A $ 369,000.00 Johnsons Controls Upgrade - Marlborough $ 84,000.00 Metal Detector - Spare $ 15,000.00 Parking Lot - 2110 front & back (162,000 SF) $ 810,000.00 Plaza West VAV Replacement $ 440,000.00 Alternative Programs - RTU Replacement $ 350,000.00 Alternative Programs - Water Heater Replacement $ 45,000.00 Community Corrections - Repalce Carpet and VCT $ 430,000.00 New Raymer Grader Shed - Upgrade Lighting $ 30,000.00 HHW North - Repalce OH Door $ 18,000.00 Jail sinks, One West - Detention Equipment Replacement (Toilets, $ 240, 000.00 Jail One West - Replace Flooring $ 305,000.00 424 WELD COUNTY FACILITIES DEPARTMENT 5 YEAR CAPITAL MAINTENANCE AND IMPROVEMENT PLAN 2027 (continued) PROPOSED BUDGET Jail One West - HVAC Upgrade includine ductwork $ 801,000.00 Jail One West - Common Elevator Upgrade $ 235,000.00 Jail Two East - Replace RTU's $ 625,000.00 Print Shop - Install Fire Suppresion System $ 150,000.00 2027 TOTAL PROPOSED BUDGET $ 8,922,907.00 2028 PROPOSED BUDGET 822 7th Street Chiller Replacement $ 320,000.00 ADA Transition Plan Items $ 200,000.00 Alternative Programs Elevator Modernization $ 275,000.00 As -Built Digital Plans (5 buildings) $ 50,000.00 Chase Air Handler $ 400,000.00 Delta Controls Upgrade - (Law, PW, SW, Coroner) $ 21,604.00 Develop As -built Digital Plans - 4 Major Buildings $ 140,800.00 Jail - 2 -West Redundant UPS $ 200,000.00 Jail - Elevator CP08-002956Modernization $ 275,000.00 Jail - Elevator CP08-002957 Modernization $ 275,000.00 Jail - Fire Detection Devices 20% per year $ 20,000.00 Jail - Intercoms 20% per year $ 100,000.00 Jail - Smoke Control Design/Replace $ 200,000.00 Johnsons Controls Upgrade - 1400 $ 112,000.00 Johnsons Controls Upgrade - 1402 $ 128,000.00 Parking Lot - 1400 (41,000 SF) $ 205,000.00 Parking Lot - Human Services - North (78,000 SF) $ 429,000.00 Parking Lot - West Annex (15,500 SF) $ 85,250.00 1150 Admin - Replace Carpeting $ 465,000.00 Security System including camera system upgrade $ 176,000.00 1250 - Casework and Cabinetry replace $ 60,000.00 1301- Replace Carpet and VCT $ 107,000.00 1301- Prep and Paint all wall surfaces $ 70,000.00 1400 - HVAC System control upgrade $ 201,000.00 1400 - Replace Secondary Transformer / Step Down $ 45,000.00 1401- Replace carpet and VCT $ 265,000.00 1401- Prep and paint all wall surfaces $ 125,000.00 425 WELD COUNTY FACILITIES DEPARTMENT 5 YEAR CAPITAL MAINTENANCE AND IMPROVEMENT PLAN 2028 (continued) I PROPOSED BUDGET 1402 - Upgrade HVAC Control Systems $ 201,000.00 1402 - Replace Secondary Transformer / Step Down $ 45,000.00 918 - Replace plumbing system ( Supply and Sanitary) $ 225,000.00 Alternative Programs - Replace Lockers $ 625,000.00 Alternative Programs - Replace Roof $ 350,000.00 Centennial Center - Replace Boiler Systems $ 175,000.00 Centennial heaters, and Center Hydronic - Replace Baseboard AHU's, heat Boilers, Exhaust Fans, Unit $ 995,000.00 Centennial Sanitary) Center - Replace Plumbing systems (Supply and $ 2,900,000.00 Centennial Center - Upgrade Electrical systems $ 830,000.00 Chase Main - Replace AHU's $ 670,000.00 Chase Main - Replace Hydronic Baseboard Heat $ 630,000.00 Courthouse - restore Wall and Ceiling Finishes $ 1,145,000.00 Crime Replacement systems Lab - HVAC including Exhaust and controls, Laboratory Water Heater, Equipment and mini split $ 590,000.00 HHW North - Generator Replacement $ 180,000.00 HHW North - ATS Replacement $ 42,000.00 Human Services A - Replace Carpet $ 380,000.00 Human Services A - Prep and Paint Wall Surfaces $ 160,000.00 2028 TOTAL PROPOSED BUDGET $ 15,093,654.00 2029 PROPOSED BUDGET Extension RTU - Open Area $ 273,000.00 2029 TOTAL PROPOSED BUDGET $ 273,000.00 426 FINANCING ALTERNATIVES FINANCING Overview: There are a number of ways to finance capital improvement projects. Some of the most common methods are: 1. Pay as you go: Pay as you go is a method of financing capital projects with current revenues -- paying cash instead of borrowing against future revenues. Pay as you go has several advantages. First, it saves interest cost 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. 2 All borrowing policy: An all borrowing policy or a substantial reliance on debt financing is another approach. The annual available resources could be used entirely for debt service with the size of the annual resources setting the limit on the amount that could be borrowed. 3 Capital reserve: A capital reserve plan is an approach where the annual resources available could be accumulated in one or more capital reserve funds, the amounts invested, and when any funds become adequate to pay for a proposed project, the fund could be expended. This is a good approach when a county has a capital requirement which can wait. Accumulation of the necessary capital funds over a period of time is a feasible approach, assuming a relatively stable construction dollar. HB 82-1111, passed in 1982, specifically provides for a capital improvements trust fund for capital reserves. 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. 428 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 the payment of interest and financing charges. C It imposes upon public officials the full political responsibility for levy of the taxes necessary to pay the local share of such projects. 3. The debt financing approach has the advantage of spreading the cost over a generation of current users of public facilities, thereby imposing upon each a significant portion of the cost of each project. 4. In an inflationary period, one must 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. 429 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 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. 430 General Obligation Bonds: General obligation bonds are secured by a pledge of the full faith, credit and taxing power of the county. The county is obligated to levy sufficient taxes each year to pay the principal and interest of the bond issue. Consequently, general obligation bonds are a debt subject to the constitutional and statutory provisions discussed earlier. Because the issue of general obligation bond pledges its full faith and credit and agrees to levy the ad valorem taxes necessary to repay the principal and interest of the bond, it is generally agreed to be a more secure investment than other types of bonds. Thus, the major advantage of general obligation financing is the low rate of interest as compared to the interest of other types of bonds. The law permits general obligation bonds to have a thirty-year term; however, general obligation bond issues usually have terms of twenty years or less. General obligation bonds, in addition to being secured by full faith and credit of the issuer, may provide additional security by pledging certain available revenues. The major disadvantage of general obligation bonds is the fact that it does require voter approval prior to issuance. Voter resistance to increased taxes may prevent a successful bond election. Revenue Bonds: Revenue bonds are not a debt in the constitutional sense. They are secured by the revenue derived from the project to be constructed, not