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Home My WebLink About20233598.tiff 1 PAGE OF DOCUMENT INCLUDED IN PAPER FILE. REMAINDER RETAINED ELECTRONICALLY IN TYLER. WELD COUNTY _ ,i � 4a .,:� - ,, ,� gi• PRO POSED 0 N _ , ��, - r _ .,- ^' < y- r: 'ter`BUDGET _ 4 ,... • STATE OF - z 1 COLORADO = _ - Ad .,,,, I -_40.14 ,-.., ate' F� I qy� e,::,l ' ' ..'"-.."3--,..'.1,Y4... - ." —'aft., ,.^-40,.. ..'*" ‘--440,4,0„ , ,i 4` �y ''.'*'"*e'=, }. I ' ..:1,111:4 fir. F; E, ;,,j f 7 4•. 4► '`t -, ,J --' .,y{` ,,,J86..„6:-,-. 1._ `• SAil i` U f . ✓' kT +iy,S 1i ,. ro Nlv ea# ;on, �t t�' V `, r 2023-3598 _COUNTY COUNTY OF WELD 2024 PROPOSED BUDGET MESSAGE PRESENTED TO: WELD COUNTY BOARD OF COMMISSIONERS Mike Freeman, Chair Perry Buck, Pro-Tem Scott James, Commissioner Kevin Ross, Commissioner Lori Saine, Commissioner BY THE FINANCE DEPARTMENT September 2023 i O. U NT i 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: 2024 BUDGET STRATEGY 27 2024 BUDGET CALENDAR 29 Explanation of Overview of Budget and Management System 30 Overview of Budget and Management System 31 Hierarchy of Budget Information 32 Significant Budget and Accounting Policies 33 Explanation of Individual Funds 36 Budget Policies 38 Long Term Financial Planning Policies 39 Capital Improvement Policy 41 Investment Policy 43 Fund Balance and Reserve Policy 44 Policy Directions 45 2024 Guidelines 47 2024 Special Budget Instructions 49 Revenue Policies and Assumptions 51 Specific Revenue Assumptions of Significant Revenue 52 Major Revenue Historical Trends and Analysis 54 Department/Fund Matrix and Organizational Responsibility for Budget Units 57 Policy Matters/Points of Issue with Fiscal Impact 60 EMPLOYEE SALARY SCHEDULE AND BENEFITS: 2024 Salary and Benefit Recommendations 65 2024 Other Benefits 67 Position Authorization Changes Due to 2024 Budget 68 SUMMARY OF FUNDS: Graph - - All Funds Revenue 71 Graph - - All Funds Expenditures 72 Graph - - Mill Levy 73 2024 Summary of Fund Balances 74 2024 Summary of Major Revenues and Expenditures 76 2023 Estimated Summary of Major Revenues and Expenditures 78 2022 Actual Summary of Major Revenues and Expenditures 80 Governmental Funds - 2022 - 2024 Summary of Estimated Financial Sources and Uses 82 2023 Assessed Values to be Used for 2024 Budget 84 Net Program Cost 85 Seven Year Trend Data: Beginning Fund Balance 87 County Expenditures 88 Weld County- Organizational Chart 89 Summary of County Funded Positions 90 iii PAGE GENERAL FUND: Graph -- General Fund Revenues 93 Graph -- General Fund Expenditures 94 Seven Year Trend Data General Government 95 Public Safety 96 Health and Welfare 97 General Fund Summary Narrative 98 Summary of Revenue 99 Summary of Expenditures 101 Office of the Board 103 Public Information 105 County Attorney 107 Public Trustee 109 Clerk to the Board 111 Clerk and Recorder: Recording/Administration 114 Elections 116 Motor Vehicle 118 Treasurer 120 Assessor 122 County Council 125 District Attorney: Seven Year Trend Data 126 Budget Unit Summary 127 Juvenile Diversion 128 Victim/Witness Assistance 129 Finance and Administration 131 Accounting 133 Purchasing 135 Human Resources 137 Wellness Program 139 Planning and Zoning 141 Community Development Block Grant 144 Facilities 146 Weld Plaza Building 148 Information Technology 149 Geographical Information System 154 Printing and Supplies 156 Sheriff's Office: Seven Year Trend Data 158 Budget Unit Summary- All Departments 159 Sheriff's Administration Patrol 166 Sheriff's Booking Unit 168 Sheriff's Professional Standards 170 Sheriff's Civil Unit 172 Sheriff's Support Services 174 Sheriff's Records Unit 176 Sheriff's Evidence Unit 178 iv PAGE GENERAL FUND (CONTINUED): Sheriff's Office (continued): Sheriff's Patrol 180 Sheriff's Investigations Unit 182 Municipal Contract Enforcement 184 School Resource Officers Unit 186 Sheriff's Office Ordinance Enforcement 188 Regional Forensic Laboratory 190 Victim Advocate Services 192 Multi-Jurisdictional Drug Task Force 194 Inmate Services 196 Security Unit 197 Courts and Transportation Unit 200 Communications - County Wide 201 Public Safety Information System 203 Public Safety Wireless Communication 205 Coroner 207 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 225 Parks and Trails 227 Senior Programs 228 Waste Water Management 229 Developmentally Disabled 230 Mental Health 231 Child Advocacy Center 232 Transfers: Retirement 233 Human Services 234 Health Department 235 Motor Pool 236 Economic Development 237 Building Rents 238 Non-Departmental 240 Community Agency Grants 241 Bright Futures 243 Extension Service 245 County Fair 247 Veterans Services 249 Island Grove Building 251 Asset and Resource Management 252 Contingency (Salary) 253 v 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 292 Non-Program Revenue 294 Other Programs 295 Child Support Administration 297 Temporary Assistance to Needy Families 299 Aid to Needy Disabled 301 Child Care 303 Old Age Pension 305 Child Welfare and Administration 307 Core Services 309 Adult Protective Services 311 LEAP Program and Administration 313 General Assistance 314 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 322 Summary of Expenditures 324 Budget Unit Summary- All Departments 325 Administration 329 Non-Program Revenue 331 Health Communication 332 Community Health Services 334 Environmental Health Services 336 Public Health Preparedness 338 Public Clinic Health Services 340 HUMAN SERVICES FUND: Graph -- Seven Year Trend Data 343 Human Services Fund Summary Narrative 344 Summary of Revenue 345 Summary of Expenditures 346 Summary—All Departments 347 Job Service (Wagner/Peyser) 348 Summer Job Hunt 350 Workforce Investment Act - Adult Program 351 Workforce Investment Act - Youth Program 353 10% Incentive Grant (CIMS) 355 Workforce Investment Act - Dislocated Worker Program 356 Educational Lab 358 AmeriCorps Program 359 AAA Administration 360 AAA Support Services 361 AAA Congregate Meal 363 AAA Home Delivered Meals 364 AAA Health Services 365 AAA Colorado Health Foundation 366 AAA Elder Abuse Grant 367 AAA Special Ombudsman 368 AAA Single Entry Point 369 AAA (CCT) 371 AAA (State Funds) 372 Part E Family Caregiver Support 373 Community Services Block Grant 374 SPECIAL REVENUE FUNDS: Narrative Summary of Special Revenue Funds 377 Conservation Trust Fund: Summary of Revenue 378 Summary of Expenditures 379 Budget Unit Summary 380 vii PAGE SPECIAL REVENUE FUNDS (continued): Contingency Fund: Summary of Revenue 383 Summary of Expenditures 384 Budget Unit Summary 385 Emergency Reserve Fund: Summary of Revenue 386 Summary of Expenditures 387 Budget Unit Summary 388 Solid Waste Fund: Summary of Revenue 389 Summary of Expenditures 390 Budget Unit Request Summary - Code Enforcement 391 Budget Unit Fund Summary 392 Weld County Trust Fund: Summary of Revenue 394 Summary of Expenditures 395 Budget Unit Request Summary 396 CAPITAL FUNDS: Graph - - Seven Year Trend 397 Capital Expenditures Fund Summary Narrative 398 Summary of Revenue 399 Summary of Expenditures 400 Budget Unit Summary 401 Communications Development Systems Capital Fund Summary of Revenue 402 Summary of Expenditures 403 Budget Unit Summary 404 Public Safety Communications Infrastructure Capital Plan 405 Long Range Capital Projects Five-Year Plan 406 Resource Capacity 410 2024 Budgetary Impact 412 Facilities 2024 -2028 Special Projects 415 Financing Alternatives 421 viii PAGE PROPRIETARY FUNDS: Narrative Summary of Funds 431 Enterprise— Northern Colorado Regional Forensic Laboratory Fund Summary of Revenue 432 Summary of Expenditures 433 Budget Unit Summary 434 IGS— Fleet Services Fund Summary of Revenue 435 Summary of Expenditures 436 Budget Unit Summary— Fleet Services Administration 437 Budget Unit Summary— Fleet Services Equipment 439 Increases in Fleet 440 Public Works Replacements and Increases in Fleet 441 IGS - Health Insurance Fund: Summary of Revenue 443 Summary of Expenditures 444 Budget Unit Summary 445 IGS - Insurance Fund: Summary of Revenue 447 Summary of Expenditures 448 Budget Unit Summary 449 IGS - Telecom Services Fund: Summary of Revenue 451 Summary of Expenditures 452 Budget Unit Summary 453 Weld County Finance Authority: Budget Unit Summary 455 GLOSSARY 457 ACRONYMS 469 ix _COUNTY G r) GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Weld County Colorado For the Fiscal Year Beginning January 01, 2023 CL4 P. 2,10-tAA-1, Executive Director 1 u 1861 . G OU YTz < DEPARTMENT OF FINANCE AND ADMINISTRATION 1861/ PHONE: (970)400-4218 irl 1 FAX: (970) 352-0242 rrEgr 1150 O STREET \\ P.O. BOX 758 �\ GREELEY, COLORADO E0632 vUNTY September 19, 2023 Weld County Board of Commissioners 1150 O Street Greeley, CO 80631 Board Members: As we begin 2024, the County is in excellent financial condition with no debt, no sales tax, one of the lowest mill levies among all Colorado counties, a significant cash reserve, and a fully funded pension plan. The Weld County 2024 Proposed Budget for operations and capital outlay totals expenditures of $493,704,699. The budget has been prepared in accordance with the directives developed during the existing budget process. The budget is funded with revenue estimates of $526,424,571, anticipated fund balances of $597,910,160. This includes the maximum allowed property tax under the Weld County Home Rule Charter of $288,093,141, which is well under Amendment One (TABOR) limits. 2024 BUDGET HIGHLIGHTS AND GROWTH OPPORTUNITIES > Between midyear 2023 and recommended 2024 requests, Weld County will add over 70 new FTE positions to meet growing demands. This includes the new Case Management Agency grant in the Social Services, Area Agency on Aging (AAA) program that estimates a need for 45 or more new employees, and a net decrease of 15 Sheriffs Office deputies. > Increase needed facilities 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 20% rate increase for the county and 5% for employees in 2024 will be needed to ensure adequate funding. > Increase liability insurance funding, as insurance costs are increasing dramatically from 2023 to 2024. > Comply with new legislation making immediate changes to property tax rates because of SB23-303 and potential voter approval of Proposition HH in November 2023. 3 > The 2024-2028 Capital Plan for Facilities is estimated to need over $196 million for projects and maintenance improvements. Results of the Master Space Plan will potentially increase this amount. > Continue providing staff and financial resources in response to SB 19-181 for the air quality monitoring system. > Fund the Public Works 2024-2028 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. > Adding bilingual pay differentials and employee appreciation programs. > Conduct a comprehensive compensation plan review for fairness, equity and competitiveness of job markets. > Continue incentives for expanding industry and commercial development in Weld County. 2024 FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK The United States economy has been teetering on the verge of recession for most of 2023. Inflation in 2022 and into 2023 was at the highest rates it had been in forty years. It is finally beginning to slow, peaking in 2022 at 9.1%, starting 2023 at 6.4%, and expected to fall to around 2.5% by the end of 2024, according to Kiplinger. These inflationary pressures have a direct impact on the budget process and are seen throughout the budget expenditures requested. According to experts, the supply chain shortages that have plagued industries for the past three years has officially ended, but our departments still see long wait times on products and equipment, slowing progress and eliminating efficiencies that have been the standard for the past many years. Capital project contingencies used to be budgeted at ten percent or less. Now, materials for construction of facilities and road and bridge projects are seeing an average of a thirty percent increase from when budgeted the previous year, and even with those increases, offering a competitive advantage to meet our departments' requests within a one-year timeframe. These are new challenges and leadership continues to struggle to meet the needs of their departments with timely and effective resources. The result of those delays in resources has slowed some areas of Weld County's productivity to a crawl. Projects are taking longer to complete and the money budgeted for those projects sits unspent. Vendors and departments struggle to fill positions with qualified workers and then must wait for the supplies, materials, and equipment needed to complete these projects to arrive. This has led to some of the fund balances increasing over the past few years and can lead outsiders to see this as a government inefficiency. This is not the case. Not only are the projects in process to be completed, departments continue to add to their workloads, which will lead to the funds being spent down quickly over the next five years. Weld has always expected 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 4 energy solutions away from oil and gas, Weld must have reserves in place to maintain required levels of service and meet constituent needs. However, with inflation being so high over the past year, Weld is also in a position of seeing a 34% increase in assessed value between 2022 and 2023. This results in a unique situation of Weld County exceeding the Home Rule Charter limit for property tax to be able to be collected in 2024. To maintain compliance with this policy, Weld would need to offer an additional 3.322 mills credit, a 22% reduction in property tax collected. In addition to the property tax revenue lost, this option will also cost approximately $800,000 in other budgeted revenues, when considering Treasurer's fees collected, Urban Renewal Districts, and Public Works share backs with municipalities. If leaving the existing 7.0 mill tax credit in place and getting approval to exceed the Home Rule Charter Limit, Weld would have the ability to collect $78,560,964 as one-time funds to be used for capital project needs, investing back in the community and being able to preserve the 7.0 mill credit even further into the future. Weld has already returned over$1 billion dollars in the community by keeping the 7.0 mills temporary tax credit in place for over 20 years now. The following 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. Proposed 2024 Weld County Assessed Value 18 16 14 =Vacant Land 12 =Residential Property Commercial 10 Property =Industrial Property 8 • Agricultural o Natural Resources co Oil and Gas 4 ,State Assessed 27i—, 1117 —11. I I I _irr_4_4,47_1 R R 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 6 416 7 015 8 97 11 427 8 999 9225 11 54 14 94 14 965 11 968 18 135 24 5` rJet Assessed Value in Billions The 2024 Proposed Budget has been created within the Home Rule Charter Limit, collecting $288,093,141 in property tax, and proposing an additional 3.322 mill credit, bringing the temporary tax credit up to 10.322 mills, or a 46.4% decrease on the allowable property tax to be collected by statute. This will need to be a one-time reduction as 2024 assessed values are already anticipated to drop by approximately 20%. 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. 5 2024 BUDGET PLAN FOR THE FUTURE In developing the goals for the 2024 Budget, the highest priority in Finance is to ensure long-term financial stability. The main goal of the budget process is to continue to provide critical resources needed to meet Strategic Priority#1: Ensure Healthy, Safe and Livable Communities. Part of that structure is to evaluate the department budget requests provided and, if the information provided as justification for increasing services or staff is not sufficient, to remove the request from recommendation so unnecessary services are not funded indefinitely. Finance and Administration works together with the Board to provide a comprehensive plan for the future 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. Weld County has also not been immune to the recent"silver tsunami" and "the great resignation". Government staffing is an area where Weld has fallen behind most of the counties in Colorado, having not recovered jobs in the government sector to pre-pandemic levels. 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 needs to be innovative in attracting and retaining talent. Leadership has changed and expanded over the past few years and Weld is finding ways to keep the fundamentals that keeps the county fiscally responsible, while balancing with the ever- changing needs for staffing and being a competitive and attractive employer. This was addressed in the strategic plan for 2023-2028 which is included in the following pages for reference. Strategic Priority #4, Be an Employer of Choice, will be one of the County's focuses in 2024 and years to come. Percent Change in Number of Jobs 2nd Quarter 2019 2022 Through December 2022 Percent Change .«.x • 127% recovered total jobs >1°%Loss - x° • Arts, Entertainment, Rec. - 104% - x°x°.x recovered • 2 industries not recovered Government 5%,10%Gain >1° cain x„c" °n Mining wxmM x..x - - — �a<..xx....xo,. — COMM ery 2023 42 Counties Fully Recovered Source:Total Estimated Job Series-SDO COLORADO Department of Local Affairs In 2024, Weld County will continue to Phase Two of the Workday Enterprise Resource Project(or ERP) implementation. This will transition Human Resources and Payroll from PeopleSoft to Workday and Finance and Accounting from Banner to Workday. One of the 2024 budget goals is to promote innovation and technology assistance, improving efficiency and effectiveness in all 6 departments. This ties to Strategic Priority#5: Provide Excellent, Cost-Effective Service Delivery. For the past eight years, Weld has maintained a technology and innovation fund that is managed through the IT Department. Leadership continues to look at ways to improve customer interactions and convenience by improving technology. The new ERP will allow for technical efficiencies and potentially delay staffing needs as customer service increases. In summary, despite the challenges and uncertainty that surrounds us, 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 our diverse and growing population. With the county's elected officials, leadership team, and the entire county workforce, we will ensure that whatever the future may hold, we keep serving the needs of our residents countywide. The 2024 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. GENERAL GOVERNMENT OVERVIEW The following is a summary of major changes in revenue and expenditures between 2023 and 2024. Revenues for general government functions are summarized below and total $526,424,571 in 2024, an increase of 4.74% over 2023. The largest revenue increases are related to Property Taxes, Intergovernmental Revenues such as grants and pass-through funds, and Internal Services, or business type expenses, such as Fleet Services and Health Insurance. The amount of revenue from the various sources and the changes compared to 2023 are shown in the following tabulation: 2023 2024 Increase 2023 Percent 2024 Percent -Decrease Revenue Sources Amount of Total Amount of Total from 2023 Property Taxes $ 272,470,563 54.3% $288,093,141 54.7% $ 15,622,578 Other Taxes 19,060,000 3.8% 16,115,000 3.1% (2,945,000) Licenses and Permits 5,610,550 1.1% 5,513,750 1.0% (96,800) Intergovernmental Revenues 82,401,677 16.4% 87,835,877 16.7% 5,434,200 Charges for Services 14,633,248 2.9% 14,821,103 2.8% 187,855 Miscellaneous Revenue 45,855,856 9.1% 43,713,630 8.3% (2,142,226) Fee Accounts 20,182,750 4.0% 20,880,000 4.0% 697,250 Internal Service Charges 42,388,112 8.4% 49,452,070 9.4% 7,063,958 TOTAL $502,602,756 100.0% $526,424,571 100.0% $23,821,815 7 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 $493,704,699 for 2024, which is an increase of 11.9% over 2023. The major increases are in Capital Expenditures, Miscellaneous (which will be distributed throughout the departments as it holds the cost of living and health insurance increases), Internal Services, and Public Safety. The amounts by function and the changes from 2023 are as follows: 2023 2023 2024 2024 Increase Amount Percent Amount Percent - Decrease Expenditure Sources of Total of Total from 2023 General Government $ 61,073,550 13.85% $ 66,718,710 13.51% $ 5,645,160 Social Services 46,313,517 10.50% 50,412,219 10.21% 4,098,702 Road and Bridge 81,182,490 18.41% 76,894,693 15.57% (4,287,797) Public Safety 97,495,240 22.10% 103,559,450 20.98% 6,064,210 Human Services 11,244,025 2.55% 11,966,525 2.42% 722,500 Health 15,610,315 3.54% 14,093,147 2.85% (1,517,168) Capital 36,267,602 8.22% 50,826,470 10.29% 14,558,868 Public Works 21,940,443 4.97% 27,936,034 5.66% 5,995,591 Contingency 10,000,000 2.27% 10,000,000 2.03% 0 Miscellaneous 7,096,876 1.61% 17,805,308 3.61% 10,708,432 Culture and Recreation 1,189,511 0.27% 1,216,635 0.25% 27,124 Auxiliary 3,543,407 0.80% 3,202,688 0.65% (340,419) Internal Services 48,126,907 10.91% 59,072,820 11.97% 10,945,913 TOTAL $441,083,883 100.0% $493,704,699 100.0% $ 52,620,816 The 2024 Budget contains sufficient resources to provide these requested increasing levels of service. The operational plan supported by the 2024 budget maintains Weld County Government's commitment to excellence and efficiency in carrying out our continued responsibilities to taxpayers. In 2024, the Master Space Plan through Facilities will lead to significant changes as Weld continue 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 2024 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 O 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, Ryan Rose, CIO/ Director of Administration 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 Azi 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. Industry 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 A - ` to Farm Statement. ' 1S1 Also important to the county: the energy industry. Oil and gas activity has occurred for decades in Weld County, which is nor located in the Denver—Julesburg Basin and sits above the g' "' 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. k= 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 € ;; ti ;. ti., state, approximately 23,000. The positive economic impact oil and gas has 41k t 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 • A� to thriving businesses—large and small. County government has •O . a 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 afr 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 - - A-6 cztiC7 - l 4 f _ 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 ti . ;` located just north of the present town of Fort Lupton. I I� i !i 1' 4 i In about 1837, Colonel Ceran St. Vrain established Fort St. Vrain; Fort Vasquez was built south of _ { d Platteville in about 1840. The latter was rebuilt in the \:i,` 1930s under the Federal Works Progress c;,`, 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 k ' ., 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 a 152 acres of water perfect for camping, fishing and f hoto ra h and the Pawnee Buttes - 193 000 acres of short- grass prairie perfect for birding, hiking, recreational shooting and camping. p• 9• 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 -1 r ` • \.".....".." )"....".....C14 At II:1 11Fid .rilli 1 V 1' C 4 i 41.Jr N TY 0O � e4 • - F•- - - i1 . �'_ t _ - •`-� °'' . ll Z�ll IL �.`: �-";.,.tea - .,:r...:••0-f ::• - - " I. , - E1pE.c,x 'r, 'ASV!.[ a •..r•.•.;'k 7 :"_°ter r r . 1. . '1j=RIE E n �. . �.�� • �. w 5,�, f: • -\s • r i +- ' - — wE .sr l~,y - I ' 7. -- - t.- t-' _ -';I - x;04-_' f �' I •• .. _IlL1 _• _ _ I I —k '_L I I 1. r — � f 4 'I.";•.=. 7 ' -716.,• ' ' i I ......_ I 1.1c.::,.-.;--',:7 -:-. ,..0. `''_` :" t. lit [ I in I i� ''• o I r I 1 r e ,fig • 47:,. ryf ,•-.A204, .•.�' '} .-q �- I I ,_ ii , ,it :_. -•c .. 'I F ''' I I • '•- -- vAL_Iii I I -.-,-=....V\-.111.:17- . - - 7G + l STRATEGIC PLAN • 2023 - 2028 Strategic Plan•2023-2028 Mb ,c . , ..- Mission & Vision Statement 4 The Weld County Guiding Principles 5 Board of County Commissioners Strategic Priorities has developed this Ensure Healthy, Safe, five-year strategic plan and Livable Communities 6 in collaboration with staff Balance Growth and Development 8 to guide the county Plan for Resilient Infrastructure, into the future. Facilities, and Resources 10 Be an Employer of Choice 12 Provide Excellent, Cost-Effective - 4 Service Delivery • - 14illriri, - _ar Enhance Accessible Communication, itioar Outreach, and Awareness —. Appendix ar . '. - -,i1_ F i. R r ti..._ ACS * ' I .. , rJ - .3--_ ' f- - $ • x . .-fa' . . . ' - • . •---, { . , - '+ t - l •t • I. -.s1 . ..,...,-N-.=:,- -:•• . - __. _ _ - l - _ .v _ - yam �_.ti t-.. .. • -7.- • S _---- -_,_ • -- - r _ _-.�`��. - -_ w� -_'•,•-;-.4..- _ • _ • ' -_ _- __ - • - 'e- -TM -- f, - -- .,,X'. i 2 • • - . - - - -- -- _ _ _ -3'r - !,- .,•-,. - - ,- - - _ - _ - - �-fin . . + ' Strategic Plan•2023-2028 • \ • • \ \ • t : Mission Statement Guiding Principles To provide responsive, innovative, Fiscal Stability and cost-effective services. Consistent with the fiscally conservative philosophy of Weld County Government, we constantly strive to ensure the best and most efficient use of public funds and resources and be fiscally prepared for unforeseen changes and challenges so the County can serve both current and future generations. Vision Statement Be a model county government that Community - Focused delivers excellent services and enables citizens We endeavor to provide superior services in everything we do, treating citizens and communities to pursue prosperity and quality of life in ways that are accessible, and communities with respect and dignity, creating innovative customer-driven inclusive, and forward thinking, while honoring solutions, and providing equal treatment under our codes and charter. our western heritage and respecting individual liberties. Collaboration We actively engage with citizens and communities and form collaborative partnerships to achieve shared goals to address needs to enrich the lives of those who do business and/or reside in Weld County. Accountability r -_ may :- -- •-- . We are committed to actions that foster accountability and the public's trust and confidence, seeking input from citizens and communities, including businesses, before making decisions, clearly communicating our intentions, and taking responsibility for all that we do. - — — Empowerment — " �- '�'- We promote the autonomy and self-sufficiency of all in the Weld County community, encouraging all to advocate their interests in a responsible and self-determined way. _ Excellence We train and equip our employees for excellence and invest in their professional growth and development, so they can provide the most value to citizens and 5-:♦ "+�- � - .. ,. �V.Y�itYIYP.ice-'1L-[ "",- _+, _ communities and meet the ever-changing needs of Weld County. 4 5 Strategic Plan•2023-2028 A II MD • . MD A II MD • Ensure Healthy, Safe, -r. Outcome Measures and Livable Communities • f Coalition created and formalized by June 30, 2023 r ' k;,::4' I • "Key Health Indicators" dashboard is expanded by June 30, 2024 Invest in innovative and collaborative community , • r partnerships that promote self-sufficiency and enable ,,�• ' • Increase X% participation in Thriving Weld coalition by December 31, 2024. people to improve their quality of life, while providing • it • Dashboard/database of events, programs, and community partners developed by December 31, 2023 a continuum of services that preserve, promote, and ------ -4---. . . • Prioritized listing of events or programs targeted for increased outreach/participation presented to protect the health, safety, and environment of { the BOCC with recommendations by February 28, 2024. • Weld County. > Decrease in % recidivism rate by December 31, 2025. ', • Increase % diversion rate by December 31, 2026. • Objectives ._.,a4A -•" , f,l {'l., • Increase % of individuals connected to victims' services programming by December 31, 2026. ' y `'� •44. -.:.. • Updated survey completed (every three years) and results shared across departments and elected • Formalize a county-wide coalition focused on public health ' , „ ,. _ offices within 120 days of receiving results and safety programming to increase outreach and awareness • Cross departmental workgroup established by December 31, 2022, at least six months prior to the O Enhance partnerships with community organizations to help � survey distribution in future years, to oversee survey development/dissemination of data and connect recently released individuals with resources and services. completion of action items from survey. • Gap Analysis of service provision by departments and elected offices completed by June 30, 2023, 0 Expand practices related to community policing to identify and divert crime. and bi-annually thereafter. O Increase awareness of victims' services and resources within the community to support • Prioritized recommendations to address identified gaps including program specific measurements victims of and witnesses to crimes. of success presented to BOCC by March 31, 2024 and bi-annually thereafter. • WCDPHE Mobile outreach unit established with collaborating partners (Sunrise Clinic, NCHA, etc.) © Enhance awareness, use, and exchange of survey data, and other strategies across departments to support effective service provision by December 31, 2024 • Increase X% in shared clinic space county-wide by December 31, 2024. 8 O Enhance access to health and safety services to best reach all in our community yy� • + • • ° yr a', . ' ... , t -,s. C c mi • x" _ • •. ' ,...I • •CrI i. • ys 3 t I. ,��/� i •+�i i L,.'ell. ." 4\` 3 ;L. '•141. J - sOei�"f *'" 5 ; •• • •-• i ..9. ••••!'‘.• . . . k- '`M1 r ` ' - . te ..,- *.~ .Iii.liFil?'% -T 41+F , . '''all:114:4- . - 4'''' y : 'If II*. 1 1:ti • Mk ' -..i!_i_•-? iler •-•-• .i• • . • T., . .. ,_ .. .0 i:. . . ,...7 . ). • r+r +i {. � 'I i' fl I L';17„' I f % ,1i tTesp-,..1r...3744 }r �f - ' ` •,�ti sgll I I I,�' .{� :'5�-4�' s ' . . i` i I r - WIIIIhi. IYTS �i %I. _:-r,�• 1` i i • • t' \ y ti o 1 1. r - :i -- • £# i ' �'.Lam- yjj.. 1, ••�qq.. - •it" _ - - "1A 1 llik!, .. 7 .? , :. 7 L.m. r I • 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 Foster a healthy and resilient regional economy increase/decrease, etc. through collaboration and partnerships that • Annually report on outcomes from policy to BOCC and public. Report to be posted online at encourages growth, attracts, and retains 4 the end of each fiscal year. businesses and talent, and creates opportunities • # of small business incentives approved annually for prosperity that enhance and support the - • — • Status report bi-annually to County leadership on businesses who have received incentives: quality of life in Weld County. - : ., 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. ` .fir:'`.:.- _-L • Relevant departments and elected officesprovide report on collaboration efforts to BOCC in Continue to review County Code and policies to improve p p 'i '�" 4th quarter of each year, with recommendations for new collaborative initiatives. customer experience L mita 1 ... • Types of energy sources and/or technologies are identified annually by June 30, 2024 Sustain and expand programs and services to attract • Recommendations for action presented to BOCC annually starting September 30, 2024 and retain businesses and the workforce • Existing water resources identified by March 31, 2024 Collaborate with municipalities to develop business and workforce incentive programs • Bi-Annual risk assessment and recommendations for mitigation of risks presented to BOCC Encourage and consider all potential forms of energy development starting in FY24. Continue to monitor, mitigate, and protect water resources to the best of Weld County's ability .re----7'. . Al. IP• • • I . • LIT 8 9 N. • I4 1 Strategic Plan•2023-2028 A MD • � MD A • • .41.111 • }: .r Plan for Resilient Infrastructure, : - Outcome Measures Facilities, and Resources 1k#' •w ' y #` '= 4,ti; . • Complete planned capital projects within budget and on time annually starting in FY23. 4""i i ;*; , }, • Formal review/report process for capital projects developed and implemented by December 31, 2023 Design, maintain, continuously improve, and protect r; : .t '+ ; ' - • - - • Increase # of employees trained in grant writing, application process, reporting process, reimbursement the county's roads, bridges, buildings, facilities, �-; � -y �'� ,� - ' -:'' process, and annual reporting process by December 1, 2024. and resources to ensure safe, efficient access, use, xy • Grant Training Program developed for all county staff involved in grants process by December 31, 2025. transport, and availability by current and future t v generations in Weld County. 4FE. r:4 yr� • 100% infrastructure meets and/or exceeds department specific industry standards, service level agreements, and follows all requirements by December 31, 2025. a _ • Respond to operational issues within department specified service level agreements or levels of Objectives ; , services and provide annual report to leadership regarding levels of service and any barriers experienced over the past year. 0 Maximize resources to leverage infrastructure funding and lifecycle infrastructure costs . • Develop a dashboard to identify and track performance on service level agreements or levels of service by December 31, 2024. O Plan for growth to balance capacity of infrastructure • Comprehensive list of financing options for infrastructure developed by July 1, 2023. • 10-Year to 20-Year formal Infrastructure Plan is developed to the BOCC b O Maintain operational plans to ensure resilient infrastructure andpresented by December 31, 2023. O Maximize partnerships and involvement with non-profit and private • Inventory of all contracts, agreements, memorandums of understanding, etc. complete by all sectors to solve infrastructure challenges departments by December 31, 2023 O Use data and technology to develop project budgets, forecasts, • 90% of all contracts, agreements, memorandums of understanding, etc., are entered and tracked and other department work plans 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 December 31, 2024. �,. - - - M _." r ,I4J,E ,-4J«, L ■ r - I - I Er rt. f k 10 11 L.rirI 171 Implement flexible, creative and diverse methods • Employee satisfaction/engagement metrics identified and benchmarked by December 31, 2023 of attracting, training, and retaining a workforce .,, - IM- 1• • Annual employee survey developed by December 31, 2023 and distributed to employees during that is skilled, dedicated and supporting employees � # annual performance evaluation process starting in 2024. in achieving their goals. �i • DHS internal annual employee survey established by December 31, 2023 �► yl • DHS actions plans developed for divisions and department wide following survey results by a -46: s +• '` - - December 31, 2024. ✓ '' , • 90% employee satisfaction rating following benchmarking activities by December 31, 2026 Provide increased opportunities for interaction and pp , • Consistent leadership standards developed and adopted by December 31, 2024 communication between employees and leadership to understand employee needs and perspectives. • Leadership Program developed and implemented by December 31, 2025 • 90% of all managers/supervisors adhere to adopted standards by December 31, 2026 Create a Weld County Leadership Program to maintain consistent leadership across all departments to increase • Metrics for supervisor/departmental performance established by December 31, 2023 employee support, skill development, and retention. • Dashboard of relevant county-wide by supervisor/departmental performance metrics developed by March 31, 2024 Establish consistent application of supervisory roles to provide accountability • Increase % in employee satisfaction rating following benchmarking activities by December 31, 2025 • Department specific training plans developed by June 30, 2024 Provide training and opportunities that support career advancement and foster new ideas and innovation • All DHS employees will have a minimum of 20 hours of training annually starting with the annual performance evaluation cycle for 2025 • 90% adherence to departmental training plans achieved by December 31, 2026 8 `2- .1. rti- , yamiir.,e.. +,- ....2".-'..›.•+.X.4_• ' -rift tiR'k . . -I, 1. . { f k '' .4b. * ,4ri-. 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L 4' "-F. .K'..'. # y*.ti . ;cr-, -•I Il. `I ' "I II '�,v1 :ill I y, 1 �.�. 4 ,',.FIB'- f'• i .�. y. * h ', *k ;'t i h fl I �, p I Il I ti 5 I F #-` '� /'} ,Ys,, IL '' µ 04')� f.' i' - " il 1 If°. ' iI ','0 '.Y.1 }y- - .1;.1fS} i`- '5, �% ;j' 'L- 'F '4� I 'E:n. .. { '�� '.`..';,:r...,!2� F r' -1. ._ i {.tx,' 7 . Y1* :,fir. r *�. :- ; ��'` �ff*_t'•'a4 .'x'•:VOL! 1 ii •_f+ :'t{�i'l X !' 'r,. S.' - ,1, '+{i ry �T r � .-Y.Xh '" - F 'x 1 ,; Y3 t`,�s' �' y.-�` [ - t q `.'i• r >'1 'YAI ,.." - •.;'' Strategic Plan•2023-2028 • A II • • • • A II • • • \ — \ \ \ \ \ . .4,i}i•.r 1 Provide Excellent, Cost-Effective ,. ' .,,�,• ,tip 1 Outcome Measures •Service Delivery • Departments will identify and prioritize between one and three processes or procedures for revision/streamlining annually beginning in 2023. • Apply best practices, technologies, and systems in • 3 BPA projects submitted annually by DHS innovative, collaborative, and cost-avoidance/effective • Increase X% in administrative tasks being automated by use of software by December 31, 2024. ways to provide excellent services and programs to our community today so that we are prepared for and Ali. • Conduct a purchasing process assessment by December 31, 2023, including review of the remain resilient in the future. purchasing code. • Recommendations regarding centralized functions such as accounts payable, purchasing/buying provided to XXX by December 31, 2025. Objectives = _ • Budget Monitoring and Analysis process updated and implemented by December 31, 2024. - - 5 r • Complete 100% of BPAs initiated during the fiscal year starting in 2025. 0 Review process and procedures to ensure that citizens and - r __ communities receive best and most cost-effective services - ' - •- • Establish baseline measure of satisfaction with the role of BPA and communications by July 31, 2023. OExpand Business Process Analyst (BPA) capacity to evaluate t • Departments will meet annually to discuss and prioritize methods to understand ways to improve department systems and process delivery of digital services • Prioritized recommendations for potential digitization to Weld County Leadership by June 30th 9 Create mechanisms for feedback and dialogue with the community of each year. regarding projects, initiatives, and service needs to increase awareness and understanding • Library or catalogue of online or digital services developed by December 31, 2023 0 Continue to expand ways for communities to engage with and receive services from the County • Cost-Benefit analyses and/or documentation of savings based on efficiencies provided in departmental budget requests starting in FY24 © Enhance methods of communication to provide communities with increased information and resources • Total cost saving/efficiencies gained from efforts consolidated and reported on website/newsletter/etc. annually starting in FY25 N • DHS annual communication developed and distributed quarterly starting in 2023. 0 • Quarterly financial reports available online starting by December 31, 2025 • €d � " ' - I '--- ''-y4 i i≤.lqudget and financial reports (PAFR) available starting with the FY26 Budget• ' dk . .i. il. ; it. ., 414. . .. ., ..._ . .. . • .,... . • ' ill' f + }k •. 1 x" apt •--- .__". 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' J� j . . ° ,'-r.4., 15 . - .r� �,, �T - w •,. z Strategic Plan•2023-2028 A II MD • • MD A II MD • . . • Enhance Accessible Communication, Outcome Measures Outreach, and Awareness • Services and integration opportunities identified and prioritized by June 30, 2023 and updated annually. • Establish Customer Effort Score(s) (CES) for digital services by December 31, 2024 Proactively communicate and engage with • communities, employees, and governmental Increase CES by 5% by December 31, 2026 partners in a variety of ways that create dialogue, • 100% of County payments can be made online and/or digitally by December 31, 2024. understanding and opportunities to educate, train, • Increase X% of customers and/or vendors using online payment methods by December 31, 2026 and create excitement about Weld County. -'_ • a '- • Internal working group on accessibility established by September 30, 2023 " I • '14. • DHS client perspective gap analyses completed by March 2024. al.. F Objectives - k L • Consolidated listing/repository/etc. of all accessibility standards developed by June 30, 2024 and T�-•' - updated annually. 0 Provide mobile/digital access to applicable County services - -` •- #, � -=- '''lI rIrm-tr" • Documented processes for ensuring adherence to department specific standards implemented and investigate opportunities to integrate with existing systems • °'" by March 31, 2025. OStrive to ensure that systems, services, and facilities are �s • Review of annual audits and recommendations for any needed improvements or action items needed '•{ accessible to communities ' performed annually and presented to County leadership within 120 days of audit completion. • O Centralize and formalize communications and marketing Design standards established by March 1, 2023 processes for all departments • Standardized templates county-wide developed and in-use by June 30, 2023 0 Enhance use of communication platforms • Internal communication plans to increase employee engagement and awareness created by June 30, 2023. 0 Increase awareness of county services • Departmental communication needs and goals developed by October 31, 2023. • Implementation strategies and reporting mechanisms for departments implemented by December 31, 2023. N • Website content standards and templates developed by December 31, 2023. • Communication and marketing approval workflows established and implemented by March 31, 2024 • Employee reporting guidance and definitions developed by March 31, 2024. • County code updated as needed to ensure alignment with formalized communications processes by March 31, 2024. • Standard measures of engagement defined, and baseline measures established by July 31, 2023. • 15% increase in employee use of County intranet by December 31, 2023. • .y. • Targets for increased % established by July 31, 2024. ' • Public engagement platforms to establish baseline engagement metrics launched by • December 31, 2024. r I ,. + • Decrease "bounce rate" on County website by 10% by December 31, 2025 ; • ' ' • Increase total social engagement by 8% annually J.l` • - - • Increase total civic engagement by 10% annually L I •s r._ ii -+ :' �� .:f - • Top 5 specific campaigns needed identified and prioritized by October 31, 2023 lam- , . 4 . .;.: . i • Top 2 prioritized campaigns developed and launched by December 31, 2023 `� ., .: . ' 4 C i _ -ss • Remaining campaigns developed and launched by December 31, 2024 •4g, : ' ,� { • Following campaign launches - specific programs engagements/services provided/etc. should serve I.I I+ I '' .. +', as a measure of success (i.e., % increase in number of qualified applicants, increased number of ' l ' . attendees atpublic safety awareness events, etc.) - `' I C F h -i : �.._-:i -i.-.::,x-.'I` • j.. -i- .., -A - :r ..:: _., --;. _. '1 F $ rr ;,I ' -+� • Three or more information sessions facilitated by DHS annually • Internal working group focused onpublic engagement in lar e capital projects and/or.,, M1µ , '₹.," ` -_ - w::.. :i !' L g p p l County • - y� initiatives established by June 30, 2023. + 416 I. �' `s 1 II, 17 • • '• - II I' -ra 5 L `i Strategic Plan 2023-2028 F. Companion Report: Process for Performance To help ensure that the Strategic Plan becomes, and remains, a document that guides Weld County towards achieving its vision, a process for reporting on progress has also been developed. Management, Plan Updating, and Evaluation The process outlined below will provide the BOCC, elected officials, department directors, staff, and the communitythe ability to evaluate progress and discuss potential updates to the plan. The process Background also provides transparency and formalizes a method of accountability; both of which will help to Over the course of the past several months, Weld County has worked with its consultant, BerryDunn, to fully incorporate the goals and objectives of the plan into the decision making and priorities for the develop its Five-Year Strategic Plan. This Strategic Plan will serve as a guiding document for the County County. Transparency and accountability are critical elements to the successful implementation of over the next five years. The mission, vision, principles, priorities, goals, and objectives reflected in the the Strategic Plan. Strategic Plan were developed with the input, participation, and feedback from the Board of County As the County implements the Strategic Plan, new methods of progress, evaluation and updates may Commissioners (BOCC), directors and assistant directors for all County departments, and county staff. become needed. The Board of County Commissioners (BOCC) will work with the County's designated To help measure progress made towards Weld County's vision, the plan also includes outcome measures. Strategic Plan coordinators to discuss and adjust the process below as needed over the course of the These measures provide insight into how the County is progressing towards its goals and objectives. next three years when and if needed and will communicate any changes as they occur. Achieving those goals and objectives will carry the County towards reaching its vision in the future. The BOCC has ultimate oversight on the success of this plan and progress made towards Weld County's Performance Management vision. As such, the progress reporting described below incorporates BOCC involvement and oversight Objectives throughout. Establishing Standards and Benchmarks - Many of the objectives and associated outcome Below is the timeline and actions taken to develop the Strategic Plan: measures are new initiatives for the County. For this reason, the County will need to first develop the plan, program and/or metric by which to measure progress in future years. Once plans and metrics have March - April: The Project Management Team met with BerryDunn to develop the overall been established during the first cycle of this plan, the County will then update the plan to reflect when project workplan and timeline, identify participants and develop interview questions. the outcome measures based on these metrics will be reported. April - May: BerryDunn held one on one interviews with County Commissioners. One-Time Reporting - Several objectives within the plan require that a process, initiative and/or group is started by a certain date to continue progress of priorities and goals. For this reason, the May 26th: Preliminary Priority Setting Session held with BOCC. outcome measure in the first cycle of the plan, is one-time, and related to the creation, establishment June: BerryDunn held one on one interviews with elected officials and department directors, or kick-off of the initiative, group, or process that will provide ongoing measurement thereafter. N and prepared draft of work done by BOCC in May. The Employee Survey was developed with Monthly - Elected officials and department directors will evaluate and discuss progress made on the Project Management Team. objectives during monthly leadership team meetings. Department Directors will then share, discuss, June 30th: Preliminary Planning Session held with elected officials and department directors. and disseminate information to their teams. July - August: BerryDunn prepared Existing Conditions and Future Needs Report and revised Quarterly - Elected Officials and department directors will provide the BOCC and Strategic Plan draft based upon work done by elected officials and department directors. Employee survey was coordinators with progress updates for each objective. Each elected official and department director sent to all staff. will compile all information and prepare an informal report that will be provided to the coordinators for review. Following the coordinator's review, a formal quarterly report on all objectives identified in August 18th: Strategic Planning Session held with BOCC, elected officials, and department directors. the plan will be presented to the BOCC. All metrics will be updated on the County's Strategic Plan BerryDunn presented Existing Conditions and Future Needs report. Elected officials and department Dashboard which will be accessible both internally and externally. directors began development of objectives and outcome measures. Bi-Annually - The Strategic Plan coordinators will prepare a mid-year written report that describes September 21st: BerryDunn held focused sessions with elected officials and department directors the progress made for each objective and any significant wins or notable challenges that have been to continue developing and refining objectives and outcome measures. experienced since the last bi-annual report. This written report will also be uploaded to the County's website for public access. September 23rd -October 7th: Elected officials and department directors refined outcome measures, developed department specific measures, and reviewed with staff. Annually - Each elected official and department director will prepare an annual report on progress made towards goals and objectives within their areas. This report will be prepared at the beginning October 12th: Draft Strategic Plan was completed and provided to BOCC for review. of the annual budget cycle to help inform budget development for the following year. The reports will be provided to the coordinators and Budget staff to include in budget request documents that will be November 21st: Review Meeting was held with the BOCC to final comments. presented to the BOCC. The report will provide progress updates for each objective, all success measures that are reported annually and any significant wins or notable challenges that have been experienced. December XX, 2022: BOCC adopted the 5 Year Strategic Plan. The report will also provide an overview on anticipated activities, progress to be made in the upcoming year and describe any potential revisions that may require discussion. This report will be presented to the BOCC in conjunction with the budget and uploaded to the County's website for public access. 18 19 Strategic Plan•2023-2028 A • • , • A • • , • '+ . L.I. r is Outcome Measures Existing water resources identified by March 31,2024 and updated annually thereafter. Annual Bi-Annual risk assessment and recommendations for mitigation of risks presented to Bi-Annual The outcome measures established with the plan vary by data type, method of collection and frequency BOCC starting in FY24. of measurement. For most, the frequency of progress reporting is annual. However, there are several suc- cess measures that have reporting frequencies other than annual. All outcome measures and reporting Plan for Resilient Infrastructure frequencies are listed below. OUTCOME MEASURES REPORTING FREQUENCY Ensure Healthy, Safe, and Livable Communitie Complete planned capital projects within budget and on time annually starting in FY23. Annual OUTCOME MEASURES REPORTING FREQUENCY Formal review/report process for capital projects developed and implemented One-Time by December 31, 2023. Cross Departmental Coalition created and formalized by June 30,2023. One-Time Increase#of employees trained in grant writing,application process,reporting process, One-Time "Key Health Indicators" dashboard is expanded by June 30, 2024. One-Time reimbursement process,and annual reporting process by December 1,2024. Increase X%participation in Thriving Weld coalition by December 31,2024. Annual Grant Training Program developed for all county staff involved in grants process One-Time Dashboard/database of events, programs, and community partners developed One-Time by December 31, 2025. by December 31, 2023. 100%infrastructure meets and/or exceeds department specific industry standards, Annual Prioritized listing of events or programs targeted for increased outreach/ Annual service level agreements, and follows all requirements by December 31, 2025. participation presented to the BOCC with recommendations by February 28,2024. Respond to operational issues within department specified service level agreements or Annual Decrease in%recidivism rate by December 31,2025. Annual levels of services and provide annual report to leadership regarding levels of service and any barriers experienced over the past year. Increase%diversion rate by December 31, 2026. Annual Develop a dashboard to identify and track performance on service level agreements or One-Time and updated quarterly Increase%of individuals connected to victims'services programming by December 31, 2026. Annual levels of service by December 31, 2024. Updated Community Health Survey completed (every three years)and at least six months Every Three Years Comprehensive list of financing options for infrastructure developed by July 1,2023. One-Time prior to the survey distribution in future years to oversee survey development/dissemination of data and completion of action items from survey. 10-Year to 20-Year formal Infrastructure Plan is developed and presented to the One-Time BOCC by December 31,2023. Cross-departmental workgroup established by December 31,2022,and at least six months One-Time and every three years ,,, prior to the survey distribution in future years to oversee survey development/dissemination Inventory of all contracts, agreements, memorandums of understanding,etc. complete by One-Time of data and completion of action items from survey. all departments by December 31,2023. Gap Analysis of service provision by departments and elected offices completed Bi-Annual 90%of all contracts, agreements, memorandums of understanding,etc.,are entered and Annual by June 30,2023,and bi-annually thereafter. tracked utilizing appropriate system by December 31, 2025. Prioritized recommendations to address identified gaps including program specific Bi-Annual 100%of leadership and departments have access to available data and technologies Annual measurements of success presented to BOCC by March 31,2024, and bi-annually thereafter. needed to make informed decisions by December 31,2024. WCDPHE Mobile outreach unit established with collaborating partners Annually Project Accounting system implemented by March 31,2025. One-Time (Sunrise Clinic, NCHA,etc.)by December 31, 2024. 75%of all applicable departments utilize project accounting system by June 30,2025; Annual Increase X%in shared clinic space county-wide by December 31, 2024. Annually increase to 90%by June 30, 2027. Balance Growth and Development Be an Employer of Choice OUTCOME MEASURES REPORTING FREQUENCY OUTCOME MEASURES REPORTING FREQUENCY Customer experience reporting metrics identified by July 31,2023 (i.e.,time to issue permit, Establishing Baseline Metrics Employee satisfaction/engagement metrics identified and benchmarked by Establishing Baseline Metrics time to issue license,etc.) Establish benchmark and determine if improvement equates to December 31,2023. increase/decrease,etc. Annual employee survey developed by December 31, 2023 and distributed Annual Annually report on outcomes from policy to BOCC and public. Report to be posted online Annual to employees during annual performance evaluation process starting in 2024. at the end of each fiscal year. Metrics for supervisor/departmental performance established by December 31,2023. Establishing Baseline Metrics #of small business incentives approved annually. Annual DHS internal annual employee survey established by December 31,2023. Annual Status report bi-annually to County leadership on businesses who have received incentives: Bi-Annual Dashboard of relevant county-wide by supervisor/departmental performance metrics One-Time and updated quarterly successes/challenges/barrier/type of services. developed by March 31,2024. Establish baseline number of primary jobs existing in County by sector by June 30,2023. Establishing Baseline Metrics Department specific training plans developed by June 30, 2024. One-Time Increase in number of primary jobs created by sector yr/yr and reported annually to BOCC. Annual Consistent leadership standards developed and adopted by December 31,2024. One-Time Relevant departments and elected offices provide report on collaboration efforts to BOCC Annual DHS actions plans developed for divisions and department wide following survey results One-Time in 4th quarter of each year,with recommendations for new collaborative initiatives. by December 31, 2024. Types of energy sources and/or technologies are identified annually starting June 30, 2024. Annual Leadership Program developed and implemented by December 31, 2025. One-Time Recommendations for action presented to BOCC annually starting September 30, 2024. Annual Increase%in employee satisfaction rating following benchmarking activities Annual by December 31, 2025. 20 21 Strategic Plan•2023-2028 - • • , • A • • , • '+ .'II ikil. r All DHS employees will have a minimum of 20 hours of training annually starting with the Annual Internal working group on accessibility established by September 30, 2023 with meetings Annual annual performance evaluation cycle for 2025. twice per year thereafter. 90%employee satisfaction rating following benchmarking activities by December 31, 2026. Annual Departmental communication needs and goals developed by October 31,2023. One-Time 90%of all managers/supervisors adhere to adopted standards by December 31,2026. Annual Implementation strategies and reporting mechanisms for departments implemented One-Time 90%adherence to departmental training plans achieved by December 31,2026. Annual by December 31, 2023. 15%increase in employee use of County intranet by December 31, 2023. Annual Provide Excellent, Cost-Effective Service Delivery Top 2 prioritized campaigns developed and launched by December 31, 2023. One-Time OUTCOME MEASURES REPORTING FREQUENCY Website content standards and templates developed by December 31,2023. One-Time Departments will identify and prioritize between one and three processes or procedures Annual DHS client perspective gap analyses completed by March 2024 and bi-annually thereafter. Bi-Annual for revision/streamlining annually beginning in 2023. Communication and marketing approval workflows established and implemented One-Time Establish baseline measure of satisfaction with the role of BPA and communications One-Time by March 31,2024. by July 31,2023. Employee reporting guidance and definitions developed by March 31,2024. One-Time Conduct a purchasing process assessment by December 31,2023, including review of One-Time the purchasing code. County code updated as needed to ensure alignment with formalized communications Bi-Annual processes by March 31,2024 and reviewed biannually thereafter. Library or catalogue of online or digital services developed by December 31, 2023 One-Time and updated annually thereafter. Targets for increased %established by July 31,2024. Establishing Baseline Metrics DHS quarterly communication developed and distributed annually starting in 2023. Quarterly Establish Customer Effort Score(s) (CES)for digital services by December 31, 2024. Establishing Baseline Metrics 3 BPA projects submitted annually by DHS Annual Public engagement platforms to establish baseline engagement metrics launched One-Time by December 31, 2024. Increase X%in administrative tasks being automated by use of software Annual by December 31,2024. 100%of County payments can be made online and/or digitally by December 31,2024. Annual Recommendations regarding centralized functions such as accounts payable, One-Time Remaining campaigns developed and launched by December 31,2024. One-Time purchasing/buying provided to County leadership by December 31,2024. Documented processes for ensuring adherence to department specific standards One-Time Budget Monitoring and Analysis process updated and implemented One-Time implemented by March 31,2025. by December 31,2024. Decrease"bounce rate" on County website by 10% by December 31, 2025. Annual N A Cost-Benefit analyses and/or documentation of savings based on efficiencies Annual 8%annual increase in total social engagement by December 31, 2025. Annual provided in departmental budget requests starting in FY24 10%annual increase in civic engagement by December 31, 2025. Annual Complete 100%of BPAs initiated during the fiscal year starting in 2025. Annual Review of annual audits and recommendations for any needed improvements or action Annual Departments will meet annually to discuss and prioritize methods to understand Annual items needed performed annually and presented to County leadership within 120 days ways to improve delivery of digital services of audit completion. Prioritized recommendations for potential digitization to Weld County Leadership Annual Increase CES by 5%by December 31, 2026. Annual by June 30th of each year. Increase X%of customers and/or vendors using online payment methods Annual Quarterly financial reports available online starting by December 31, 2025. Quarterly by December 31, 2026. Interactive,online budget and financial reports (PAFR)available starting One-Time Following campaign launches -specific programs engagements/services provided/etc. Establishing Baseline Metrics with the FY26 Budget. 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.). Enhance Accessible Communication, Outreach, and Awareness Three or more information sessions facilitated by DHS annually. Annual OUTCOME MEASURES REPORTING FREQUENCY Design standards established by March 1,2023. One-Time Consolidated listing/repository/etc. of all accessibility standards developed Annual Plan Updating and Evaluation by June 30, 2024 and updated annually. The Strategic Plan was developed with long-term goals associated with each priority. The objectives Services and integration opportunities identified and prioritized Annual associated are more short-term and generally achievable within a one-to-two-year period. Updates to by June 30, 2023 and updated annually. objectives can be considered annually and proposed within the annual report provided to the BOCC Standardized templates county-wide developed and in-use by June 30,2023. One-Time during budget development. Updates to the priorities and goals established in the Strategic Plan will Internal communication plans to increase employee engagement and awareness One-Time be evaluated by the Strategic Plan coordinators and brought to the BOCC for consideration during the created by June 30,2023. annual budget process if needed. A formal review and revision to the plan will occur every five years. Internal working group focused on public engagement in large capital projects One-Time A Five-Year Strategic Plan Outcomes report will be compiled to report on all progress made over the and/or County initiatives established by June 30, 2023. course of the plan. This document will help provide the BOCC insight on successes and challenges Top 5 specific campaigns needed identified and prioritized by October 31,2023. One Time experienced over the course of the plan and inform the development of the next Five-Year Strategic Plan. Standard measures of engagement defined,and baseline measures established Establishing Baseline Metrics by July 31,2023. 22 23 ' -----Cii,IsIP i. fix• ril-N\I 1 . r r. li Jill-. s T Y. .1' -4;, ` IL 4 { hre,, STRATEGIC PLAN . , r # 2023-2028 - r 1` •{ { -}' r ..• •. - • ..- # I rti - y� I• { - 4 A.1 • ;, - \ ti '.3 r i _ N. •I + f+ r., T F Y. l T +). 1 iv.�• 41°r i far 1.. + x '# . �� '. 5f{ ,art ... • ii IS,..•. '. 'Il if.: -4.1..--II, % • • - . .MP's _► + �. ' 'F 14' ; l .. - '� - .� -• yr' k 1 ' ! % + - 1 ' �- _R may '!+M S• '� ` �y/ • ` R - r,� y _ t1 loosvii5H. .,.. . N . `•- } y 440, 4.. / , ,,I. ti_it.LIP ' l YY- % ., T\No' _._. .. k. .- tyr r`� ~ - u 1861 IvrE . G OU YTz < 2024 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: ➢ No local property tax rate increases will be presented to the voters. ➢ In the 2024 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 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. ➢ Fringe benefits will be left at the current level of benefit. ➢ No salary adjustments will be included in the requested budget. The Board will determine any salary adjustments above the 2023 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 2024 classification upgrades will be treated like new position requests in the budget process, with the department funding any requests within the target amount. ➢ There will not be any recommended increases in staff in the recommended budget to the Board. Increased workload will be absorbed by existing personnel wherever possible through increased productivity. ➢ 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. 27 ➢ A review of all discretionary programs will be done by the Department Head or Elected Official and the Board. ➢ All vacant positions in 2024 will follow the "sunset review" process to determine if the position needs to be filled. ➢ Resources for new activities will come from increased productivity and termination of existing activities wherever possible. No new non-mandated programs will be proposed without proportionate cutbacks in other programs. ➢ All user and service fees will be examined, and recommendations made for increases or other adjustments to match the cost of providing such services. ➢ As 2024 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 2024, while accomplishing a balanced budget. The 2024 budget must be structured to attempt, within available funds, to ensure that: ➢ Basic services are funded at adequate levels. ➢ Revenue has been estimated at realistic levels. ➢ Reserves that afford protection for the future are funded. ➢ Productivity improvement programs are continued. ➢ Employee compensation levels are based upon realistic employment market considerations and within the county's ability to pay. ➢ TABOR Amendment limits will be adhered to in the budget. ➢ Legislative and regulatory changes are accommodated. ➢ Technologies are employed in cost effective manners in the county. ➢ Population growth and development is planned for and accommodated. ➢ New initiatives associated with the human capital management strategies are accommodated. ➢ 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. ➢ Weld County must continue the initiatives required to foster area economic development and to improve the quality of life. ➢ Provide for long term capital planning for facilities, information technology, and Communication infrastructure. 28 2024 BUDGET CALENDAR April 26 Board reviews the 2024 budget plan. April 25 - May 24 Finance team discusses target budgets and 2024 budget plan with department heads and elected officials. June 16 Elected officials and department heads submit requests for Facilities special projects to the Director of Facilities and Finance. June 16 Elected officials and department heads submit new position requests and any reclassification requests to Human Resources and Finance. June 16 Elected officials and department heads submit requests for information technology services to Information Technology and Finance. June 16 Elected officials and department heads submit requests for vehicles to the Director of Fleet Services and Finance. July 7 Submit budget request to Finance Department. July 7 - September 18 Finance office review. August 1 - September 14 Department review and changes for 2024 Fee Ordinances. September 15 Submit 2024 Fee Ordinance Changes to Finance. September 19 Early warning budget work session and community agency requests and review of Fee Ordinance changes. September 19 Budget Message to Board and transmit Proposed Budget to Commissioners. September 22 Publish notice of availability of Proposed Budget. October 16-17 Budget work session hearings with Commissioners and elected officials and department heads. November 1 Publish notice of final budget hearing. October 18 - December 8 Prepare final budget. December 11 Public Hearing on Final Budget, and adopt mill levy 9:00 a.m. 29 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 objectives. As a communications device, the budget includes a summary of budgetary issues, trends, and resource choices, explains the impact of other plans or planning processes, describes the preparation, review, and adoption process, includes a demographics or community profile section, and contains a table of contents and glossary of terms. Program planning at the department level follows policy formulation. All departments assess their programs, explore alternatives, design and define existing and new programs, develop program objectives, and relate present operations to the programs planned. The budget is then based upon the program, performance, and periodic program review. This process allows for the allocation of resources by program area and multi-year projections. The programs are then evaluated on an on-going basis through program analysis, review of performance, and an examination and evaluation of alternatives. This input then cycles into the policy formation process for a new budget cycle. 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. 30 OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM POLICY FORMULATION Analyze Community Needs Develop County-Wide Goals Community Assess Prior Year's Long Range Planning Assessment Performance -- Capital Improvements Review Policy Alternatives Establish General Priorities Establish Fiscal Policy \i, V SUPPORT PROGRAM Accounting System EVALUATION Fiscal Control 7/ ROGRAM PLANNING Cost Accounting Program Analysis By Program Assess Program Alternatives Review Program Design Program Performance Define Program Objectives Performance Relate to Present Examine and Evaluate Measurement Alternatives Systems and Reports Operations Revise as Necessary / Service Delivery BUDGETING BASED ON PROGRAMS, PERFORMANCE, PERIODIC PROGRAM REVIEW Allocate Resources by Program Area Develop Multi-Year Projections Schedule Action 31 HIERARCHY OF BUDGET INFORMATION STRATEGIC OBJECTIVES BOARD OF COUNTY COMMISSIONERS N Budget Policies Implementation and Results of Budget Process Strategic Objectives Revenue Policies Major Program Goals Policy Directions Specific Revenue Assumptions Accounting Policies Policy Matters/ Investment Policies Points of Issue Capital Improvement Workload Data Policies Department Objectives Budget Guidelines Significant Changes Allocation of Resources DEPARTMENT BUDGET UNITS 32 SIGNIFICANT BUDGET AND ACCOUNTING POLICIES WELD COUNTY FUND STRUCTURE By Budgetary Basis Modified Accrual Basis of Budgeting ` Accrual Basis of Budgeting (Government Fund Types) (Proprietary Fund Types) General Special Capital Internal Enterprise Fund Revenue Funds Service Funds Funds Public Social Health Fleet Health Regional Works Services Services Insurance Crime Lab Human Telecom Solid Waste Services Insurance Services Conservation Weld Weld County Trust Finance Trust Fund Corp. BUDGETARY ACCOUNTING BASIS: 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 2023, payable in 2024, 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. 33 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 34 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. 35 EXPLANATION OF INDIVIDUAL FUNDS GOVERNMENTAL FUND TYPES: Funds generally used to account for tax-supported activities. General Fund The General Fund accounts for all financial transactions of the County that are not properly accounted for in other funds. Ordinary operations of the County such as public safety, County administration and other activities financed from taxes and general revenues are reflected in this fund. The three percent 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. 36 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. 37 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 • 2024 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. 38 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 eliminating the impact of recurring historical variances. Asset Inventory: An inventory of capital needs will be maintained by the Finance department. The inventory shall include the identified needs, a list of projects, their cost estimates, and project timetable for funding, acquisition or construction. The recommended budget shall include a capital budget and a five-year capital plan with a balanced financial base for renewal, replacement, and new projects. The capital budget shall be adequate to maintain capital assets at a level sufficient to protect infrastructure and minimize future maintenance and replacement costs. Revenue Diversification: Weld County encourages a diversity of revenue sources 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 encourages the diversification of revenues for long range planning to minimize the dependence of the County's budget on oil and gas revenue fluctuations in production and price, and long range depletion of the resource in the County. Fees and Charges: Unless fees or charges are established by state law or contractually, Weld County will establish fees for goods and services at full cost recovery, including direct and indirect costs, where the user of the goods or services has the ability to pay. All fees will be reviewed periodically to ensure that they are still appropriate. Fees will be available 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 39 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. 40 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. 41 All reported capital assets, except for gravel roads, are depreciated. Improvements are depreciated over the remaining useful lives of the related capital assets. Depreciation on all assets is provided on the straight-line basis (asset value divided by years of useful life) over the following estimated useful lives: Buildings 20 - 50 years Improvements 10-20 years Infrastructure - Bridges 50 years Infrastructure - Roads 20 years Equipment 3 - 5 years Heavy Equipment 10 - 20 years GASB Statement 34 allows an alternative approach which would reflect a reasonable value of the 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. 42 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 2024. 43 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 operations 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 necessary expenses for public safety, public welfare and public works; (2) there is a major reduction in oil and gas assessed valuations; or (3) there are other unexpected needs or emergency situations costing an amount that is equal to at least one-percent 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. 44 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: -- 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: -- 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 45 -- 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. 46 2024 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 2023's budget presentation. ➢ Salaries should be budgeted at the 2023 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 2024 budget request, The Finance department will develop preliminary recommendations to the Board of County Commissioners. The Finance team will ask the same basic questions that, hopefully, each of the departments asked regarding the evaluation of their program activities. These questions concern need and purpose, objectives, departmental priorities and rank, achievements and benefits expected, means, if any for measuring results, consequences of not implementing the request, impact on other agencies or departments, alternative approaches or service level, resources required, means of financing, and whether all cost cutting and revenue generating strategies have been applied. 47 ➢ Unless a significant organizational change has occurred, upgrades of specific positions that were requested but denied in the last two years will not be reconsidered in the 2024 budget process. ➢ Use the following budget population data for performance measures: YEAR POPULATION 2022 (Actual) 340,020 2023 (Estimated) 347,860 2024 (Projected) 356,700 ➢ 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. 48 2024 SPECIAL BUDGET INSTRUCTIONS The following are special budget instructions to be used for submission of your 2024 budget. 1. All budgets (including Enterprise and IGS) must be submitted by July 7, 2023. 2. All departments are requested to submit, on or before June 16, 2023, the following items that will be part of your 2024 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 2024 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 2023 level. Any anticipated increase over 2023 level must be absorbed in target amount. 4. For budgetary purposes, please use the 60¢ per mile reimbursement rate in developing your 2024 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 $3.10/gallon, diesel $3.35/gallon, and LNG at$2.80/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 2024. 8. Postage costs are anticipated to be 60¢ in 2024. 9. Any 2024 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, reclassification requests made in the last two years and denied by the Board will NOT be reconsidered in the 2024 budget process. 49 11. Early Warning Budget Hearings will be held in September. 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 2024 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, or the Director of Finance and Administration at 970-400-2550 to answer questions, or to get approval for variation to the normal procedures outlined in the special instructions. 50 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 2024 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 2024 economic projections that may impact the 2024 budget, each department should anticipate inflationary increases within their proposed budget request. Assume interest rates averaging 4.0 percent throughout 2024. 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. 51 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 2023 levels in 2024 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 2023 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 2024 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 2022 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. 52 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 2024 as 2023, 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, 2023. Health Fees: Based upon historical patient/client caseload with 2024 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, 2023, 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). 53 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 $288,093,141 Other Taxes 12,970,000 12,800,000 11,710,000 19,060,000 16,115,000 Fees 14,109,600 16,178,350 17,757,300 20,182,750 20,880,000 Intergovernmental 67,679,862 67,669,679 99,528,078 82,401,677 87,835,877 Licenses/Permits 6,880,000 5,366,500 5,133,550 5,610,550 5,513,750 Charges for Services 11,499,426 11,544,735 13,365,291 14,633,248 14,821,103 Proprietary Services 33,706,303 35,298,521 36,158,063 42,388,112 49,452,070 Miscellaneous 24,559,545 28,141,881 24,695,868 45,855,856 43,713,630 TOTAL REVENUES $396,065,269 $402,047,279 $388,325,268 $502,602,756 $526,424,571 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 Property Taxes 250 f Intergovernmental rn c . . i./6"........"""....".200 Proprietary Services 150 100Ilimmmmmolit -ll-Other Revenue 50 0 2020 2021 2022 2023 2024 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 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 54 2023 budget there was nearly a 50% increase in oil and gas assessed valuation due to the price of oil and gas. This leads to an additional 34% increase overall in assessed value for the 2024 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 Acy 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 2024 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 L5 L0 35 Ot her Taxes Le) 30 Fees a 25 Licerses,Permits 2 20 --X—Charges for Services 15 Misce112reous 10 5 0 2020 2021 2022 2023 202L 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 2023 and dropping again by almost $3 million for 2024. 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. 55 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 2024 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 2023 and 2024 due to rising interest rates. Health Insurance contributions added an additional $4.2 million in 2023 and almost $10 million for 2024. The policy decision to charge Social Services the full amount of indirect costs raised this category to$5.9 million in 2023 and $6.08 in 2024. The largest jump was in oil and gas royalty income which went from $6 million in 2022 and $25 million in 2023 and 2024. 