by pledge of the full faith, credit, and taxing authority of the county. Projects typically financed by revenue bonds include airports, stadiums, and park facilities. Under the TABOR Amendment, revenue bonds can only be used for enterprise funds and operations. Although it may seem possible to pledge any non -tax revenues for payment of revenue bonds, there should be a relationship between the type of revenue pledged for payment of the bonds and the project to be financed. Although revenue bonds need not comply with the constitutional statutory provisions generally applicable to a debt, there are several statutory provisions which may affect the issuance of certain types of revenue bonds and the statutes should be consulted for specific provisions regarding the issue of revenue bonds if this method is considered. Revenue bonds are less secure than general obligation bonds because of the inability of the issuer to levy taxes to assure the payment of principal and interest. Thus, there is normally a higher interest rate on revenue bonds. The term of revenue bonds is often beyond twenty years, frequently as long as thirty years. The concept of issuing revenue bonds is based on the theory that certain projects which benefit only certain individuals should be self-supporting and should be paid for by the user of that project rather than the populace as a whole. Thus, airport revenue bonds are paid for by air travelers and airlines and parking revenue bonds are paid for by users, etc. In order for a county to issue a revenue bond, the system which generates the revenues to repay the principal and interest of the bond must: 1. Have a good operating history documented by audited figures. 2. Reflect good debt service coverage through use of a feasibility study completed by a recognized expert in the field. 431 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 purchase program is a debt. A bona fide lease/option agreement is characterized by two factors: 1. Annual rental payments with automatic renewal of the lease unless terminated by either party, and 2. No obligation on the part of the local government to purchase the property if the lease is terminated. Also, some court cases indicate the annual rental must be paid from non -property tax revenues to avoid the lease being considered a general obligation. Upon exercise of the option, the local government obtains full legal title to the property. Leases of this nature are distinctively different from more conventional means of financing. Of primary importance is the security which underlies the lease period. It is not a promise to levy taxes or a pledge of revenues from the system. Rather, it is usually a promise to pay only one year at a time, with an implied intention to continue payment until ownership is transferred. As ultimate security, the holder of the lease may look to the asset which is being leased in the event of a default. There is little statutory or judicial guidance in the area of leases of this type, and the obligation to continue lease payments until title transfers is a moral, rather than a legal obligation. As a consequence, the underwriting or placement of a lease is more difficult than the underwriting of conventional bonds. The term of the leases generally 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. 432 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 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. 433 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. 434 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. 435 436 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 $15,718,993 in 2025, with $7,162,500 budgeted for new capital equipment. Depreciation is $6,144,000 for new equipment purchases, plus sale of surplus items of $744,500. 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 2025, the county will have the option of only dental being self -insured, with an optional covered plan for each dental and vision. Health coverage will be provided by a private company on a partially self -insured basis with a Preferred Provider Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement Account (HDHP/HRA) option. INSURANCE FUND: The Insurance Fund accounts for all insurance costs for the county. The program is a combination of insured risks and protected self-insurance risks. Gross budget costs are $8,240,400 in 2025, with a property tax levy of $7,817,069. 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 $1,791,120 in Weld County, a slight decrease from 2024 due to negotiations with contracted services. Funding is at current level and reflects no capital upgrades in 2025. 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. 437 REGIONAL CRIME LAB SUMMARY OF REVENUES 2025 Fund Or g Acct Account Title CHARGE FOR SERVICES 5200 27100 4410 CHARGE FOR SERVICES TOTAL REGIONAL CRIME LAB 2024 Budget 310,000 2025 Recuest 310,000 2025 Recommend 310,000 2025 Final 310,000 310,000 310,000 REGIONAL CRIME LAB SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function 2024 2025 2025 2025 Budget Request Recommend Final 5200 27100 CRIME LAB - JOINT OPS 310,000 TOTAL REGIONAL CRIME LAB 310,000 310,000 310,000 310,000 310,000 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: NO. CO. REGIONAL FORENSIC LABORATORY FUND BUDGET UNIT TITLE AND NUMBER: No. Co. Regional Forensic Laboratory - - 5200-27100 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 18,272 0 0 0 Purchased Services 193,980 155,900 155,900 155,900 Fixed Charges 95,063 154,100 154,100 154,100 Capital 0 0 0 0 Gross County Cost $ 307,315 $ 310,000 $ 310,000 $ 310,000 Revenue 307,315 310,000 310,000 310,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Purchased Services total $155,900 which includes electricity ($54,000), water ($6,500), gas ($15,000), phones ($30,000), trash ($700), professional services ($1,700), and repair and maintenance ($48,000). Fixed costs are $154,100 for depreciation ($96,105), and indirect costs ($57,995). The total expenditure budget is $310,000 with $310,000 in revenue from charges paid by the five member jurisdictions per an MOU in the amount of $62,000 each. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 440 FLEET SERVICES SUMMARY OF REVENUES 2025 Fund Or g Acct 6000 96300 4410 6000 96300 4680 6000 17550 4810 Account Title CHARGE FOR SERVICES OTHER GAIN LOSS ON SALE TOTAL MISCELLANEOUS TOTAL FLEET SERVICES 2024 Budget 9,099,707 6,0701000 724,000 2025 Recuest 9,894,047 6,144, 000 774,500 2025 Recommend 9,894,047 6,144, 000 774,500 2025 Final 6,794,000 6,918,500 6,918,500 15,893,707 16,812,547 16,812,547 FLEET SERVICES SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function 6000 17550 VEHICLE REPLACEMENT 6000 96300 COUNTY SHOP TOTAL FLEET SERVICES 2024 Budget 6,877,275 15,169,707 2025 Reauest 7,217,500 15,718,993 2025 Recommend 7,162, 500 15,718,993 2025 Final 22,046,982 22,936,493 22,881,493 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - FLEET SERVICES BUDGET UNIT TITLE AND NUMBER: Fleet Services Administration - - 6000-96300 DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. All fleet maintenance is included in this budget unit. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND NEXT FY NEXT FY LAST FY CURRENT FY Personnel Services $ 2,100,340 $ 2,554,676 $ 2,554,676 $ 2,554,676 Supplies 5,902,512 5,476,000 5,958,200 5,958,200 Purchased Services 607,822 706,880 689,020 689,020 Fixed Charges 6,376,560 6,432,151 6,481,151 6,481,151 Capital 10,750 0 35,946 35,946 Gross County Cost $ 14, 997, 984 $ 15,169, 707 $ 15, 718, 993 $ 15, 718, 993 Revenue 14, 392, 728 15,169, 707 15, 718, 993 15, 718, 993 Net County Cost $ 605,256 $ 0 $ 0 0 Budgeted Positions 19 22 22 22 SUMMARY OF CHANGES: The main change for 2025 is the increase in prices for cost of goods sold, reflected in the increase in Supplies. Depreciation, or a charge for equipment, is also increasing in the Purchased Services category. The capital equipment is a telematics program approved by the board in 2023 and implemented with IT in 2024, reflecting the increase in software expenses in 2025's budget. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 443 FLEET SERVICES ADMINISTRATION (CONTINUED) 6000-96300 2024 ACCOMPLISHMENTS: 1. Re-trained staff on Federal Annual Inspections and FMCSA Compliance. 2. Created the Upfit division to improve upon a service that was previously contracted out. 3. Completed a RFP that will provide GPS and data collection on county vehicles, this will aid in achieving our goals and objectives. 2025 BUDGET GOALS AND PRIORITIES: 1. Provide responsive, innovative, and cost-effective services for vehicle operators of Weld County. 2. Train and equip our employees for excellence and invest in their professional growth and development. 3. Continue to expand ways for vehicle operators to engage with Fleet Services. 4. Improve work order completion process to accurately track issues reported by departments and separate from work orders identified by mechanics during diagnostics. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out. uts Number Number Efficiency per technician of of work service/maintenance Measures orders issued orders 6,021 542 7,000 7,000 538 806 FTE's per 10,000/capita 0.531 0.601 0.587 Work orders issued per FTE 317 318 318 444 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - FLEET SERVICES BUDGET UNIT TITLE AND NUMBER: Equipment - - 6000-17550 DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county use. RESOURCES ACTUAL REQUESTED RECOMMEND BUDGETED LAST FY NEXT FY NEXT FY CURRENT FY Personnel Services $ 0 $ 0 $ 0 Capital 7,815,093 6,877,275 7,2171500 7,162, 500 Gross County Cost $ 7,815,093 $ 6,877,275 $ 7,217,500 7,162, 500 Revenue 860,829 724,000 834,500 834,500 Net County Cost $ 6,954,264 $ 6,153, 275 $ 6,383,000 6,328,500 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: See listed equipment on next page. FINANCE/ADMINISTRATION RECOMMENDATION: The recommendation is to reduce one new truck for the Public Works Admin Trainer position, with the hopes that the fleet pool can be utilized for this position. BOARD ACTION: 445 2025 IGA EQUIPMENT Request Sheriff: Compact SUV (SRO, Det, Invest) 12 834,000 Clerk and Recorder Elections Newer old SUV for Elections services 1 NA Facilities zero turn mower SJ 111 3219 scissor lift 60" zero turn commercial mowers 3/4 ton pickup 1/2 ton pickup; 1 carpentry, 2 general, 1 HVAC Fleet Services Class 5 Service Truck Office of Emergency Management 1/2 ton 4x4 pickup crew cab for towing Public Works See Basic List Total * New Addtions to Fleet 2 1 2 1 4 309,000 1 175,000 1 60,000 29 5,839,500 54 $7,217,500 Recommend Approved 834,000 NA 309,000 175,000 60,000 5,784,500 $7,162,500 446 Division Admin Trucking Gravel Road Road & Bridge Construction Maint-Supt Mining Pavement Management 2025 PRELIMINARY EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT - Updated 05/31/24 ds,dd,fa Description Estimated Est. (Shaded items reflect outgoing equip) Purchase Auction Qty Price Value 1 1/2 -Ton Crew Cab, 4X4, Short Box Pickup 59,000 1 52201 86/201 3 Ford F150 2,500 1 1/2 -Ton Crew Cab, 4X4, Long Box Pickup 1 Heavy Haul Tractor Trailer w/Lowboy, Tandem Axle 15410058/2006 Freightliner 1 Tandem Tractor 15410087/2009 Kenworth 5 Motor Graders Addition To Fleet $55,000 Yes EBT does not recommend $325,000 $110,000 170,000 $2,150,000 $25,000 15820229/2015 John Deere Motor Grader 15820230/2015 John Deere Motor Grader 15820232/2015 John Deere Motor Grader 15820152/2012 Caterpillar Motor Grader *150 Min 1 58201 53/201 2 Caterpillar Motor Grader *150 Min $60,000 $60,000 $65,000 $65,000 $65,000 1 Single -Drum Pad Foot Vibratory Roller 1 601 0036/201 4 Bomag Roller 1 Half -Ton Ext Cab, 4X4 Truck, Single Axle 15230082/2015 Ford F250 $190,000 $15,000 1 Track Excavator with Thumb $52,000 $380,000 $6,000 15850020/2011 250G JD Excavator $100,000 1 16,000 Lb Bumper Pull Dump Trailer, Dual Axles 1 Tandem Axle Flatbed Truck w/Plow and Sander 15460051 /2016 Freightliner 1 Tandem Axle Water Truck $20,000 $400,000 $60,000 $200,000 15410092/2010 Freightliner Tractor Trailer $30,000 1 Tandem Axle Dump Truck w/Snow Equipment/ Diesel? CNG? 1 40 -Ton Sliding Axle Trailer 15660011/2014 Trailer Eze Tilt Trailer 1 One -Ton Ext/Crew Cab, 4X4 Truck, Dual Axles, Flatbed 15230084/2015 Ford F250 1 Flatbed Trailer w/Power Washer $400,000 $160,000 $80,000 $50,000 $35,000 $7,500 15630013/1992 Big Tex Flatbed Trailer $1,000 1 3/4 -Ton Crew Cab Pickup, Long Box 15230081 /2015 Ford F250 $60,000 $10,000 Yes Yes 1 Asphalt Remixing Transfer Vehicle $875,000 16050015/2012 Weiler Asphalt Pickup Machine $8,000 2 3/4 -Ton Crew Cab, 4X4 Flatbed Pickups w/V-Plow/Message Boarc $151,000 15230086/2016 Ford F250 (Truck is on loan from Fleet) 15220185/2013 Ford F150 $0 $4,500 1 9 -Ton Tilt Deck Trailer, Dual Axles $25,500 15640012/2000 Homemade Double Axle Tilt Trailer $0 1 Tandem Axle Dump Truck w/Snow Equipment/ Diesel? CNG? Subtotal $400,000 $6,352,500 $774,500 Yes GRAND TOTAL PRICE LESS ESTIMATED TRADE 2000 FUND $5,578,000 ******************************************************************************************************************************************************************* Division Qty Description (Shaded items reflect outgoing equip) Estimated Purchase Price Est. Auction Value Addition To Fleet Engineering Weeds 1 52201 93/201 4 Ford F150 CNG Pickup *Giving up for Weeds 3/4 Ton $3,500 1 1/2 -Ton Ext Cab, 4X4, Short Box Pickup 1 1/2 -Ton Crew Cab, 4X4, Short Box Pickup 1 6500 Cab Forward Ext Cab Spray Truck, Cab over axle 15420078/2005 GMC T6500 1 1/2 -Ton Crew Cab, 4X4, Short Box w/Camper Shell Sub -Total GRAND TOTAL PRICE LESS ESTIMATED TRADE 1000 FUND Subtotal CMAQ Grant Funds Weld County Match Insurance for wrecked trucks $55,000 $55,000 $205,000 $65,000 $315,000 $261,500 $5,839,500 0 0 0 Yes Yes $50,000 $53,500 EBT RECOMMENDATION: GRAND TOTAL PRICE LESS GRANT FUNDS AND EST. AUCTION $5,839,500 $5,784,500 447 HEALTH INSURANCE SUMMARY OF REVENUES 2025 Fund Or g Acct Account Title MISCELLANEOUS 6200 93400 4690 DONATIONS 6200 93100 46902 EMPLOYEE CONTRIBUTIONS TOTAL HEALTH INSURANCE 2024 Budget 150,000 33,644,112 2025 Recuest 150,000 33,644,112 2025 Recommend 150,000 33,644,112 2025 