56 DEPARTMENT/FUND MATRIX AND ORGANIZATIONAL RESPONSIBILITY FOR BUDGET UNITS BUDGET UNIT RESPONSIBLE OFFICIAL General Fund: Office of the Board Chairman, Board of County Commissioners Public Information Public Information Officer County Attorney County Attorney Public Trustee Treasurer Clerk to the Board Clerk to the Board Clerk and Recorder Clerk and Recorder Elections Clerk and Recorder Motor Vehicle Clerk and Recorder Treasurer Treasurer Assessor Assessor County Council Chairman, County Council District Attorney District Attorney Juvenile Diversion District Attorney Victim Witness District Attorney Adult Diversion District Attorney Finance and Administration Director, Finance and Administration Accounting Controller Purchasing Chief Financial Officer Printing and Supply Chief Financial Officer Human Resources Director, Human Resources Planning and Zoning Director, Planning Services Community Dev Block Grant Chief Financial Officer Facilities Facilities Director Information Services Chief Information Officer Geographical Information System Chief Information Officer Sheriff Administration Units (21100- Sheriff 21160) 57 BUDGET UNIT RESPONSIBLE OFFICIAL 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 Non-Departmental Chief Financial Officer 58 BUDGET UNIT RESPONSIBLE OFFICIAL Community Agency Grants Chief Financial Officer Bright Futures Chief Financial Officer Island Grove Building Chief Financial Officer Asset and Resource Management Chief Financial Officer County Fair Director, Extension Office Special Revenue Funds: Public Works Fund Director, Public Works Social Services Fund Director, Human Services Health Fund Director, Public Health and Environment Human Services Fund Director, Human Services Conservation Trust Fund Chief Financial Officer Contingency Fund Chief Financial Officer Weld County Trust Fund Chief Financial Officer Solid Waste Fund Chief Financial Officer Capital Funds: Capital Expenditure Fund Chief Financial Officer Communications Capital Development Chief Financial Officer Fund Enterprise Fund: Regional Forensic Crime Lab Fund Chief Financial Officer Proprietary Funds: Fleet Services Fund Director, Fleet Services Insurance Fund Chief Financial Officer Telecom Fund Chief Information Officer Health Insurance Fund Chief Financial Officer 59 POLICY MATTERS/POINTS OF ISSUE WITH FISCAL IMPACT FUNDING INCLUDED EXCLUDED Public Information Office Increase 1.0 FTE Communications Specialist (Grade 27) $ 87,775 County Attorney Increase 1.0 FTE County Attorney (Grade 55) $ 156,268 Human Services Paralegal Reclassifications Motor Vehicle: Increase 1.0 FTE Office Coordinator (Grade 40) $ 113,771 Assessor: Increase 2.0 FTE as GIS Mapper (Grade 26) $172,046 District Attorney: Reclassify DA Administrative Coordinator (G44 to 51) $13,779 $11,244 Increase Legal Interns (not permanent FTE increase) 52,482 Increase 1.0 FTE Juvenile Diversion Office Tech (G17) $53,888 Human Resources: Increase 1.0 FTE HRIS Manager (Grade 45) $87,290 Reclassify HRIS Coordinator (Grade 35 to 40) 6,991 Compensation Study 400,000 Wellness Program: Expanded mental health services 50,000 Increase by Hinge Health 150,000 Increase by motor vehicle safety program 90,000 Expanded wellness program software 63,000 Finance: Increase 0.5 FTE and reclassify from Grade 40 to 45 $12,434 Planning and Zoning: Increase 1.0 FTE as Surveyor (Grade 45) $126,205 Information Technology: Increase of 1.0 FTE GIS Analyst (Grade 38) 109,265 Increase 1.0 FTE for System Administrator (Grade 47) 131,582 Reclassification of 9.0 FTE from Grade 33 to 35 33,478 Sheriff: Increase 1.0 FTE in Evidence Unit at Grade 22 79,711 Increase 1.0 FTE in Investigations, Sergeant Grade 53 166,157 Increase 2.0 FTE in Investigations, Detectives Grade 41 256,804 Increase 7.0 FTE for SRO program and operations 998,616 60 POLICY MATTERS/POINTS OF ISSUE WITH FISCAL IMPACT (Continued) FUNDING INCLUDED EXCLUDED Justice Services: Reclassify 1.0 FTE from Grade 17 to 21 5,730 Oil and Gas Energy Department: Increase 1.0 FTE Inspector I 94,864 Reclassify Inspector I from Grade 30 to 31 2,331 Noxious Weeds: Increase 1.0 FTE from Seasonal to full-time (Grade 25) 26,230 Unmanned aircraft (drone) 25,000 Increase in uniform allowances 800 $1,300 Office of Emergency Management: Stream Monitoring Stations x4 49,390 Engineering: Survey Rovers x2 156,000 Reclassify Engineer II to III (Grade 45 to 49) 12,198 Reclassify Engineer Tech Ito II (Grade 25 to 32) 13,246 Increase 1.0 FTE Acquisition Specialist (G44) 123,601 Increase 1.0 FTE Engineer Tech III (Grade 38) 109,265 Increase 1.0 FTE Utility Engineer III (Grade 49) 137,361 Increase 1.0 FTE Survey Tech I (Grade 25) 84,403 Increase 1.0 FTE Engineer Tech I (Grade 25) 84,403 Increase 1.0 FTE Engineer Tech II (Grade 32) 96,778 Uniform increase for new positions 1,000 Economic Development: SBDC 65,000 Upstate Colorado Economic Development 200,000 Continuation for Air Quality contract and consulting 1,300,000 Community Agencies: Envision 38,225 97,000 North Range Behavioral Health 191,000 35,000 Reading Great by 8 (formerly Promises for Children) 10,000 211 Information and Referral 50,000 Weld's Way Home 5,000 5,000 A Woman's Place 18,000 High Plains Housing Development 1,000,000 Extension Services: Increase 0.6 FTE Master Horticulture (Grade 17) 44,480 Increase contract position with CSU —4-H Manager $76,300 61 POLICY MATTERS/POINTS OF ISSUE WITH FISCAL IMPACT (Continued) FUNDING INCLUDED EXCLUDED County-Wide: ERP Consultant and Training 380,000 Corrections to Pay Table 145,610 Bilingual Pay Differential 70,000 Employee Retention and Appreciation 191,300 TOTAL GENERAL FUND $ 6,248,043 $2,120,558 PUBLIC WORKS FUND: Increases in uniform allowance and safety program 55,169 Reclassify 1.0 FTE from Grade 22 to Grade 35 5,818 5,326 Reclassify 2.0 FTE from Grade 17 to Grade 25 16,546 5,742 Reclassify 1.0 FTE from Grade 17 to Grade 31 9,772 1,372 Increase 1.0 FTE Foreman for Mining (Grade 38) 109,516 TOTAL PUBLIC WORKS FUND $ 141,652 $ 67,609 PUBLIC HEALTH: Remove 2.375 FTE from Administration N/A Reclassify 3.0 FTE from Grade 22 to 26/28 $24,663 Add 1.575 FTE to Health Communication N/A Add 0.10 FTE to Community Health Services N/A Reclassify 5.0 FTE from Grade 35 to 37 $21,820 Add 0.3 FTE to Environmental Health Services N/A Reclassify 1.0 FTE from Grade 33 to 42 $20,355 Reclassify 1.0 FTE from Grade 20 to 22 $3,133 Remove 16.725 FTE from Public Health Preparedness N/A Add 0.8 FTE to Clinical Services N/A Reclassify 1.0 FTE from Grade 17 to 22 7,300 Reclassify 3.0 FTE from Grade 17 to 19, 22, and 25 $22,144 TOTAL HEALTH FUND $ 21,820 $ 77,595 62 POLICY MATTERS/POINTS OF ISSUE WITH FISCAL IMPACT (Continued) FUNDING INCLUDED EXCLUDED SOCIAL SERVICES*: Reclassify AAA Division Head from Grade 50 to 60 $ 30,722 Reclassify AAA Deputy from Grade 46 to 50 12,086 Reclassify APS Case Aid from Grade 17 to 21 24,501 $ 779 Reclassify APS Supervisor from Grade 40 to 44 10,119 Increase 3.0 FTE Eligibility Techs under QA (G23) 243,844 Increase 8.0 FTE Eligibility Techs under PAP (G23) 650,251 Increase 1.0 FTE PAP Supervisor (G35) 102,786 Increase 1.0 FTE Hearings Coordinator (Grade 27) 87,755 Reclassify 1.0 FTE Workshop Facilitator from G19 to 23 6,415 *Finance recommends if the costs can be absorbed within the funds allocated. TOTAL SOCIAL SERVICES FUND $ 1,168,479 $ 779 FLEET: Increase Facilities Vehicle Fleet by: HVAC trucks x2 for new FTE Project Manager small SUV x2 for new FTE Additional 60" zero turn commercial mower Ventrac tractor with attachments for Centennial bldg. Additional 3-point PTO spreader Aerator pulled behind tractor Toolcat angled broom attachment Increase Sheriff's Office Fleet by Investigations compact SUV x3 for new FTE SRO Unit compact SUV x7 for new FTE Detentions compact SUV x1 for new FTE Increase to Health Departments Fleet by Mobile Clinic Unit For full details, see page 449 see Page 449 6,902,295 TOTAL FLEET INCREASE $ 6,902,295 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. 63 u 1861 IvrE . G OU YTz < 2024 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 • Glassdoor • Salary.com • Linkedln.com • Payfactors 65 In light of the economic conditions through 2023, and Weld County's focus on retaining qualified employees, the following recommendations are being made: • The 2024 proposed budget includes a 5.0 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. • The 2024 budget includes$400,000 to complete a comprehensive compensation analysis based on job descriptions and duties performed to allow for improved rates of pay, career ladder progression, and growth opportunities within the departments. A small portion funds are being requested to address disparity issues mid-year 2024 to be corrected as quickly as possible. • Health insurance rates are expected to increase by 5.0 percent for the employees, and the county will pay an additional 20.0 percent for 2024. This is following a 5.0 percent employee increase and 30.0 percent employer increase in 2023. Health coverage will be provided by Aetna 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. • 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. 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. 2024 is the first year that this "unbundled" option will be available to employees. VISION PROGRAM: > Maximum amount paid for single $300/year or family $600/year > No deductible > 50% of covered expenses incurred > Examination, lenses, and frames or contacts limited to one each year DENTAL PROGRAM: The County offers three dental plans: •County Plan •Alpha Dental Plan •SunLife Dental Plan LIFE: Three times annual salary up to $600,000 at $0.133/$1,000/per month LONG TERM DISABILITY(LTD): $.33/$100 compensation SHORT TERM DISABILITY: $.165/$10 of covered benefit of 60% of compensation after 31 days of absence due to illness or accident. Employee must also exhaust all accumulated sick leave before coverage starts. Coverage ends when the 180-day LTD elimination period ends and LTD starts. Employee sick leave accumulation limited to a maximum of 480 hours. EMPLOYEE ASSISTANCE PROGRAM: Program offered by IOME. WELLNESS: Wellness program has been enhanced for all County employees with the addition of a full-time Wellness Coordinator and new wellness resources. Aetna will contribute $100,000 to the wellness program. EXECUTIVE PAY PLAN: Elected Officials have a direct benefit plan for health purposes. MILEAGE: Indexed two cents below IRS mileage allowance rate. RETIREMENT BENEFIT: County Retirement Plan: 12.5 percent of gross salary for County and 9.0 percent employee contribution. PERA— Health Department: 14.73 percent of gross salary for County contribution and 9.0 percent of gross salary for employee contribution. PERA—District Attorney only: 11.0 percent of gross salary for County contribution and 21.5 percent of gross salary for employee contribution. VOLUNTARY COVERAGES: Include supplemental life, accidental death and dismemberment, hospital indemnity, critical illness, and Flexible Spending Accounts. These plans are 100% employee paid. 67 POSITION AUTHORIZATION CHANGES DUE TO 2024 BUDGET FUND AND DEPARTMENT OLD NEW DEPARTMENT NAME POSITION POSITION 1000-10150 Public Information None Communications Specialist(Grade 27) 1.0 FTE 1000-10200 County Attorney None Assistant County Attorney(Grade 55) 1.0 FTE 1000-11300 Motor Vehicle None Office Coordinator(Grade 40) 1.0 FTE 1000-13100 Assessor None GIS Mapper I (Grade 26)2.0 FTE 1000-15100 District Attorney DA Admin Coord (G44) 1 FTE DA Office Administrator(Grade 48) 1.0 FTE 1000-15100 District Attorney Asst County Attny III (G49)2 Asst County Attorney IV(Grade 55)2.0 FTE 1000-15150 Juvenile Diversion None Diversion Office Tech III (Grade 17) 1.0 FTE 1000-16100 Finance Grants Manager(G40) .5 FTE Fiscal Analyst(Grade 45) 1.0 FTE 1000-16200 Accounting None Regional Fiscal Analyst(Grade 27)0.5 FTE 1000-16300 Purchasing Purchasing Mgt(G50) 1.0 FTE Procurement Manager(Grade 55) 1.0 FTE 1000-16400 Human Resources HRIS Manager(G40) 1 FTE HRPB I (Grade 24) 1.0 FTE 1000-16400 Human Resources None HRIS Manager(Grade 45) 1.0 FTE 1000-16400 Human Resources HRIS Coordinator(G35) 1 FTE HRIS Specialist(Grade 40) 1.0 FTE 1000-17100 Planning Engineer Tech I (G25) 1 FTE None 1000-17150 CDBG CDBG Analyst(G25) 1.0 FTE CDBG Senior Analyst(Grade 37) 1.0 FTE 1000-17150 CDBG Grants Mngr(G40)0.5 FTE None 1000-17200 Facilities Project Manager(G46) 1 FTE Deputy Director(Grade 55) 1.0 FTE 1000-17200 Facilities None Project Manager(Grade 46)2.0 FTE 1000-17200 Facilities None Facilities Planner(Grade 50) 1.0 FTE 1000-17200 Facilities Carpenter(G25), 1.0 FTE HVAC Tech I (Grade 30) 1.0 FTE 1000-17200 Facilities Automation Eng (G41) 1 FTE HVAC Tech II (Grade 33) 1.0 FTE 1000-17300 Information Technology None Systems Administrator(Grade 47) 1.0 FTE 1000-17300 Information Technology None GIS Analyst(Grade 38) 1.0 FTE 1000-17300 Information Technology Tech Support(G33)9.0 FTE Tech Support Help Desk(Grade 35)9.0 FTE 1000-21100 SO Administration Office Tech III (G17)2 FTE Accounting Tech (Grade 22)2.0 FTE 1000-21120 SO Professional Stds POST Sergeant(G53) 1 None 1000-21120 SO Professional Stds SO Facilities Manager(G30) 1 Discipline Review Tech (Grade 30) 1.0 FTE 1000-21140 SO Support Services SO Facilities Manager(G30) 1 None 1000-21140 SO Support Services Support Services Sup(G43) 1 None 1000-21160 SO Evidence Unit None Evidence Technician (Grade 22) 1.0 FTE 1000-21205 SO Investigations None Investigations Sergeant(Grade 53) 1.0 FTE 1000-21205 SO Investigations None Investigations Detective(Grade 41)2.0 FTE 1000-21215 SRO Program None SRO Patrol Deputy II (Grade 39)6.0 FTE 1000-21215 SRO Program None SRO Sergeant(Grade 53) 1.0 FTE 1000-24415 SO Detentions None Support Services Supervisor(Grade 43) 1 FTE 1000-24415 SO Detentions None Detentions Sergeant(Grade 53) 1 FTE 1000-24415 SO Detentions None Detentions Lieutenant(Grade 59) 1 FTE 1000-24415 SO Detentions Detentions Deputies, 27.0 FTE None 1000-22100 Communications Dispatcher I (G26)27 FTE Dispatcher I (Grade 27)27.0 FTE 1000-22100 Communications Dispatcher II (G28)22 FTE Dispatcher II (Grade 29)22.0 FTE 1000-22100 Communications Dispatcher III (G30) 15 FTE Dispatcher III (Grade 31) 15.0 FTE 68 POSITION AUTHORIZATION CHANGES DUE TO 2024 BUDGET (continued) FUND AND DEPARTMENT OLD NEW DEPARTMENT NAME POSITION POSITION 1000-22100 Communications Comm Sup(G38)8 FTE Communications Supervisor(Grade 39)8.0 FTE 1000-22100 Communications None Deputy Director(Grade 58) 1.0 FTE 1000-22100 Communications None Quality Assurance Mgr(Grade 47) 1.0 FTE 1000-22100 Communications None Prof Standards Specialist(Grade 36) 1.0 FTE 1000-22100 Communications None Emergency Call Taker(Grade 25)5.0 FTE 1000-22100 Communications None Guard Terminal (Grade 23) 10.0 FTE 1000-24100 Pretrial Services PS Supervisor(G32)2 FTE Pretrial Services Supervisor(Grade 33)2.0 FTE 1000-24100 Pretrial Services None Pretrial Specialist(Grade 27) 1.0 FTE 1000-24125 Work Release Client Manager(G27) 1 FTE None 1000-24200 Community Corrections Office Tech III (G17) 1 FTE CC Program Specialist(Grade 21) 1.0 FTE 1000-25200 Oil & Gas Energy O&G Inspector I (G30) 1 FTE Oil &Gas Inspector I (Grade 31) 1.0 FTE 1000-26100 Weed Control Temp Seasonal (G25) 1 Temp Service Worker III (Grade 25) 1.0 FTE 1000-31100 Engineering None Engineering Tech I (Grade 25) 1.0 FTE 1000-31100 Engineering Engineer II (G45) 1.0 FTE Engineer III (Grade 49) 1.0 FTE 1000-31100 Engineering Eng Tech I (G25) 1.0 FTE Engineering Tech III (Grade 32) 1.0 FTE 1000-31100 Engineering None Engineering Tech III Permit(Grade 32) 1.0 FTE 1000-31100 Engineering None Acquisition Specialist(Grade 44) 1.0 FTE 1000-96100 CSU Extension Horticulture Asst(G12)0.3FTE Horticulture Assistant(Grade 17)0.6 FTE 1000-96400 Veterans Services None Office Tech III (Grade 17) 1.0 FTE 2000-30100 PW Administration Office Tech III (G17)2.0 FTE PW Systems&Process Spec(Grade 22)2 FTE 2000-30100 PW Administration Office Tech III (G17) 1.0 FTE Regulatory Compliance(Grade 23) 1.0 FTE 2000-30100 PW Administration Office Tech IV(G22) 1.0 FTE Budget Coordinator(Grade 25) 1.0 FTE 2000-32600 PW Mining None Foreman (Grade 38) 1.0 FTE 2100-42110 Administration None Eligibility Tech (Grade 23)6.0 FTE 2100-42110 Administration Paralegal IV-DHS (G36) 1 FTE Paralegal V-DHS(Grade 40) 1.0 FTE 2100-42110 Administration Paralegal III-DHS(G33)5 FTE Paralegal IV-DHS(Grade 36)5.0 FTE 2100-42110 Administration Paralegal II-DHS (G31) 1 FTE Paralegal III-DHS(Grade 33) 1.0 FTE 2100-42110 Administration None PAP Supervisor(Grade 35) 1.0 FTE 2100-42110 Administration None PAP Eligibility Tech (Grade 23)8.0 FTE 2100-42110 Administration None QA Eligibility Tech (Grade 23)3.0 FTE 2100-42110 Administration APS Case Aid (G17) 1 FTE APS Case Aid (Grade 20) 1.0 FTE 2100-42110 Administration APS Supervisor(G40) 1 FTE Adult Protection Supervisor(Grade 44) 1.0 FTE 2100-42410 Child Welfare Chief Deputy(Grade 65) 1 FTE Asst County Attorney VI (Grade 67) 1.0 FTE 2100-42410 Child Welfare ACA IV—DHS(G55)3 FTE Asst County Attorney V(Grade 61)3.0 FTE 2100-42410 Child Welfare ACA III—DHS(G49)2 FTE Asst County Attorney IV(Grade 55)2.0 FTE 2100-42410 Child Welfare None Hearings&Appeals Coord Grade 27) 1.0 FTE 69 POSITION AUTHORIZATION CHANGES DUE TO 2024 BUDGET (continued) FUND AND DEPARTMENT OLD NEW DEPARTMENT NAME POSITION POSITION 2500-41100 Public Health Admin 2.375 FTE None 2560-41210 Communications None Comm Specialist-Opioid Grant(Grade31) 1 FTE 2560-41210 Communications PH Comm Mgr(G37)2 FTE Communications Manager(Grade 47)2.0 FTE 2500-41210 Communications None 1.575 FTE 2560-41300 Community Health Sery None 0.100 FTE 2560-41300 Community Health Sery PH Nurse I/II (G35/37)3.0 FTE PH Nurse II/III (Grade 37/39)3.0 FTE 2560-41400 Environmental Health None 0.300 FTE 2560-41500 Public Health Prepared 16.725 FTE None 2590-41600 Health Clinical Services PH Nurse I/II (G35/37)2.0 FTE PH Nurse II/III (Grade 37/39)2.0 FTE 2590-41600 Health Clinical Services None 0.800 FTE 2600-60110 Area Agency on Aging AAA Division Head (G50)1 FTE AAA Division Head (Grade 60) 1.0 FTE 2600-60110 Area Agency on Aging AAA Deputy Director(G46) 1 AAA Deputy Director(Grade 50) 1.0 FTE 2625-61462 Employment Services Workshop Fac(G19) 1 FTE Workshop Facilitator(Grade 23) 1.0 FTE 6000-96300 Fleet Services None Deputy Director(Grade 48) 1.0 FTE 70 ALL FUNDS REVENUE $700,000,000 o 2O2 .2024 $600,000,000 $500,000,000 0 a , $400,000,000 N $300,000,000 '`� 6°Is. oi r (0 0 r N O O O , O CO to (A T n $200,000,000 o N r N � M r U CO ' a ,- co °0 O O M ((D W In M N O $100,000,000 r N N "'`� �° �' r (A. Nr to fA $0 I I I co a) a -- 0 0 Co LL 0 E N co N L c d O) ca m U) Q N L L VJ 0_ O 0 c 0 — = ca ai 0 U 2 u_ 0 m Z c 0 0 ^L LL 2024 All Funds Resources Total $1,124,334,731 (2023 $1,033,791,603) Fund Balance $597,910,160 53°/0 Proprietary Services \______--- — --_-__ $49,452,070 4% t / Miscellaneous ! $43,713,630 4% Net Property Tax $288,093,141 Chg for Service Other Taxes 26% $14,821,103 Fees $16,115,000 1% $20,880,000 1% Licenses/Permits 2% $5,513,750 1% Intergovernmental $87,835,877 8% 71 ALL FUNDS EXPENDITURES p O $120,000,000 - N ir;—a m Ln ■2023 Tr- -ui p 4 v M ❑2024 $100,000,000 "' CNI CO v o ; m o R. � r` N EH CO $80,000,000 ri o p r` N r` N N. O COO O N. O N O co CO O M 7i. N N eA N u) $60,000,000 -M O co c to 61 N O toEH cl to 69. M O N M M O I� co $40,000,000 v `{' ,r, M 49. to ,n O x- 40,csi o co1 0 'N O o 0 en o o c CO CO v `� w CO r� 0 o v O y cMo .- ,- c co $20,000,000 0 o v Ni69. .- e� tR yq M N CO N yI- M 64$O I— In ii `ee5 °�5 e�G� \\ate Qua` ea��r a�eti� a\°o �e�� `a�e \Ge5 e°�5 •`c, o�aco- a�4, G°�\\ �J+ Ga ��\•` e�eG`e °,e�� °aait 0..(\co° See\\a� tia�ec, �° Q Q GJ\��t oe�a Q \X °tie Cie Q�Q 2024 EXPENDITURES Total $493,704,699 (2023 $441 ,083,883) Contingency $10,000,000 Auxiliary Public Works 2% $3,202,688 $27,936,034 1% 6% Capital $50,826,470 Social Services 10% Health $50,412,219 $14,093,147 10% 3% Public Safety Proprietary Services $103,559,450 $59,072,820 21% 12% Miscellaneous $17,805,308 Culture/Recreation 4% $1,216,635 Human Services 0% $11,966,525 2% General Government Road&Bridge $66,718,710 $76,894,693 13% 16% 72 MILL LEVY 2024 TOTAL 11 .715 Capital 3.275 Social Services 28% 0.538 5% Insurance 0.264 2% Public Works 0.61 5% General 7.028 60% 2023 TOTAL 15.038 Social Services Capital 0.723 1.38 Insuran e 5% 9% 0.276 2`)/0 Public Works - ill - . 0.828 5% General Contingency 8.244 3.587 55% 24% 73 2024 SUMMARY OF FUND BALANCES 2023 2023 2024 2024 2024 2024 BEGINNING MILL 0 BEGINNING MILL PROPERTY INTERGOV'T FUND BALANCE LEVY BALANCE LEVY TAXES REVENUE 1000 General 38,311,471 8.244 $ 45,227,346 7.028 $ 172,837,453 $ 10,587,985 SPECIAL REVENUE FUNDS: 2000 Public Works 223,648,967 0.828 229,991,268 0.610 15,000,000 24,141,945 2100 Social Services 8,001,486 0.723 8,001,486 0.538 13,220,379 37,191,840 2200 Conservation Trust 734,535 - 734,535 - - 545,000 2300 Contingent 100,120,000 3.587 155,120,000 - - - 2500 Health Department 5,969,139 - 5,969,139 - - 5,542,408 2600 Human Services 688,911 - 688,911 - - 9,826,699 2700 Solid Waste 4,514,085 - 4,056,179 - - - 7400 Weld County Trust Fund 61,175,699 - 63,575,699 - - - CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 65,472,103 1.380 60,402,083 3.275 80,535,309 - 4010 Communications Dev. 6,576,212 3,203,630 GROSS TOTALS $ 515,212,608 14.762 $576,970,276 11.451 $ 281,593,141 $ 87,835,877 LESS INTERFUND TRANSFERS - - - - NET TOTAL $ 515,212,608 14.762 $576,970,276 11.451 $ 281,593,141 $ 87,835,877 PROPRIETARY FUNDS: 5200 Regional Crime Lab 895,868 - 895,868 - - - 6000 Fleet Services 4,056,432 - 4,056,432 - - - 6200 Health Insurance 8,350,144 - 7,611,349 - - - 6300 Insurance 7,552,959 0.276 7,552,959 0.264 6,500,000 - 6400 Telecom Service 823,276 - 823,276 - - - 6500 Weld Finance Corp - - - - - - NET TOTAL-IS FUNDS $ 21,678,679 0.276 $ 20,939,884 0.264 $ 6,500,000 $ - GROSS TOTAL ALL FUNDS $ 536,891,287 15.038 $597,910,160 11.715 $ 288,093,141 $ 87,835,877 74 2024 SUMMARY OF FUND BALANCES (CONTINUED) Assessed Value$24,381,839,694 2024 2024 2024 2024 2024 OTHER INTERFUND AVAILABLE APPRO- ENDING FUND REVENUE TRANSFER FINANCING PRIATIONS BALANCE 1000 General $ 48,390,708 $ - $ 277,043,492 $ 227,191,242 $ 49,852,250 SPECIAL REVENUE FUNDS: 2000 Public Works 43,175,000 400,000 $ 312,708,213 76,894,693 $ 235,813,520 2100 Social Services - - $ 58,413,705 50,412,219 $ 8,001,486 2200 Conservation Trust 10,000 - $ 1,289,535 574,210 $ 715,325 2300 Contingent - - $ 155,120,000 10,000,000 $ 145,120,000 2500 Health Department 1,508,525 6,826,214 $ 19,846,286 13,877,147 $ 5,969,139 2600 Human Services 684,250 12,351 $ 11,212,211 10,523,300 $ 688,911 2700 Solid Waste 1,700,000 - $ 5,756,179 1,571,163 $ 4,185,016 7400 Weld County Trust Fund 2,500,000 2,000,000 $ 68,075,699 2,000,000 $ 66,075,699 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 1,225,000 - $ 142,162,392 46,047,470 96,114,922 4010 Communications Dev. 1,850,000 $ 5,053,630 4,779,000 274,630 GROSS TOTALS $ 101,043,483 $ 9,238,565 $ 1,056,681,342 $ 443,870,444 $ 612,810,898 LESS INTERFUND TRANSFERS - (9,238,565) (9,238,565) (9,238,565) - NET TOTAL $ 101,043,483 $ - $ 1,047,442,777 $ 434,631,879 $ 612,810,898 PROPRIETARY FUNDS: 5200 Regional Crime Lab 310,000 - $ 1,205,868 310,000 895,868 6000 Fleet Services 15,667,978 - $ 19,724,410 14,943,978 4,780,432 6200 Health Insurance 31,296,750 - $ 38,908,099 35,144,500 3,763,599 6300 Insurance 370,000 - $ 14,422,959 6,867,000 7,555,959 6400 Telecom Service 1,807,342 - $ 2,630,618 1,807,342 823,276 6500 Weld Finance Corp - - $ - - - NET TOTAL-IS FUNDS $ 49,452,070 $ - $ 76,891,954 $ 59,072,820 $ 17,819,134 GROSS TOTAL ALL FUNDS $ 150,495,553 $ - $ 1,124,334,731 $ 493,704,699 $ 630,630,032 75 2024 BUDGETED SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2024 2024 2024 2024 2024 2024 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND AVAILABLE FUND BALANCE TAXES REVENUE REVENUE TRANSFER FINANCING 1000 General Fund $ 45,227,346 $172,837,453 $10,587,985 $ 48,390,708 $ - $ 277,043,492 SPECIAL REVENUE FUNDS: 2000 Public Works 229,991,268 15,000,000 24,141,945 43,175,000 400,000 312,708,213 2100 Social Services 8,001,486 13,220,379 37,191,840 - - 58,413,705 2200 Conservation Trust 734,535 - 545,000 10,000 - 1,289,535 2300 Contingent 155,120,000 - - - - 155,120,000 2500 Health Department 5,969,139 - 5,542,408 1,508,525 6,826,214 19,846,286 2600 Human Services 688,911 - 9,826,699 684,250 12,351 11,212,211 2700 Solid Waste 4,056,179 - - 1,700,000 - 5,756,179 7400 Weld County Trust 63,575,699 - - 2,500,000 2,000,000 68,075,699 CAPITAL PROJECT FUNDS: - 4000 Capital Expenditure 60,402,083 80,535,309 - 1,225,000 - 142,162,392 4010 Communications Dev. 3,203,630 1,850,000 5,053,630 GROSS TOTALS $576,970,276 $281,593,141 $87,835,877 $101,043,483 $ 9,238,565 $1,056,681,342 LESS INTERFUND TRANSFERS - - - (9,238,565) (9,238,565) NET TOTAL $576,970,276 $281,593,141 $87,835,877 $101,043,483 $ - $1,047,442,777 PROPRIETARY FUNDS: 5200 Regional Crime Lab 895,868 - - 310,000 - 1,205,868 6000 Fleet Services 4,056,432 - - 15,667,978 - 19,724,410 6200 Health Insurance 7,611,349 - - 31,296,750 - 38,908,099 6300 Insurance 7,552,959 6,500,000 - 370,000 - 14,422,959 6400 Telecom Service 823,276 - - 1,807,342 - 2,630,618 6500 Weld Finance Corp - - - - - - NET TOTAL-IS FUNDS $ 20,939,884 $ 6,500,000 $ - $ 49,452,070 $ - $ 76,891,954 GROSS TOTAL ALL FUNDS $597,910,160 $288,093,141 $87,835,877 $150,495,553 $ - $1,124,334,731 76 2024 BUDGETED SUMMARY OF MAJOR REVENUES AND EXPENDITURES (CONTINUED) Assessed Value$24,381,839,694 2024 2024 2024 2024 2024 2024 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FUND FINANCING SUPPLIES PRIATIONS BALANCE 1000 General Fund $ 277,043,492 $ 129,553,545 $ 96,775,097 $ 862,600 227,191,242 $ 49,852,250 SPECIAL REVENUE FUNDS: 2000 Public Works 312,708,213 20,810,541 56,084,152 - 76,894,693 235,813,520 2100 Social Services 58,413,705 37,000,000 13,412,219 - 50,412,219 8,001,486 2200 Conservation Trust 1,289,535 - 574,210 - 574,210 715,325 2300 Contingent 155,120,000 - 10,000,000 - 10,000,000 145,120,000 2500 Health Department 19,846,286 11,594,070 2,253,577 29,500 13,877,147 5,969,139 2600 Human Services 11,212,211 6,468,300 4,055,000 - 10,523,300 688,911 2700 Solid Waste 5,756,179 - 1,571,163 - 1,571,163 4,185,016 7400 Weld County Trust 68,075,699 - 2,000,000 - 2,000,000 66,075,699 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 142,162,392 - - 46,047,470 46,047,470 96,114,922 4010 Communications Dev. 5,053,630 - 4,779,000 4,779,000 274,630 GROSS TOTALS $ 1,056,681,342 $ 205,426,456 $ 186,725,418 $ 51,718,570 $ 443,870,444 $ 612,810,898 LESS INTERFUND TRANSFE (9,238,565) (9,238,565) (9,238,565) - NET TOTAL $ 1,047,442,777 $ 205,426,456 $ 177,486,853 $ 51,718,570 $ 434,631,879 $ 612,810,898 PROPRIETARY FUNDS: 5200 Regional Crime Lab 1,205,868 - 310,000 - 310,000 895,868 6000 Fleet Services 19,724,410 2,328,947 12,615,031 - 14,943,978 4,780,432 6200 Health Insurance 38,908,099 - 35,144,500 - 35,144,500 3,763,599 6300 Insurance 14,422,959 - 6,867,000 - 6,867,000 7,555,959 6400 Telecom Service 2,630,618 266,402 1,540,940 - 1,807,342 823,276 6500 Weld Finance Corp - - - - - - NET TOTAL-IS FUNDS $ 76,891,954 $ 2,595,349 $ 56,477,471 $ - $ 59,072,820 $ 17,819,134 GROSS TOTAL ALL FUNDS $ 1,124,334,731 $ 208,021,805 $ 233,964,324 $ 51,718,570 $ 493,704,699 $ 630,630,032 77 2023 ESTIMATED SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2023 2023 2023 2023 2023 2023 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND AVAILABLE FUND BALANCE TAXES REVENUE REVENUE TRANSFER FINANCING 1000 General Fund $ 38,311,471 $149,369,003 $10,660,288 $ 45,889,238 $ - $ 244,230,000 SPECIAL REVENUE FUNDS: 2000 Public Works 223,648,967 15,000,000 22,106,459 50,018,332 400,000 311,173,758 2100 Social Services 8,001,486 13,101,560 33,211,957 - - 54,315,003 2200 Conservation Trust 734,535 - 560,000 3,000 - 1,297,535 2300 Contingent 100,120,000 65,000,000 - - - 165,120,000 2500 Health Department 5,969,139 - 6,666,674 1,814,684 6,912,957 21,363,454 2600 Human Services 688,911 - 9,196,299 592,150 12,351 10,489,711 2700 Solid Waste 4,514,085 - - 1,700,000 - 6,214,085 7400 Weld County Trust 61,175,699 - - 2,500,000 2,500,000 66,175,699 CAPITAL PROJECT FUNDS: - 4000 Capital Expenditure 65,472,103 25,000,000 - 975,000 - 91,447,103 4010 Communications Dev. 6,576,212 1,850,000 8,426,212 GROSS TOTALS $515,212,608 $267,470,563 $82,401,677 $105,342,404 $ 9,825,308 $ 980,252,560 LESS INTERFUND TRANSFERS - - - (9,825,308) (9,825,308) NET TOTAL $515,212,608 $267,470,563 $82,401,677 $105,342,404 $ - $ 970,427,252 PROPRIETARY FUNDS: 5200 Regional Crime Lab 895,868 - - 310,000 - 1,205,868 6000 Fleet Services 4,056,432 - - 13,205,090 - 17,261,522 6200 Health Insurance 8,350,144 - - 26,833,520 - 35,183,664 6300 Insurance 7,552,959 5,000,000 - 345,000 - 12,897,959 6400 Telecom Service 823,276 - - 1,694,502 - 2,517,778 6500 Weld Finance Corp - - - - - - NET TOTAL-IS FUNDS $ 21,678,679 $ 5,000,000 $ - $ 42,388,112 $ - $ 69,066,791 GROSS TOTAL ALL FUNDS $536,891,287 $272,470,563 $82,401,677 $147,730,516 $ - $1,039,494,043 78 2023 ESTIMATED SUMMARY OF MAJOR REVENUES AND EXPENDITURES (CONTINUED) Assessed Value$18,118,803,231 2023 2023 2023 2023 2023 2023 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FUND FINANCING SUPPLIES PRIATIONS BALANCE 1000 General Fund $ 244,230,000 $ 123,846,085 $ 74,818,359 $ 338,210 199,002,654 $ 45,227,346 SPECIAL REVENUE FUNDS: 2000 Public Works 311,173,758 19,072,888 62,031,602 78,000 81,182,490 229,991,268 2100 Social Services 54,315,003 32,241,200 14,072,317 - 46,313,517 8,001,486 2200 Conservation Trust 1,297,535 - 563,000 - 563,000 734,535 2300 Contingent 165,120,000 - 10,000,000 - 10,000,000 155,120,000 2500 Health Department 21,363,454 11,589,581 3,774,234 30,500 15,394,315 5,969,139 2600 Human Services 10,489,711 6,216,900 3,583,900 - 9,800,800 688,911 2700 Solid Waste 6,214,085 - 2,157,906 - 2,157,906 4,056,179 7400 Weld County Trust 66,175,699 - 2,600,000 - 2,600,000 63,575,699 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 91,447,103 - - 31,045,020 31,045,020 60,402,083 4010 Communications Dev. 8,426,212 - 5,222,582 5,222,582 3,203,630 GROSS TOTALS $ 980,252,560 $ 192,966,654 $ 173,601,318 $ 36,714,312 $ 403,282,284 $ 576,970,276 LESS INTERFUND TRANSFE (9,825,308) (9,825,308) (9,825,308) - NET TOTAL $ 970,427,252 $ 192,966,654 $ 163,776,010 $ 36,714,312 $ 393,456,976 $ 576,970,276 PROPRIETARY FUNDS: 5200 Regional Crime Lab 1,205,868 - 310,000 - 310,000 895,868 6000 Fleet Services 17,261,522 1,907,256 11,297,834 - 13,205,090 4,056,432 6200 Health Insurance 35,183,664 - 27,572,315 - 27,572,315 7,611,349 6300 Insurance 12,897,959 - 5,345,000 - 5,345,000 7,552,959 6400 Telecom Service 2,517,778 252,772 1,441,730 - 1,694,502 823,276 6500 Weld Finance Corp - - - - - - NET TOTAL-IS FUNDS $ 69,066,791 $ 2,160,028 $ 45,966,879 $ - $ 48,126,907 $ 20,939,884 GROSS TOTAL ALL FUNDS $ 1,039,494,043 $ 195,126,682 $ 209,742,889 $ 36,714,312 $ 441,583,883 $ 597,910,160 79 2022 ACTUAL SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2022 2022 2022 2022 2022 BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund 50,138,372 $108,738,874 $ 19,791,684 $ 43,235,034 $(2,607,626) SPECIAL REVENUE FUNDS: 2000 Public Works 149,380,946 14,970,410 42,987,685 80,127,686 1,777,599 2100 Social Services 7,687,824 12,091,713 43,429,499 - - 2200 Conservation Trust 730,412 - 542,101 8,254 - 2300 Contingent 100,119,958 - - 42 - 2500 Health Department 6,147,302 - 8,027,032 1,647,025 4,034,011 2600 Human Services 772,927 - 7,711,099 674,023 12,351 2700 Solid Waste 4,245,410 - - 2,768,898 - 7400 Weld County Trust 72,006,617 - - 579,393 - CAPITAL PROJECT FUNDS: - 4000 Capital Expenditure 43,682,640 38,938,864 - 1,126,487 - 4010 Communications Dev. 4,950,971 1,850,000 GROSS TOTALS $439,863,379 $174,739,861 $122,489,100 $132,016,842 $ 3,216,335 LESS INTERFUND TRANSFE - - - - (3,216,335) NET TOTAL $439,863,379 $174,739,861 $122,489,100 $132,016,842 $ - PROPRIETARY FUNDS: 5200 Regional Crime Lab 660,253 - - 467,983 - 6000 Fleet Services 3,877,751 - - 14,966,767 - 6200 Health Insurance 15,449,293 - - 21,788,029 - 6300 Insurance 7,328,048 3,990,783 - 310,850 - 6400 Telecom Service 890,340 - - 1,604,604 - 6500 Weld Finance Corp - - - - - NET TOTAL- IS FUNDS $ 28,205,685 $ 3,990,783 $ - $ 39,138,233 $ - GROSS TOTAL ALL FUNDS $468,069,064 $178,730,644 $122,489,100 $171,155,075 $ - 80 2022 ACTUALS CONTINUED Assessed Value $11,968,155,218 2022 2022 2022 2022 2022 2022 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FUND FINANCING SUPPLIES PRIATIONS BALANCE 1000 General Fund $ 219,296,338 $105,117,421 $ 73,949,972 $ 1,917,474 180,984,867 $ 38,311,471 SPECIAL REVENUE FUNDS - 2000 Public Works 289,244,326 15,712,900 49,882,459 - 65,595,359 223,648,967 2100 Social Services 63,209,036 34,647,677 20,559,873 - 55,207,550 8,001,486 2200 Conservation Trust 1,280,767 - 546,232 - 546,232 734,535 2300 Contingent 100,120,000 - - - - 100,120,000 2500 Health Department 19,855,370 5,565,132 8,321,099 - 13,886,231 5,969,139 2600 Human Services 9,170,400 5,763,300 2,718,189 - 8,481,489 688,911 2700 Solid Waste 7,014,308 - 2,500,223 - 2,500,223 4,514,085 7400 Weld County Trust 72,586,010 - 11,410,311 - 11,410,311 61,175,699 CAPITAL PROJECT FUNDS: 4000 Capital Expenditure 83,747,991 - 1,161,710 17,114,178 18,275,888 65,472,103 4010 Communications Dev. 6,800,971 - 224,759 224,759 6,576,212 GROSS TOTALS $ 872,325,517 $166,806,430 $171,274,827 $19,031,652 $357,112,909 $515,212,608 LESS INTERFUND TRANSFI (3,216,335) (3,216,335) (3,216,335) - NET TOTAL $ 869,109,182 $166,806,430 $168,058,492 $19,031,652 $353,896,574 $515,212,608 PROPRIETARY FUNDS: 5200 Regional Crime Lab 1,128,236 - 232,368 - 232,368 895,868 6000 Fleet Services 18,844,518 1,661,639 6,195,025 6,931,422 14,788,086 4,056,432 6200 Health Insurance 37,237,322 - 28,887,178 - 28,887,178 8,350,144 6300 Insurance 11,629,681 - 4,076,722 - 4,076,722 7,552,959 6400 Telecom Service 2,494,944 223,703 1,447,965 - 1,671,668 823,276 6500 Weld Finance Corp - - - - - - NET TOTAL - IS FUNDS $ 71,334,701 $ 1,885,342 $ 40,839,258 $ 6,931,422 $ 49,656,022 $ 21,678,679 GROSS TOTAL ALL FUNDS $ 940,443,883 $168,691,772 $208,897,750 $25,963,074 $403,552,596 $536,891,287 81 GOVERNMENT FUNDS 2022-2024 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES ACTUAL PROJECTED BUDGET REVENUES 2022 2023 2024 Taxes 195,913,909 286,530,563 297,708,141 Licenses and Permits 5,745,010 5,610,550 5,513,750 Intergovernmental 125,705,435 81,901,677 87,835,877 Miscellaneous 65,887,214 45,855,856 43,713,630 Fees 18,181,817 20,182,750 20,880,000 Charges for Services 17,812,418 14,633,248 14,821,103 Total Estimated Financial Sources $ 429,245,803 $ 454,714,644 $470,472,501 EXPENDITURES Current: General Government 56,464,396 61,073,550 66,718,710 Public Safety 85,895,963 97,495,240 103,559,450 Public Works 74,730,915 103,122,933 104,830,727 Public Health and Welfare 71,594,004 61,923,832 64,509,366 Human Services 8,481,489 11,244,025 14,093,147 Culture and Recreation 1,462,686 1,189,511 1,216,635 Miscellaneous 36,766,474 10,640,283 18,877,374 Capital Outlay 18,500,647 36,267,602 50,826,470 Contingency/Reserves $ - $ 10,000,000 $ 10,000,000 Total Use of Resources $ 353,896,574 $ 392,956,976 $434,631,879 Net Increase (Decrease) in Fund Balance 75,349,229 61,757,668 35,840,622 Fund Balance at Beginning of the Year $ 439,863,379 $ 515,212,608 $ 576,970,276 Fund Balance at End of Year-without Unspent Contingencies/Reserves $ 515,212,608 $ 576,970,276 $ 612,810,898 Contingencies/Reserves Appropriated but Unspent - - 10,000,000 Fund Balance at End of Year-with Contingencies/Reserves $ 515,212,608 $ 576,970,276 $ 622,810,898 82 PROPRIETARY FUNDS 2022-2024 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES ACTUAL PROJECTED BUDGET REVENUES 2022 2023 2024 Taxes $ 3,990,783 $ 5,000,000 $ 6,500,000 Intergovernmental - - - Transfers - 550,000 - Charges for Services 39,138,233 41,838,112 49,452,070 Total Estimated Financial Sources $ 43,129,016 $ 47,388,112 $ 55,952,070 EXPENDITURES Regional Crime Lab $ 232,368 $ 310,000 $ 310,000 Fleet Services 14,788,086 13,205,090 14,943,978 Health Insurance 28,887,178 27,572,315 35,144,500 Insurance 4,076,722 5,345,000 6,867,000 Telecom Service 1,671,668 1,694,502 1,807,342 Weld Finance Corp - - - Total Use of Resources $ 49,656,022 $ 48,126,907 $ 59,072,820 Net Increase (Decrease) in Fund Balance (6,527,006) (738,795) (3,120,750) Fund Balance at Beginning of the Year 28,205,685 21,678,679 20,939,884 Fund Balance at End of Year- without Unspent Contingencies/Reserves 21,678,679 20,939,884 17,819,134 Contingencies/Reserves Appropriated but Unspent - - - Fund Balance at End of Year- with Contingencies/Reserves $ 21,678,679 $ 20,939,884 $ 17,819,134 83 WELD COUNTY TOTAL TAXABLE PROPERTY 2023 ASSESSED VALUES TO BE USED FOR 2024 BUDGET Weld County 2023 Taxable Assessed Value (08/23/2023) 2022 Final 2023 Preliminary Class Assessed Value Assessed Value Chanqe$ Chanqe % Vacant $ 100,879,730 $ 158,445,260 $ 57,565,530 57.06% Residential $ 2,759,684,090 $ 3,575,852,370 $ 816,168,280 29.57% Commercial $ 1,345,627,780 $ 1,719,016,070 $ 373,388,290 27.75% Industrial $ 1,332,740,950 $ 1,518,337,430 $ 185,596,480 13.93% Agricultural $ 204,672,650 $ 240,764,560 $ 36,091,910 17.63% Natural Rsc $ 34,748,860 $ 45,844,710 $ 11,095,850 31.93% Oil & Gas $ 11,495,262,740 $ 16,761,871,590 $ 5,266,608,850 45.82% State Assd $ 1,491,725,200 $ 1,002,561,900 $ (489,163,300) -32.79% Total Value: $ 18,765,342,000 $ 25,022,693,890 $ 6,257,351,890 33.35% Less TIF Value $ 646,538,769 $ 640,854,196 $ (5,684,573) -0.88% Net Total: $ 18,118,803,231 $ 24,381,839,694 $ 6,263,036,463 34.57% Value Changes 2022-2023 Assessed Value By Class 2023 18000 16000 State Assd Vacant Residential 14000 4%^ 1% 14% y 12000 \ 3 �,10000 Commercial c y c 8000 7 w r Industrial ayi 6000 6% N 4 4000 Oil&Gas Agricultural 2000-- ■ 67% 1% li ill I Natural Rsc a 0% aGacti. ec.a e6 c,\`' J\�.)Say �\g-ec Gas v..? J Gaya Go,�tn \c,to- Pita �aSs O�4 y\.tie Class 84 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED:CHARTER/STATE CONSTITUTIONAL OFFICES OFFICE OF THE BOARD $ 962,968 $ 574,007 $ 1,536,975 PUBLIC TRUSTEE (109,089) $ 18,467 (90,622) CLERK&RECORDER (5,225,147) $ 1,811,066 (3,414,081) ELECTIONS 3,007,183 $ 326,846 3,334,029 TREASURER (8,034,040) $ - (8,034,040) ASSESSOR 4,645,300 $ 862,371 5,507,671 COUNTY COUNCIL 59,759 $ 8,987 68,746 DISTRICT ATTORNEY 8,668,391 $ 1,086,068 9,754,459 SHERIFF 8,269,339 $ 2,811,450 11,080,789 CORONER 1,670,935 $ 645,112 2,316,047 CLERK TO THE BOARD 793,841 $ 168,863 962,704 TOTAL $ 14,709,440 $ 8,313,236 $ 23,022,676 MANDATED:STATE/FEDERAL COUNTY COST INMATE SERVICES AND SECURITY $ 38,466,009 $ 8,373,782 $ 46,839,791 COURTS AND TRANSPORTATION 5,714,247 $ - 5,714,247 COMMUNITY CORRECTIONS 0 $ 393,629 393,629 SOCIAL SERVICES 13,220,379 $ 4,337,535 17,557,914 HUMAN RESOURCES 12,351 $ 1,023,741 1,036,092 PUBLIC HEALTH 6,035,292 $ 1,878,813 7,914,105 TOTAL $ 63,448,278 $ 16,007,499 $ 79,455,777 CRITICAL--NON-MANDATED COUNTY COST PUBLIC SAFETY INFORMATION SYSTEM $ 1,353,125 $ - $ 1,353,125 CRIME LAB 794,361 $ 173,199 967,560 POLICE SERVICES(LEVEL) 13,839,505 $ 3,076,903 16,916,408 SHERIFF CONTRACT SERVICES/SRO 997,453 $ - 997,453 COMMUNICATIONS-COUNTY-WIDE 4,900,690 $ - 4,900,690 OFFICE EMERGENCY SERVICES 441,760 $ 286,978 728,738 DRUG TASK FORCE 364,768 $ 4,592 369,360 TOTAL $ 22,691,662 $ 3,541,673 $ 26,233,335 85 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION PLANNING&ZONING/BLDG INSP 1,625,077 $ 1,047,338 2,672,415 OIL AND GAS ENERGY 951,860 $ 251,934 1,203,794 COMMUNITY DEVELOPMENT BLOCK GRANT 0 $ - 0 ANIMAL CONTROL/CODE ENFORCEMENT 480,957 $ - 480,957 NOXIOUS WEEDS 1,227,565 $ 69,535 1,297,100 EXTENSION SERVICE 685,415 $ 244,462 929,877 VETERANS SERVICES 173,306 $ 39,642 212,948 AIRPORT 0 $ 13,017 13,017 MENTAL HEALTH 216,000 $ - 216,000 MISSILE SITE PARK 0 $ 304 304 COUNTY FAIR 178,248 $ 7,160 185,408 DEVELOPMENTALLY DISABLED 38,225 $ - 38,225 SENIOR COORDINATORS 40,000 $ - 40,000 VICTIM/WITNESS ASSISTANCE 836,507 $ 63,970 900,477 JUVENILE DIVERSION 48,469 $ 19,985 68,454 VICTIM ADVOCATES 93,915 $ - 93,915 WASTE WATER MANAGEMENT 10,000 $ - 10,000 ECONOMIC DEVELOPMENT 1,300,000 $ 1,319 1,301,319 PUBLIC INFORMATION 497,774 $ 21,959 519,733 GEOGRAPHICAL INFORMATION SYSTEM 393,755 $ 609,269 1,003,024 COMMUNITY AGENCY GRANTS 65,000 $ - 65,000 PARKS AND TRAILS 277,000 $ - 277,000 ISLAND GROVE BUILDING 187,177 $ - 187,177 JUSTICE SERVICES 1,730,050 $ 346,509 2,076,559 WORK RELEASE 1,702,243 $ 320,764 2,023,007 ADULT DIVERSION 156,387 $ - 156,387 WELD PLAZA BUILDING 0 $ - 0 WELLNESS PROGRAM 925,000 $ - 925,000 BRIGHT