Final 33,794,112 33,794,112 33,794,112 HEALTH INSURANCE SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function 6200 93100 HEALTH INSURANCE 6200 93400 DENTAL/VISION TOTAL HEALTH INSURANCE 2024 Budget 33,159, 000 451,500 2025 Reauest 34, 863, 000 281,500 2025 Recommend 34, 863, 000 281,500 2025 Final 33,610,500 35,144,500 35,144, 500 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - HEALTH INSURANCE BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - - 6200-93100/93400 DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self - insured health program. RESOURCES ACTUAL BUDGETED RECOMMEND REQUESTED CURRENT FY NEXT FY NEXT FY LAST FY Supplies $ 0 $ 0 $ 0 $ 0 Purchased Services 1,123, 885 980,500 980,500 980,500 Fixed Charges 26,339,670 32,630,000 32,630,000 32,630,000 Gross County Cost $ 27, 463, 555 $ 33, 610, 500 $ 33, 610, 500 $ 33, 610, 500 Revenue 26, 926, 712 33, 794,112 33, 794,112 33, 794,112 Net County Cost $ 536,843 $ - 183,612 $ - 183,612 $ - 183,612 SUMMARY OF CHANGES: The budget reflects the cost of self -insuring the dental reimbursement plan ($280,000) and the on -site county clinic contract ($817,500). In 2019, the county solicited bids from all the large insurers operating in Colorado. As a result, the successful bidder was Aetna. In 2025, the program will have a premium increase of 5% for employees and 15% for the employer. This is the second large increase in a row, as the fund has had some large claims over the past few years. 2025 will be the first year that employees are allowed to "unbundle" health insurance related to dental and vision premiums. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Weld County will continue to utilize Aetna, with a hybrid universal health PPO/HMO plan as the health insurance provider in 2025, plus offer a high deductible health plan with a health reimbursement account option through Aetna. Rates for 2025 are recommended to increase 5% for employees and 15% for the employer. In 2025, it is recommended to continue the base health plan offered along with the standard PPO being a high deductible health plan with a health reimbursement account (HRA) option through Aetna. The County will contribute $1,000 to the HRA for those employees taking the high deductible health/HRA plan. The standard PPO option offered will have higher deductibles, co -pays, and out-of-pocket expenses. The health plan options are consistent with the changes being made by the health insurance industry and by major employers offering employee and dependent healthcare benefits. Total budget is up due to premiums from higher enrollment of employees and dependents. 450 IGS - HEALTH INSURANCE (CONTINUED) 6200-93100/93400 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): The 2025 program is calculated with current participation as follows: Single Coverage: 618 Dependent Coverage: 842 FIXED COSTS: Health Insurance On -site Clinic Administration/EAP Costs Fixed Costs: LOSS FUND: Medical Dental Loss Fund Costs GRAND TOTAL - COSTS REVENUE: Health Premiums Dental TOTAL REVENUE ADD TO RESERVE $ 3,124,000 850,000 129,000 $ 4,103, 000 $29,056,000 450,000 $29,5061000 $33,6091000 $33,644,112 150,000 $ 33, 794,112 $ 182,612 BOARD ACTION: Final budget adjustments required a 26% increase in employer insurance and a 5% increase in employee insurance to not require reserves. Approved as adjusted. PERFORMANCE MEASURES Work Outputs Single coverage Family coverage ACTUAL ESTIMATED PROJECTED 637 629 618 779 803 842 451 INSURANCE SUMMARY OF REVENUES 2025 Fund Ora Acct Account Title TAXES 6300 93300 4112 CURRENT PROPERTY TAXES CHARGE FOR SERVICES 6300 93200 4410 CHARGE FOR SERVICES 6300 93300 4610 6300 93300 4820 MISCELLANEOUS EARNINGS ON INVESTMENTS COMPENSATION FOR LOSSES TOTAL MISCELLANEOUS TOTAL INSURANCE 2024 Budget 6,500,000 160,000 110,000 100,000 2025 Recuest 7,800,000 160,000 110,000 100,000 2025 Recommend 7,817,069 160,000 110,000 100,000 2025 Final 210,000 210,000 210,000 6,870,000 8,170,000 8,187,069 INSURANCE SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function 6300 93200 WORKERS COMPENSATION 6300 93300 LIABILITY TOTAL INSURANCE 2024 Budget 2,560,500 4,306,500 2025 Reauest 2,560,500 4,306,500 2025 Recommend 3,072,600 5,167, 800 2025 Final 6,867,000 6,867,000 8,240,400 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - INSURANCE BUDGET UNIT TITLE AND NUMBER: Insurance Fund - - 6300-93200/93300 DEPARTMENT DESCRIPTION: Central fund to provide county -wide insurance coverage. This fund is administered by Finance and Administration unit in the General Fund. RESOURCES RECOMMEND REQUESTED ACTUAL LAST BUDGETED FY NEXT FY NEXT FY CURRENT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 3,500 3,500 3,500 Purchased Services 14, 739 26, 000 26, 000 26, 000 Fixed Charges 4,731 130 6,837 500 8,210 900 8,210 900 Gross County Cost $ 4,745 869 $ 6,867 000 $ 8,240 400 $ 8,240 400 Revenue /Fund Bal. 480,674 370,000 370,000 370,000 Net Contributed Property Tax $ 4,961 067 6,500 000 7,800 000 7,817 069 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 $1,076,000 based on actual expenses in 2022, claims administration costs of $23,000, and a loss fund of $1,461,500. The budget is structured with Weld County remaining a member of CAPP but using the self -insured option under the insurance pool for a fixed cost of $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 $1,100,000, 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 ($6,500,000), charges for service ($160,000), interest (110,000), and compensation for losses ($100,000). No fund balance reserves are anticipated to be needed to support the loss fund in 2025. Property tax has been increased by 20% from $6,500,000 to $7,817,069. Claim costs for all insurance types have increased, and premiums have continued to rise to meet inflation costs as well. 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. 454 INSURANCE FUND (CONTINUED) 6300-93200/93300 BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Out.uts prop/casualty sessions compensation support) claims paid ACTUAL ESTIMATED PROJECTED 36 $678,642 $526,984 0.059 $9.45 $1,950,000 $907,000 0.086 $11.50 36 $1,461,500 $910,000 0.084 $14.02 36 Number Dollar claims Dollar amount amount of training Measures workers' of Efficiency FTE'S Per per 10,000/capita cost (county capita 455 TELECOM SERVICES SUMMARY OF REVENUES 2025 Fund Or g Acct Account Title CHARGE FOR SERVICES 6400 17400 4410 CHARGE FOR SERVICES TOTAL TELECOM SERVICES 2024 Budget 11807,342 2025 Recuest 1,791,120 2025 Recommend 1,791,120 2025 Final 1,807,342 1,791,120 1,791,120 TELECOM SERVICES SUMMARY OF EXPENDITURES 2025 Fund Or Exaenditure Function 2024 2025 2025 2025 Budget Request Recommend Final 6400 17400 PHONE SERVICES 1,807,342 TOTAL TELECOM SERVICES 1,791,120 1,791,120 1,807,342 1,791,120 1,791,120 0 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - INFORMATION TECHNOLOGY BUDGET UNIT TITLE AND NUMBER: Telecom Services - - 6400-17400 DEPARTMENT DESCRIPTION: Provide telecom services to Weld County offices and departments. RESOURCES REQUESTED RECOMMEND BUDGETED ACTUAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 251,780 $ 266,402 $ 272,740 $ 272,740 Supplies 172,866 261,700 268,200 268,200 Purchased Services 1,195,834 978,604 949,544 949,544 Fixed Charges 298,326 300,636 300,636 300,636 Capital 0 0 0 0 Gross County Cost $ 1,918,806 $ 1,807,342 $ 1,791,120 $ 1,791,120 Revenue 1,621,628 1,807,342 1,791,120 1,791,120 Net County Cost $ -297,178 $ 0 $ 0 $ 0 Budgeted Positions 2 2 2 2 SUMMARY OF CHANGES: Personnel Services increased by $6,338 to account for 3% cost of living adjustment and an increase in health insurance premiums. Supplies increased by $6,500 for the software maintenance expenses for the VOIP system and other smaller software maintenance contracts. Purchased Services decreased by $29,060 because of negotiations with telecommunication expenses, such as the internet service provider and mobile carrier contracts and the remainder for location of fiber and copper. 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: 458 TELECOM SERVICES (CONTINUED) 6400-17400 2024 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1 Maintained phone systems to provide reliable and scalable services. 2. Audited provider contracts, services, and costs. Increased bandwidth and reduced costs of ISP service contracts where possible. 3 Replaced county issued mobile phones with newer released models and implement mobile device management policies to organize, restrict and maintain devices. 4. Implemented multiple Jabber softphone features and technologies. a. Implemented a Non-VPN Jabber softphone solution permitting Weld County staff to reduce requirements to acquire access to the Weld County phone system while more efficiently utilizing technological resources while expanding the capability of Weld County staff to efficiently connect from remote locations to utilize the phone system to make and take calls. b. Deployed Jabber on mobile providing additional methods of making and receiving Weld County phone system calls from any location. 5. Implemented a new segmented W -Mobile network dedicated for Weld County mobile devices to improve the end user experience while strengthening Weld County's security posture. 6. Upgraded phone system to latest "gold" release. 2025 BUDGET GOALS AND PRIORITIES_ 1. Maintain, audit and baseline services, systems, and calls. a. Use audit and baseline inbound and call count and telephone system performance matrices to remain fiscally responsible while ensuring expandible services for the county. b. Monitor and manage internet traffic to ensure reliable and redundant communications. 2. Upgrade phone system to latest "gold" release. 3. Improve call routing thought redesigned phone trees for efficient call taking. a. Enhance and streamline call routing for Weld County departments to route calls more efficiently to the appropriate division while minimizing caller wait time. b. Add additional phone routing options to multiple departments to route calls to the correct division while minimizing options. 4. Negotiate the throughput increase of all commodity internet circuits with zero cost upgrades. 5. Improve call reporting and integrate Microsoft Power BI into phone system reporting. 6. Research Cisco phone system integration possibilities with Microsoft Teams. 7. Audit all "Plain Old Telephone Service" (POTS) analog -based phone lines as a cost saving exercise. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Out. uts Incoming calls 4,010,778 6,000,000 6,000,000 Efficiency Measures FTE's per 10,000/capita 0.056 0.055 0.053 Per capita Annual cost cost per (county call support) $5.36 $0.478 $4.93 $0.301 $4.78 $0.299 459 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority - - 6500-17700 DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county buildings. RESOURCES ACTUAL BUDGETED RECOMMEND REQUESTED NEXT FY LAST FY CURRENT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Fixed Charges 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt and/or any lease purchase debt in any given year. With the payoff of the correctional facilities' Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or long-term lease obligations. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 460 GLOSSARY ACCOUNTING PROCEDURES All processes which discover, record, classify, and summarize financial information to produce financial reports and to provide internal control. ACCRUAL BASIS The basis of accounting under which transactions are recognized when they occur, regardless of the timing of related cash flows. ACCRUED EXPENSES Expenses incurred but not due until a later date. ACTIVITY A specific and distinguishable line of work performed by one or more organizational components of a government for the purpose of accomplishing a function for which the government is responsible. For example, "food inspection" is an activity performed in the discharge of the "health" function. ACTIVITY CLASSIFICATION Expenditure classification according to the specific lines of work performed by organization units. For example, "sewage treatment and disposal", "garbage collection", "garbage disposal", and "street cleaning" are activities performed in carrying out the function of "sanitation". The segregation of the expenditures made for each of these activities constitutes an activity classification. ALLOCATE To divide a lump -sum appropriation into parts which are designated for expenditure by specific organizational units and/or for specific purposes, activities, or objects. ALLOCATED COSTS Indirect costs distributed to programs or departments via a cost allocation plan. ALLOCATION A part of a lump -sum appropriation which is designated for expenditure by specific organizational units and/or for special purposes, activities, or objects. ALLOT To divide an appropriation into amounts which may be encumbered or expended during an allotment period. ALLOTMENT A part of an appropriation which may be encumbered or expended during an allotment period. ALLOTMENT PERIOD A period of time less than one fiscal year in length during which an allotment is effective. Bi-monthly and quarterly allotment periods are most common. ANNUAL BUDGET A budget applicable to a single fiscal year. 461 APPROPRIATION APPROPRIATION BILL, ORDINANCE, RESOLUTION, or ORDER APPROPRIATION EXPENDITURE A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amount and as to the time when it may be expended. A bill, ordinance, resolution, or order by means of which appropriations are given legal effect. It is the method by which the expenditure side of the annual operating budget is enacted into law by the legislative body. In many governmental jurisdictions, appropriations cannot be enacted into law by resolution but only by a bill, ordinance, or order. An expenditure chargeable to an appropriation. Since virtually all expenditures of governments are chargeable to appropriations, the term expenditures by itself is widely and properly used. ASSESSED VALUATION A valuation set upon real estate or other property by a government as a basis for levying taxes. AUTHORITY A government or public agency created to perform a single function or a restricted group of related activities. Usually such u nits are financed from service charges, fees, and tolls, but in some instances they also have taxing powers. An authority may be completely independent of other governments or partially dependent upon other governments for its creation, its financing, or the exercise of certain powers. AUTHORIZED POSITION A position (job) authorized by the Board of County Commissioners as part of the annual adopted budget. BOND An interest bearing promise to pay with a specific maturity. BALANCED BUDGET BUDGET A balanced budget occurs when the total sum of money a government collects in a year is equal to the amount it spends o n goods, services, and debt interest. A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. Used without any modifier, the term u sually 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. 