FUTURES 2,315,407 $ - 2,315,407 ASSET&RESOURCE MANAGEMENT 5,173,848 $ - 5,173,848 TOTAL $21,329,185 $ 3,057,166 $ 24,386,351 PUBLIC WORKS $ 15,000,000 $ 5,333,591 $ 20,333,591 ENGINEERING 27,936,034 $ 777,791 28,713,825 TOTAL $ 42,936,034 $ 6,111,382 $ 49,047,416 CAPITAL: EQUIPMENT $ - $ - $ - BUILDINGS 46,047,470 $ - 46,047,470 TOTAL $ 46,047,470 $ - $ 46,047,470 SUPPORT FUNCTION COUNTY ATTORNEY $ 1,755,283 $ (1,755,283) $ - FACILITIES 13,076,525 (13,076,525) 0 FINANCE&ADMINISTRATION 656,552 (656,552) 0 ACCOUNTING 1,257,113 (1,257,113) 0 PURCHASING 394,870 (394,870) 0 HUMAN RESOURCES 4,327,783 (4,327,783) 0 TELECOM SERVICES 0 0 0 INSURANCE 6,500,000 (6,500,000) 0 NON-DEPARTMENTAL 1,321,665 (1,321,665) 0 BUILDING RENTS 0 0 0 INFORMATION TECHNOLOGY 11,793,990 (11,793,990) 0 PRINTING&SUPPLY 336,641 (336,641) 0 TOTAL $ 41,420,422 $ (41,420,422) $ - 86 SEVEN YEAR TREND Beginning Fund Balance 597.91 600.00 / 509.53 500.00 403.25 400.00 7 ° 300.00 / 2 210.18 200.00 / 121.86 113.66 95.19 100.00 7 0.00 2018 2019 2020 2021* 2022 2023 2024 *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 87 SEVEN YEAR TREND County Expenditures o General Government o Public Safety ❑Road & Bridge o Health &Welfare $120J Air $100 Aer Air /' $80 co AillrAillir Airo u) `If' Z O $60 J , A co J nj m co co 6 o) co co cc; in co r- d f— c7 ' M COO _ co Lii 00 f� • . M tiai O $40 00 N M 6 Cfl 00 N O rCN-- 000 N Cn Co CO 00 M O CO coO COO MO coM N CO 4 O O Lo $20 - $0 2018 2019 2020 2021 2022 2023 2024 88 County Citizens w 1 ,i � I I County I I I I Department of Department of Department of Department of Department of Human Services Attorney Finance and Public Health and Public Works Planning Services Administration Environment Commissioner Commissioner Commissioner Coordinator Commissioner Commissioner Coordinator Coordinator Coordinator Coordinator Human Services Accounting Health Administration - Engineering Planning and Zoning Budget Social Services Environmental Health Road and Bridge Building Inspection AAA Capital Projects Board of Adjustment _ Public Health Services - Contract AdministrationChild Support International Building Health Communication, g Code Assistance Payments Grant Administration Education and Planning Facilities Planning Commission Child/Adult Protection Finance Division Board of Public Health Utility Board ' Veterans Services Employment Services - Human Resources Printing and Supply - Oil and Gas Energy Purchasing Coroner - Office of Emergency Public Information Office Management County Extension Risk Management Office Justice Services - Special Projects Fair Board Treasurer's Office Fleet Services Communications Information Services — Wireless Communications GIS and Mapping - Telecom Services - ''� -1- ir-i11 Public Safety IT :0L0 UO - Clerk to the Board Housing Authority 89 SUMMARY OF COUNTY FUNDED FULL TIME EQUIVALENTS (FTE) 2024 LAST YEAR CURRENT REQUEST RECOMMEND CURRENT TO DEPARTMENT ACTUAL YEAR BUDGET BUDGET FINAL 2022 2023 2024 2024 CHANGE GENERAL FUND: Office of the Board 6.000 6.000 6.000 6.000 Public Information 4.000 4.000 5.000 5.000 + 1.000 County Attorney 5.000 6.000 6.000 6.000 Public Trustee 2.500 2.500 2.500 2.500 Clerk to the Board 7.750 7.000 7.000 7.000 Clerk and Recorder 9.000 9.000 9.000 9.000 Elections 7.000 7.000 7.000 7.000 Motor Vehicle 50.00 50.00 51.00 51.00 + 1.000 Treasurer 10.000 10.000 10.000 10.000 Assessor 38.500 39.500 41.500 41.500 + 2.000 County Council 1.000 1.000 1.000 1.000 District Attorney 64.000 65.000 65.000 65.000 Juvenile Diversion 1.500 1.500 2.500 2.500 + 1.000 Victim Witness 14.000 16.000 16.000 16.000 Finance and Administration 3.000 2.500 3.000 3.000 + 0.500 Accounting 7.750 8.000 8.000 8.000 Purchasing 3.000 3.000 3.000 3.000 Human Resources 15.000 19.000 20.000 20.000 + 1.000 Planning and Zoning 15.000 25.000 25.000 24.000 - 1.000 Community Develop (CDBG) 1.500 1.500 1.000 1.000 - 0.500 Facilities 43.000 50.000 53.000 53.000 + 3.000 Information Services 52.000 54.000 56.000 56.000 + 2.000 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 7.000 7.200 7.200 7.200 SO Support Services 3.000 3.000 1.000 1.000 - 2.000 SO Records Unit 12.000 14.000 14.000 14.000 SO Evidence Unit 2.000 2.000 3.000 3.000 + 1.000 Sheriff Patrol 62.000 62.000 62.000 62.000 Sheriff Investigations 20.000 20.000 23.000 23.000 + 3.000 Municipal Contract 2.000 1.000 1.000 1.000 School Resource Officers 0.0 0.0 7.000 7.000 + 7.000 90 LAST YEAR CURRENT REQUEST RECOMMEND CURRENT TO DEPARTMENT ACTUAL YEAR BUDGET BUDGET FINAL 2022 2023 2024 2024 CHANGE Animal Control/Code Enforcement 3.000 3.000 3.000 3.000 Crime Lab 5.000 5.000 5.000 5.000 Victim Advocates 3.000 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 229.000 229.000 205.000 205.000 - 24.000 Courts and Transport 35.000 35.000 35.000 35.000 Communications 84.000 84.000 102.000 102.000 + 18.000 PS Information Systems 10.000 10.000 10.000 10.000 PS Wireless Communications 1.000 1.000 1.000 1.000 Coroner 12.000 12.000 12.000 12.000 Justice Services 15.500 15.500 16.500 16.500 + 1.000 Work Release 21.000 21.000 20.000 20.000 - 1.000 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 7.000 8.000 7.000 Noxious Weeds 2.000 3.000 4.000 4.000 + 1.000 Office of Emergency Mgt. 4.000 5.000 5.000 5.000 General Engineering 29.000 29.000 36.000 32.000 + 3.000 Extension Service 12.375 12.375 12.975 12.975 + 0.600 Fair 1.250 1.250 1.250 1.250 Veteran's Office 3.000 2.000 3.000 3.000 + 1.000 TOTAL GENERAL FUND 1,059.775 1,074.725 1,099.325 1,093.325 + 18.600 PUBLIC WORKS: Administration 8.000 8.000 8.000 8.000 Trucking 33.000 33.000 33.000 33.000 Motor Graders 52.000 53.000 53.000 53.000 Bridge Construction 33.000 33.000 33.000 33.000 Maintenance Support 12.000 15.000 15.000 15.000 Mining 7.000 7.000 8.000 8.000 + 1.000 Pavement Management 26.000 26.000 26.000 26.000 TOTAL PUBLIC WORKS 171.000 175.000 176.000 176.000 + 1.000 91 LAST YEAR CURRENT REQUEST RECOMMEND CURRENT TO DEPARTMENT ACTUAL YEAR BUDGET BUDGET FINAL 2022 2023 2024 2024 CHANGE HEALTH FUND: Administration 12.625 12.375 10.000 10.000 - 2.375 Health Communication 14.000 17.725 19.300 19.300 + 1.575 Community Health Service 12.960 13.500 13.600 13.600 + 0.100 Environmental Services 38.100 35.90 36.200 36.200 + 0.300 Health Preparedness 17.450 18.725 2.000 2.000 - 16.725 Public Health Services 17.115 17.000 17.800 17.800 + 0.800 TOTAL HEALTH FUND 112.250 115.225 98.900 98.900 - 16.325 SOCIAL SERVICES 374.000 392.000 413.000 413.000 + 21.000 HUMAN SERVICES 87.000 90.000 90.000 90.000 FLEET SERVICES 19.000 19.000 20.000 20.000 +1.000 TELECOM SERVICES 2.000 2.000 2.000 2.000 GRAND TOTAL 1,825.025 1,867.95 1,899.225 1,893.225 + 25.275 92 GENERAL FUND Revenue and Resource Changes $200,000,000 - $180,000,000 - O2023 O 2O2 $160,000,000 co v N- $140,000,000 0 O N $120,000,000 s E» M 0 $100,000,000 v o _ 0 M O $80,000,000 0-N 0 o O O N $60,000,000 coLri co a In 0 0 $40,000,000 0 0 °' N CO CO o o N- rn o o v N- 0 0 Es 0 0 - o 0 0 0 $20,000,000 0-0 F»-<» w_M M-o 73 73 0) $oEO- ER I I I I�I�I III 73 II ai- e' ey ,�a\ ti5 e5 e5 J5 Ge �� j a+ �e cceo e•�F •e��o 6``Ji ceo O Q`Qe Or1. e ego Oy co g y\°1/4 `�epa o a� o e °� Q v p ,c.0 \%. ,oe oey `ce F 6r 2024 Revenue Total $277,043,492 (2023 $251 ,918,529) Licenses/Permits $3,820,000 Intergovernmental 1% $10,587,985 Fees 4% $20,655,000 Charges for Services Fines/Forfeitures ° $11,947,803 $101,000 8% 4°/0 0% Other Taxes $90,000 Miscellaneous 0% $11,776,905 4°/0 Fund Balance $45,227,346 16% Property Tax $172,837,453 63% 93 GENERAL FUND EXPENDITURE CHANGES $110,000,000 - M 202 0 202 $100,000,000 - o •I-05, $90,000,000 - Lo $80,000,000 0 $70,000,000 - 0 $60,000,000 - v 05 M $50,000,000 - r co o v co GO co $40,000,000 - 1 0co N M. N CV CNI LO 7i- 64 $30,000,000 - N N CO CO co N- 0 CO00 64 t° co $20,000,000 - L - _ LCV O N N l() LC) to V O 7) V CO Co LO I.0 t0IITH N CO N $10,000,000 cri� c $0 I I � Public Safety General Gov. Health& Human Serv. Misc. Auxilary Culture/Rec. Public Works Welfare 2024 Expenditures Total $227,191 ,242 (2023 $199,002,654) Auxilary $3,202,688 Misc. 1% Public Works $17,425,067 Culture/Rec. $642,42 5 $27,936,034 Human Serv. 8% 0% / 12% $1,455,576 1%Health&Welfare $6,251,292 i- __ - 3% Public Safety $103,559,450 General Gov. 46% $66,718,710 29% 94 SEVEN YEAR TREND General Government $70 66.72 61.07 $60 55.21 51.70 50.98 $50 43.08 41.66 $40 co z O J $30 $20 $10 $0 2018 2019 2020 2021 2022 2023 2024 95 SEVEN YEAR TREND Public Safety $110 103.56 $100 97.495 $90 85.895 $80 79.08 77.01 $70 68.89 69.05 U) 0 $60 $50 $40 $30 $20 $10 2018 2019 2020 2021 2022 2023 2024 96 SEVEN YEAR TREND Health & Welfare $80 75.16 72.07 $70 67.69 6871 67.24 64.33 60.22 $60 $50 U) z O J J_ $40 $30 $20 $10 2018 2019 2020 2021 2022 2023 2024 97 GENERAL FUND SUMMARY For 2024, the requested General Fund funding appropriations are$227,191,242, up$28,188,588, or 14.16%, from 2023. The largest increases are specific to Elections, Engineering, Facilities, Public Safety Communications, Inmate Services, and the newly created School Resource Officer (SRO) Program for the six unincorporated school districts. A total of 50.5 new FTE were requested in the General Fund, a 4.7% increase in staffing over 2023 numbers. The Sheriff's Office also removed 24.0 FTE from the jail and this decrease will help to cover a $3 million increase in contracted medical services, the new SRO program, and additional staffing requests in Investigations and Evidence. Public Safety Communications, or Dispatch, has a 4-year plan to increase staffing, with 18 positions requested in 2024 to improve service and effectiveness to all contracted agencies where guard terminal and dispatch services are provided. Elections has a significant increase due to legislative changes and three elections to be conducted in 2024. Funding requests in this department are cyclical, with the largest requests in presidential election years to accommodate the needs of the department for safe and secure elections. Facilities continues to grow as space needs are expanding. 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 operations as needed. As a part of the strategic plan execution, Finance and Administration continue to work on the Workday ERP implementation. Part of the 2024 request includes increases determined to help Weld County be an Employer of Choice, part of the Strategic plan. This includes a compensation analysis to review job descriptions and help make Weld County as competitive as possible as the fifth largest employer in the county. There are also expenses related to the Workday implementation, allowing for training and consultant assistance as the transition from Human Resources and Payroll changes to Accounting and Finance. Some of the larger increases in the General Fund are related to personnel expenses, such as a 5% proposed cost of living increase and approximately 20% increase in health insurance provided by the employer. With that increase, employees are being asked to pick up an additional 5% to their premiums as well. As salaries and benefits are a major part of the ongoing operating costs of the General Fund, this results in a larger increase of total expenses. Revenues for 2024 also increase to cover the increase in expenses. Revenues are budgeted at $277,043,492, which includes property tax revenue of$172,837,453, an increase of$23,468,450 from 2023 (or 15.71%). Other revenues remained relatively stagnant for the year, with Property Tax being the main source of funding at 63% for General Fund expenditures. 98 GENERAL FUND SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final TAXES 1000 90100 4112 CURRENT PROPERTY TAXES 149,369,003 174,837,453 174,837,453 1000 90100 4116 PROPERTY TAX ADJUSTMENT (2,082,070) (2,000,000) 1000 90100 4117 PERSONAL PROPERTY TAX INCENTIVE - - - 1000 90100 4140 SEVERANCE TAXES - - - 1000 90100 4150 TOBACCO PRODUCTS 160,000 90,000 90,000 TOTAL TAXES 147,446,933 174,927,453 172,927,453 - LICENSES AND PERMITS 1000 90100 4215 LICENSES, LIQUOR/DANCE 4,800 5,000 5,000 1000 17100 4221 PERMITS 350,000 350,000 350,000 1000 25200 4221 PERMITS 415,000 415,000 415,000 1000 25100 4222 BUILDING 1,500,000 1,500,000 1,500,000 1000 25100 4224 ELECTRICAL 900,000 900,000 900,000 1000 25100 4226 PLAN CHECK 650,000 650,000 650,000 TOTAL LICENSES AND PERMITS 3,819,800 3,820,000 3,820,000 - INTERGOVERNMENTAL 1000 21300 4320 FEDERAL GRANTS 79,443 85,614 85,614 1000 26200 4320 FEDERAL GRANTS 169,241 207,721 207,721 1000 90100 4320 FEDERAL GRANTS 315,266 1000 15100 4336 REIMBURSEMENTS 127,270 127,270 127,270 1000 21200 4336 REIMBURSEMENTS 15,000 15,000 15,000 1000 21260 4336 REIMBURSEMENTS 4,000 0 0 1000 24410 4336 REIMBURSEMENTS 10,000 10,000 10,000 1000 15200 4340 GRANTS 153,000 153,000 153,000 1000 15300 4340 GRANTS 140,000 129,950 129,950 1120 15300 4340 GRANTS 313,310 327,286 327,286 1130 15300 4340 GRANTS 142,000 159,700 159,700 1000 17150 4340 GRANTS 1,036,772 1,177,685 1,177,685 1000 21260 4340 GRANTS 22,000 38,000 38,000 1000 21300 4340 GRANTS 33,670 39,930 39,930 1000 24200 4340 GRANTS 136,758 145,488 145,488 1000 24410 4340 GRANTS 284,979 380,000 380,000 1000 26200 4340 GRANTS 89,784 129,110 129,110 1000 96400 4340 GRANTS 28,560 28,560 28,560 116022 24220 4340 GRANTS 3,966,229 0 0 116023 24220 4340 GRANTS 0 4,121,996 4,121,996 1000 90100 4351 TOWN OF FREDRICK 334 705 705 1000 90100 4352 THORNTON 78,714 78,714 78,714 1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORI- 216,988 216,988 216,988 1000 21300 4354 CITIES AND TOWNS 0 0 0 1000 24415 4354 CITIES AND TOWNS 800,000 520,000 520,000 1000 90100 4355 ERIE URBAN RENEWAL AUTHORITY 6,712 5,000 5,000 1000 90100 4357 SOUTH FIRESTONE URA 6,310 6,310 6,310 1000 90100 4358 FORT LUPTON URA 35,463 35,463 35,463 1000 90100 4359 MEAD URA(MURA) 196,788 196,788 196,788 1000 90100 4360 EAGLE BUSINESS PARK URA 103,959 103,959 103,959 1000 90100 4361 EVANS URA 0 0 0 1000 90100 4362 NORTH FIRESTONE URA 247,377 247,377 247,377 1000 90100 4363 WYNDAM HILL URA 655 655 655 1000 90100 4364 DACONO URA 1,757,998 1,757,998 1,757,998 1000 90100 4365 CENTRAL FIRESTONE URA 141,718 141,718 141,718 TOTAL INTERGOVERNMENTAL 10,660,298 10,587,985 10,587,985 - 99 GENERAL FUND SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final CHARGES FOR SERVICES 1000 11200 4410 CHARGE FOR SERVICES 350,000 350,000 350,000 1000 15100 4410 CHARGE FOR SERVICES 60,000 44,000 44,000 1000 15200 4410 CHARGE FOR SERVICES 4,000 4,000 4,000 1000 17200 4410 CHARGE FOR SERVICES 200 200 200 1000 17350 4410 CHARGE FOR SERVICES 3,500 1,600 1,600 1000 17600 4410 CHARGE FOR SERVICES 180,000 180,000 180,000 1000 21100 4410 CHARGE FOR SERVICES 95,000 90,000 90,000 1000 21110 4410 CHARGE FOR SERVICES 30,000 35,000 35,000 1000 21130 4410 CHARGE FOR SERVICES 150,000 150,000 150,000 1000 21150 4410 CHARGE FOR SERVICES 46,000 35,000 35,000 1000 21210 4410 CHARGE FOR SERVICES 159,661 177,174 177,174 1000 22100 4410 CHARGE FOR SERVICES 7,156,654 7,785,290 7,785,290 1000 22400 4410 CHARGE FOR SERVICES 1,835,547 1,553,119 1,553,119 1000 22500 4410 CHARGE FOR SERVICES 320,986 314,920 314,920 1000 24100 4410 CHARGE FOR SERVICES 35,000 35,000 35,000 1000 24125 4410 CHARGE FOR SERVICES 750,000 600,000 600,000 1000 24150 4410 CHARGE FOR SERVICES 10,000 10,000 10,000 1000 24410 4410 CHARGE FOR SERVICES 550,000 550,000 550,000 1000 26100 4410 CHARGE FOR SERVICES 6,000 6,000 6,000 1000 90100 4420 PARKING 19,000 20,000 20,000 1000 13100 4430 SALE OF SUPPLIES 500 500 500 1000 17600 4430 SALE OF SUPPLIES 4,000 2,000 2,000 1000 24100 4430 SALE OF SUPPLIES 4,000 4,000 4,000 TOTAL CHARGES FOR SERVICES 11,770,048 11,947,803 11,947,803 - FINES 1000 21200 4510 FINES 100,000 65,000 65,000 1000 90100 4510 FINES 36,000 36,000 36,000 TOTAL FINES 136,000 101,000 101,000 - MISCELLANEOUS 1000 90100 4610 EARNINGS ON INVESTMENTS 4,200,000 4,000,000 4,000,000 1000 17250 4624 RENTS FROM BUILDINGS 744,075 371,374 371,374 1000 22100 4624 RENTS FROM BUILDINGS 118,256 142,161 142,161 1000 90100 4624 RENTS FROM BUILDINGS 502,983 515,632 515,632 1000 90100 4650 OVERHEAD 5,899,981 6,077,323 6,077,323 1000 21110 4670 REFUND OF EXPENDITURE 1,500 1,500 1,500 1000 21260 4670 REFUND OF EXPENDITURE 40,000 45,000 45,000 1000 22100 4670 REFUND OF EXPENDITURE 516,915 516,915 516,915 1000 24410 4670 REFUND OF EXPENDITURE 4,000 4,000 4,000 1000 24420 4670 REFUND OF EXPENDITURE 35,000 40,000 40,000 1000 23200 4680 OTHER 65,000 63,000 63,000 TOTAL MISCELLANEOUS 12,127,710 11,776,905 11,776,905 - FEES,CABLE, FRANCHISE 1000 12100 4720 ADVERTISING FEES 50,000 50,000 50,000 1000 10300 4730 OTHER FEES 340,000 340,000 340,000 1000 11100 4730 OTHER FEES 10,500,000 10,500,000 10,500,000 1000 12100 4730 OTHER FEES 8,750,000 9,500,000 9,500,000 1000 13100 4730 OTHER FEES 60,000 60,000 60,000 1000 21110 4730 OTHER FEES 140,000 120,000 120,000 1000 22100 4730 OTHER FEES 32,750 0 0 1000 90100 4740 FEES, CABLE FRANCHISE 85,000 85,000 85,000 TOTAL FEES 19,957,750 20,655,000 20,655,000 - TOTAL GENERAL FUND 205,918,539 233,816,146 231,816,146 - 100 GENERAL FUND SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final GENERAL GOVERNMENT 1000 10100 OFFICE OF THE BOARD 960,968 962,968 962,968 1000 10150 PUBLIC INFORMATION 402,189 497,774 497,774 1000 10200 COUNTY ATTORNEY 1,485,893 1,755,283 1,755,283 1000 10300 PUBLIC TRUSTEE 229,911 230,911 230,911 1000 10400 CLERK TO THE BOARD 776,516 793,841 793,841 1000 11100 COUNTY CLERK 1,137,423 1,146,837 1,146,837 1000 11200 ELECTIONS AND REGISTRATION 1,811,779 3,607,183 3,607,183 1000 11300 MOTOR VEHICLE 3,971,777 4,128,016 4,128,016 1000 12100 TREASURER'S OFFICE 1,509,555 1,515,960 1,515,960 1000 13100 ASSESSOR 4,495,971 4,705,800 4,705,800 1000 14100 COUNTY COUNCIL 59,759 59,759 59,759 1000 15100 DISTRICT ATTORNEY 8,784,599 8,850,905 8,839,661 1000 15200 JUVENILE DIVERSION 201,581 205,469 205,469 1000 15300 VICTIM WITNESS 995,283 998,133 998,133 1120 15300 VICTIM WITNESS 313,310 313,310 313,310 1130 15300 VICTIM WITNESS 142,000 142,000 142,000 1000 16100 FINANCE 740,869 706,552 656,552 1000 16200 ACCOUNTING 1,257,113 1,257,113 1,257,113 1000 16300 PURCHASING 394,870 394,870 394,870 1000 16400 HUMAN RESOURCES 2,877,551 3,402,583 3,402,583 1000 16450 WELLNESS PROGRAM 620,700 988,200 925,200 1000 17100 PLANNING OFFICE 2,763,594 2,971,922 2,845,717 1000 17150 COMMUNITY DEV BLOCK GRANT 1,036,772 1,177,685 1,177,685 1000 17200 FACILITIES DEPARTMENT 11,516,692 13,448,099 13,448,099 1000 17250 WELD PLAZA 663,137 0 0 1000 17300 INFORMATION SERVICES 11,224,542 11,793,990 11,793,990 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 191,555 395,355 395,355 1000 17600 PRINTING AND SUPPLY 507,641 518,641 518,641 TOTAL GENERAL GOVERNMENT 61,073,550 66,969,159 66,718,710 0 PUBLIC SAFETY 1000 21100 ADMINISTRATION 2,467,133 2,544,329 2,544,329 1000 21110 BOOKING 2,835,994 2,841,834 2,841,834 1000 21120 PROFESSIONAL STD 2,804,373 2,689,395 2,689,395 1000 21130 CIVIL 658,065 643,442 643,442 1000 21140 SUPPORT SERVICES 1,363,649 1,189,369 1,189,369 1000 21150 RECORDS UNIT 1,122,651 1,119,146 1,119,146 1000 21160 EVIDENCE UNIT 273,737 358,658 358,658 1000 21200 PATROL 10,514,690 10,456,537 10,456,537 1000 21205 INVESTIGATIONS 3,001,111 3,462,968 3,462,968 1000 21210 CONTRACT SERVICES 173,850 176,011 176,011 1000 21215 SCHOOL RESOURCE OFFICER 0 998,616 998,616 1000 21230 ORDINANCE ENFORCEMENT 369,407 380,957 480,957 1000 21260 REGIONAL LAB 868,918 877,361 877,361 1000 21300 VICTIM ADVOCATES 206,427 219,459 219,459 1000 21410 DRUG TASK FORCE 364,768 364,768 364,768 1000 22100 COMMUNICATIONS SERVICE 10,722,977 13,345,056 13,345,056 1000 22400 PUBLIC SAFETY INFORMATION SYSTEM 2,695,335 2,906,244 2,906,244 1000 22500 PUBLIC SAFETY WIRELESS COMM 320,986 314,920 314,920 1000 23200 COUNTY CORONER 1,731,935 1,733,935 1,733,935 1000 24100 JUSTICE SERVICES 1,676,426 1,769,050 1,769,050 1000 24125 WORK RELEASE 2,332,108 2,302,432 2,302,432 1000 24150 ADULT DIVERSION 166,387 166,387 166,387 1000 24200 COMMUNITY CORRECTIONS-ADMIN 136,758 145,487 145,487 116022 24220 COMMUNITY CORRECTIONS-SERVICES 3,966,229 0 0 116023 24220 COMMUNITY CORRECTIONS-SERVICES 0 4,121,996 4,121,996 1000 24410 INMATE SERVICES 8,894,435 12,970,594 12,170,595 1000 24415 SECURITY 27,104,118 24,974,080 24,974,080 1000 24420 COURTS AND TRANSPORTATION 5,487,205 5,754,247 5,754,247 1000 25100 BUILDING INSPECTION 1,990,844 2,053,155 2,053,155 1000 25200 OIL AND GAS ENERGY 1,320,542 1,461,724 1,366,860 1000 26100 WEED AND PEST 1,194,971 1,234,865 1,233,565 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 101729,211 778,591 778,591 TOTAL PUBLIC SAFETY 97,495,240 104,355,613 103,559,450 0 GENERAL FUND SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final PUBLIC WORKS 1000 31100 ENGINEERING 21,940,443 28,339,979 27,936,034 CULTURE AND RECURATION 1000 50200 PARKS AND TRAILS 277,000 277,000 277,000 HEALTH AND WELFARE 1000 56110 SENIOR PROGRAMS 40,000 40,000 40,000 1000 56120 WASTE WATER 10,000 10,000 10,000 1000 56130 DEVELOPMENTALLY DISABLED 38,225 135,225 38,225 1000 56140 MENTAL HEALTH 216,000 251,000 216,000 1000 56160 COUNTY CONTRIBUTION 6,047,643 6,047,643 6,047,643 TOTAL HEALTH AND WELFARE 6,351,868 6,483,868 6,351,868 0 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 1,300,000 1,565,000 1,300,000 MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 918,750 1,321,665 1,321,665 1000 90150 COMMUNITY AGENCIES GRANTS 65,000 1,088,000 65,000 1000 90160 BRIGHTER WELD 2,796,043 2,315,407 2,315,407 1000 96100 EXTENSION 545,498 685,415 685,415 1000 96200 FAIR 178,248 178,248 178,248 1000 96400 VETERANS 201,866 201,866 201,866 1000 96500 ISLAND GROVE BUILDINGS 171,263 187,177 187,177 1000 96600 ASSET AND RESOURCE MANAGEMENT 5,137,885 5,173,848 5,173,848 1000 99999 CONTINGENCY 0 10,919,554 10,919,554 1000 756000 TRANSFER TO FLEET 550,000 0 0 TOTAL MISCELLANEOUS 10,564,553 22,071,180 21,048,180 0 TOTAL GENERAL FUND 199,002,654 230,061,799 227,191,242 0 102 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 REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 813,388 $ 838,788 $ 838,788 $ 838,788 Supplies 1,169 1,900 1,900 1,900 Purchased Services 113,385 120,280 122,280 122,280 Contra 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 927,942 $ 960,968 $ 962,968 $ 962,968 Revenue 0 0 0 0 Net County Cost $ 927,942 $ 960,968 $ 962,968 $ 962,968 Budgeted Positions 6.00 6.00 6.00 6.00 SUMMARY OF CHANGES: Added $2,000 for increases in travel and meeting related expenses due to increased prices. No other changes requested. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 103 OFFICE OF THE BOARD (CONTINUED) 1000-10100 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Reached $1 billion in temporary mill credit revenue to the businesses and residents of Weld County through the existing 7.0 mill temporary tax credit since 2002. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Use available dollars to invest back into community development, keeping the 7.0 mill temporary tax credit in place. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000/capita 0.174 0.170 0.166 Per capita cost (county support) $2.69 $2.72 $2.66 104 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 318,443 $ 348,485 $ 436,240 $ 436,240 Supplies 24,657 29,589 33,519 33,519 Purchased Services 10,627 24,115 28,015 28,015 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 353,727 $ 402,189 $ 497,774 $ 497,774 Revenue 0 0 0 0 Net County Cost $ 353,727 $ 402,189 $ 497,774 $ 497,774 Budgeted Positions 4.0 4.0 5.0 5.0 SUMMARY OF CHANGES: Requesting one additional FTE at Grade 27 ($87,775)to assist with the increase in communication needs across county departments and to best meet the priorities of the strategic plan. There is an additional $7,830 in operating expenses to reflect increases in publications, software subscriptions, and an increase in printing for new publications and brochures. There are also increases for travel, training, and meeting expenses to accommodate the additional position requested. FINANCE/ADMINISTRATION RECOMMENDATION:The additional position is a policy issue for the board. Recommend approval. BOARD ACTION: 105 PUBLIC INFORMATION (CONTINUED) 1000-10150 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Branding, Style Guides and Design Standards completed for use by all departments. 2. Update of Chapter 4 completed. 3. Departmental needs and goals developed. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. News Releases from the county incorporated into GovDelivery. 2. Communications Project Request process and workflow defined for departments. 3. Define baselines for public engagement with county. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs County Roots Newsletter Issues 26 26 26 County Roots Newsletter viewership 4,367 4,803 5,283 Other county newsletters 5 6 8 Intranet Articles/Employee Communication 76 76 76 News Releases 60 60 60 Social Media: Facebook followers 30,335 31,245 32,182 Social Media: Twitter followers 2,210 2,276 2,344 Efficiency Measures FTE's per 10,000/capita 0.116 0.113 0.138 Per capita cost (county support) $1.02 $1.14 $1.38 106 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 three full-time assistant county attorneys share the responsibilities of the office. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 803,952 $ 1,124,283 $ 1,124,283 $ 1,124,283 Supplies 3,720 1,720 2,780 2,780 Purchased Services 1,956,981 359,890 628,220 628,220 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2,764,653 $ 1,485,893 $ 1,755,283 $ 1,755,283 Revenue 0 0 0 0 Net County Cost $ 2,764,653 $ 1,485,893 $ 1,755,283 $ 1,755,283 Budgeted Positions 5 6 6 6 SUMMARY OF CHANGES: Purchased services were increased to reflect actual expenses in software subscriptions, outside legal services. and expenses related to current caseloads and investigations. FINANCE/ADMINISTRATION RECOMMENDATION:Working with the County Attorney, Finance would be supportive of an additional 1.0 FTE for an additional county attorney and offset the FTE by reducing outside legal services; however, an additional FTE is a policy issue for the board. Recommend approval. BOARD ACTION: 107 COUNTY ATTORNEY (CONTINUED) 1000-10200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of new requests for legal assistance 500 500 500 Number of new mental health cases 70 70 70 Number of new code violations 120 120 120 Efficiency Measures FTE's per 10,000/capita 0.145 0.170 0.166 Per capita cost (county support) $8.01 $4.20 $4.11 Number of agenda requests/D&N/mental cases per FTE 175 115 115 108 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 163,670 $ 194,786 $ 194,786 $ 194,786 Supplies 1,316 1,000 1,500 1,500 Purchased Services 83,043 34,125 34,625 34,625 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 248,029 $ 229,911 $ 230,911 $ 230,911 Revenue 554,677 340,000 340,000 340,000 Net County Cost $ - 306,648 $ - 110,089 $ - 109,089 $ - 109,089 Budgeted Positions 2.5 2.5 2.5 2.5 SUMMARY OF CHANGES: Requested increases of $500 in each office supplies and postage to reflect increasing prices and historical usage, respectively. No other changes requested. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 109 PUBLIC TRUSTEE (CONTINUED) 1000-10300 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Started cross training employees for accounting functions, improving customer service and seamless operations when staff are absent. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Implement online auction technology for foreclosures— Strategic Priority#6; Enhance accessible communication, outreach and awareness. 2. Complete cross training for all positions. — Strategic Priority#5; Provide responsive, innovative and cost-effective services. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Foreclosures Started 61 330 350 Releases 33,001 22,334 19,200 Efficiency Measures FTE's per 10,000/capita 0.074 0.071 0.069 Per capita cost (county support) -$0.89 -$0.31 -$0.30 110 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 626,929 $ 687,616 $ 687,616 $ 687,616 Supplies 51,730 56,475 72,100 72,100 Purchased Services 20,382 32,425 34,125 34,125 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 699,041 $ 776,516 $ 793,841 $ 793,841 Revenue 0 0 0 0 Net County Cost $ 699,041 $ 776,516 $ 793,841 $ 793,841 Budgeted Positions 7.75 7.00 7.00 7.00 SUMMARY OF CHANGES: Budget request is up $17,325. Personnel Services will increase as a result of COLA and step increases as well as an anticipated six-month double encumbrance of a Deputy Clerk/Tech position that will be vacated in December 2024, to implement necessary succession training. Supplies are up $15,625 for adjustments to computer software maintenance (pending review of the Agenda/Contract Management Request for Proposals project to be implemented in late-2023). Purchased Services are up $1,700 for postage and freight in processing an increase in notices to surrounding property owners in anticipation of Partial Vacations of Recorded Exemptions. No other changes requested. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 111 CLERK TO THE BOARD (CONTINUED) 1000-10400 2023 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. Onboarded Department of Human Resources 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 2023. Supported the Assessor's Office with a 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, implemented additional cross-training and succession planning, and increased office efficiency through full coverage of responsibilities during scheduled absences. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Priority 2.A— Continue to review County Code and policies to improve customer experience. Specifically, work with 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, 2024. 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, 2024. Participate in software upgrade, as necessary (Power2Pay), to ensure compatibility with the new County-wide ERP system. 4. Priority 6.C— Centralize and formalize communications and marketing processes for all departments. Specifically, County Code updated as needed to ensure alignment with formalized communications processes by March 31, 2024, 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. 112 CLERK TO THE BOARD (CONTINUED) 1000-10400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of meetings/hearings transcribed 160 190 175 Number of documents optically scanned 3,716 4,200 3,800 Number of BOE appeals processed 120 400 150 Efficiency Measures FTE's per 10,000/capita 0.225 0.198 0.194 Per capita cost (county support) $2.03 $2.20 $2.15 Cost per meeting/hearing $4,369.01 $4,086.93 $4,437.23 113 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 825,446 $ 950,022 $ 953,022 $ 953,022 Supplies 6,020 109,976 115,045 115,045 Purchased Services 39,066 77,425 78,770 78,770 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 870,532 $ 1,137,423 $ 1,146,837 $ 1,146,837 Revenue 8,666,296 10,500,000 10,500,000 10,500,000 Net County Cost $ - 7,795,764 $ - 9,362,577 $ - 9,353,163 $ - 9,353,163 Budgeted Positions 7 FTE Recording 6 FTE Recording 6 FTE Recording 6 FTE Recording 3 FTE Admin. 3 FTE Admin. 3 FTE Admin. 3 FTE Admin. SUMMARY OF CHANGES: Total Gross County Cost increase is reflected at $9,414. There is $3,000 in Personnel to account for placing an intern in 2024, and Supplies increased by $5,069 to cover actual software maintenance costs expected. Purchased Services increased by $1,345 due to increasing costs of memberships, copier fees, and organizational dues. No significant increases requested. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 114 CLERK AND RECORDER (CONTINUED) 1000-11100 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Continue to streamline self-service options to reduce in-person visits. 2. Further development of the recoding software. 3. Implementation of new scanners to improve image quality for historical records. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 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. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of documents recorded 84,703 59,293 65,000 Number of copies produced 16,892 15,000 16,000 Number of marriage licenses issued 2,028 2,100 2,200 Efficiency Measures FTE's per 10,000/capita— Recording 0.261 0.254 0.249 Per capita contribution $2.52 $3.22 $3.17 Number of documents recorded per FTE 9,411 6,588 9,285 115 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 818,240 $ 917,877 $ 1,910,972 $ 1,910,972 Supplies 586,817 527,740 1,185,500 1,185,500 Purchased Services 358,282 328,662 465,711 465,711 Fixed Charges 20,234 37,500 45,000 45,000 Capital 34,000 0 0 0 Gross County Cost $ 1,817,573 $ 1,811,779 $ 3,607,183 $ 3,607,183 Revenue 430,119 350,000 600,000 600,000 Net County Cost $ 1,387,454 $ 1,461,779 $ 3,007,183 $ 3,007,183 Budgeted Positions 7.0 7.0 7.0 7.0 SUMMARY OF CHANGES: The total increase in Elections of $1,795,404 is due to three scheduled elections, including the Presidential Primary in 2024. Under Personal Services, Contract Labor is estimated to increase by $993,095. Supplies is increasing by $657,760 and Postage is increasing by$115,000, which accounts for most the increase in Purchased Services. The Secretary of State will cover 100% of the reimbursable expenses for the Presidential Primary Election and 45% of reimbursable expenses for the General Election so revenue will be up as well. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 116 ELECTIONS (CONTINUED) 1000-11200 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Conduct a Coordinated Election. 2. Further professional development of election staff. 3. Above board daily/monthly procedures for voter list maintenance, equipment, and cyber security. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Conduct a Presidential Primary Election. 2. Conduct a Primary Election. 3. Conduct a General Election. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of voter transactions 426,279 447,593 469,973 Revenue generated from elections $430,119 $250,000 600,000 Efficiency Measures FTE'S per 10,000/capita 0.203 0.198 0.221 Per capita cost (county support) $4.02 $4.13 $4.04 Transactions per FTE 60,897 63,942 67,942 117 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,972,245 $ 3,570,513 $ 3,684,284 $ 3,684,284 Supplies 27,489 45,820 45,720 45,720 Purchased Services 332,203 355,444 398,012 398,012 Fixed Charges 352 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3,332,289 $ 3,971,777 $ 4,128,016 $ 4,128,016 Revenue 0 0 0 0 Net County Cost $ 3,332,289 $ 3,971,777 $ 4,128,016 $ 4,128,016 Budgeted Positions 45 Full-time 46 Full-time 51 Full-time 51 Full-time 4 Temporary 4 Temporary SUMMARY OF CHANGES: Personnel increases by $113,771 to cover the request of 1.0 FTE at a Grade 40 Office Manager/Coordinator to help manage the three locations. The $42,568 addition in Purchased Services reflects a 15% increase in postage due to the expanded use of E- Services and corresponding population increases. FINANCE/ADMINISTRATION RECOMMENDATION: The Office Coordinator position is a policy issue for the board. Recommend approval. BOARD ACTION: 118 MOTOR VEHICLE (CONTINUED) 1000-11300 2023 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. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Look for additional purchased services to save employee time so they may assist more customers. 2. Continue coordination with Department of Revenue for future developments to enhance customer service. 3. Enhance community outreach to educate the public. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of titles/registrations issued 420,673 483,774 493,239 FORT LUPTON BRANCH OFFICE: Number 340 346 353 of marriage licenses issued DEL CAMINO BRANCH OFFICE: Number of 183 187 193 marriage licenses issued Efficiency Measures FTE'S per 10,000/capita— DMV 1.333 1.301 1.272 Per capita cost $9.65 $11.23 $11.10 Number of titles/registrations issued per FTE 9,348 10,517 10,723 119 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 797,739 $ 979,845 $ 979,845 $ 979,845 Supplies 133,969 136,685 152,840 152,840 Purchased Services 162,355 411,150 401,400 401,400 Fixed Charges 0 -18,125 -18,125 -18,125 Capital 0 0 0 0 Gross County Cost $ 1,094,063 $ 1,509,555 $ 1,515,960 $ 1,515,960 Revenue 7,385,132 8,800,000 9,550,000 9,550,000 Net County Cost $ - 6,291,069 $ - 7,290,445 $ - 8,034,040 $ - 8,034,040 Budgeted Positions 10 10 10 10 SUMMARY OF CHANGES:The total Gross County Cost is increasing by$6,405 with a$750,000 expected increase in property tax revenue. The increase in Supplies is due to software maintenance contracts of $16,155, offset by decreases in Contract Payments. Other small changes due to historical spending and increasing prices. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 120 TREASURER (CONTINUED) 1000-12100 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Implemented "Treads "software to better manage treasurer deed process. 2. Selected vendor for online live chat services. 3. Reclassified staff to better meet the internal needs of the office. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Implement cross training for all positions - Strategic Priority#5, to provide responsive, innovative, and cost-effective services. 2. Implement online chat function — Strategic Priority#5, to provide responsive, innovative, and cost-effective services. 3. Consolidate all online, IVR, and point of sale to one vendor- Strategic Priority#6, enhance accessible communication, outreach, and awareness. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Property Tax Collected $989M $1.4 B $1.55 B Percentage of Property Tax Collected 99.94% 99.48% 99.99% Efficiency Measures FTE's per 10,000/capita 0.290 0.283 0.277 Per capita expenditure $3.17 $4.27 $4.19 121 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,298,228 $ 3,956,560 $ 4,128,606 $ 4,128,606 Supplies 289,814 307,067 332,850 332,850 Purchased Services 220,278 232,344 244,344 244,344 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3,808,320 $ 4,495,971 $ 4,705,800 $ 4,705,800 Revenue 183,435 60,500 60,500 60,500 Net County Cost $ 3,624,885 $ 4,435,471 $ 4,645,300 $ 4,645,300 Budgeted Positions 39.5 39.5 41.5 41.5 SUMMARY OF CHANGES: Salaries are increasing a total of $172,046 to reflect the additional request of 2.0 FTE at Grade 26 as GIS Mapper positions ($172,046) to assist with the additional needs to comply with Senate bill 303 — Prop HH. Supplies increased due to rate increases for software. The training line item increased in Purchased Services to hire a consultant for complex commercial valuation training. FINANCE/ADMINISTRATION RECOMMENDATION: The new position requests are a policy issue for the board. Recommend approval. BOARD ACTION: 122 ASSESSOR (CONTINUED) 1000-13100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of parcels (including personal 185,795 187,499 189,000 property, OG equipment and SA) Number of administrative updates to database 158,000 165,000 170,000 Tax Authorities 537 597 625 Number of Permits reviewed 9,500 8,000 8,500 New Construction units added 5,150 4,300 4,500 Sales Verification 17,500 14,000 15,000 Efficiency Measures FTE's per 10,000/capita 1.14 1.10 1.11 Per capita cost (county support) $10.88 $12.47 $12.67 Cost per parcel $20.50 $23.97 $24.90 Parcels Per FTE 4,703 4,518 4,554 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 Levels compared to 100% 100% 100% market value 123 ASSESSOR (CONTINUED) 1000-13100 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Tied to Priority #6 — Redesigned Assessor Website to promote communication and enhance access to data. 2. Tied to Priority #6 — Redesigned data search functionality on website and incorporated an easy-to-use, dynamic interface. 3. Tied to Priority #5 — Developed PowerBl dashboards to monitor workload activity and consistency. Dashboards allowed for real-time analysis and feedback. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Tied to Priority #5 — Create an accessible, secure process for primary ownership applications that is efficient for property owners 2. Tied to Priority #6 — Develop public outreach program to ensure all property owners apply for available property tax reduction programs including senior portability and owner-occupied discounts. 3. Tied to Priority #5 - Develop expanded appeal program and streamline BOE appeal and hearing process to improve efficiency and accessibility. 124 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 23,931 $ 27,559 $ 27,559 $ 27,559 Supplies 0 300 300 300 Purchased Services 1,500 31,900 31,900 31,900 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 25,431 $ 59,759 $ 59,759 $ 59,759 Revenue 0 0 0 0 Net County Cost $ 25,431 $ 59,759 $ 59,759 $ 59,759 Budgeted Positions 1 PT 1 PT 1 PT 1 PT SUMMARY OF CHANGES: No changes requested for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 125 SEVEN YEAR TREND District Attorney's Office 10 ❑DA Total Costs ■DA Local Costs 8.84 9 - 8.78 8.6 I 8.67 7.85 8 1 7.67 7.45 7.26 7.26 7.07 7 6.34 6.4 ..15 ..21 6 U) z O5 J J 4 3 2 1 0 2018 2019 2020 2021 2022 2023 2024 126 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 7,366,529 $ 8,471,743 $ 8,549,248 $ 8,538,004 Supplies 51,360 55,344 58,309 58,309 Purchased Services 222,419 257,512 243,348 243,348 Fixed Charges -460 0 0 0 Capital 0 0 0 0 Gross County Cost $ 7,639,848 $ 8,784,599 $ 8,850,905 $ 8,839,661 Revenue 163,916 187,270 171,270 171,270 Net County Cost $ 7,475,932 $ 8,597,329 $ 8,679,635 $ 8,668,391 Budgeted Positions 64.00 65.00 65.00 65.00 SUMMARY OF CHANGES: Personnel is requested to increase by $77,505 to account for a reclassification of the DA Administrative Coordinator from Grade 44 to Grade 51 ($25,023) and for the addition of two legal interns at 28 hours per week (or 0.7 FTE each) for 52 weeks of the year for a total of $52,482. Software maintenance increases by $2,965 and decreases in Purchased Services offset any other small increases based on historical spending. FINANCE/ADMINISTRATION RECOMMENDATION: Based on Human Resources' compen- sation analysis,the reclassification is recommended at a Grade 48, for a total increase of$13,779. The reclassification is a policy issue for the board. The legal interns are an increase in budget, but not permanent FTE. Recommend approval at the HR recommendation. 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: 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 194,847 $ 149,312 $ 203,200 $ 203,200 Supplies 1,280 764 764 764 Purchased Services 3,284 51,505 1,505 1,505 Fixed Charges 0 0 0 0 Gross County Cost $ 199,411 $ 201,581 $ 205,469 $ 205,469 Revenue 132,184 157,000 157,000 157,000 Net County Cost $ 67,227 $ 44,581 $ 48,469 $ 48,469 Budgeted Positions 1.5 1.5 2.5 2.5 SUMMARY OF CHANGES: A new position, Office Tech III, requested at a Grade 17, has been included in the budget. There has been $50,000 budgeted for Purchased Services, but these funds were earmarked for a service that is not available. Due to changes in legislation that creates a significant change in workload, those funds would be better spent on personnel. FINANCE/ADMINISTRATION RECOMMENDATION: The position increase is a policy issue for the board. 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. 128 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,244,754 $ 1,419,943 $ 1,419,943 $ 1,419,943 Supplies 2,657 300 300 300 Purchased Services 101,527 30,350 33,200 33,200 Fixed Charges 725,556 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2,074,494 $ 1,450,593 $ 1,453,443 $ 1,453,443 Revenue 1,426,019 595,310 616,936 616,936 Net County Cost $ 648,475 $ 855,283 $ 836,507 $ 836,507 Budgeted Positions 16.0 16.0 16.0 16.0 SUMMARY OF CHANGES: The VW Unit currently has 16 FTE staff. No new positions have been requested for 2024. The unit has diligently discussed staffing and work levels. In 2023, one position was re-aligned to take extra work duties necessary due to increased need in the unit. The unit continues to utilize interns to reduce cost and assist as available. Purchased Services: As an increasing number of victims move toward on-line access, the cost of postage has been decreased. However, this cost could not absorb the rising increase incurred for phones and printing. It is anticipated that printing costs will decrease in the next few years as well. Of note, Weld County is increasing in diversity of culture and language. While the unit employs many Spanish speaking staff, the unit has noticed an increase in the need for language line due to uncommon languages such as Karin and Rohingya. Revenue: Revenue for the program comes from the following sources: VALE grant ($156,200), VALE scholarship ($3,500), VOCA Grant ($297,533), VOCA In Direct Funds ($29,753), VALE Administrative Fund ($75,850), VALE Federal Administrative ARPA Funds ($9,100), Crime Victim Compensation Administrative Funds ($45,000). 129 VICTIM WITNESS ASSISTANCE (CONTINUED) 1000-15300 SUMMARY OF CHANGES (CONTINUED): The VOCA Grant for 2024 will be in year two of approved funding. While COLA and health benefits were estimated to increase and grant funds were requested for this increase, the amount of increase will not fully cover costs if health benefit increases are as high as 15%. To assist with offsetting this increase, the District Attorney's Office will be submitting a VALE Grant increase of 10%. Last, both VALE Administrative Funds and Crime Victim Compensation Administrative Fund surcharges have decreased in 2022 and 2023. This is due to compounding issues such as juvenile offenders are no longer charged assessments, more judges declaring indigency for offenders and waiving fees, less traffic fines are getting assessed, and more cases are diverted through diversion programs which do not pay fines. The Crime Victim Compensation statute is anticipated to be reviewed in the next legislative session and an increase in the percent of administrative allowance is requested. 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. 130 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 916,952 $ 623,869 $ 637,052 $ 637,052 Supplies 667 300 300 300 Purchased Services 9,127 116,700 69,200 19,200 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 926,746 $ 740,869 $ 706,552 $ 656,552 Revenue 0 0 0 0 Net County Cost $ 926,746 $ 740,869 $ 706,552 $ 656,552 Budgeted Positions 3.00 2.5 3.0 3.0 SUMMARY OF CHANGES: The budget includes the inclusion of an FTE at a Grade 45 as a Fiscal Analyst to support budget activities and county wide financial analysis. The increase is slight because the Grant Manager position (Grade 40) is being eliminated and repurposed into the Fiscal Analyst position and increases FTE by 0.5. Purchased Services was reduced by $50,000 as the additional position will remove the need for contract services going forward, budgeted at $100,000 in 2023. FINANCE/ADMINISTRATION RECOMMENDATION: Recommended removing the remaining $50,000 of contracted services from budget, as the additional position can absorb any increases in workload proposed. The position reclassification and 0.5 FTE are a policy issue for the board. Recommend approval. BOARD ACTION: 131 FINANCE AND ADMINISTRATION (CONTINUED) 1000-16100 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Strategic Priority 2.B —approved 4 small business incentive tax credits for 2023. 2. Balanced the 2024 budget request within the home rule charter growth limit of 5%. 3. Hosted the 10-County Conference in Breckenridge, developing connections with similar counties to discuss funding changes affected by legislation. 2024 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. 3. Continue successful implementation of the strategic plan, ensuring county wide management of goals and performance metrics. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Excess revenue over expenditures 2.61% 3.00% 3.00% Budgeted fund balance vs. actual variance 4.79% 3.00% 3.00% Efficiency Measures FTE'S per 10,000/capita 0.087 0.071 0.069 Per capita cost (county support) $2.69 $2.09 $2.05 132 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 822,286 $ 1,023,063 $ 1,023,063 $ 1,023,063 Supplies 157,709 168,050 184,000 184,000 Purchased Services 38,878 66,000 50,050 50,050 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,018,873 $ 1,257,113 $ 1,257,113 $ 1,257,113 Revenue 0 0 0 0 Net County Cost $ 1,018,873 $ 1,257,113 $ 1,257,113 $ 1,257,113 Budgeted Positions 7.75 8.0 8.0 8.0 SUMMARY OF CHANGES: The increase in supplies ($15,590) reflects the cost of actual software maintenance for 2024. The decrease in Purchased Services was made by reviewing and cutting budgets such as Advertising ($2,000), Travel ($6,975) and Training ($6,975) based on historical usage in those categories to keep the budget from increasing for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 133 ACCOUNTING (CONTINUED) 1000-16200 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Expanded employee training opportunities for staff development and satisfaction. 2. Completed the 2022 Audited Financials and Popular Annual Financial Reports. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Implementation of the Financial sides of the ERP Workday Conversion. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Account Payable warrants issued 17,440 16,770 16,770 Average number of employees paid 1,920 1,920 1,920 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 0.225 0.226 0.221 Per capita cost (county support) $2.95 $3.55 $3.48 Account Payable warrants per week per 340 330 330 A/P FTE Employees paid monthly per Payroll FTE 850 1,280 1,280 134 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$25,000. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 312,297 $ 384,220 $ 384,220 $ 384,220 Supplies 542 400 400 400 Purchased Services 7,220 10,250 10,250 10,250 Fixed Charges 0 0 0 0 Gross County Cost $ 320,059 $ 394,870 $ 394,870 $ 394,870 Revenue 0 0 0 0 Net County Cost $ 320,059 $ 394,870 $ 394,870 $ 394,870 Budgeted Positions 3.0 3.0 3.0 3.0 SUMMARY OF CHANGES: No changes requested for 2024 budget. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 135 PURCHASING (CONTINUED) 1000-16300 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. To improve efficiency throughout the county, code was changed to make the formal bid process start at$50,000. The informal bid threshold was moved to $10,000. 2. Training was completed for all departments to explain the purchasing policies. 3. Continued automation efforts in order to satisfy vendor requests. 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 training of all new staff to ensure they understand the county purchasing policies and procedures. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of formal bids presented to BOCC 180 200 150 Number of Purchase Orders placed 808 800 850 Efficiency Measures FTE'S per 10,000/capita 0.087 0.085 0.083 Per capita cost (county support) $0.93 $1.12 $1.09 No. of formal bids/FTE presented to BOCC 67 67 50 136 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,521,429 $ 2,154,123 $ 2,248,405 $ 2,248,405 Supplies 363,010 485,478 485,978 485,978 Purchased Services 112,032 237,950 668,200 668,200 Fixed Charges 1,215 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,997,686 $ 2,877,551 $ 3,402,583 $ 3,402,583 Revenue 0 0 0 0 Net County Cost $ 1,997,686 $ 2,877,551 $ 3,402,583 $ 3,402,583 Budgeted Positions 18 19 20 20 SUMMARY OF CHANGES: The total net county cost increase requested is $525,032, resulting mostly from the planned compensation study, budgeted at $400,000, a one-time necessary expense to work towards the Strategic Priority #4 of "Being an Employer of Choice". The anticipated result is an improvement in retention that will pay for itself within a few years. Ongoing increases include a$102,478 increase in software maintenance expenses, which will average out in the next few years with the full implementation of Workday and the necessary tools for onboarding, assessments and compensation analysis that work with the ERP. Under contract payments, compensation analysis tools and the employee survey tool are requested again at a $25,000 increase from the approved 2023 total and works toward that same strategic priority. Personnel is requested to increase by $94,282. This includes $126,205 for a 1.0 FTE increase for an HRIS (Human Resources Information Systems) Manager position at Grade 45, which was included in the budget but reallocated to meet current needs when the position was vacated in 2023. The total increase is offset by the position being underfilled, for a net increase in the department of$87,290. One reclassification is being requested for the HRIS Coordinator, Grade 35 to be moved to a Grade 40 HRIS Specialist at a cost of$6,991, as the position has accepted greater responsibility during the ERP conversion process in 2023. 137 HUMAN RESOURCES (CONTINUED) 1000-16400 FINANCE/ADMINISTRATION RECOMMENDATION: The new position, reclassification and compensation study are all policy issues for the board. Recommend approval. BOARD ACTION: Each of the below goals will aid in obtaining the strategic priority of 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. 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Hired a Compensation/Classification Analyst— brand new position to Weld County 2. Working through the implementation of the Workday ERP (Jan — Dec 2023) 3. Implemented a bilingual differential —first time ever for Weld County 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Go live with Workday ERP January 2024 2. Complete countywide compensation study 3. Select new benefits broker through RFP process -ensuring we have a comprehensive and attractive benefits program as a tool to attract and retain top talent. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Authorized County positions (FTE'S) 1,825 1,868 1,910 Occupied FTE'S 1,742 1,775 1,805 Employees Terminated/Resigned/Retired 320 304 289 Employees Hired 302 312 322 Turnover Rate 18% 17% 16% Efficiency Measures FTE'S per 10,000/capita 0.522 0.537 0.581 Per capita cost (county support) $5.79 $8.14 $9.41 Personnel served per FTE 101 98 91 138 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 LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 48,000 112,500 49,500 Purchased Services 0 572,700 875,700 875,700 Fixed Charges 0 0 0 0 Gross County Cost $ 0 $ 620,700 $ 988,200 $ 925,200 Revenue 0 0 0 0 Net County Cost $ 0 $ 620,700 $ 988,200 $ 925,200 Budgeted Positions 0.0 0.0 0.0 0.0 SUMMARY OF CHANGES:Efforts to improve employee engagement in healthcare and risks are leading to an overall increase in the benefits provided. Supplies includes a change in the software of $63,000 that tracks the wellness program and incentives. Purchased Services increases include Mental Health services increasing by$50,000, adding $150,000 for Hinge Health to assist with physical therapy to avoid surgeries, motor vehicle remedial training for $90,000 to help eliminate vehicle accidents, and an additional $3,000 in training for the staff that provide these services to all county employees. FINANCE/ADMINISTRATION RECOMMENDATION: The increases reflected are policy issues for the board. Finance removed the $63,000 additional software as this would be identified as an IT project if the board approves, and not in the individual budget. Recommend approval. BOARD ACTION: 139 WELLNESS PROGRAM (CONTINUED) 1000-16450 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Brought in new Cardiovascular Program that is more cost effective with ability to expand the amount of employees reached. 2. Confidential Counseling on track to complete 400 hours of direct contact. 3. Increased IOME both 20-minute session and 50-minute session utilization. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Update the Wellness Incentive Program. 2. Implement a Motor Vehicle Training Program. 3. Have an overall 10% Employee Participation in Wellness Activities. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Wellness Incentive Program Completion 1,000 1,050 1,050 inBody Scans 1,750 1,800 1,800 Confidential Counseling Individual Contacts 215 300 300 Efficiency Measures Per capita cost (county support) $0.00 $1.74 $2.73 140 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 ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,590,169 $ 2,981,673 $ 3,031,421 $ 2,905,216 Supplies 21,808 15,750 15,750 15,750 Purchased Services 358,558 291,556 300,435 300,435 Contra Account -529,576 -525,385 -375,684 -375,684 Gross County Cost $ 2,440,959 $ 2,763,594 $ 2,971,922 $ 2,971,922 Revenue 361,390 350,000 350,000 350,000 Net County Cost $ 2,079,569 $ 2,413,594 $ 2,621,922 $ 2,621,922 Budgeted Positions 25.0 25.0 25.0 24.0 SUMMARY OF CHANGES: Personnel Services includes the move of one position, Engineering Tech I (subtracting $76,457), back to Engineering Org 31100, remaining cost neutral in the General Fund, and was approved by the board on August 1, 2023. The remaining increase of $126,205 is for a Grade 45 Professional Land Surveyor position to be added and time split between Planning and Engineering. Purchased Services has a minor increase in Chargebacks to Engineering, adding $26,354, offset by a decrease in Depreciation of$16,975. The contra account is the split of time between Building Inspection and Planning and may be eliminated with the ability to split salaries and benefits of personnel in the Workday system. FINANCE/ADMINISTRATION RECOMMENDATION: The Surveyor position is a policy issue for the board and not recommended as no cost savings or improved service was identified by the departments. Otherwise, recommend approval. BOARD ACTION: 141 PLANNING AND ZONING (CONTINUED) 1000-17100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Current Planning Work Outputs Number of total applications submitted 375 400 400 Number of administrative land use cases 281 300 300 (ZP's, SPR's, etc.) Grading Permits 68 76 75 Access Permits 609 575 575 IA's / RMA's 72 78 75 Number of FHDP and FP (Flood Hazard Dev. 86 100 105 Permits) Long Range Planning Work Outputs Special Projects 1 4 1 Walk in's 940 860 900 Pre-Application Meetings 276 270 275 Code Revisions 4 6 4 Comp Plan Amendments/ Sub Area plans 0 1 1 Technical Support Work Outputs Total Public Hearings (PC and BOCC) 61 58 55 Case Clean Up (RE, SE, USR, Subdivisions) 20 10 10 Town/County Staff Outreach Meetings 2 2 2 Compliance Planning Work Outputs Number of Complaints 248 273 270 Number of violations initiated 198 260 250 Number of violations closed 213 230 225 Violations referred to County Attorney's Office 95 80 80 (Vouchers) 22 20 20 Community Clean Ups 1 1 1 Realtor Trainings 1 1 2 Efficiency Measures FTE's per 10,000/capita 0.724 0.707 0.691 Per capita cost (county support) $6.03 $6.82 $6.67 142 PLANNING AND ZONING (CONTINUED) 1000-17100 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Hired new Building Official. 2. Processed a variety of code changes to gain more efficiency and streamline processes. 3. Created a "Welcome to Weld County Citizens Guide". 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Conduct at least two (2) sub area plans with municipal partners. 2. Continue outreach efforts with realtors, appraisers, and the general public. 3. Continue updating codes to reflect changes and to reduce red tape. 143 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 84,640 $ 145,565 $ 103,995 $ 103,995 Supplies 6 5,000 5,500 5,500 Purchased Services 4,294 56,789 63,962 63,962 Fixed Charges 734,952 829,418 1,004,228 1,004,228 Capital 0 0 0 0 Gross County Cost $ 823,892 $ 1,036,772 $ 1,177,685 $ 1,177,685 Revenue 783,649 1,036,772 1,177,685 1,177,685 Net County Cost $ 40,243 $ 0 $ 0 $ 0 Budgeted Positions 1.5 1.5 1.0 1.0 SUMMARY OF CHANGES: The amount of revenue from HUD increased $140,913. The total allowable Administrative expenses for this program is 20% or $235,537 of the available funding. Personnel services includes the reclassification of the CDBG Analyst(Grade 25)to Senior CDBG Analyst (Grade 40), approved by the board in August 2023. The CDBG Program Manager FTE is paid out of Public Works and included in the administrative costs to be reimbursed under Fixed Charges as indirect costs. Since only 10% of the available program administrative funding can be used for planning studies, Adjustments were made to assist with the transparency of the program funding to be used for planning studies. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 144 COMMUNITY DEVELOPMENT BLOCK GRANT (CONTINUED) 1000-17150 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: In 2023, the CDBG Program saw a significant increase in project applications since the county was classified as an entitlement. The Board awarded $966,000 in grants to: Frederick's Brigit's Village, the Towns of Milliken, Eaton and Firestone for ADA ramp and sidewalk replacements; the Town of Pierce Senior Center; and Weld County for 60+ Ride Transportation Services. 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. In addition, the CDBG public participation plan and social media campaigns for public input enhanced civic and social engagement. 2024 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: Priority 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. Priority 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 Priority 6: Enhance Accessible Communication, Outreach and Awareness; objective B strive to ensure systems, services and facilities are accessible to communities. 145 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,640,143 $ 4,986,430 $ 5,374,026 $ 5,374,026 Supplies 835,876 738,290 860,300 860,300 Purchased Services 5,645,450 5,821,972 7,443,773 7,443,773 Fixed Charges 47,538 70,000 70,000 70,000 Contra Account - 86,938 -100,000 -300,000 -300,000 Capital 0 0 0 0 Gross County Cost $ 10,082,069 $ 11,516,692 $ 13,448,099 $ 13,448,099 Revenue 2,212 200 371,574 371,574 Net County Cost $ 10,079,857 $ 11,516,492 $ 13,076,525 $ 13,076,525 Budgeted Positions 43.0 50.0 53.0 53.0 SUMMARY OF CHANGES: Net County Costs increases by $1,560,033 due to inflation and expanded projects which results in increased need of personnel service, supplies, and purchased services. Personnel Service are projected to increase $387,596. A mid-year request added a Facilities Space Planner at Grade 50 ($143,128) and two Project Managers at Grade 46 ($131,684 each). In addition, the Building Automation Engineer position Grade 41 was reclassified as an HVAC Technician II (-$27,517) and a Carpenter position Grade 25 was reclassified to an HVAC Tech I, Grade 30 ($8,617). Supplies are up $121,010 with increase in Software maintenance of$17,010, Electrical supplies up by$5,000 and Other Operating Supplies that consist of Jail hardware, locks, and security items as increased by $100,000. Total Purchased Services has increase by $1,621,801. Membership and Registration fees have increased by $1,200. Other Purchased Services have increased by $100,000. Utilities and Building maintenance have seen increases due to escalation rates and the incorporation of the Greeley Plaza expense into this budget unit. Electric is up $221,941, trash is up $3,840, water increased $52,970, and gas increased by $779,369. Contract payments increased $8,000 with the addition of metal detector service maintenance agreement. Repair and Maintenance of Buildings is up$316,021.Vehicle Repairs have increased $14,000 and fuel has increased $3,460. 146 FACILITIES (CONTINUED) 1000-17200 Repair and Maintenance Other increased $107,000 due landscaping needs. To accommodate training on new technology systems to include fire system, HVAC software, lighting systems and other technological trainings, a total of$14,000 was added to the budget for travel ($9,000) and Training ($5,000). Revenue includes the $371,374 of remaining rent from the Greeley Plaza, as well as $200 remaining for potential septic dumping revenue at the Missile Site. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 2023 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 budget 3. Ensured 100% infrastructure meets and/or exceeds industry standards 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Acquire project management software to establish formal review/report process for capital projects 2. Finish 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 ACTUAL ESTIMATED PROJECTED Work Outputs Number of square feet maintained 1,750,894 1,767,712 1,767,712 Number of preventative maintenance work orders (PMs) 275 300 300 Number of tracked repair work orders 11,816 12,000 12,000 Efficiency Measures FTE'S per 10,000/capita 1.246 1.414 1.466 Per capita cost (county support) $29.20 $32.56 $37.19 Cost per square foot $5.76 $6.52 $7.61 147 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 18,960 15,300 0 0 Purchased Services 381,079 585,745 0 0 Fixed Charges 0 62,092 0 0 Capital 0 0 0 0 Gross County Cost $ 400,039 $ 663,137 $ 0 $ 0 Revenue 856,301 744,075 0 0 Net County Cost $ - 456,262 $ - 80,938 $ 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 no longer renting space, the Weld Plaza expenses and revenues are being moved to Facilities. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 148 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 6,939,050 $ 7,975,748 $ 8,256,672 $ 8,256,672 Supplies 3,728,370 3,620,937 4,082,461 4,082,461 Purchased Services 720,512 1,342,857 1,144,857 1,144,857 Fixed Charges 0 0 0 0 Contra Account -2,134,677 -2,250,000 -2,250,000 -2,250,000 Capital 6,345 535,000 560,000 560,000 Gross County Cost $ 9,259,600 $ 11,224,542 $ 11,793,990 $ 11,793,990 Revenue 0 0 0 0 Net County Cost $ 9,259,600 $ 11,224,542 $ 11,793,990 $ 11,793,990 Budgeted Positions 52.0 54.0 56.0 56.0 SUMMARY OF CHANGES: Personnel services and FTE are requested to increase by 2.0 FTE for a GIS Analyst at a Grade 38 ($109,265) and an increase a System Administrator at a Grade 47 ($131,582) for additional security assistance reflecting the increases in technology seen over the last 5-7 years. The remaining increase of$33,478 is a request to reclassify the 9.0 FTE that encompass the Technical Support Help Desk from Grade 33 to Grade 35. This is also due to the increase in devices supported, trouble tickets, and employees. The remaining increases in Supplies and Capital are specifically related to increases in software expenses, and replacement devices for the PC Refresh project each year. FINANCE/ADMINISTRATION RECOMMENDATION: The 2.0 FTE and reclassifications are policy issues for the board. Recommend approval. BOARD ACTION: 149 INFORMATION TECHNOLOGY (CONTINUED) 1000-17300 2023STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Added support personnel to BPA (PMO) and Accella (Application Analyst) to address workload and streamline processes. 2. Continued efforts to establish and maintain operational efficiencies through vendor management, maintenance contracts and device procurement. 3. Budget consistency and re-evaluation through early procurement, review of potential cost increase and availability of equipment and services. 4. Weld County IT has been working to identify and mitigate items impacted by the updated web accessibility standards identified in HB21-1110. Ongoing efforts continue with existing vendors and requirements are being defined for all incoming vendors. 5. Cyber Security — Updating and evaluating resources used to provide more effective and efficient visibility into and management of client endpoints through segmentation and visibility. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 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. 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. 150 INFORMATION TECHNOLOGY (CONTINUED) 1000-17300 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. 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. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Computing Devices Supported 3,750 3,750 4,000 Number of Personal Computer systems 250 250 350 installed/replaced Number of IT Managed Projects 150 150 150 Number of Technical Support Calls/Month 1,400 1,400 1,500 Number of Virtual Servers Managed 325 325 345 Number of Application Managed 130 130 180 Efficiency Measures FTE'S per 10,000/capita 1.507 1.527 1.549 Per capita cost (county support) $26.83 $31.73 $32.62 151 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. Goal 1: — Information Technology Security IT security is a mission critical function that has a shared accountability across all departments and offices within the County. Developing and maintaining a robust IT Security framework that is built on industry best-practice, instills trust and confidence in the departments and offices of the County from the citizens of Weld County. IT security is an iterative process that we must remain vigilant with our efforts in support of and in how we communicate the importance of IT Security to all business units and offices within the County. Goal 2: —Adopting Cloud Services Weld County embraces the spirit and the potential value-add of Cloud Computing. Weld County IT will use a thoughtful, blended and transparent approach when implementing these technologies and services and will guide the County on the uses and benefits of Cloud Computing. This will allow us to leverage the potential increases in system availability, application stability, security and functionality of services associated to Cloud Computing. Goal 3: — Consolidation and Optimization Network, Voice, Data Center, Enterprise Applications and Storage environments are a critical component of the Weld County IT infrastructure. Traditional data centers have substantial electrical, cooling and cabling requirements. Hardware and software virtualization technologies provide the ability to consolidate these environments. This consolidation assists Weld County IT with keeping capital and operational expenses lower, while still providing a highly available and robust network and server environment. Consolidating network and voice services allows the County to leverage investments into core network technologies and provides a more robust and functional County phone system. Implement advanced features that will optimize call centers for Human Services, Information Technology and other County offices and departments. Providing a comprehensive application portfolio for the County will assist IT, departments and offices with planning future upgrades, professional development, potential of consolidating enterprise applications and staffing levels. Goal 4: — Budget and Cost Control Leading with responsive, innovative and cost-effective services is a core value of the County. IT is an important part of this value and focusing on cost control, cost reduction and budget transparency is an important part of our mission. This should be done internal to IT, but also focusing on other departments and offices technology to ensure we are investing in proven applications and hardware that integrate into the existing environment, as well as achieving the business need. Goal 5: — Human Resource/Talent Management Hiring and retaining quality IT team members enables higher levels of service and professionalism to County offices and departments. Creating a work environment that is open and communicative assists with the recruiting of qualified IT professionals. Implementing a flexible schedule allows for team members to achieve a work/life balance and ultimately expands the hours of support 152 INFORMATION TECHNOLOGY (CONTINUED) 1000-17300 provided by IT to the County. Working within the County framework, develop a 5-year compensation plan for the IT department. Having a compensation plan provides team members the ability to plan and forecast their career path. This plan, along with investing in team member's professional development builds continuity and a consistent team knowledge base. Goal 6: — Strategic IT Planning Providing a technology roadmap and strategic plan for the County will prepare the IT department and other areas of the county, specifically the Board of County Commissioners, with a framework that can be referenced and measured against for years to come. IT strategic planning must be a comprehensive process that includes all areas of the County. Meeting with the business units and understanding their needs is a key component to ensuring the technology and associated infrastructure aligns with the needs of the County departments and the citizens they support. The plan is intended to be dynamic in nature, so that as technology changes, so too can the way we support it. Key items associated to the strategic plan are: annual review of the Capital Improvement Plan (CIP), review of qualifying domains, and ensuring the IT strategic plan aligns with the overall County mission. Goal 7: — Mobility Anytime / anywhere computing is a requirement for all technology enabled organizations. The ability to have a mobile workforce is critical in today's world, along with providing a mobile friendly technology environment that is functional across all types of mobile devices and operating systems. County departments and offices have the need to move seamlessly from the office, to the field, to home and beyond. This mobility needs to be done in a secure and functional way that is fully supported by the IT department and the associated application vendors the County uses to perform its specific functions. Goal 8: — Disaster Recovery and Business Continuity Information Technology provides the foundation for many of the County's critical services. Disaster recovery and business continuity planning are a part of every successful organization. Determining mission critical IT services is a collaborative process and involves all departments and offices within the County. We must be able to communicate, process critical County functions such as payroll, and deliver services to the citizens of Weld County during disasters. The ability to recover critical services is dependent upon hardware, software and key personnel. An environment that is geographically located far enough from the County is ideal and should take into account a regional type of disaster. A detailed DR/BC plan should be developed and then reviewed annually by IT, County departments and the Commissioners. Goal 9: — Geographic Information Systems (GIS) The GIS domain is a strategic enterprise platform of technology with a high operational impact. Its users seek to create, collect, maintain and distribute high quality, accurate and complete geospatial data and services. The County will raise the awareness of both the beneficial business applications of GIS and seek to cultivate the advanced analytical use of the technology amongst its users. NOTE: INFORMATION TECHNOLOGY HAS A COMPREHENSIVE STRATEGIC PLAN AVAILABLE BY EMAILING: RROSEWELD.GOV 153 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 160,570 187,195 391,695 391,695 Purchased Services 5,819 4,360 3,660 3,660 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 166,389 $ 191,555 $ 395,355 $ 395,355 Revenue 1,357 3,500 1,600 1,600 Net County Cost $ 165,032 $ 188,055 $ 393,755 $ 393,755 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES: The increase of$204,500 is reflected in the increases for software and an aerial imagery project at $145,000 that benefits multiple departments in the county. Purchased Services and revenues were decreased to reflect historic numbers. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 154 GEOGRAPHICAL INFORMATION SYSTEM (CONTINUED) 1000-17350 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Established fiscally responsible multi-year agreements with vendors to ensure continued access to the most current and relevant technology. 2. Analyzed County Department needs and strategically deploy technologies to improve operational efficiencies and optimize the use and management of geospatial data. 3. Analyzed County Enterprise needs and implement new integrations or solutions meeting the needs of multiple County Departments and the public. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Revamp of the Property Portal to a platform that leverages current technology to better meet citizen needs. 2. Review and update County mapping systems to meet standards of digital accessibility. 3. Collaborate with County Departments to ensure the GIS technology they are using is current and aligns to their business needs. This includes development and deployment of new applications and integrations as well as review and modifications to existing systems. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # Parcels in Database 151,982 155,781 159,675 # Parcels Updated 3,913 3,799 3,894 # Available Coverage (Layers) in GIS 80 85 90 Efficiency Measures FTE'S per 10,000/capita 0.000 0.000 0.000 Per capita costs (County support) $0.48 $0.53 $1.09 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of Information Services, see goals for Budget Unit 1000-17300. 155 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 341,723 $ 375,141 $ 375,141 $ 375,141 Supplies 85,974 74,000 74,000 74,000 Purchased Services 55,883 58,500 69,500 69,500 Fixed Charges 0 0 0 0 Capital 18,896 0 0 0 Gross County Cost $ 502,476 $ 507,641 $ 518,641 $ 518,641 Revenue 234,753 184,000 182,000 182,000 Net County Cost $ 267,723 $ 323,641 $ 336,641 $ 336,641 Budgeted Positions 4 4 4 4 SUMMARY OF CHANGES: Net cost increases by $13,000, reflecting a reduction of revenue of $2,000 as sales continue to decrease. The increases are related to$8,000 in vehicle depreciation, $1,000 under each Postage, Phones and Printing expenses to reflect actual expenses. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 156 PRINTING AND SUPPLIES (CONTINUED) 1000-17600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Print Orders 1,575 1,476 1,500 Mail Pieces 350,167 416,075 450,000 Supply Orders 234 300 250 Efficiency Measures FTE's per 10,000/capita 0.116 0.113 0.111 Per Capita cost (county support) $0.78 $0.92 $0.90 157 SEVEN YEAR TREND Sheriff's Office Local Costs $70 69.62 65.91 $60 58.59 54.68 51.31 $50 46.94 43.34 $40 co z O J J_ $30 $20 $10 $0 2018 2019 2020 2021 2022 2023 2024 158 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 47,487,964 $ 49,082,729 $ 53,996,839 $ 53,996,839 Supplies 1,385,058 2,097,615 2,348,402 2,348,402 Purchased Services 9,276,670 9,938,405 15,639,930 14,939,930 Fixed Charges -85,000 -85,000 -85,000 -85,000 Capital 57,548 100,010 121,600 121,600 Gross County Cost $ 58,122,240 $ 61,133,759 $ 72,021,771 $ 71,321,771 Revenue 3,517,906 2,539,232 2,401,218 2,401,218 Net County Cost $ 54,604,334 $ 58,594,527 $ 69,620,553 $ 68,920,553 Budget Positions 463.0 463.2 448.2 448.2 SUMMARY OF CHANGES: The Sheriffs Office is requesting an increase of$3,710,265, or 5.6%, in Net County Cost for 2024. A summary of the notable changes and brief justifications are listed below: Revenues: Revenues are projected to decrease in 2024 by$199,025, or 7.6%, compared to 2023. • $5,000 decrease in concealed weapon permit fees due to slight decrease in permit renewals and new permit issuance. • $11,000 projected decrease in the Records Dept due to a revenue shift from Records to Dispatch for the Guard Terminal user fee. • $35,000 decrease in Patrol Fines due to lower citation issuance and lower citation payment. • $17,513 increase in charges for Contract Services (AIMS Law Enforcement services contract). Adjusted to cover recent cost inflation. • $17,000 increase in Regional Lab revenue, applicable to slightly higher grant revenue and City of Greeley cost sharing increase. • $12,441 increase for Victim Services due to higher projected grant funding offsetting increase in salary cost. • $15,000 decrease in Booking Unit due to lower booking fees based on lower average daily population rate (ADP). • $5,000 increase in service charges for mugshots, fingerprints etc., adjusting revenue to historical and current actual. • $95,021 increase in overall Inmate Services revenue, applicable to higher projected State revenue for the Jail Based Behavioral Health Services contract. • $280,000 decrease in cities &towns intergovernmental revenue due to lower inmate bookings and shorter jail stays. The revenue projection is based on 2022-23 actuals. • $5,000 increase in inmate transportation revenue due to rising inmate transportations after COVID. 159 SHERIFF'S OFFICE Summary, Continued Personnel: The Sheriffs Office personnel cost is decreasing by $1,017,661, or 2%. This includes the jail operations restructure; implemented and approved by the Board of Commissioners in April 2024. • $13,817 increase in 21100 SO Admin for the reclassification of 2 FTE Accounting Tech from Grade 17 to Grade 22 adjusting pay grade to reflect current level of job responsibilities. • $74,779 cost transfer. Professional Standards 21120 transferred 1FTE POST Sergeant to 24415 Security and 1FTE SO Facility Manager from Support Services 21140 to Professional Standards as 1FTE Discipline Review Tech. Both transfers have zero impact on total SO personnel cost. • $209,778 cost transfer. Support Services 24410 transferred 1FTE SO Facility Manager to Professional Standards 21120 and 1 FTE Support Services Supervisor to Security 24415. Both transfers have zero impact on total SO personnel cost. • $79,711 increase in Evidence 21160 for a new 1FTE Evidence Technician in 2024 to assist with current backlog evidence compliance. • $419,959 increase in Investigations 21205, covering personnel cost for 1 FTE new Sergeant and 2 FTE new Investigators in 2024 to focus on the increase in crime and its cases for timely review and resolution. • $904,916 personnel cost for new School Resource Officer Program 21215. This program pays for 1 Sergeant and 6 Deputies and has been approved in June 2023 by the Board of Commissioners. • $2,151,507 decrease in personnel cost within the Security 24415 Org at the jail. The decrease is attributable to a $2,664,523 cost reduction for 27 vacant FTE Detentions Deputy positions during a restructuring process; adjusting jail operations while continuing to provide excellent service with a reduced workforce, attending a lower number of offenders in custody. 