462 BUDGET DOCUMENT BUDGET MESSAGE The instrument used by the budget -making authority to present a comprehensive financial program to the appropriating body. The budget document usually consists of three parts. The first part contains a message from the budget - making authority, together with a summary of the proposed expenditures and the means of financing them. The second consists of schedules supporting the summary. These schedules show, in detail, the information as to past years' actual revenues, expenditures, and other data used in making the estimates. The third part is composed of drafts of the appropriation, revenue, and borrowing measures necessary to put the budget into effect. A general discussion of the proposed budget as presented in writing by the budget -making authority to the legislative body. The budget message should contain an explanation of the principal budget items, an outline of the government's experience during the past period and its financial status at the time of the message, and recommendations regarding the financial policy for the coming period. BUDGETARY ACCOUNTS Accounts used to enter the formally adopted annual operating budget into the general ledger as 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 net current assets. In contrast to conventional expenditures, budgetary expenditures are limited in amount to exclude amounts represented by noncurrent liabilities. Due to their spending measurement focus, governmental fund types are concerned with the measurement of budgetary expenditures. BUDGETED FUNDS Funds that are planned for certain uses but have not been formally or legally appropriated by the legislative body. The budget document that is submitted for Board approval is composed of budgeted funds. CALLABLE BONDS Bonds which are redeemable by the issuer prior to the maturity date at a specified price at or above par. 463 CAPITAL BUDGET CAPITAL OUTLAY CAPITAL PROGRAM CAPITAL PROJECTS FUND CAPITAL RESOURCES CERTIFICATES OF PARTICIPATION (COP) CONSERVATION TRUST CONTINGENCY ACCOUNT CONTINUING APPROPRIATION COST ALLOCATION PLAN DEFA UL T DEFICIT A plan of proposed capital outlays and the means of financing them. Expenditures for equipment, vehicles, or machinery that results in the acquisition or addition to fixed assets. A plan for capital expenditures to be incurred each year over a fixed period of years to meet capital needs arising from the long-term work program or otherwise. It sets 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. A fund created to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds, Special Assessment Funds, and Trust Funds). Resources of a fixed or permanent character, such as land and buildings, which cannot ordinarily be used to meet current expenditures. Form of financial instrument similar to a bond to facilitate lease/ purchase agreements. Not a debt of the County. State of Colorado lottery funds remitted to the County for parks and recreation use. A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise included in the budget. An appropriation which, once established, is automatically renewed without further legislative action, period after period, until altered or revoked. The term should not be confused with INDETERMINATE APPROPRIATION. Identification, accumulation and distribution of costs relative to the provision of those services, along with the methods used. Failure to pay principal or interest when due. Defaults can also occur for failure to meet nonpayment obligations, such as reporting requirements, or when a material problem occurs for the issuer, such as a bankruptcy. (1) The excess of the liabilities of a fund over its assets. (2) The excess of expenditures over revenues during an accounting period; or, in the case of proprietary funds, the excess of expense over income during an accounting period. 464 DEPRECIATION DIRECT COSTS DURATION ENCUMBRANCES ENTERPRISE FUND ESTIMATED REVENUE EXPENDITURES FISCAL PERIOD FISCAL YEAR FIXED ASSETS (1) Expiration in the service life of fixed assets, other than wasting assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, and o bsolescence. (2) The portion of the cost of a fixed asset other than a wasting asset which is charged as an expense during a particular period. In accounting for depreciation, the cost of a fixed asset, less any salvage value, is prorated over the estimated service life of such an asset, and each period is charged with a portion of such cost. Through this process, the entire cost of the asset is ultimately charged off as an expense. Costs that have a clearly identifiable beneficial or causal relationship to the services performed. The weighted maturity of a fixed -income investment's cash flows, used in the estimation of the price sensitivity of fixed -income securities for a given change in interest rates. 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 u p A fund established to finance and account for the acquisition, o peration, and maintenance of governmental facilities and services which are entirely or predominantly self-supporting by u ser charges. The Crime Lab operates as an Enterprise Fund. The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by the Board. Decreases in net financial resources. Expenditures include current operating expenses which require the current or future u se of net current assets, debt service, and capital outlays. The unmodified use of the term expenditures in this text is intended to mean budgetary expenditures. Any period at the end of which a government determines its financial position and the results of its operations. A 12 -month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. 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. 