1 FTE Lieutenant at a yearly cost of $189,577 was added, and 1 Sergeant and Support Services Manager transferred into Org 24415. Supplies: Supplies are increasing by $34,506 or 1.5% • $33,382 decrease in supply and small equipment cost due to lower projected expenditures in Professional Standards and Patrol compared to 2023. • $47,165 increase in software applications due to overall increased pricing, $7,517 new Regional Lab software, and $17,100 for Grooper Business Imaging software (cost transferred from IT to WCSO starting in 2024). • $63,158 increase in firearms and supplies; this is primarily made up of an overall cost increase for ammunition and the replacement of aged rifle red dot sights. • $91,728 decrease in uniform and clothing, aligning projected cost with FTE reduction in the jail. • $21,505 increase in other operating supplies due to POST academy incidentals. Purchased Services: Purchased Services are increasing by$4,433,005 or 39% • $47,346 increase in Subscription Services, including AVCC Public Safety Policy Management $22,500, Police One $11,400, FARO 3D Scanner$6,700, and Nighthawk data analysis $4,300 for Patrol and Investigations • $8,050 increase in Other Purchased Services, which mainly accounts for higher Stericycle shredding services expenditures. 160 SHERIFF'S OFFICE Summary, Continued • $3,816,637 projected increase for a new Inmate Medical Services Contract, which will be rebid in 2023. • $64,121 increase in contract payments, applicable to an increase of Jail Based Behavioral Health Services contract funding to cover expense. • $483,533 increase in Other Professional Services, including $34,000 for POST academy cadet tuition, $119,666 projected increase in jail kitchen contract fees, $299,317 projected increase for the Courthouse Security contract. The remainder covers overall professional service fee inflationary increases. • $23,504 increase in Repair and Maintenance, including $10,130 in higher cost for jail equipment repair (SCBA, printer etc.), $4,500 additional License Plate Reader maintenance plans, $1,000 for Drone maintenance plan, $3,000 insurance deductible cost for repairs and other inflationary increases on maintenance plans. • Note: The Detentions Chaplain Contract, in the amount of$74,642, is being funded by the 7030 fund for the second year. Capital Equipment Requests: Capital equipment purchase requests are projected to increase by$61,390 vs 2023.Total capital equipment request is projected to be $121,600: • $13,500 for two commercial copier/printer replacements of aged equipment in WCSO Admin. • $15,900 for three thermal scopes to serve Patrol Deputies. • $13,200 for a compact nighttime capable drone, used by Patrol in the southern part of the county to reduce response time. • $15,500 for the replacement of a CORE pole camera (parts for existing camera are no longer available). • $10,400 to replace two aged cameras for the Field Evidence Technicians in Patrol. • $5,900 for one Thermal Binocular to support nighttime searches by the Strike Team. • $9,200 for a DME Forensic workstation replacement in the Regional Lab. • $27,000 for three commercial copiers/printers in the Jail Booking and Bonding areas. • $11,000 for a replacement of one aged and malfunctioning key watcher cabinet in the jail. FINANCE/ADMINISTRATION RECOMMENDATION: See individual unit requests. BOARD ACTION: See individual unit requests. COMBINED GOAL/DESIRED OUTCOMES 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Implemented a grant funded advertising/recruiting campaign to increase recruiting efforts. 2. Purchased an armored vehicle for SWAT and initiated process of purchasing a replacement Mobile Command Post. 3. Analyzed the current average daily inmate population and jail operations resulting in a reduction of jail staffing. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Identify and implement innovate methods to combat the continued increase in crime. 2. Continue to provide a high-level of service to the citizens of Weld County. 3. Maintain the effort of aggressively seeking the most competitive pricing, finding alternative solutions, and identifying additional grant opportunities to minimize the impact of inflation on operational costs. 161 SHERIFF'S OFFICE DETENTIONS DIVISION COMBINED GOAL/DESIRED OUTCOMES KEY PERFORMANCE INDICATORS Sheriff's Office Mission Statement: "To provide effective public safety services with honor and integrity." Detentions Division Mission Statement: "To accept and lawfully hold prisoners in a safe, humane and wholesome environment that returns people to the community better, or no worse, than they arrived." DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SO DD 1-1: (1) Average number of rule violations 3 5 7 Inmates comply with per day in the jail. facility rules and regulations (2) The number of serious rule 2 2 3 violations per day in the jail. SO DD 1-2: (1) The number of meals served. Food service 700,925 720,000 740,000 operations are (2) The number of documented inmate hygienic, sanitary and illnesses attributed to food service 0 0 0 provide a nutritional operations. diet (3) The number of inmate grievances about food service decided in favor 7 8 9 of the inmate in the past 12 months. SO DD 1-3: (1) The average daily jail population in Actual secure bed the past 12 months divided by the occupancy is within total number of general population reasonable beds available in the past 12 42% 47% 52% operational jail months. capacity *2022 numbers were found by taking ADP divided by total beds (571/1335) 9 10 12 (2) The number of sustained inmate grievances about confinement conditions. SO DD 1-4: (1) The number of inmates with Inmates have access positive initial tests for TB, 17 19 21 to a continuum of Hepatitis A, B, or C, HIV or MRSA. health care consistent with that available in (2) The number of inmate deaths due 0 0 0 the community to suicide or homicide. (3) Number of healthcare provider 2,835 3,275 3,300 encounters SO DD 1-5: Safe operation of the (1) The number of Deputy overtime 1,409 1,600 1,800 facility with the proper sign-up to work a shift in the jail. number of employees to ensure Inmate safety. 162 SHERIFF'S OFFICE DETENTIONS DIVISION COMBINED GOALS/DESIRED OUTCOMES KEY PERFORMANCE INDICATORS DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SO DD 1-6: (1) Number of sexual assaults An investigation is reported in the jail population. 10 12 13 conducted and documents sexual (2) Number of reported sustained assault or threats sexual assaults in the jail 1 0 0 reported in the jail. population. SO DD 1-7: (1) Percentage of personal searches Contraband is conducted on intakes into facility. 100% 100% 100% minimized. It is detected when present (2) Percentage of times contraband is in the facility. found while conducting personal >.1% >.1% >.1% searches on intakes into the facility. 100% 100% 100% (3) Percentage of time contraband is found on inmates or property in jail population outside of booking. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SO DD 2-1: (1) The average number of offenders Secure county jail beds released from jail within 24 hours 7 8 10 are used efficiently and of admission per day. effectively (2) The average number of jail beds 537 590 649 used per day for pre-trial detention (3) The average number of jail beds used per day for jail sentences. 82 90 100 (4) The average number of jail beds used per day by DOC. 16 18 20 163 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." DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SO PD 1-1: Proactively work Total number of Violent Crimes 25.90 10.32 9.81 to reduce crime Reported to CBI per 10,000 population. 55.34 50.46 47.94 Total number of Property Crimes Reported to CBI per 10,000 population. 2.47 2.59 2.72 Total patrol division FTEs per 10,000 population SO PD 1-2: Total submissions to the crime lab 1,888 2,000 2,100 Identify crime (Assigned) trends and effectiveness of Total cases generated (completed) 1,699 1,800 1,900 forensic science to reduce crime Total pieces of evidence processed 18,014 19,000 20,000 SO PD 1-3: Total traffic accidents in Sheriff's 344 510 484 Traffic Safety Office Jurisdiction Total traffic tickets (State and MTC) 1800 1530 1606 Total written warnings 4888 4693 4927 Alcohol related crashes in Sheriff's Office Jurisdiction 18 9 5 Traffic fatalities (all Weld County) 53 50 48 SO PD 1-4: Maximize the rate of property Recovered Recovered Recovered Recover victim recovery by monitoring the reported $3,159,810 $12,610,666 $13,241,199 property value of recovered property in 58.96% 125% 5% increase relation to the reported value of increase increase stolen property(reported in NIBR for Stolen Sheriff's Office jurisdiction). Stolen Stolen $21,337,011 $8,543,880 $22,460,012 5% decrease 47.5% 138% increase increase Theft Theft Theft Recovery Recovery Recovery Rate Rate Rate 36.98% 56% 62% SO PD 1-5: Total civil process served/attempted. 7,401 8,987 9,436 Service of civil process 164 SHERIFF'S OFFICE PATROL DIVISION COMBINED GOALS/DESIRED OUTCOMES KEY PERFORMANCE INDICATORS DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SO PD 2-1: Advocate contacts for Sheriff's Office Inform victims of Service area 977 635 698 restorative services available to them in the community SO PD 2-2: Number of required violent sexual Appropriate offender notifications. 4 3 3 dissemination of public safety Number of registered sex offenders for information unincorporated Weld County and the 385 410 410 jurisdictions serviced by the Weld County Sheriff's Office for sex offender registration. 165 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs Administration Patrol - - 1000-21100 DEPARTMENT DESCRIPTION: The Administration Patrol Unit supports other budget units within the Sheriff's Office. This budget unit provides for policy development, formulation of written directives, and overall direction by the Sheriff and upper agency staff. Typical activities performed within this budget unit include clerical staff support, agency service billing, agency procurement, Human Resources Department support, and lobby counter service access to the public. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,871,418 $ 2,205,132 $ 2,218,949 $ 2,218,949 Supplies 36,143 120,075 122,425 122,425 Purchased Services 148,859 141,926 189,455 189,455 Fixed Charges 0 0 0 0 Capital 0 0 13,500 13,500 Gross County Cost $ 2,056,420 $ 2,467,133 $ 2,544,329 $ 2,544,329 Revenue 88,807 95,000 90,000 90,000 Net County Cost $ 1,967,613 $ 2,372,133 $ 2,454,329 $ 2,454,329 Budget Positions 16.0 16.0 16.0 16.0 SUMMARY OF CHANGES: 2024 Net County Cost is increasing by $82,196 or 3.5%. This increase includes $13,817 in higher personnel cost for 2 FTE Accounting Tech reclassifications from a Grade 17 to Grade 22, aligning current duties with Weld County pay grade for similar positions. Supplies increase by $2,350 and purchased services increase by $47,529, including additional membership fees and increased cost in other operating supplies. The capital request in the amount of $15,000 covers aged printer replacements. Revenue is adjusted to historical actuals, decreasing slightly, by $5,000, due to less concealed weapon permits being processed. FINANCE/ADMINISTRATION RECOMMENDATION: The Accounting Tech reclassifications were approved by the board in July 2023. Recommend approval. BOARD ACTION: 166 SHERIFF ADMINISTRATION PATROL (CONTINUED) 1000-21100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Press Releases (PIO) 57 66 75 Social Media Posts (PIO) 311 358 411 Vin Checks 1,572 1,700 1,900 Fingerprints 4,085 5,250 4,400 Concealed Handgun Permits Issued 4,107 4,300 4,600 CORA/CCJRA Requests and Releases 1,823 2,000 2,300 Efficiency Measures FTE's per 10,000/capita 0.464 0.452 0.442 Per Capita Net County Cost $5.70 $6.71 $6.79 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriffs Office Summary page. 167 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs Booking Unit - - 1000-21110 DEPARTMENT DESCRIPTION: The Booking Unit supports other budget units within the Sheriffs 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,120,172 $ 2,349,423 $ 2,349,423 $ 2,349,423 Supplies 208,283 426,741 432,081 432,081 Purchased Services 42,284 59,830 60,330 60,330 Fixed Charges 0 0 0 0 Capital 20,934 0 0 0 Gross County Cost $ 2,391,673 $ 2,835,994 $ 2,841,834 $ 2,841,834 Revenue 154,536 171,500 156,500 156,500 Net County Cost $ 2,237,137 $ 2,664,494 $ 2,685,334 $ 2,685,334 Budget Positions 30.0 30.0 30.0 30.0 SUMMARY OF CHANGES: 2024 Net County Cost is projected to increase by $20,840. This includes $5,340 in increased supply cost and $500 purchased services for higher repair cost. Revenue is projected to decrease by $15,000 due to fewer inmate bookings. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 168 SHERIFF BOOKING UNIT (CONTINUED) 1000-21110 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Output Inmate Book-In 9,012 9,250 9,500 Inmate Book-Out 9,025 9,300 9,550 Jail Inmate mail outs 17,199 19,000 21,000 Jail Inmate mail ins 21,042 23,000 27,000 Personal Remote Inmate Visitation 7,389 8,100 9,000 Personal Onsite Inmate Visitation 2,900 3,200 3,450 Professional Onsite Inmate Visitation 6,086 6,700 7,300 Fingerprinting of Public 3,108 3,400 3,850 Efficiency Measures FTE's per 10,000/capita 0.869 0.848 0.830 Per Capita Net County Cost $6.48 $7.53 $7.43 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriffs Office Summary page. 169 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs Professional Standards - - 1000-21120 DEPARTMENT DESCRIPTION: The Professional Standards Unit supports other budget units within the Sheriffs 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,278,666 $ 1,436,575 $ 1,361,796 $ 1,361,796 Supplies 296,722 177,540 170,223 170,223 Purchased Services 481,096 1,190,258 1,157,376 1,157,376 Fixed Charges 0 0 0 0 Capital 28,800 0 0 0 Gross County Cost $ 2,085,284 $ 2,804,373 $ 2,689,395 $ 2,689,395 Revenue 254,282 0 0 0 Net County Cost $ 1,831,002 $ 2,804,373 $ 2,689,395 $ 2,689,395 Budget Positions 12.0 12.0 12.0 12.0 SUMMARY OF CHANGES: 2024 Net County Cost is projected to decrease by$114,978, or 4%. $74,779 is captured in the decrease of personnel cost due to transferring 1.0 FTE Sergeant position to the Detentions Org 24415 and 1 FTE Facilities Manager in Support Services 21140 to 1.0 FTE SO Discipline Review Tech to this Org at a Grade 30, approved by the Board of Commissioners in April 2023. Supply cost and purchased services are projected to decrease by $7,317 and $32,882 respectively, due to decrease of small equipment purchase cost and alignment of telephone cost based on actual and historical data. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 170 SHERIFF PROFESSIONAL STANDARDS (CONTINUED) 1000-21120 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Output Polygraph 122 185 190 Hiring 92 86 100 Training (hours) Provided to WCSO 60,075 60,795 64,275 Academies 8 8 9 Use of force 220 300 240 Investigations 33 37 36 Detention Incidents Reviewed 2,036 2,300 2,500 Inmate Discipline Appeals 258 285 310 Detention Videos Copied 202 230 250 Efficiency Measures FTE's per 10,000/capita 0.348 0.339 0.332 Per Capita Net County Cost $5.30 $7.93 $7.44 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriffs Office Summary page. 171 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 467,480 $ 619,382 $ 619,382 $ 619,382 Supplies 439 0 500 500 Purchased Services 25,237 38,683 23,560 23,560 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 493,156 $ 658,065 $ 643,442 $ 643,442 Revenue 164,041 150,000 150,000 150,000 Net County Cost $ 329,115 $ 508,065 $ 493,442 $ 493,442 Budget Positions 7.0 7.2 7.2 7.2 SUMMARY OF CHANGES: 2024 Net County Cost is decreasing by $14,623. Supplies increase by $500 for office equipment and purchased services decrease by $15,123, based on projected higher vehicle cost. Revenue is forecasted to stay the same as 2023. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 172 SHERIFF CIVIL UNIT (CONTINUED) 1000-21130 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Civil Process Served 5,037 5,756 6,331 Evictions 456 593 652 Sheriffs Sales (Court Orders for ceased 10 11 12 property&equipment) Efficiency Measures FTE's per 10,000/capita 0.203 0.204 0.199 Per Capita Net County Cost $0.95 $1.44 $1.36 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriffs Office Summary page. 173 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs Support Services - - 1000-21140 DEPARTMENT DESCRIPTION: The Support Services Unit supports other budget units within the Sheriffs Office. This unit is responsible for the coordination and facilitation of tracking, ordering, and maintaining designated equipment assigned in all divisions. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 284,334 $ 306,834 $ 97,056 $ 97,056 Supplies 551,158 1,051,865 1,089,313 1,089,313 Purchased Services 2,219 4,950 3,000 3,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 837,711 $ 1,363,649 $ 1,189,369 $ 1,189,369 Revenue 91,238 0 0 0 Net County Cost $ 746,473 $ 1,363,649 $ 1,189,369 $ 1,189,369 Budget Positions 3.0 3.0 1.0 1.0 SUMMARY OF CHANGES: 2024 Net County Cost is decreasing by $174,280, or 12.8%. Personnel cost is decreasing by $209,778. This cost is shifting to Org 24415 and 21120: 1FTE SO Facility Manager transferred to 21120 as SO Disciplinary Review Tech and 1 FTE Support Services Supervisor transferred to 24415, approved by the Board of Commissioners in April 2023. Supply cost is increasing by $37,448 due to higher overall cost in firearms and supplies and the outfitting of 7 FTE deputies for the School Resource Officer program. Purchased services are projected to decrease slightly, by $1,950. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 174 SHERIFF SUPPORT SERVICES (CONTINUED) 1000-21140 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work output New Hire Equipment Procurement and Issue 61 65 70 (QM) Critical Equipment and Firearm Inventory 12 12 12 (QM) Efficiency Measures FTE's per 10,000/capita 0.087 0.028 0.028 Per Capita Net County Cost $2.16 $3.86 $3.29 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. 175 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs 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 Sheriffs Office. These responsibilities are accomplished while complying with all federal, state, and local regulations. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 932,838 $ 1,085,182 $ 1,085,182 $ 1,085,182 Supplies 4,958 21,395 18,890 18,890 Purchased Services 23,813 16,074 15,074 15,074 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 961,609 $ 1,122,651 $ 1,119,146 $ 1,119,146 Revenue 59,021 46,000 35,000 35,000 Net County Cost $ 902,588 $ 1,076,651 $ 1,084,146 $ 1,084,146 Budget Positions 12.0 14.0 14.0 14.0 SUMMARY OF CHANGES: 2024 Net County Cost is increasing by $7,495. Supply cost reflects a decrease of $2,505 due to less small equipment purchases. Purchased services cost is only decreasing slightly. Revenue is forecasted to be reduced by$11,000, because the guard terminal revenue is shifting to the Dispatch Department, and the Records Services revenue is projected to be slightly higher compared to 2023. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 176 SHERIFF RECORDS UNIT (CONTINUED) 1000-21150 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Weld County Incidents Entered 42,497 45,472 48,655 Weld County Criminal Reports Processed 6,133 6,562 7,021 Warrants—Added/Modified/Cleared 17,047 18,240 19,517 CORA/CCJRA Requests and Releases 3,442 3,683 3,941 Records Revenue $10,896 $11,659 $12,475 Efficiency Measures FTE's per 10,000/capita 0..348 0.396 0.387 Per Capita Net County Cost $2.62 $3.04 $3.00 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: 2022 total Records reports processed decreased in total over 2021 actuals by 2%. This decrease is attributed to a new records management system (RMS) implemented in 2022 affecting productivity. A 4-year trend shows a 10% increase over 2019 actuals. Current level of active Warrants decreased .9% in 2022 over 2021. Projected growth of new items is estimated at 7% on average. 177 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs 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 Sheriffs Office. These responsibilities are accomplished while complying with all federal, state, local and chain of custody regulations. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 156,618 $ 169,857 $ 249,568 $ 249,568 Supplies 25,893 62,820 76,448 76,448 Purchased Services 10,074 31,520 32,642 32,642 Fixed Charges 0 0 0 0 Capital 0 9,540 0 0 Gross County Cost $ 192,585 $ 273,737 $ 358,658 $ 358,658 Revenue 3,668 0 0 0 Net County Cost $ 188,917 $ 273,737 $ 358,658 $ 358,658 Budget Positions 2.0 2.0 3.0 3.0 SUMMARY OF CHANGES: 2024 Net County Cost is decreasing by $84,921 or 31%. Personnel cost increases $79,711 including a new 1.0 FTE Evidence Technician at Grade 22 to assist with the increasing evidence backlog and day to day operations. Supply cost is projected to increase by $13,628 based on higher packaging supply cost and the purchase of an evidence drying cabinet. Purchased services increase by$1,122, which includes phone and membership dues for the new FTE. FINANCE/ADMINISTRATION RECOMMENDATION: The Evidence Technician increase is a policy issue for the board. Recommend approval. BOARD ACTION: 178 SHERIFF EVIDENCE UNIT (CONTINUED) 1000-21160 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Total Evidence Items in Inventory 88,898 91,565 94,312 New Physical Evidence Items 4,804 4,948 5,096 New Digital Evidence Items 4,513 4,648 4,787 Total New Evidence Items 9,317 9,597 9,885 Items Disposed or Destroyed 1,884 1,911 1,968 Efficiency Measures FTE's per 10,000/capita 0.058 0.057 0.083 Per Capita Net County Cost $0.55 $0.77 $0.99 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: 2022 evidence submissions were only slightly higher in total over 2021 actuals by.1%, but the 4-year trend shows a 13% 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. 179 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 8,092,024 $ 8,813,233 $ 8,813,233 $ 8,813,233 Supplies 91,415 167,158 158,071 158,071 Purchased Services 1,401,993 1,506,579 1,430,233 1,430,233 Fixed Charges 0 0 0 0 Capital 30,053 27,720 55,000 55,000 Gross County Cost $ 9,615,485 $ 10,514,690 $ 10,456,537 $ 10,456,537 Revenue 149,786 115,000 80,000 80,000 Net County Cost $ 9,465,699 $ 10,399,690 $ 10,376,537 $ 10,376,537 Budgeted Positions 62.0 62.0 62.0 62.0 SUMMARY OF CHANGES: 2024 Net County Cost is decreasing by $23,153. Supplies is decreasing by $9,087 due to fewer small equipment purchases. Purchased services decreases by $76,346 due to lower vehicle cost. The capital request increases by $27,280 from last year and includes the purchase of thermal scopes, a pole camera, a nighttime capable drone, and replacement of aged camera equipment. Revenue projections are forecasted to decrease by $35,000 from prior year based on historical actuals and current year data. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 180 SHERIFF'S PATROL (CONTINUED) 1000-21200 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Transitioned to new RMS software 2. Refreshed interview rooms with new cameras 3. Calls for service increased by 0.8%, arrests decrease by 5.2% Arrests decreased primarily due to legislative changes on crime levels (felony misdemeanor), certain jurisdictions' warrants still under COVID restrictions etc. 4. For all of 2022 and YTD 2023, from 135 cases worked; the Strike Team has recovered $1,560,081 in stolen vehicles, $526,659 in stolen property, and made 73 arrests 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Develop reporting metrics from Central Square 2. Transition to "E-tickets" within Central Square 3. Focus on retention of patrol deputies PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Adult Arrest 1,549 1,600 1,660 Juvenile Arrest 20 15 10 Total Traffic Stops 7,230 7,300 7,380 Total Traffic Warnings 4,969 4,575 4,490 Dispatched Calls for Service 51,737 52,100 52,400 Efficiency Measures FTEs per 10,000/capita 1.796 1.753 1.715 Per capita net cost $27.42 $29.40 $28.70 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriffs Office Summary page. 181 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE BUDGET UNIT TITLE AND NUMBER: Sheriffs 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,532,025 $ 2,790,186 $ 3,210,145 $ 3,210,145 Supplies 25,856 39,465 63,163 63,163 Purchased Services 116,693 171,460 183,760 183,760 Fixed Charges 0 0 0 0 Capital 50,438 0 5,900 5,900 Gross County Cost $ 2,725,012 $ 3,001,111 $ 3,462,968 $ 3,462,968 Revenue 66,210 0 0 0 Net County Cost $ 2,658,802 $ 3,001,111 $ 3,462,968 $ 3,462,968 Budgeted Positions 20.0 20.0 23.0 23.0 SUMMARY OF CHANGES: 2024 Net County Cost is increasing by $461,857. The increase is primarily explained with an increase in personnel cost of $419,959, which covers 1 new FTE Sergeant and 2 new FTEs Investigators to meet a departmental restructure, which will lead to a better case management and in turn creates a better outcome for victims, their family and community. Supply cost and purchased services increase by$23,698 and $12,300, respectively, due to higher phone and software cost. The capital request of $5,900 is for a thermal imaging binocular. FINANCE/ADMINISTRATION RECOMMENDATION: The increase in FTE is a policy issue for the board. Recommend approval. BOARD ACTION: 182 SHERIFF'S INVESTIGATIONS UNIT (CONTINUED) 1000-21205 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Cases Assigned 364 400 425 Cases Solved 262 297 315 Efficiency Measures FTE's per 10,000/capita 0.579 0.565 0.636 Per capita net cost $7.70 $8.48 $9.58 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriffs Office Summary page. 183 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 REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 247,966 $ 152,351 $ 152,351 $ 152,351 Supplies 0 0 0 0 Purchased Services 20,378 21,499 23,660 23,660 Contra 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 268,344 $ 173,850 $ 176,011 $ 176,011 Revenue 313,914 159,661 177,174 177,174 Net County Cost $ -45,570 $ 14,189 $ -1,163 $ -1,163 Budget Positions 2.0 1.0 1.0 1.0 SUMMARY OF CHANGES: The 2024 Net County Cost is decreasing by $15,352 because the AIMS Community College service contract rate was increased to cover inflationary equipment and personnel cost. Revenue is projected to increase by $17,513. Net County cost reflects a positive amount, which will cover administrative cost for 1 FTE. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 184 MUNICIPAL CONTRACT ENFORCEMENT (CONTINUED) 1000-21210 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Dispatched Calls 69 74 80 Adult Arrests 0 2 3 Juvenile Arrests 0 0 0 Efficiency Measures FTE's per 10,000/capita 0.058 0.028 0.028 Per capita net cost -$0.13 $0.04 $0.00 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriffs Office Summary page. 185 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 904,916 $ 904,916 Supplies 0 0 0 0 Purchased Services 0 0 93,700 93,700 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 998,616 $ 998,616 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 998,616 $ 998,616 Budget Positions 0 0 7.0 7.0 SUMMARY OF CHANGES: The School Resource Officers Program has been established in 2023 and is fully funded by Weld County for 2024. Personnel costs are projected to be $904,916 which includes 1FTE Sergeant and 6 FTE Patrol Deputies, who will serve schools in unincorporated Weld County. Purchased services cost is forecasted to be $93,700 including phone and vehicle cost. Training and equipment for these resource officers are budgeted in Orgs 21120 Professional Standards and 21140 Support Services. FINANCE/ADMINISTRATION RECOMMENDATION: The program was approved by the Commissioners in June 2023. Recommend approval. BOARD ACTION: 186 SCHOOL RESOURCE OFFICERS (CONTINUED) 1000-21215 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Dispatched Calls 0 40 42 Adult Arrests 0 1 2 Juvenile Arrests 0 2 3 Efficiency Measures FTE's per 10,000/capita 0.000 0.000 0.194 Per capita net cost $0.00 $0.00 $2.76 187 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 203,660 $ 214,175 $ 214,175 $ 214,175 Supplies 8,066 8,590 8,150 8,150 Purchased Services 175,622 231,642 243,632 343,632 Fixed Charges -85,000 -85,000 -85,000 -85,000 Capital 0 0 0 0 Gross County Cost $ 302,348 $ 369,407 $ 380,957 $ 480,957 Revenue 0 0 0 0 Net County Cost $ 302,348 $ 369,407 $ 380,957 $ 480,957 Budgeted Positions 3.0 3.0 3.0 3.0 SUMMARY OF CHANGES: 2024 Net County Cost is increasing by$11,550. Supplies decreases by $440 and purchased services increase by $11,990 due to increased cost in animal medical services and vehicle maintenance. FINANCE/ADMINISTRATION RECOMMENDATION: Finance added $100,000 in August 2023 to account for the implementation of service with Larimer County Humane Society estimated costs for 2024 with the closure of the Weld County Humane Society. Recommend approval. BOARD ACTION: 188 ORDINANCE ENFORCEMENT (CONTINUED) 1000-21230 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of dispatched calls 2,804 2,944 3,091 Animals Transported to Shelter 475 498 522 Efficiency Measures FTE's per 10,000/capita 0.087 0.085 0.083 Per capita cost (county support) $0.88 $1.04 $1.05 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriffs Office Summary page. 189 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 608,697 $ 703,428 $ 703,428 $ 703,428 Supplies 48,281 53,326 64,325 64,325 Purchased Services 90,045 103,264 100,408 100,408 Fixed Charges 0 0 0 0 Capital 7,874 8,900 9,200 9,200 Gross County Cost $ 754,897 $ 868,918 $ 877,361 $ 877,361 Revenue 68,321 66,000 83,000 83,000 Net County Cost $ 686,576 $ 802,918 $ 794,361 $ 794,361 Budget Positions 5.0 5.0 5.0 5.0 SUMMARY OF CHANGES: 2024 Net County Cost is decreasing by $8,557. Supplies increase by $10,999 due to purchase of an additional lab related software and overall software price increases. Purchased services decrease by $2,856 because vehicle service cost is projected to be reduced. Capital equipment request includes replacement of a DME workstation, which increased in price vs 2023. Revenue is increasing by $17,000 due to higher projected grant funding. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 190 REGIONAL FORENSIC LABORATORY (CONTINUED) 1000-21260 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Partner agency cases submitted/ partner 1,510/ 1,928 1,800/2,000 1,900 / 2,100 agency cases completed Total cases submitted to the NCRFL/Total 1,644 / 2,000 / 2,100 / cases submitted to CBI Lab System. 17,604 18,000 19,000 Court Testimony Appearances 18 22 30 Efficiency Measures FTE's per 10,000/capita (23 FTE's, 8 0.145 0.141 0.138 GPD/WCSO) Per capita cost (county support) $1.99 $2.27 $2.20 Effectiveness Measures (desired results) Quality Audit—Vault/ Personal Evidence/ 52 52 58 Internal Proficiency Testing (Test Run/Errors) 18 /0 18 /0 22 /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 latent print backlog, provide continued education training to our staff members, and decrease our turn-around times for biological sciences and digital media submissions. 191 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 213,925 $ 185,321 $ 185,321 $ 185,321 Supplies 4,628 4,800 4,800 4,800 Purchased Services 21,636 16,306 29,338 29,338 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 240,189 $ 206,427 $ 219,459 $ 219,459 Revenue 193,247 113,103 125,544 125,544 Net County Cost $ 46,942 $ 93,324 $ 93,915 $ 93,915 Budgeted Positions 3.0 2.0 2.0 2.0 SUMMARY OF CHANGES: 2024 Net County Cost increases only slightly by $591. Purchased services increase by $13,032 due to higher vehicle cost. Revenue is projected to increase by $12,441 based on higher budgeted grant revenue to support salary cost increase. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 192 VICTIM ADVOCATE SERVICES (CONTINUED) 1000-21300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of victims and witnesses served 977 635 698 Victims served per 10,000/capita 28.31 17.95 19.30 Efficiency Measures FTE's per 10,000/capita 0.087 0.057 0.055 Per capita cost (county support) $0.14 $0.26 $0.26 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriffs Office Summary page. 193 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 182,503 $ 293,768 $ 293,768 $ 293,768 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 $ 252,751 $ 364,768 $ 364,768 $ 364,768 Revenue 0 0 0 0 Net County Cost $ 252,751 $ 364,768 $ 364,768 $ 364,768 Budgeted Positions 2.0 2.0 2.0 2.0 SUMMARY OF CHANGES: No significant changes to this unit are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 194 MUL TI-JURISDICTIONAL DRUG TASK FORCE (CONTINUED) 1000-21410 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Criminal Cases Opened 142 150 158 Drug Arrests 130 138 146 Search Warrants Executed 53 57 61 Cocaine Seizures (Pounds) 14.5 16 18 Methamphetamine Seizures (Pounds) 123.62 127 131 Marijuana Seizures (Pounds) 39.79 43 47 Meth Lab Seized 0 1 1 Efficiency Measures FTE's per 10,000/capita 0.058 0.057 0.055 Per capita cost (county support) $0.73 $1.03 $1.01 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division Goals following Sheriffs Office Summary page. 195 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,639,577 $ 2,111,764 $ 2,111,764 $ 2,111,764 Supplies 31,105 55,326 53,981 53,981 Purchased Services 6,334,646 6,727,345 10,804,849 10,004,850 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 8,005,328 $ 8,894,435 $12,970,594 $ 12,170,595 Revenue 1,608,372 848,979 944,000 944,000 Net County Cost $ 6,396,956 $ 8,045,456 $12,026,594 $ 11,226,595 Budgeted Positions 20.0 20.0 20.0 20.0 SUMMARY OF CHANGES: 2024 Net County Cost is increasing by $3,981,138. Supply cost slightly decreases by $1,345. Purchased services cost is projected to increase by $4,077,504. This rise in cost is primarily attributable to $3,816,637 increase in a new inmate medical service contract, $119,666 projected increase in jail kitchen contract and $64,121 increase in contract payments, applicable to an increase of Jail Based Behavioral Health Services (JBBS) contract funding to cover expense. Revenue is forecasted to increase by$95,021 based on a rise in JBBS contract funds. FINANCE/ADMINISTRATION RECOMMENDATION: Based on emergency approval of the medical contract on July 31, 2023, Purchased Services were lowered by$799,999, to$8.2 million for 2024 to account for the current rate and a 5% increase the latter part of the year for 2024. 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. 196 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 LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 23,188,928 $ 26,899,919 $ 24,748,412 $ 24,748,412 Supplies 30,937 77,738 54,653 54,653 Purchased Services 84,378 126,461 133,015 133,015 Fixed Charges 0 0 0 0 Capital 0 0 38,000 38,000 Gross County Cost $ 23,304,243 $ 27,104,118 $ 24,974,080 $ 24,974,080 Revenue 456,319 800,000 520,000 520,000 Net County Cost $ 22,847,924 $ 26,304,118 $ 24,454,080 $ 24,454,080 Budgeted Positions 229.0 229.0 205.0 205.0 SUMMARY OF CHANGES: 2024 Net County Cost is decreasing by $1,850,038, or 7%. The decrease includes a personnel cost reduction of$2,151,507. The jail restructured their operations, which led to a decrease of 27 Detentions Deputy positions, an added 1 FTE Jail Lieutenant to oversee Inmate Services, a transfer in of 1 FTE Sergeant to support the new LT (from Org 21120 POST) and 1 FTE SO Support Services Supervisor transfer in from Org 21140 Support Services. The Board of Commissioners approved this personnel restructure in April of 2023. Supply cost is projected to decrease by $23,085 due to lower small equipment purchases. Purchased services increases by$6,554 because vehicle and maintenance cost for fingerprint machines are growing. Capital is projected to be $38,000, including replacement of the booking copier/printers and an aged key watcher cabinet for Security. Revenue is forecasted to decrease by $280,000 based 2023 actuals and shorter DOC holdings which affects commissions and inmate stay reimbursements. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 197 SECURITY UNIT (CONTINUED) 1000-24415 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Adjusted jail operations to provide the same level of service with a reduced workforce, due to the lower number of offenders in custody. 2. Began the process to remodel the jail booking area to increase efficiency in the booking process and have adequate space for booking operations. 3. Increased focus on retention and recruitment of detention deputies to maintain current staffing levels and fill open positions through the use of a recruiting firm acquired through grant funding. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Refine and maintain daily operations of Medication Assisted Treatment (MAT) in the jail setting to comply with 2022 legislation that was required to start in July of 2023. 2. Finish a remodel of the jail booking area to increase efficiency in the booking process and have adequate space for booking operations. 3. Focus on retention and recruitment of detention deputies to maintain current staffing levels and fill open positions. 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: County Population: Per Capita Net Cost: 2017: 232 2017 (Past): 304,600 2017 Past: $24,972,838 2018: 265 2018 (Past): 314,350 2018 Past: $28,898,686 2019: 279 2019 (Past): 323,650 2019 Past: $31,333,165 2020: 286 2020 (Past): 331,893 2020 Past: $34,348,350 2021: 309 2021 (Past): 340,020 2021 Past: $36,474,547 2022: 314 2022 (Actual): 345,150 2022 Actual $37,396,579 2023: 314 2023 (Estimated): 353,705 2023 Estimated: $42,466,273 2024: 290 2024 (Projected): 361,600 2024 Projected: $44,880,255 198 SECURITY UNIT (CONTINUED) 1000-24415 COMBINED PERFORMANCE MEASURES FOR ALL OFFENDER SUPERVISION ACTUAL ESTIMATED PROJECTED Work Output Avg. Secure Jail Population 572 600 650 Number of Offenders Transported to Court 17,936 18,100 18,300 Appearances New Detention Deputies Entering Basic 45 30 50 Training Projects Managed (Quality control, safety 3 18 20 standards, contractor compliance, completion timelines) Facilities Managed (Maintenance coordination 4 2 4 and contract compliance on SO buildings and Property) Vendor Contracts Managed (Hardware, software, technologies associated with 5 2 6 building and services) Work Orders (Submitted and reviewed) 680 1,500 1,800 Efficiency Measures Detention Division FTEs per 10,000 Capita 9.097 8.877 8.020 Per Capita Net County Cost $105.35 $120.06 $124.12 Average Medical Cost Per Inmate Daily $22.13 $23.67 $37.83 Avg. Food Cost Per Inmate Daily $5.68 $5.44 $5.67 Secure Facility Occupancy Rate 43% 45% 49% at 572/1335 at 600/1335 at 650/1,335 199 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4,242,021 $ 4,677,970 $ 4,677,970 $ 4,677,970 Supplies 12,913 47,057 31,379 31,379 Purchased Services 623,994 748,128 1,044,898 1,044,898 Fixed Charges 0 0 0 0 Capital 41,919 14,050 0 0 Gross County Cost $ 4,920,847 $ 5,487,205 $ 5,754,247 $ 5,754,247 Revenue 40,648 35,000 40,000 40,000 Net County Cost $ 4,880,199 $ 5,452,205 $ 5,714,247 $ 5,714,247 Budgeted Positions 35.0 35.0 35.0 35.0 SUMMARY OF CHANGES: 2024 Net County Cost is increasing by $262,042. This change is explained by a projected increase of $296,770 in purchased services, specifically for the new courthouse security contract. Supply cost reflects a decrease of $15,678 due to lesser small equipment purchases. Refund revenue for inmate transportations is forecasted to increase by $5,000 to a total of$40,000. This aligns with pre-Covid transportation refund revenue totals. 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 Sheriffs Office Summary page. 200 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 7,005,887 $ 8,689,159 $ 11,245,603 $ 11,245,603 Supplies 32,154 43,375 44,970 44,970 Purchased Services 2,243,848 1,990,443 2,054,483 2,054,483 Fixed Charges 0 0 0 0 Contra Account -2,190 0 0 0 Capital 0 0 0 0 Gross County Cost $ 9,279,699 $ 10,722,977 $ 13,345,056 $ 13,345,056 Revenue 5,743,496 7,824,575 8,444,366 8,444,366 Net County Cost $ 3,536,203 $ 2,898,402 $ 4,900,690 $ 4,900,690 Budgeted Positions 84 84 102 102 SUMMARY OF CHANGES: Total net county cost is up by $2,002,288. The largest increase is a restructuring of the Communications department and an increase in staffing to improve compliance, retention, and the safety of the emergency responders served by the Dispatch center. The request includes the addition of 18 FTE, a 5% Cost of Living Increase, and a 15% increase in employer paid health insurance for a total Personnel Services increase of $2,556,444. The increases in Supplies and Services are to cover the items and training needed for these increased positions. The revenue increase of$619,791 is mostly from the E-911 public safety surcharge of $525,988 and the remaining $93,803 between participating organizations that benefit from the services, based on the average number of calls per agency. FINANCE/ADMINISTRATION RECOMMENDATION: The Communications Budget is reviewed for policy issues by the board by June 1, 2023. Recommend approval. BOARD ACTION: 201 COMMUNICATIONS (CONTINUED) 1000-22100 2023 ACCOMPLISHMENTS: 1.Maintained status as an IAED Accredited Center of Excellence for the 10th consecutive year. 2.Implemented First-In Station Alerting. 3.Implemented automatic call distribution for enhanced customer service and answer times. 2024 BUDGET GOALS AND PRIORITIES: 1.Ensure ninety percent of all 9-1-1 calls are answered within fifteen seconds. 2.Apply for APCO Agency Training Program Certification. 3.Develop robust recruiting and retention strategies to address the needs of a modern workforce and in turn achieve full staffing in all positions. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs E-911 Calls 136,877 155,000 160,000 Non-911 Calls 280,700 325,000 345,000 CAD Incidents for Law and Fire/Ambulance 417,725 425,000 440,000 EMD Calls 24,419 25,000 26,000 Wireless Subscriber Service Tickets 830 900 900 Efficiency Measures FTE's per 10,000 per Capita 2.434 2.375 2.821 Per Capita Cost - Operating Budget $10.27 $8.19 $13.55 EMD Call per FTE 291 298 255 CAD Incident per FTE 4,973 5,060 4,314 202 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,348,296 $ 1,435,076 $ 1,613,588 $ 1,613,588 Supplies 819,367 1,231,709 1,264,106 1,264,106 Purchased Services 56,402 28,550 28,550 28,550 Fixed Charges 0 0 0 0 Contra Account 0 0 0 0 Capital 1,527,958 0 0 0 Gross County Cost $ 3,752,023 $ 2,695,335 $ 2,906,244 $ 2,906,244 Revenue 1,456,147 1,835,547 1,553,119 1,553,119 Net County Cost $ 2,295,876 $ 859,788 $ 1,353,125 $ 1,353,125 Budgeted Positions 10.0 10.0 10.0 10.0 SUMMARY OF CHANGES: Net County costs are up $493,337. Personnel services are up $178,512 to cover a 5% COLA and increases in health insurances. Software costs are up$32,397 from 2023. Revenues are derived from the partnering agencies for the records management system ($106,100), and directly from E-911 revenues to cover the CAP system ($1,447,019). FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 203 PUBLIC SAFETY INFORMATION SYSTEM (CONTINUED) 1000-22400 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Go-Live on CentralSquare with RMS, JMS, CAD, Mobile. We went live in November of 2022 and continued with the Post Go-live action items into 2023. We continued training and post go- live sessions increasing the value in the successful go-live of CentralSquare. 2. Implement Micro segmentation firewall. Not only are we monitoring and controlling what happens in and out of our network, we are now able to monitor and control what happens within our network increasing visibility, security, and response time to any incident. 3. Deploy full multi-factor authentication for all remote access into Public Safety. All access to the Public Safety environment is now authenticated with 2 factors of authentication. Using industry standard hardware, we now only connect after authentication with something you have and something you know. This has significantly increased our security posture for cyber security. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Develop a full analytical suite for Central Square. As we continue growing into our new product, we have identified an opportunity for getting the most useful data out. We will continue 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. 2. Integrate CentralSquare First-In. Automation to the new system was a goal, with First-in we can customize the level of automation by automatically notify fire agencies and consistently delivering the data as needed. This goal will be on-going and will continue to deliver more and more features as agencies adopt and integrate in 2024. 3. 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. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Service Tickets 5,481 5,000 6,000 Efficiency Measures FTE'S per 10,000/capita 0.290 0.283 0.277 Per capita cost (county support) $6.65 $2.43 $3.74 204 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 RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 117,497 $ 129,257 $ 138,915 $ 138,915 Supplies 42,080 8,045 8,045 8,045 Purchased Services 51,905 26,823 19,350 19,350 Fixed Charges - 1,095 156,861 148,610 148,610 Contra Account 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 210,387 $ 320,986 $ 314,920 $ 314,920 Revenue 264,200 320,986 314,920 314,920 Net County Cost $ - 53,813 $ 0 $ 0 $ 0 Budgeted Positions 1.0 1.0 1.0 1.0 SUMMARY OF CHANGES: The increase in Personnel Services is due to an anticipated 5% COLA and increases to county paid health insurance. The Purchased Services decreased by $7,473 as a decrease in rental equipment and depreciation. The fixed charges are capital plan expenses that are needed for future projects. Overall decrease in budget by approximately $6,066. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 205 PUBLIC SAFETY WIRELESS COMMUNICATIONS (CONTINUED) 1000-22500 2023 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. 2024 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 Outputs Service Tickets 830 900 900 Efficiency Measures FTE'S per 10,000/capita 0.029 0.028 0.028 Per capita cost (county support) -$0.16 $0.00 $0.00 206 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,224,630 $ 1,313,071 $ 1,313,071 $ 1,313,071 Supplies 26,356 46,948 48,948 48,948 Purchased Services 417,789 371,916 371,916 371,916 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,668,775 $ 1,731,935 $ 1,733,935 $ 1,733,935 Revenue 45,625 65,000 63,000 63,000 Net County Cost $ 1,623,150 $ 1,666,935 $ 1,670,935 $ 1,670,935 Budgeted Positions 12.0 12.0 12.0 12.0 SUMMARY OF CHANGES: A total net increase of $4,000 is made up of a small reduction in revenue of$2,000 based on historical revenues collected, and an increase of$2,000 in Supplies to account for cost inflation increases. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 207 CORONER (CONTINUED) 1000-23200 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: • Improved field training program with an outcome of 100% fully trained investigations staff • Created improved and efficient information pamphlet to keep community informed and provided with updated available resources. • 100% participation in C-Corps, a quarterly meeting amongst Chief Investigators and Coroner's across the state to discuss coroner-related issues, current and upcoming legislation as it relates to Colorado Coroner's. • Hosted well-received team building events with other agencies to build comradery and better working relationships. • Participated in and received $5,000 in grant money for Suicide Prevention through the CDPHE. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: • Continue working on the integration of a coroner-specific database which will help with time management of report writing and save time on extrapolation of information for annual statistics. • Utilize in-county training opportunities for staff. • Expand on coroner grant opportunities. • Continue to focus on mental health awareness within our field and provide resources to our staff to ensure longevity and avoid burnout. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Total number of cases reviewed 1,773 1,750 1,775 Number of cases investigated 907 990 1,010 Number of full autopsies 256 257 262 Efficiency Measures FTEs per 10,000/capita 0.348 0.339 0.332 Per capita cost (county support) $4.70 $4.71 $4.62 Cost per autopsy (with toxicology) $1,205 $1,130 $1,130 208 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 REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,260,688 $ 1,536,576 $ 1,609,600 $ 1,609,600 Supplies 11,363 40,000 49,600 49,600 Purchased Services 93,934 99,850 109,850 109,850 Gross County Cost $ 1,365,985 $ 1,676,426 $ 1,769,050 $ 1,769,050 Revenue 28,969 39,000 39,000 39,000 Net County Cost $ 1,337,016 $ 1,637,426 $ 1,730,050 $ 1,730,050 Budgeted Positions 15.50 15.50 16.50 16.50 SUMMARY OF CHANGES: Increase to base Personnel Services by $5,000 to enhance university student intern placements to assist with workloads, transfer 1.0 FTE from Budget Unit #24215 to meet the continued high demand for Pretrial Services, and increase in Purchased Services to offset costs to defendants on pretrial supervision in the community to meet court- ordered requirements, producing high cost-avoidance at the main jail. FINANCE/ADMINISTRATION RECOMMENDATION: The position move was approved in July 2023. 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#5: Provide Excellent, Cost-Effective Service Delivery 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Implemented Deputy Director function throughout the entire department 2. Continued variable cost avoidance to help manage expense of operating the jail 3. Continued evidence based pretrial release risk assessment and supervision best practices of defendants in the community; assure defendants' court appearance and law abidance 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Integrating transferred FTE resource to meet high workloads; also, hire a new Pretrial Services Manager 2. Collaboration 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. 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 Outputs Pretrial Services Risk Assessments 2,624 2,650 2,700 Defendants on Pretrial Supervision (ADP) 1,696 1,750 1,800 Domestic Violence Screening Assessments 680 700 725 - 750 Courts'slow post-pandemic rebound and extending of criminal case dispositions, continues to create high demands of these public safety services. Efficiency Measures FTE's per 10,000/capita .449 .438 .456 Per capita net cost $3.87 $4.63 $4.78 210 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,907,130 $ 2,086,120 $ 2,056,203 $ 2,056,203 Supplies 15,635 28,890 28,890 28,890 Purchased Services 194,875 217,098 217,339 217,339 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2,117,640 $ 2,332,108 $ 2,302,432 $ 2,302,432 Revenue 457,846 750,000 600,000 600,000 Net County Cost $ 1,659,794 $ 1,582,108 $ 1,702,243 $ 1,702,243 Budgeted Positions 21.0 21.0 20.0 20.0 SUMMARY OF CHANGES: Reduced FTE count from 21 to 20, transferred this FTE to Budget Unit#24100 to create a cost savings to the overall department. Reduced revenue projection due to continued slow post pandemic rebound by Courts and sentencing orders to the programs. FINANCE/ADMINISTRATION RECOMMENDATION: The position move was approved by the board in July 2023. 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#5— Provide Excellent, Cost-Effective Service Delivery 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Full integration of new CentralSquare data management system. 2. Implemented new Deputy Director function throughout the entire department. 3. Continued to 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. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Increase residential daily subsistence rate at Work Release program by 1.07%. 2. Increase 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. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Avg. Work Release Clients - ADP 90 90 100-110 Avg. Electronic Home Monitoring - ADP 75 65 60-70 Efficiency Measures FTE's per 10,000/capita 0.608 0.594 0.558 Per capita net cost $4.81 $4.47 $4.71 212 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 90,419 $ 165,387 $ 165,387 $ 165,387 Supplies 0 500 500 500 Purchased Services 317 500 500 500 Fixed Charges 0 0 0 0 Gross County Cost $ 90,736 $ 166,387 $ 166,387 $ 166,387 Revenue 9,505 10,000 10,000 10,000 Net County Cost $ 81,231 $ 156,387 $ 156,387 $ 156,387 Budgeted Positions 1.50 1.50 1.50 1.50 SUMMARY OF CHANGES: There are no changes requested for 2024. 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 91,941 $ 100,788 $ 91,218 $ 91,218 Supplies 1,395 2,027 5,000 5,000 Purchased Services 3,694,087 3,980,829 4,151,922 4,151,922 Fixed Charges 25,051 19,343 19,343 19,343 Capital 0 0 0 0 Gross County Cost $ 3,812,474 $ 4,102,987 $ 4,267,483 $ 4,267,483 Revenue 3,874,241 4,102,987 4,267,483 4,267,483 Net County Cost $ -61,767 $ 0 $ 0 $ 0 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 23/24: $3,735,607 for Residential Diversion, Transition, Condition of Probation and Condition of Parole placements (145 beds); $127,331 for Non-Residential Diversion services (35 slots); $103,000 for Offender Treatment Support Services; $156,056 for Facility Payment funding to lessen vendor staff turnover and promote evidence-based programming, and $145,487 for Community Corrections Board and Department administration and program oversight. Total = $4,267,483 (increase of$6,221.00 from previous year). Recommend 1.0 FTE from Grade 17 to Grade 20 for Personnel Services costs to account for COLA, accurate accounting of benefits, and proper alignment of job duties with other comparable positions but still producing a cost savings; 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 $328,998 for 2024. This amount is listed as a revenue under Budget Unit#1000-90100. FINANCE/ADMINISTRATION RECOMMENDATION:The reclassification is a policy issue for the board, and the HR review recommends approval at Grade 21. 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#5: Provide Excellent, Cost-Effective Service Delivery 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Correctly receive, manage, and process all state-allocated funds. 2. Correctly and promptly, screen all offender referrals from the Courts, the DOC/Parole for possible placement in a community corrections program; screening to assure for low recidivism and successful placements. 3. Ongoing taxpayers' savings by providing less expensive and effective placement alternatives to jail and prison incarceration for adult offenders. 2024 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. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Intervention Community Correction Services: Total Average Daily Populations of Offender 150** 170 180 Populations by Type - Residential Transition, Residential Diversion, Non-Residential Diversion and IRT Placements Efficiency Measures FTE's per 10,000/capita 0.041 0.040 0.039 **Continued slow rebound from COVID impacted services and reduced offender populations 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 construction to ensure minimum requirements are met. The Department also assists Weld County citizens in understanding and applying the International Building Code for utmost construction safety. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,342,229 $ 1,495,508 $ 1,495,508 $ 1,495,508 Supplies 56,240 106,030 132,700 132,700 Purchased Services 58,359 56,274 49,299 49,299 Fixed Charges 306,789 333,032 375,648 375,648 Capital 0 0 0 0 Gross County Cost $ 1,763,617 $ 1,990,844 $ 2,053,155 $ 2,053,155 Revenue 2,525,543 3,050,000 3,050,000 3,050,000 Net County Cost $ -761,926 $ -1,059,156 $ - 996,845 $ - 996,845 Budgeted Positions 14.00 14.00 14.00 14.00 SUMMARY OF CHANGES:Total Gross County Cost increases by$62,311, made up of$26,670 increase in software maintenance under Supplies, a reduction of $6,975 in Depreciation under Purchased Services, and an increase of $42,616 in Fixed charges, reflecting the cost of living increases and health insurance increases of the positions split between Planning and Building Inspection. This category may be reflected in Personnel Services with the Workday implementation, splitting positions between the departments reflected in salaries once implemented. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 216 BUILDING INSPECTION (CONTINUED) 1000-25100 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Successfully modified the Agricultural Building permit and added additional uses. 2. Eliminated lot coverage requirements in subdivisions and townsites. 3. Created brochures to educate the public about the various building codes. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Continue outreach to the public, contractors and realtors concerning building codes PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Field Inspection Work Outputs Number of Building Permits Issued 2,163 2,200 2,200 Number of inspections performed 28,369 28,000 28,000 Avg. # of inspections per Inspector 22.70 22.50 23.00 Number of Inspectors 5 5 5 Number miles driven by Inspectors 125,000 130,000 130,000 Walk-ins 7,340 6,500 6,500 Number of Plan Reviews 2,125 1,850 2,000 Number of Plan Examiners 3 3 3 Number of Building Compliance violations 65 60 60 Number of Building Complaints 50 60 60 Number Compliance cases closed 50 84 84 Number of Building Compliance Officers 1 1 1 217 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 675,698 $ 861,629 $ 958,896 $ 864,032 Supplies 20,352 34,000 39,300 39,300 Purchased Services 441,088 424,913 463,528 463,528 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,137,138 $ 1,320,542 $ 1,461,724 $ 1,366,860 Revenue 441,054 415,000 415,000 415,000 Net County Cost $ 696,084 $ 905,542 $ 1,046,724 $ 951,860 Budgeted Positions 7.0 7.0 8.0 7.0 SUMMARY OF CHANGES: Personnel Services increase is due adding one FTE (Oil & Gas Inspector I) as well as reclassifying this position one grade higher. Current number of inspections and responses to citizen concerns along with succession planning necessitates the addition. Supplies increasing due to computer software cost increases for Accela and ePlanSoft. Purchased Services increasing due to charge-back from Department of Planning Services (Development Review) and Environmental Health increases for personnel salaries / benefits. FINANCE/ADMINISTRATION RECOMMENDATION: Human Resources agrees with the Reclassification of the Oil and Gas Inspector I from Grade 30 to Grade 31. The additional position was removed as a policy issue for the board, as the succession planning appears to be multiple years away. Recommend approval of the remaining budget. BOARD ACTION: 218 OIL AND GAS ENERGY (CONTINUED) 1000-25200 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Tied to Strategic Priority 4 - Worked with HR to revise multiple job descriptions including the separation of former Permit & Enforcement Specialist position into two job descriptions — Regulatory Analyst and Oil & Gas Inspector. 2. Tied to Strategic Priority 4 - Hired an Oil & Gas Inspector II, who has been instrumental in field inspections and verifying permit compliance. 3. Tied to Strategic Priority 2 - IGA with Town of Keenesburg should be finalized by mid to late July, 2023. This will be the second agreement with a Weld municipality that will allow OGED to assist the Town with oil & gas permitting. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Retain qualified staff. 2. Expand the role of OGED, to not only be more inclusive of all oil & gas development, but possibly other forms of energy as well. 3. Continue working with Staff and the Industry to evaluate the 1041 WOGLA & LAP permitting processes to pursue efficiencies as well as maintaining the utmost awareness for protection and promotion of the health, safety, and welfare of Weld County's citizens, environment, and wildlife. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs LAP Permits 18 10 12 WOGLA permits 30 42 40 Sundry requests 83 90 90 Inspections 156 350 400 Efficiency Measures FTE's per 10,000/capita 0.203 0.198 0.221 Per capita cost (county support) $2.02 $2.56 $2.66 219 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 489,321 $ 636,780 $ 665,335 $ 664,835 Supplies 51,243 78,830 81,030 80,230 Purchased Services 389,046 424,861 439,000 439,000 Fixed Charges 20,868 24,500 24,500 24,500 Capital 0 30,000 25,000 25,000 Gross County Cost $ 950,478 $ 1,194,971 $ 1,234,865 $ 1,233,565 Revenue 23,630 6,000 6,000 6,000 Net County Cost $ 926,848 $ 1,188,971 $ 1,228,865 $ 1,227,565 Budgeted Positions 2 FTE 3 FTE 4 FTE 4 FTE 10 PT 9 PT 8 PT 8 PT SUMMARY OF CHANGES: Personnel Services increased a total of$28,555. Salaries increased $26,230 with the conversion of one temporary spray tech to a full-time Service Worker III position and an increase in outerwear reimbursement due to rising costs for clothing and safety-toed boots. Overtime increased $2,325 based on anticipated needs. Supplies increased a total of $2,200. Software needs for Pix 4D increased $600, and Uniforms increased $1,600 due to a requested increase from $150 to $350 in outerwear reimbursement for seasonal employees. Purchased Services increased a total of$14,139. Postage increased $200 based on anticipated mailings. Other Purchased Services increased $15,783 for anticipated increased costs for tree trimming and tub grinding of trees by contractor. Vehicle Expense decreased $2,071 due to a lower cost for CNG fuel and a reduction in depreciation. Repair and Maintenance Other increased $227 for anticipated increased costs for various repair parts for pumps and sprayers. Capital decreased $5,000 for anticipated costs for the unmanned aircraft system (UAS). FINANCE/ADMINISTRATION RECOMMENDATION: The outerwear reimbursement increase was removed by Finance, back to $250 from the increased request of $500 per employee, removing $500 in Personnel and $800 in Uniforms (from $350 to $250 for 8 seasonals). These increases, as well as the unmanned aircraft purchase are policy issues for the board. Recommend approval of the remaining budget. BOARD ACTION: 220 NOXIOUS WEEDS (CONTINUED) 1000-26100 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Completed the ReSTORE grant 2. Worked with more than 425 landowners providing noxious weed education 3. Purchased and began using a UAS (drone) for spraying bare-ground sites 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Hire one full-time, year-round staff member to assist with spraying and addressing tumble weeds. 2. Utilize the multispectral UAS to identify vegetation and enhance reclamation statistics 3. Work within current budget to carry out regular spraying and mowing activities PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Mowing Lane Miles 2,371 2,400 2,400 Spraying Lane Miles 7,204 7,500 7,500 Acres Sprayed 1,181 1,000 1,000 Efficiency Measures FTE's per 10,000/capita 0.058 0.085 0.111 Per capita cost (county support) $2.69 $3.36 $3.40 221 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 24-32-2107, 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 and organizations. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 461,563 $ 623,802 $ 623,802 $ 623,802 Supplies 30,887 36,524 85,904 85,904 Purchased Services 40,123 68,885 68,885 68,885 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 532,573 $ 729,211 $ 778,591 $ 778,591 Revenue 165,026 259,025 336,831 336,831 Net County Cost $ 367,547 $ 470,186 $ 441,760 $ 441,760 Budgeted Positions 4.0 5.0 5.0 5.0 SUMMARY OF CHANGES:The proposed changed to the 2024 budget is within the supplies line- item of the budget which is the addition of four new stream monitoring stations for a total project price of$49,380. If the BOCC approves the project, OEM intends to seek Hazard Mitigation Grant funding (HMPG) to assist with funding this project. If successful in receiving the HMPG grant funding, Weld County's 25% match will be $12,345. However, in the event the BOCC cannot approve funding for the entire project, but they choose to buy portions, these are the breakdowns. One station will cost $ 12,345 and Weld County's 25% match will be $3,085. Two Stations will cost $24,690 and Weld County's 25% match will be $6,172. Three stations will cost $37,035 and Weld County's 25% match will be $9,259. In the event the BOCC does not approve funding for this project, OEM will continue to have limited warning of flooding conditions. FINANCE/ADMINISTRATION RECOMMENDATION: The four stream monitoring stations are policy issues for the board. Recommend approval. BOARD ACTION: 222 OFFICE OF EMERGENCY MANAGEMENT (CONTINUED) 1000-26200 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Updated the Comprehensive Emergency Management Plan and supporting annexes. 2. Implemented the first Integrated Preparedness Plan for the County. 3. Filled the vacant Training and Exercise Coordinator position. 4. Development of hazard analysis reports for high hazard chemical facilities. 5. Integrated Hazmat incidents and Access and Functional Needs into all drills and exercises. 2024 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. Conduct another Whole Community Immersion Course to include cyber security. 4. Prepare for the update to the Weld County Hazard Mitigation Plan which is due in January 2026. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of drills and exercises 12 15 26 Number of people participating in drills 500 600 775 Number of inspections and/or reports 24 36 48 Number of incidents OEM supported 11 5 5 Number of community events supported 10 14 14 Efficiency Measures FTE's per 10,000/capita 0.116 0.141 0.138 Per capita cost $1.06 $1.33 $1.23 223 OFFICE OF EMERGENCY MANAGEMENT (CONTINUED) 1000-26200 Mission Statement: To support Weld County and its citizens in Preparedness, Prevention, Mitigation, Response, and Recovery using an 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 coalition focused on public health and public safety programming to increase outreach and awareness. a. OEM will coordinate and work with WCDPHE to provide community outreach, preparedness, and resources. • 2D. Encourage and consider all potential forms of energy development. 1. OEM will coordinate and work with Weld County Oil and Gas and Planning Departments to review all required Emergency Action plans to ensure life safety and property conservations are addressed. • 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. • 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 maintains and updates emergency plans to help protect Weld County infrastructure before 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. • 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. 224 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,320,927 $ 3,828,704 $ 4,494,239 $ 4,090,294 Supplies 218,837 308,356 415,227 415,227 Purchased Services 5,687,208 17,957,167 23,454,651 23,454,651 Capital 150,258 0 156,000 156,000 Contra - 241,673 -153,784 -180,138 -180,138 Gross County Cost $ 9,135,557 $ 21,940,443 $ 28,339,979 $ 27,936,034 Revenue 0 0 0 0 Net County Cost $ 9,135,557 $ 21,940,443 $ 28,339,979 $ 27,936,034 Budgeted Positions 29.0 29.0 36.0 32.0 SUMMARY OF CHANGES: Personnel Services increased by$665,535. Salaries were increased $660,535 to fund six new positions and two reclassifications. Overtime increased by $5,000 for additional right-of-way inspections. Salaries also include the midyear approval of moving 1.0 FTE Engineering Tech I (Grade 25) at $76,457 from Planning to Engineering, approved by the board on August 1, 2023. Supplies are up $106,871. Small Items of Equipment increased $2,020 for a radar/motion detection camera to assist with traffic counting at difficult road tube install locations. Software increased $92,851 for additional costs for Cartegraph maintenance, Autodesk license fees and Accela. There is an addition of a linear reference system to self-populate the AADT information into the Diexys crash data system. Road Construction Supplies increased $5,000 for survey and staking supplies. Other Operating Supplies is up $7,000 for soil lab supplies and miscellaneous small hand tools. Capital was added in the amount of $156,000 for two survey rovers to check construction elevations/inspections. This includes software, antennas, radios, data collectors, and ancillary equipment. Purchased Services is up a total of$5,497,484. Grants and Donations increased $6,172,265 due to current intergovernmental agreement obligations. Membership and Registration was increased $1,875 for Geotech certifications required by CDOT. Other Professional Services is up $35,000 for increased geotechnical services and environmental audits. Vehicle Expense increased $39,301 for historic repair costs, anticipated gallons and increased depreciation. Repair and Maintenance Equipment is up $5,000 to repair the floor of the portable construction trailer. Training increased $7,748 for training costs with the addition of new employees. Infrastructure Projects are down $763,705 in part due to anticipated utilities for the roundabouts at CR 74/31 and CR 6/13. 225 GENERAL ENGINEERING (CONTINUED) 1000-31100 FINANCE/ADMINISTRATION RECOMMENDATION: The prioritization of position requests was reviewed by the department and Finance/Administration. The top four priorities were recommended for approval, including a promotion for an Engineer II to Engineer III (Grade 45 to 49), promotion for an Engineering Tech Ito Engineering Tech II (Grade 25 to 32), and adding an Acquisition Specialist (Grade 44) and an Engineer Tech III - Permitting (Grade 38). These are included in the budget for a total increase of$258,310. This removes $402,945 for the remaining 4.0 FTE and an additional $1,000 of uniform allowance for those four positions. All position requests and the two survey rovers are policy issues for the board. Recommend approval of the remaining request. BOARD ACTION: 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Collaborative training of Civil 3-D among staff has improved the quality of plans. 2. Continued improvement to bid specifications to keep quality the main priority. 3. Continued using CDOT generated spreadsheets to increase reporting accuracy and continuity between federal and county funded projects. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Obtain better initial cost estimates of bridge projects to aid in more accurate budgets. 2. Update specifications to communicate contractor work expectations. 3. Expand the soils lab to test asphalt, concrete and more extensive soils testing. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of designs completed 11 17 12 Number of construction projects completed 10 3 7 MS4 land use case reviews (post & active 14 15 15 construction) Special Transport Permits 2,047 2,100 2,500 Right-of-Way Permits 892 900 900 Efficiency Measures FTE's per 10,000/capita 0.840 0.820 0.968 Per capita cost $26.47 $62.03 $78.37 226 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 53,000 277,000 277,000 277,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 53,000 $ 277,000 $ 277,000 $ 277,000 Revenue 0 0 0 0 Net County Cost $ 53,000 $ 277,000 $ 277,000 $ 277,000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The budget includes $267,000 to the Poudre River Trail Corridor, Inc. Board. Of this amount, $35,000 covers one-third of the annual maintenance and operating costs as well as $32,000 for one-third of the Executive Director position for trail management. 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 engineering plan. This is paid on a reimbursement basis once repairs are completed. The Great Western Trail Authority is requesting $10,000 for ongoing trail maintenance and operations covering 6.5 miles between Eaton and Windsor in unincorporated Weld County. The towns of Eaton, Severance and Windsor are also contributing $10,000 each annually, for a total of$40,000, for the maintenance and operations of the eleven miles of trail. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 227 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 BUDGETED REQUESTED RECOMMEND LAST FY 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 2023. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 228 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY 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 2023 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: 229 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 38,225 38,225 135,225 38,225 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 38,225 $ 38,225 $ 135,225 $ 38,225 Revenue 0 0 0 0 Net County Cost $ 38,225 $ 38,225 $ 135,225 $ 38,225 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Envision is requesting $135,225, which is $97,000 higher than the past many years funded at $38,225. The request is to offset unreimbursed expenses related to CFCM/CMRD and to support general operating expenses. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the original funding of$38,225. The increase is a policy issue for the board. BOARD ACTION: 230 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 LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 191,400 216,000 251,000 216,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 191,400 $ 216,000 $ 251,000 $ 216,000 Revenue 0 0 0 0 Net County Cost $ 191,400 $ 216,000 $ 251,000 $ 216,000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: North Range Behavioral Health is requesting $226,000, which is $35,000 higher than the 2023 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 increased services to the southwest part of the county. A reduction of $75,000 for a total request of $25,000 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 to accommodate the grants received by the district for 2023. FINANCE/ADMINISTRATION RECOMMENDATION: The increase in funding for NRBH was removed as a policy issue for the board. Recommend approval at 2023 funding levels. BOARD ACTION: 231 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 LAST FY 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 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: 232 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 ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY 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: 233 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 12,351 12,351 12,351 12,351 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Revenue 0 0 0 0 Net County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The transfer to the Human Services Fund of$12,351 is for the Area Agency on Aging Administration match. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services Fund. 234 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 BUDGETED REQUESTED RECOMMEND LAST FY 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 2,680,275 6,035,292 6,035,292 6,035,292 Capital 0 0 0 0 Gross County Cost $ 2,680,275 $ 6,035,292 $ 6,035,292 $ 6,035,292 Revenue 0 0 0 0 Net County Cost $ 2,680,275 $ 6,035,292 $ 6,035,292 $ 6,035,292 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: See Health Fund for details. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund. 235 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY 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: In 2023, the Sheriffs Office is requesting the purchase of a new command bus for incident response and to help improve efficiency and accuracy when investigating complex crime scenes or related situations. As Fleet purchases are typically funded by the depreciation of prior purchases, and there was no prior purchase for the command bus, these funds are being transferred to offset the expense in Motor Pool. You will see the corresponding revenue and expense in the Fleet Services Equipment(Fund 6000, Org 17550) on page 491 of the budget book. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 236 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 FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 1,300,000 1,565,000 1,300,000 Gross County Cost $ 0 $ 1,300,000 $ 1,565,000 $ 1,300,000 Revenue 0 0 0 0 Net County Cost $ 0 $ 1,300,000 $ 1,565,000 $ 1,300,000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: East Colorado Small Business Development Center (SBDC) has requested $65,000 which matches what was contributed in 2023 to serve Weld County. Upstate Colorado requested $200,000, which is $50,000 higher than the past four years. Upstate wishes to continue the additional $50,000 for the succession programing started in 2019 for 3-5 years, and now asking for an additional $50,000 to cover funding shortages. $1,300,000 is budgeted in 2024 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: Recommend approval the SBDC funding of $65,000 to remain consistent with prior year funding levels from the Economic Development Trust Fund. Recommend approval of funding for Upstate for the previously approved $150,000, and the $50,000 additional funding is a policy issue for the board. It is recommended that these requests be paid out of the Economic Development Trust again in 2024. The Economic Development Trust Fund is well funded with over $12 million uncommitted and can absorb this cost. Recommend the funding for the air quality monitoring program. BOARD ACTION: 237 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY 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: 238 LEASE-PURCHASE AGREEMENTS The following supplemental data regarding lease-purchase agreements involving real property is required under Section 29-1-104(2)(d), C.R.S., 1973: A. The total amount to be expended during the ensuing fiscal year for payment obligations under all lease-purchase agreements involving real property $ -0- B. The total maximum payment liability of the local government under all lease-purchase agreements involving real property over the entire terms of such agreements, including all optional renewal terms $ -0- C. The total amount to be expended during the ensuing fiscal year for payment obligations under all lease-purchase agreements other than those involving real property $ -0- D. The total maximum payment liability of the local government under all lease-purchase agreements other than those involving real property over the entire terms of such agreements, including all optional renewal $ -0- 239 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 184,294 68,000 93,000 93,000 Purchased Services 666,209 635,750 978,665 978,665 Fixed Charges 106,630 215,000 250,000 250,000 Capital 7,784 0 0 0 Gross County Cost $ 964,917 $ 918,750 $ 1,321,665 $ 1,321,665 Revenue 123,084,392 118,910,002 186,453,989 186,453,989 Net County Cost $- 122,119,475 $ - 117,991,252 $ - 185,132,324 $ - 185,132,324 SUMMARY OF CHANGES: Expenses increase by $402,915, including $380,000 for Workday training and consultant contracts as a one-time expense for 2024. There is an increase of$30,415 for other Professional Services, including Ergomed assessments, lobbying contracts, Flex Spending administrative costs, correctional officer testing, and other expenses based on historical spending. Supplies increase by $25,000 to cover small items of equipment as Facilities keeps items in stock for remodels, such as chairs, cubicle furniture, and other small items. Fixed costs increased by$10,000 for unanticipated professional services or special projects, with some likely changes to employee recognition and appreciation to be utilized. Revenues are up $67,543,987 to $186,463,989 from the current year. Property taxes are budgeted at$172,837,453, 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 they will decrease if the temporary mill credit is increased for 2024. Tobacco tax was reduced by $70,000 to a more reasonable $90,000 since past revenues have been steadily decreasing. Other smaller revenues are stable with little change. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 240 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 15,000 65,000 1,088,000 65,000 Gross County Cost $ 15,000 $ 65,000 $ 1,088,000 $ 65,000 Revenue 0 0 0 0 Net County Cost $ 15,000 $ 65,000 $ 1,088,000 $ 65,000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Funding is included for the following community agencies: AGENCY PRIOR YEAR REQUEST RECOMMEND FINAL A Woman's Place 0 $18,000 0 Reading Great by 8 $ 10,000 $ 10,000 $10,000 211 Information and Referral 50,000 50,000 50,000 Weld's Way Home 5,000 10,000 5,000 High Plains Housing Dev. 0 1,000,000 0 Total $ 65,000 $ 1,088,000 $ 65,000 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 $18,000 for 2024. This is the first year in the past five years 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. As this is for ongoing, regular operations, Finance has not included it in the recommendation for funding. This is a policy issue for the board. 