465 FTE (FULL-TIME EQUIVALENT) FUNCTION FUNCTIONAL CLASSIFICATION FUND FUND BALANCE GAAP (GENERALLY ACCEPTED ACCOUNTING PRINCIPLES) GENERAL FUND GENERAL OBLIGATION BOND GEOGRAPHICAL INFORMATION SYSTEM (GIS) GOVERNMENTAL FUNDS GRANT HIGHWAY USER TAX (HUTF) Numeric equivalent of one person occupying one employment position for one year (equivalent of 2,080 hours or 52 forty -hour weeks). A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible. For example, public health is a function. Expenditure classification according to the principal purposes for which expenditures are made. Examples are public safety, public health, public welfare, etc. A fiscal and accounting entity with a self -balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain o bjectives in accordance with special regulations, restrictions, o r limitations. Fund balance is the excess of assets over liabilities and is therefore also known as surplus funds. Standards for financial accounting and reporting. The fund used to account for all financial resources except those required to be accounted for in another fund. A municipal bond secured by the pledge of the issuer's full faith, credit and taxing power. A computerized data base of all land attributes within the County. The "base map" contains the least amount of common data which is supplemented by attribute overlays. Funds generally used to account for tax -supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital funds, and permanent funds. A contribution by a government or other organization to support a particular function. Grants may be classified as e ither categorical or block depending upon the amount of discretion allowed to the grantee. Revenue that is derived from the state gasoline tax and restricted for Road and Bridge activities. 466 INDETERMINATE APPROPRIATION INDIRECT COSTS INTERFUND TRANSFER INTERGOVERNMENTAL REVENUE INTERNAL SERVICE FUND LEAN LINE -ITEM BUDGET MANDATE MATURITY MILL LEVY (TAX RATE) An appropriation which is not limited either to any definite period of time or to any definite amount. A distinction must be made between an indeterminate appropriation and a continuing appropriation. In the first place, whereas a continuing appropriation is indefinite only as to time, an indeterminate appropriation is indefinite as to both time and amount. In the second place, even indeterminate appropriations which are indefinite only as to time are to be distinguished from continuing appropriations in that such indeterminate appropriations may eventually lapse. For example, an appropriation to construct a building may be made to continue in effect until the building is constructed. Once the building is completed, however, the unexpended balance of the appropriation lapses. A continuing appropriation, on the other hand, may continue forever; it can only be abolished by specific action of the legislative body. Costs associated with, but not directly attributable to, the providing of a product or service. These costs are usually incurred by other departments in the support of operating departments. Amounts transferred from one fund to another. Revenue received from another government for a specified purpose. In Weld County, these are funds from municipalities, the State of Colorado, and the Federal Government. Funds used to account for the financing of goods or services provided by one department to another department on a cost reimbursement basis, for example, the Phone Services Fund. 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. A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately, along with the dollar amount budgeted for each specified category. Any responsibility, action or procedure that is imposed by one sphere of government on another through constitutional, legislative, administrative, executive, or judicial action as a direct order or that is required as a condition of aid. The date when the principal amount of a security is payable. Rate applied to assessed valuation to determine property taxes. A mill is 1/10th of a penny or $1.00 of tax for each $1,000 of assessed valuation. 467 MODIFIED ACCRUAL BASIS NET BUDGET NON -DEPARTMENTAL OBJECT OPERATING BUDGET 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. 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. A category established to account for expenses not associated with any specific department, but all departments or many, within a fund. 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. Plans of current expenditures and the proposed means of financing them. The annual operating budget (or, in the case of some state governments, the biennial operating budget) is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is usually required by law. Even where not required by law, however, annual operating budgets are essential to sound financial management and should be adopted by every government. 468 OPERATING EXPENSES OPERATING GRANTS OPERATING INCOME OPERATING TRANSFER ORGANIZATIONAL UNIT ORGANIZATION UNIT CLASSIFICATION O VERHEA D PROGRAM PROGRAM BUDGET PROPRIETARY FUND RATINGS RECIDIVISM REGISTERED BOND Proprietary fund expenses which are directly related to the fund's primary service activities. Grants which are restricted by the grantor to operating purposes or which may be used for either capital or operating purposes at the discretion of the grantee. The excess of proprietary fund operating revenues over operating expenses. Routine and/or recurring transfers of assets between funds. A responsibility center within a government. Expenditure classification according to responsibility centers within a government's organization structure. Classification of expenditures by organization unit is essential to fixing stewardship responsibility for individual government resources. Those elements of cost necessary in the production of an article or the performance of a service which are of such a nature that the amount applicable to the product or service cannot be determined accurately or readily. Usually they relate to those objects of expenditure which do not become an integral part of the finished product or service such as rent, heat, light, supplies, management, supervision, etc. An organized set of related work activities which are directed toward a common purpose or goal and represent a well defined expenditure of county resources. A budget wherein expenditures are based primarily on programs of work and secondarily on character and object class. A program budget is a transitional type of budget between the traditional character and object class budget, on the one hand, and the performance budget, on the other. A fund used to account for business -type activities in government. The activities are usually financed with user fees that are directly related to the services received. There are two types of proprietary funds - enterprise and internal service funds. Designations used by credit rating agencies to give relative indications of credit quality. A relapse into criminal habits after punishment. A bond whose owner is registered with the issuer or its agent. Transfer of ownership can only be accomplished when the securities are properly endorsed by the registered owner. 469 REIMBURSEMENTS (1) Repayments of amounts remitted on behalf of another party. (2) Interfund transactions which constitute reimbursements of a fund for expenditures or expenses initially made from it which are properly applicable to another fund -- e.g., an expenditure properly chargeable to a Special Revenue Fund was initially made from the General Fund, which is subsequently reimbursed. They are recorded as expenditures or expenses (as appropriate) in the reimbursing fund and as reductions of the expenditure or expense in the fund that is reimbursed. RESERVE RESIDUAL EQUITY TRANSFER REVENUE REVENUE BOND SOURCE OF REVENUE SPECIAL REVENUE FUND SUBACTIVITY SUBFUNCTION SURPLUS (1) An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure. (2) An account used to earmark a portion of fund equity as legally segregated for a specific future use. Non -recurring or non -routine transfers of assets between funds. (1) Increases in governmental fund type net current assets from other than expenditure refunds and residual equity transfers. Under NCGA Statement 1, general long-term debt proceeds and operating transfers -in are classified as "other financing sources" rather than revenues. (2) Increases in proprietary fund type net total assets from other than expense refunds, capital contributions, and residual equity transfers. Under NCGA Statement 1, operating transfers -in are classified separately from revenues. A municipal bond payable from revenues derived from tolls, charges or rents paid by users of the facility constructed with the proceeds of the bond issue. Revenues are classified according to their source or point of origin. A fund used to account for revenues legally earmarked for a particular purpose. A specific line of work performed in carrying out a governmental activity. For example, "cleaning luminaries" and "replacing defective street lamps" would be subactivities under the activity of "street light maintenance". A grouping of related activities within a particular governmental function. For example, "police" is a subfunction of the function "public safety". The use of the term "surplus" in governmental accounting is generally discouraged because it creates a potential for misleading inference. 470 TABOR (TAXPAYERS BILL OF RIGHTS) TABOR RESERVE TAXES TAX LEVY TAX RATE TAX RATE L I MI T TAX ROLL TIME DIVISION MULTIPLE ACCESS (TDMA) TRADITIONAL BUDGET An amendment to the Colorado Constitution approved by the voters in November 1992. The Taxpayers Bill of Rights has been incorporated in the State Constitution as Section 20 of Article X. The amendment limits growth in both state and local government revenue and expenditures, makes provision for annual elections, and requires voter approval for tax increases. Term applied to a reserve which is required by the TABOR Amendment. Starting in 1995 this reserve is 3% of "Fiscal Year Spending" excluding bonded debt service. This reserve is for use in declared emergencies only. Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges as, for example, sewer service charges. The total amount to be raised by general property taxes. The amount of tax stated in terms of a unit of the tax base; for example, 25 mills per dollar of assessed valuation of taxable property. The maximum rate at which a government may levy a tax. The limit may apply to taxes raised for a particular purpose, or to taxes imposed for all purposes, and may apply to a single government, to a class of governments, or to all governments operating in a particular area. Overall tax rate limits usually restrict levies for all purposes and of all governments, state and local, having jurisdiction in a given area. The official list showing the amount of taxes levied against each taxpayer or property. Frequently, the tax roll and the assessment roll are combined, but even in these cases the two can be distinguished. 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). A term sometimes applied to the budget of a government wherein expenditures are based entirely or primarily on objects of expenditure. UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity such as a city or some towns. 471 WELLNESS PROGRAM WORKLOAD MEASURES WORK PROGRAM WORK UNIT YIELD NOTE: Wellness health program provided as a fringe benefit to em p loyees Specific quantitative and qualitative measures of work performed as an objective of the department. A plan of work proposed to be done during a particular period by the administrative agency in carrying out its assigned activities. A fixed quantity which will consistently measure work effort expended in the performance of an activity or the production of a commodity. The annual percentage rate of return earned on a security. Yield is a function of a security's purchase price and coupon interest rate. Most of the above definitions were taken from Governmental Accounting, Auditing, and Financial Reporting, GFOA, Chicago, 2012, Appendix G. pp. 1051-1093. 472 ACRONYMS AAA ACFR ADCOM ARA CAD CA PP CARES CCI CDBG CDHS CDOT CIP COPS UHS COLA COVID CMAQ CPI C.R.S. CSBG DA DHS DOC DOLA DUI EDAP EOC Area Agency on Aging Annual Comprehensive Financial Report Adams County Communications American Recovery Act Computer -aided Dispatch Colorado Counties Casualty and Property Pool Coronavirus Aid, Relief, and Economic Security Act Colorado Counties Inc. association of Colorado counties Community Development Block Grant Colorado Department of Human Services Colorado Department of Transportation Capital Improvement Plan Federal community oriented policing grant Cost of Living Allowance Coronavirus Congestion Mitigation and Air Quality Improvement Program Consumer Price Index Colorado Revised Statutes Community Services Block Grant District Attorney Department of Human Services Colorado Department of Corrections Colorado Department of Local Affairs Driving Under the Influence Economic Development Action Partnership Emergency Operations Center 473 ERA FEMA FOMC FRRC FTE GAAP GASB GFOA GIS HARP HES HUTF HRA HRI S HVAC IT /GS IGA LEAP MOU MOE MS4 NCMC NFRMPO NRBH O&M OEM Emergency Rent Assistance Federal Emergency Management Agency Federal Open Market Committee Front Range Communication Consortium Full Time Equivalent Generally Accepted Accounting Principles Government Accounting Standards Board Government Finance Officers Association Geographical Information System Haul Route Program Hazard Elimination Program for transportation projects Highway Users Tax Fund Health Reimbursement Account Human Resources Information System Heating, ventilation, and air conditioning Information Technology Intergovernmental Service Fund Intergovernmental Agreement Low-income Energy Assistance Program Memorandum of Understanding Maintenance of Effort Municipal Separate Storm Sewer for storm management N orth Colorado Medical Center N orth Front Range Metropolitan Planning Organization N orth Range Behavioral Health Operations and maintenance Office of Emergency Management OPED PERA PILT PPA CA PPO ROW SH TABOR TANF TDMAPage URA VALE VOCA VW WCR WCRCC Other Post -Employment Benefits Colorado Public Employees' Retirement Association Payment in Lieu of Taxes Patient Protection and Affordable Care Act (Obamacare) Preferred Provider Organization Right -of way Abbreviation for State Highway Taxpayers Bill of Rights Temporary Assistance to Needy Families Time Division Multiple Access Urban Renewal Authority Victim Assistance Law Enforcement Victims of Crime Act Victim Witness Weld County Road Weld County Regional Communications Center Hello