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. Recommend approval. 241 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. Weld's Way Home has requested $10,000 for 2024. Since 2018, the county has funded this program at $5,000. The funding would be for the Weld's Way Home (WWH) effort, which is a long-term countywide strategic plan to address homelessness and housing instability. WWH does not intend to offer direct services, instead they aim to support and expand the capacity of the expert service provider already addressing this challenge in Weld County. Increased funding is a policy issue for the Board. High Plains Housing Development has requested $1,000,000 towards the development of the StarRise Apartments, 58 units of permanent supportive housing for the chronically homeless. The total project is $26.2 million, and the organization is seeking support from many sources to complete this project. Discussions began in January 2023 for this project, and the 501(c)3 nonprofit has utilized the outside agency request for this proposal. While the proposal indicates some offsetting costs in other departments, the policy listed below is why the request was excluded from recommendation. Homeless Shelters have not been funded in the past by General Fund dollars. Human Services has been doing a $20,000 program with a voucher process through CSBG for the shelters. If the homeless shelters are funded, it should be by a Human Services allocation of CSBG dollars as vouchers to clients or other Human Services program funds. Recommend no General Fund funding. Human Services may fund with CSBG funds if funds are available. BOARD ACTION: See notes for each agency regarding funding in italics. 242 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 277,878 296,043 315,407 315,407 Fixed Charges 2,402,988 2,500,000 2,000,000 2,000,000 Capital 0 0 0 0 Gross County Cost $ 2,595,282 $ 2,796,043 $ 2,315,407 $ 2,315,407 Revenue 0 0 0 0 Net County Cost $ 2,595,282 $ 2,796,043 $ 2,315,407 $ 2,315,407 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES: The 2024 request includes a 6.5% increase in salaries and benefits for the 1.5 FTE that manages the program. The requested is detailed out to show large increases in Advertising, Event and Meeting expenses, with offsetting decreases in other operating expenses. There is an increase from $12,059 to $22,059 to cover expenses not covered by a COSI (Colorado Opportunity Scholarship Initiative) grant. $2,00,000 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 strategy for funding and changes to the scholarship program need to be approved by the board; however, the requested increases are reasonable and recommended for approval. BOARD ACTION: 243 BRIGHT FUTURES (CONTINUED) 1000-90160 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Students in Program 1,003 1,083 1,137 Grant Dollars Awarded $1.75 M $2.17 M $2.27043M Efficiency Measures FTE's per 10,000/capita 0.000 0.000 0.000 Per capita administrative expenditure $0.82 $0.79 $0.83 Per capita student grant expenditure $5.15 $6.23 $6.38 244 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 428,108 $ 480,998 $ 616,415 $ 616,415 Supplies 6,398 8,300 8,300 8,300 Purchased Services 26,191 56,200 60,700 60,700 Fixed Charges 2,215 0 0 0 Capital 0 0 0 0 Gross County Cost $ 462,912 $ 545,498 $ 685,415 $ 685,415 Revenue 0 0 0 0 Net County Cost $ 462,912 $ 545,498 $ 685,415 $ 685,415 Budgeted Positions 12.375 12.375 12.975 12.975 SUMMARY OF CHANGES: The overall increase to the program is $139,917 and reflects an increase in a 0.6 FTE funded by Weld County for the Master Horticulture program for $44,480, and the increases for the CSU contract positions, including approximately $76,300 to cover 80% of the 4-H Director position, with the other 20% covered by the 4-H Endowment and paid through CSU. The $4,500 increase in Purchases Services is to cover vehicle repair and maintenance expenses, which have never been budgeted before. FINANCE/ADMINISTRATION RECOMMENDATION:The position changes are policy issues for the board. Recommend approval. BOARD ACTION: 245 EXTENSION SERVICES (CONTINUED) 1000-96100 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. New partnerships were established, and opportunities were created 2. Created marketing/promotional materials for community events as identified in the office strategic plan 3. CSU agents received academic faculty status 2024 STRATEGIC 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 ESTIMATED PROJECTED Work Outputs 4-H enrollment 987 1,000 1,050 4-H volunteers 215 200 200 4-H outreach (non-duplicate) 1,533 1,850 2,300 4-H outreach contact hours 2,788 3,500 3,500 Master Gardener contacts 3,899 3,500 3,600 Master Gardener volunteer hours 2,370 2,400 2,500 Family & Consumer Science social media 18,367 18,000 20,000 outreach Family & Consumer Science in person 354 400 450 outreach Efficiency Measures FTE's per 10,000/capita .359 .350 .342 Per capita cost (county support) $1.34 $1.54 $1.51 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. 246 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 $ 90,459 $ 89,253 $ 89,253 $ 89,253 Supplies 64,548 20,000 20,000 20,000 Purchased Services 1,777,995 68,995 68,995 68,995 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,933,002 $ 178,248 $ 178,248 $ 178,248 Revenue 1,773,548 0 0 0 Net County Cost $ 159,454 $ 178,248 $ 178,248 $ 178,248 Budgeted Positions 1.25 1.25 1.25 1.25 SUMMARY OF CHANGES: No changes have been requested. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 247 COUNTY FAIR (CONTINUED) 1000-96200 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. The Weld County Ranch Rodeo is now a Working Ranch Cowboy Association sanctioned rodeo. 2. Livestock Sale grossed 1.5 million. 3. Collaborations with partners had led to the discussion and proposal of a new facility. 2024 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. Hire a new Fair Coordinator. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Exhibits registered 5,479 6,000 8,000 Exhibitors registered 950 975 1,000 Attendees 20,000 30,000 32,000 Efficiency Measures FTE's per 10,000/capita 0.036 0.035 0.035 Per capita cost (county support) $0.46 $0.50 $0.49 248 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: FACILITIES BUDGET UNIT TITLE AND NUMBER: Veterans Services - - 1000-96400 DEPARTMENT DESCRIPTION: The Veterans Services division, in accordance with CRS Title 28, Article 5, Part 8, provides all types of services to veterans of Weld County. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 133,852 $ 188,368 $ 188,368 $ 188,368 Supplies 297 3,500 3,500 3,500 Purchased Services 6,269 9,998 9,998 9,998 Gross County Cost $ 140,418 $ 201,866 $ 201,866 $ 201,866 Revenue 14,280 28,560 28,560 28,560 Net County Cost $ 126,138 $ 173,306 $ 173,306 $ 173,306 Budgeted Positions 2.0 2.0 3.0 3.0 SUMMARY OF CHANGES: An Office Tech III Grade 17 was approved by the board on January 2, 2023 and added to the budget as an approved item. No changes requested. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 249 VETERANS SERVICES (CONTINUED) 1000-96400 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Achieved dual Accreditation with Colorado Department of Military &Veterans Affairs and the National Association of County Veterans Service Officers to allow enhanced claim prosecution. 2. Increased public engagement and outreach by 50% through County Veteran Service Organizations 3. Developed on-boarding and training plan commensurate with recent State level changes 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Implemented website content improvements by December 31, 2024. 2. Increased public engagement and outreach by 8% annually. 3. Developed flow charts to enable better understanding of claims processes by December 31, 2024 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Active files 6,360 6,300 6,400 Office visits 1,200 1,200 1,200 Efficiency Measures FTE's per 10,000/capita 0.058 0.085 0.083 Per capita cost (county support $0.37 $0.49 $0.48 250 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY 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 100,136 171,263 187,177 187,177 Capital 0 0 0 Gross County Cost $ 100,136 $ 171,263 $ 187,177 $ 187,177 Revenue 0 0 0 0 Net County Cost $ 100,136 $ 171,263 $ 187,177 $ 187,177 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: 251 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 4,647,479 4,700,500 4,736,463 4,736,463 Fixed Charges 180,080 437,385 437,385 437,385 Capital 0 0 0 0 Gross County Cost $ 4,827,559 $ 5,137,885 $ 5,173,848 $ 5,173,848 Revenue 0 0 0 0 Net County Cost $ 4,827,559 $ 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. $40,000 for engineering for water rights on gravel pits and $29,385 for water right assessments owned by the county. $408,000 is funded for the leases of county assets. $4,696,463 is funded for depreciation of county assets. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 252 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 10,728,254 $ 10,728,254 Supplies 0 0 0 0 Purchased Services 0 0 191,300 191,300 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 10,919,554 $ 10,919,554 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 10,919,554 $ 10,919,554 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES:The 2024 salary adjustment includes a 5.0%cost of living adjustment (COLA)and a 15% increase to county portion of paid health insurance costs per employee. There is an additional $145,610 to adjust some minor issues with the payables, the bilingual pay differential approved by the board in July 2023, and $4,000,000 to cover anticipated shortages in health insurance and pay equity issues brought up in the position reviews, as an example, the Accounting Tech position reclassifications made by the board in July 2023. The budget also reflects an employee recognition and retention program ($191,300) that will be allocated out at the department level if approved. With the increasing difficulty of retaining staff, the county is attempting ways of creatively appreciating employees to improve job satisfaction and retention, as a part of Being an Employer of Choice (Strategic Priority #4) of the county's strategic plan. FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amounts, and all contingency dollars, are policy issues for the board. BOARD ACTION: 253 "'L GpU NTT- PUBLIC WORKS Revenue and Resource Changes $250,000,000 ❑2023 ■2024 $200,000,000 co a N.co $150,000,000 $100,000,000 N co O O O O O O 0 0 0) in 06 co 6 O O O $50,000,000 0 0 oa o 0 00 � � o `� In O O O O O O O O co O O co t0 O O O O L{j O Q O O h3 �_ _� O O M N O O 64 EH I 73 73 73O O so E. 1-111 I '3) 1) IIl See fee e��y ��Ge e a� �e� �� y a a a co a5 e° Jye� et`� ey\Q aka cao rec eta\ �`aS\ eOa� ��rAa� Qie� `Germs �� co lea i e,<e•5O �`yc o ,ca 2024 Revenue Total $312,708,213 (2023 $300,785,256) Federal/State Transfer Solid Waste $400,000 $12,041,945 4`)/0 0% Miscellaneous Other Taxes $26,20/0,000 Highway Users Fee 7 8 $11,600,000 $12,100,000 4% 4% Property Taxes Severance Tax $15,000,000 $4,425,000 5% 1% Licenses/Permits $950,000 0% Fund Balance $229,991,268 74% 255 PUBLIC WORKS 2024 EXPENDITURES Total $76,894,862 (2023 $81 ,182,490) Gravel Road Management Maintenance Support Bridge Construction $10,752,281 $3,588,026 $8,568,434 14% 5% Municipalities 11% $3,591,243 5% Trucking$6,920,957 9% Mining$6,462,241 8% Pavement Mangement Adminstration $10,858,131 $1,435,615 14% 2% Public Works _ $24,717,765 32% $35,000,000 ❑2023 ❑2024 $30,000,000 .- N- co $25,000,000 7) N- $20,000,000 N Efl O r � O CO O co rs) N N O $15,000,000 LSO I,- co 01 M V) N O O co O t` to co u) ri N N V $10,000,000 co E Co CO co w M N Lo N O CO O cO6 GO O f Ef3 co 11 6J co co s GV OM M 1 r O co $5,000,000 N � co ss $0 Public Works Pavement Municipalities Bridge Gravel Road Maintenance Trucking Mining Adminstration Mangement Construction Management Support 256 SEVEN YEAR TREND Public Works $100 $90 82.8 81.18 $80 76.89 $70 68.91 69.365 63.67 65.08 $60 U) n $50 $40 $30 $20 $10 $0 2018 2019 2020 2021 2022 2023 2024 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 2024 total $312,708,213 which includes a fund balance of $229,991,268. Property tax is set at $15,000,000, the same as 2023. Specific Ownership tax is estimated to remain at $11,600,000. Total HUTF will be $12,100,000, a $1,050,000 increase from 2023. Permit revenues and Motor Vehicle Registration Fees are budgeted at$950,000 and $400,000, respectively, remaining the same as 2023. Grazing fees are $8,000,000, which is $1.5 million higher than budgeted in 2023. Oil and gas revenues are $25,000,000, which reflects a $500,000 decrease from what was budgeted in 2023. There is $400,00 from Solid Waste Fund for roads impacted by the landfills. 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 2024, the district is funding $1,200,000 in oil and gas haul route projects. PILT is budgeted at $88,500 remaining the same as expected in 2023. Severance tax is budgeted at$4,425,000. 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 $3,553,445 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$953,445 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 2024 total $76,894,693 and is down $4,287,797 from 2023. The decrease reflects difficulty in getting workers and supplies to complete projects in a timely manner, causing projects to take longer to complete, and less time available to start new projects in future years until the existing projects are completed. A total of $55,169 is removed from the recommended budget for the increased uniform allowance and safety program incentives as policy issues for the board. All other requests are recommended for approval, with the Administration reclassifications recommended at the Human Resources' reviewed levels. 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 2024 and beyond, the amount spent on capital projects should also be stable. The 2024 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 $ 10,752,281 Maintenance Support 1,347,719 TOTAL $ 12,100,000 259 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 2024 budget would be allocated as follows by the above categories: TOTAL HUTF STATE LOCAL/OTHER Road and Bridge Construction $ 8,568,434 $ 0 $ 8,568,434 Gravel Road Management 10,752,281 10,752,281 0 Maintenance Support 3,588,026 1,347,719 2,240,307 Trucking 6,920,957 0 6,920,957 Mining 6,462,241 0 6,462,241 Administration 1,435,615 0 1,435,615 Contingency 1,475,242 0 1,475,424 Pavement Management 10,858,131 0 10,858,131 Municipalities 3,591,243 0 3,591,243 Public Works: Haul Route Program (HARP) 3,000,000 0 3,000,000 Part-time 1,782,653 0 1,782,653 Contract 18,459,688 0 18,459,688 TOTAL $76,894,693 $12,100,000 $64,794,693 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 $3,653,375 in asphalt purchases and contracts for overlays and reconstruction, chip and seal of$1,259,386, and $2,899,000 in surface gravel for a total of$7,811,761 in bid projects for 2024. A major portion of the $18,459,688 may also be contracted, which raises the potential bid project amount to $26,271,449. 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 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final TAXES 2000 90100 4112 CURRENT PROPERTY TAXES 15,000,000 15,000,000 15,000,000 2000 90100 4130 SPECIFIC OWNERSHIP TAXES 11,600,000 11,600,000 11,600,000 2000 90100 4140 SEVERANCE TAXES 7,300,000 4,425,000 4,425,000 TOTAL TAXES 33,900,000 31,025,000 31,025,000 - PERMITS 2000 90100 4221 PERMITS 950,000 950,000 950,000 INTERGOVERNMENTAL 2000 90100 4316 GRAZING ACT 6,500,000 8,000,000 8,000,000 2000 90100 4318 PAYMENT IN LIEU OF TAXES 88,500 88,500 88,500 2000 90100 4334 HIGHWAY USER 11,050,000 12,100,000 12,100,000 2000 90100 4338 MOTOR VEHICLE REG 400,000 400,000 400,000 2000 90100 4340 GRANTS 4,067,959 3,553,445 3,553,445 TOTAL INTERGOVERNMENTAL 22,106,459 24,141,945 24,141,945 - MISCELLANEOUS 2000 90100 4640 OIL AND GAS 25,500,000 25,000,000 25,000,000 2000 90100 4680 OTHER 4,668,332 1,200,000 1,200,000 TOTAL MISCELLANEOUS 30,168,332 26,200,000 26,200,000 - TRANSFER 2000 90100 712700 TRANSFER 900,000 400,000 400,000 TOTAL PUBLIC WORKS 88,024,791 82,716,945 82,716,945 - 261 PUBLIC WORKS SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 2000 30100 ADMINISTRATION 1,354,823 1,449,734 1,435,615 2000 32100 TRUCKING 6,574,771 6,928,457 6,920,957 2000 32200 GRAVEL ROAD MANAGEMENT 10,252,628 10,764,931 10,752,281 2000 32300 ROAD AND BRIDGE CONSTRUCTION 8,284,853 8,576,784 8,568,434 2000 32400 MAINTENANCE SUPPORT 3,380,931 3,591,276 3,588,026 2000 32500 OTHER PUBLIC WORKS 31,640,274 23,242,341 23,242,341 2000 32600 MINING 6,277,495 6,463,991 6,462,241 2000 32700 PAVEMENT MANAGEMENT 10,786,580 10,865,681 10,858,131 2000 56200 CITIES AND TOWNS 2,630,135 3,591,243 3,591,243 2000 99999 CONTINGENCY 0 1,475,424 1,475,424 TOTAL PUBLIC WORKS 81,182,490 76,949,862 76,894,693 0 262 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 15,702,512 $ 19,072,888 $ 20,856,160 $ 20,810,541 Supplies 11,717,249 17,923,180 19,029,221 19,019,671 Purchased Services 32,733,786 44,038,422 36,994,481 36,994,481 Fixed Charges 13,503 70,000 70,000 70,000 Contra Expense 1,954,991 0 0 0 Capital 8,250 78,000 0 0 Gross County Cost $ 62,130,291 $ 81,182,490 $ 76,949,862 $ 76,894,693 Revenue/Fund Bal. 123,111,938 66,182,490 67,716,945 67,716,945 Net Property Tax Contributed $ 14,973,843 $ 15,000,000 $ 15,000,000 $ 15,000,000 Budgeted Positions 171 175 176 176 SUMMARY OF CHANGES: See individual units. FINANCE/ADMINISTRATION RECOMMENDATION: See individual units. BOARD ACTION: See individual units. 263 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 REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 962,449 $ 1,007,716 1,048,221 1,039,852 Supplies 111,087 132,621 154,371 148,621 Purchased Services 185,121 214,486 247,142 247,142 Fixed Charges -2,281 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,256,376 $ 1,354,823 $ 1,449,734 $ 1,435,615 Revenue 0 0 0 0 Net County Cost $ 1,256,376 $ 1,354,823 $ 1,449,734 $ 1,435,615 Budgeted Positions 8 8 8 8 SUMMARY OF CHANGES: Personnel Services increased $40,505 for salaries and benefits to move four employees from Office Technician positions to specific Public Works designations. One position moved to a Grade 35, two positions to Grade 25, and one position to Grade 31. Supplies is up $21,750 as the per employee safety award amount was increased as part of the department's Safety Program. There was also an increase in diesel exhaust fluid. Purchased Services increased a total of $32,656, and includes Publications and Subscriptions up by $170 for manuals, Phones up $1,116 for an additional iPhone and iPad, Vehicle Expenses increasing $3,925 due to historic repair costs and for diesel costs for a spare pooled vehicle. The increase is also made up of Travel and Meetings up $5,500 to send employees to Bridge Inspection Training and allow two employees to attend the Cartegraph annual conference, and Training increasing $26,220, mostly due to the cost for employees to obtain CDL licenses to operate equipment. Other categories were decreased to accommodate the increases. FINANCE/ADMINISTRATION RECOMMENDATION: The safety program increase from of $50 to $75 per employee was not sufficiently justified, so the increase was removed (-$5,750). The training increase, and reclassification requests are policy issues for the board. Compensation analysis puts the respective increases from the requested Grade 35 to Grade 25, two positions from Grade 25 to Grade 22, and one Grade 31 to Grade 23, for a total cost of $32,136. Recommend approval of Human Resource's recommendation. BOARD ACTION: 264 ADMINISTRATION (CONTINUED) 2000-30100 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Assisted with asset creation for culverts in Cartegraph. 2. Completed 40% of historical scanning. 3. Continue automation creation in Cartegraph to increase efficiency. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Provide administrative support for preliminary transition to Cartegraph for Engineering staff. 2. Enhance safety and training programs. 3. Enhance data analysis for data tracking database programs. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Perform administrative duties with less than 1% error 95% 95% 95% Efficiency Measures FTE's per 10,000/capita 0.232 0.226 0.221 Per capita cost (county support) $3.64 $3.83 $4.02 265 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 RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,937,148 $ 3,233,557 $ 3,263,781 $ 3,256,281 Supplies 5,494 8,000 13,450 13,450 Purchased Services 3,514,623 3,333,214 3,651,226 3,651,226 Fixed Charges -1,095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 6,456,170 $ 6,574,771 $ 6,928,457 $ 6,920,957 Revenue 0 0 0 0 Net County Cost $ 6,456,170 $ 6,574,771 $ 6,928,457 $ 6,920,957 Budgeted Positions 33 33 33 33 SUMMARY OF CHANGES: Personnel Services increased a total of$30,224. Salaries increased $7,500 as the outerwear reimbursement for full-time employees was increased to reflect the rising costs of clothing and safety-toed boots. Overtime was increased $22,724 as the estimated hourly rate was adjusted to reflect current employee pay rates. Supplies increased $5,450 for hand-held radio and battery replacements in Other Operating Supplies. Purchased Services increased a total of $318,012 mostly due to an increase in contracted material hauling costs of $217,500 in Contract Payments. Utilities increased $2,000 based on historic costs and service fees for the port-o-let units. Vehicle Expenses increased $98,512 to reflect anticipated repair costs. FINANCE/ADMINISTRATION RECOMMENDATION: The outerwear reimbursement increase was removed by Finance, back to $250 from the requested $500 per employee, removing $7,500 in Personnel. The increase is a policy issue for the board. Recommend approval of the remaining budget. BOARD ACTION: 266 TRUCKING (CONTINUED) 2000-32100 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Safely satisfied hauling needs for County divisions. 2. Stayed within budget constraints. 3. Completed material hauling contract. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Work efficiently to complete gravel road maintenance plan. 2. Continue to satisfy material hauling needs for all Public Works divisions. 3. Improve safety by implementing new program for training drivers. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Tons of Surface Gravel Transported 437,378 430,000 430,000 Tons of All Material Transported 658,005 670,000 670,000 Efficiency Measures FTE's per 10,000/capita 0.956 0.933 0.913 Per capita cost (county support) $18.71 $18.59 $18.18 267 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4,385,093 $ 5,080,265 $ 5,101,911 $ 5,090,161 Supplies 1,534,637 2,161,780 2,368,790 2,367,890 Purchased Services 3,429,899 3,010,583 3,294,230 3,294,230 Fixed Charges -1,095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 9,348,534 $ 10,252,628 $ 10,764,931 $ 10,752,281 Revenue 0 0 0 0 Net County Cost $ 9,348,534 $ 10,252,628 $ 10,764,931 $ 10,752,281 Budgeted Positions 52 53 53 53 SUMMARY OF CHANGES: Personnel Services increased a total of$21,646. Salaries increased $11,750 as the outerwear reimbursement for full-time employees was increased to reflect the rising costs of clothing and safety-toed boots. Overtime was increased $9,896 as the estimated hourly rate was adjusted to reflect current employee pay rates. Supplies increased a total of $207,010. Uniforms increased $1,800 as outerwear for seasonal employees was increased from $150 per person to $350 per person. Other Operating Costs was increased $205,210 due to the rising cost of both dust palliative chemicals and grader tire chains. The cost of hand-held radio replacements and batteries was added. Purchased Services was increased $283,647. Utilities increased$24,280 to reflect the utility costs at the satellite grader stations and port-o-let service fees. Vehicle Expense increased $228,567 to reflect fuel deliveries to grader stations and historic repair costs. Machinery and Equipment Rental was increased $30,800 due to rising rental rates for motor graders and rollers. FINANCE/ADMINISTRATION RECOMMENDATION The outerwear reimbursement increase was removed by Finance, back to$250 from the requested $500 per employee, removing$11,750 in Personnel and $900 in Uniforms (from $350 to $250 for 9 seasonals). The increases are a policy issue for the board. Recommend approval of the remaining budget. BOARD ACTION: 268 GRAVEL ROAD MANAGEMENT (CONTINUED) 2000-32200 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Accomplished all division tasks while improving gravel roads and staying under budget. 2. 98% of grader operators attended all safety meetings throughout the year. 3. All citizen service calls were addressed and responded to by the next day and issues taken care of within a week. 2024 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 HUTF and GASB reports. 2. Maintain a 98+% safety attendance with fewer accidents throughout the year. 3. Upgrade the gravel arterial and collector functional classification roads while staying within budget. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Topical Application 137 137 158 Miles of Full Depth Application 58 60 65 Miles of Road Rehabilitation 22 24 25 Miles of Gravel Replenished 268 325 415 Lane Miles of Gravel Roads Maintained 231,866 185,000 180,000 Lane Miles of Snow Removed on Gravel 98,110 90,000 95,000 Roads Efficiency Measures FTE's per 10,000/capita 1.536 1.498 1.466 Per capita cost (county support) $27.09 $28.99 $29.77 269 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 rig hts-of-way. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,900,170 $ 3,353,861 $ 3,375,511 $ 3,368,261 Supplies 1,589,339 3,374,525 3,643,275 3,642,175 Purchased Services 1,193,900 1,511,467 1,512,998 1,512,998 Fixed Charges -913 45,000 45,000 45,000 Capital 0 0 0 0 Gross County Cost $ 5,682,496 $ 8,284,853 $ 8,576,784 $ 8,568,434 Revenue 3,175 0 0 0 Net County Cost $ 5,679,321 $ 8,284,853 $ 8,576,784 $ 8,568,434 Budgeted Positions 33 33 33 33 SUMMARY OF CHANGES: Personnel Services increased $21,650. Salaries increased $7,250 as the outerwear reimbursement for full-time employees was increased to reflect the rising costs of clothing and safety-toed boots. Overtime was increased $14,400 as the estimated hourly rate was adjusted to reflect current employee pay rates. Supplies increased a total of$268,750. Small Items of Equipment increased $3,000 due to rising costs of tools. Road Construction Supplies increased by$217,100 to account for increased prices for class 6 material, bulk cement, and contracted RAP crushing costs. Uniforms increased $2,200 as outerwear for seasonal employees was increased from $150 per person to $350 per person. Other Operating Supplies increased $46,375 due to rising costs for culvert lining products. Cost of Goods Sold increased $75 to reflect anticipated costs. Purchased Services was increased by $1,531. Utilities was increased $2,000 to reflect port-o-let service fees. Vehicle Expense decreased $5,469 due to lower anticipated CNG prices. Repair and Maintenance Other was increased $5,000 for repair or replacement of GPS units. FINANCE/ADMINISTRATION RECOMMENDATION: The outerwear reimbursement increase was removed by Finance, back to $250 from the requested $500 per employee, removing $7,250 in Personnel and $1,100 in Uniforms (from $350 to $250 for 11 seasonals). The increases are a policy issue for the board. Recommend approval of the remaining budget. 270 BRIDGE CONSTRUCTION (CONTINUED) 2000-32300 BOARD ACTION: 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Maintained bridges to prevent any restrictions. 2. Completed road construction projects within budget 3. Completed minor bridge inspections and maintenance scheduled. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Enter culvert locations into Cartegraph to track assets. 2. Improve and extend maintenance schedules and workflow. 3. Incorporate entry level driver CDL training program. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Road Construction Completed 13.5 11.0 15.0 Bridge Projects Completed 10 5 6 Culverts Replaced 65 75 80 Efficiency Measures FTE's per 10,000/capita 0.956 0.933 0.913 Per capita cost (county support) $16.45 $23.42 $23.72 271 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,117,977 $ 1,480,095 $ 1,490,145 $ 1,486,895 Supplies 929,532 1,526,340 1,798,750 1,798,750 Purchased Services 217,839 296,496 302,381 302,381 Fixed Charges -1,095 0 0 0 Capital 0 78,000 0 0 Gross County Cost $ 2,264,253 $ 3,380,931 $ 3,591,276 $ 3,588,026 Revenue 4,798 0 0 0 Net County Cost $ 2,259,455 $ 3,380,931 $ 3,591,276 $ 3,588,026 Budgeted Positions 12 15 15 15 SUMMARY OF CHANGES: Personnel Services increased by $10,050. Salaries increased $3,250 as the outerwear reimbursement for full-time employees was increased to reflect rising costs of clothing and safety-toed boots. Overtime was increased $6,800 as the estimated hourly rate was adjusted to reflect current employee pay rates. Supplies increased $272,410. Small Items of Equipment increased by $600 due to rising costs of tools. Road Construction Supplies is up $209,750 to account for increased costs of sand, ice slicer and deicer used for snow and ice control. Other Operating Supplies is up $10,810 due to rising costs of commodities. Cost of Goods Sold was increased by$51,250 to reflect higher costs for traffic paint and glass beads. Purchased Services is up a total of $5,885. Utilities increased $250 to reflect port-o-let service fees. Vehicle Expense increased $5,635 for historic and anticipated repair costs. Capital decreased $78,000 as no purchases are anticipated in 2024. FINANCE/ADMINISTRATION RECOMMENDATION: The outerwear reimbursement increase was removed by Finance, back to $250 from the requested $500 per employee, removing $3,250 in Personnel. The increase is a policy issue for the board. Recommend approval of the remaining budget. BOARD ACTION: 272 MAINTENANCE SUPPORT (CONTINUED) 2000-32400 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Purchased and implemented new digital sign printing and production equipment. 2. Produced and implemented data driven asset maintenance and replacement plans for signs, supports, thermal markings, and snow fences. 3. Obtained additional staff and had five staff members completed the national Traffic Control Supervisor certification training. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Provide additional resource to enhance snow and ice removal capabilities and efficiency. 2. Improve priorities of aged assets and workflow. 3. Provide equipment to increase efficiency of daily tasks, while increasing safety for employees and the traveling public. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Stop Signs Repaired 257 285 300 Miles of Pavement Striped 745 875 875 Scheduled Construction Closures 81 90 90 Efficiency Measures FTE's per 10,000/capita 0.348 0.424 0.415 Per capita cost (county support) $6.55 $9.56 $9.93 273 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 739,458 $ 1,736,015 $ 1,782,653 $ 1,782,653 Supplies 0 0 0 0 Purchased Services 21,948,049 29,904,259 21,459,688 21,459,688 Fixed Charges 0 0 0 0 Capital 8,250 0 0 0 Gross County Cost $ 22,695,757 $ 31,640,274 $ 23,242,341 $ 23,242,341 Revenue 0 0 0 0 Net County Cost $ 22,695,757 $ 31,640,274 $ 23,242,341 $ 23,242,341 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The Other Public Works budget unit is budgeted at $23,242,341 based on the Capital Improvement Plan (CIP). This is a decrease of $8,397,933 from 2023. Personnel Services is up $46,638. Utilities increased $1,650 for streetlights at the 33/74 roundabout. Contract Payments decreased$807,429 for railroad closures. Infrastructure Projects decreased $7,638,792 with the completion of the 33/74 roundabout and Bridge 19/46.5A. FINANCE/ADMINISTRATION RECOMMENDATION: The Public Works Capital Improvement Plan (CIP) is reviewed and approved by the board each year. The projects align with the currently approved CIP projects. Recommend approval. BOARD ACTION: 274 OTHER PUBLIC WORKS (CONTINUED) 2000-32500 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Completed the HRP and LVR programs within budget. 2. The majority of the cost estimates were improved. 3. Performed more in-house lab tests. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Update bridge project cost estimates more often to keep up with cost increases due to inflation. 2. Strengthen and clarify bid specifications to reduce change orders. 3. Provide more in-house training for engineers and inspectors on how to interpret the specifications. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Bridge Rehabilitation Projects 8 1 3 Efficiency Measures Per capita cost (county support) $65.76 $89.45 $64.28 275 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 595,757 $ 676,066 $ 790,600 $ 788,850 Supplies 3,270,846 5,113,874 5,114,374 5,114,374 Purchased Services 490,388 487,555 559,017 559,017 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 4,356,992 $ 6,277,495 $ 6,463,991 $ 6,462,241 Revenue 0 0 0 0 Net County Cost $ 4,356,992 $ 6,277,495 $ 6,463,991 $ 6,462,241 Budgeted Positions 7 7 8 8 SUMMARY OF CHANGES: Personnel Services are up a total of $114,534 with the addition of one foreman position at a Grade 38, including salary, benefits and outerwear reimbursement for $109,516. This includes an increase in Overtime of $3,268 as the estimated hourly rate was adjusted to reflect current employee pay rates and an increase in outerwear reimbursement of $1,750 to allow for $500 per employee instead of$250, reflecting increasing costs. Supplies increased by $500 to reflect higher costs for tools in Other Operating Supplies. Purchased Services increased a total of$71,462. Utilities was increased $2,500 to reflect port-o- let service fees. Vehicle Expense is up $66,962 for historic repair costs and anticipated gallons of fuel. Machinery and Equipment Rental was increased $2,000 for rising costs of liner changes. FINANCE/ADMINISTRATION RECOMMENDATION: The outerwear reimbursement increase was removed by Finance, back to $250 from the requested $500 per employee, removing $1,750 in Personnel. The new foreman position and the outerwear increase are policy issues for the board. Recommend approval of the remaining budget. BOARD ACTION: 276 MINING (CONTINUED) 2000-32600 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Completed crushing contract to meet material needs. 2. Identified and pursued future gravel resources. 3. Fulfilled crushing needs. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Conduct MSHA safety training and improve record keeping. 2. Continue to pursue new gravel resources. 3. Safely produce quality material for County needs. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Tons of Pit Run Material Processed 377,815 425,000 425,000 Tons of Road Base Produced 267,399 300,000 300,000 Efficiency Measures FTE's per 10,000/capita 0.203 0.198 0.221 Per capita cost (county support) $12.62 $17.75 $17.88 277 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,064,460 $ 2,505,313 $ 2,527,914 $ 2,522,164 Supplies 4,276,314 5,606,040 5,936,211 5,934,411 Purchased Services 1,755,745 2,650,227 2,376,556 2,376,556 Fixed Charges 10,629 25,000 25,000 25,000 Capital 0 0 0 0 Gross County Cost $ 8,107,148 $ 10,786,580 $ 10,865,681 $ 10,858,131 Revenue 0 0 0 0 Net County Cost $ 8,107,148 $ 10,786,580 $ 10,865,681 $ 10,858,131 Budgeted Positions 26 26 26 26 SUMMARY OF CHANGES: Personnel Services increased by $22,601. Salaries increased $5,750 as the outerwear reimbursement for full-time employees was increased to reflect rising costs for clothing and safety-toed boots. Overtime is up$16,851 due to historical costs for plowing snow and the remote location of the CR 77 road project in north Weld County. Supplies increased a total of $330,171. Road Construction Supplies is up $293,221 to move all hot mix asphalt to a warm mix asphalt per the State EPD's requirements. There is an increase in the cost of chips for the chipseal/slurry seal program and an increase in paving fabric costs. Uniforms and Clothing was increased $3,600 as the outerwear reimbursement for seasonal employees was raised from $150 per person to $350. Other Operating Supplies is up $33,350 due to an increase in the cost of replacement teeth for the milling machine, the cost of new radios, and/or replacements along with batteries and chargers. Purchased Services decreased by $273,671. Utilities increased $1,781 to reflect an increase in port-o-let service fees. Contract Payments is down $145,000 to correct a mathematical error in the 2023 budget figure. Other Professional Services decreased $180,000 as the next data collection won't take place until 2026. Vehicle Expense increased $49,548 for anticipated fuel costs due to the remote location of the CR 77 project, an additional blade, and an increase in snow operations. 278 PAVEMENT MANAGEMENT (CONTINUED) 2000-32700 FINANCE/ADMINISTRATION RECOMMENDATION: The outerwear reimbursement increase was removed by Finance, back to $250 from the requested $500 per employee, removing $5,750 in Personnel and $1,800 in Uniforms (from $350 to $250 for 18 seasonals). The increases are a policy issue for the board. Recommend approval of the remaining budget. BOARD ACTION: 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Completed the maintenance overlay, chip seal, crack seal, concrete and slurry seal programs. 2. Completed the new paved road segments in Cartegraph (one-mile segments instead of HUTF segments). 3. Set up a new SOP (Standard Operating Procedure) for weekly safety inspections of Building #1 (general housekeeping items). 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: 1. Complete all Pavement Management projects on time and under budget. 2. Set up a 5-year plan for maintenance overlay, FDR projects, chip seal, slurry seal and crack fill programs. 3. Research new projects/ideas to help off-set the rising cost of products used in pavement maintenance/preservation. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Paving 30.38 21.92 29.00 Miles of Milling 24.28 14.46 28.00 Miles of Chip Seal 39.27 39.51 45.00 Miles of Crack Seal 21.25 45.00 45.00 Miles of Sand & Slurry Seal 13.35 16.84 15.00 Efficiency Measures FTE's per 10,000/capita 0.753 0.735 0.719 Per capita cost (county support) $23.49 $30.50 $30.05 279 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Grants-In-Aid to Cities and Towns - - 2000-56200 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 3,243,895 2,630,135 3,591,243 3,591,243 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3,243,895 $ 2,630,135 $ 3,591,243 $ 3,591,243 Revenue 0 0 0 0 Net County Cost $ 3,243,895 $ 2,630,135 $ 3,591,243 $ 3,591,243 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Budget is based upon the final 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 s Purchased Services 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue/Fund $ 121,329,799 $ 66,024,791 $ 67,716,945 $ 67,716,945 Balance Net Property Tax $ 14,970,410 $ 15,000,000 $ 15,000,000 $ 15,000,000 Contributed Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The resources for 2024 total $312,708,213 which includes a fund balance of $229,991,268. Property tax is set at $15,000,000, the same as 2023. Specific Ownership tax is estimated to remain at $11,600,000. Total HUTF will be $12,100,000, a $1,050,000 increase from 2023. Permit revenues and Motor Vehicle Registration Fees are budgeted at$950,000 and $400,000, respectively, remaining the same as 2023. Grazing fees are $8,000,000, which is $1.5 million higher than budgeted in 2023. Oil and gas revenues are $25,000,000, which reflects a $500,000 decrease from what was budgeted in 2023. There is $400,00 from Solid Waste Fund for roads impacted by the landfills. 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 2024, the district is funding $1,200,000 in oil and gas haul route projects. PILT is budgeted at $88,500 remaining the same as expected in 2023. Severance tax is budgeted at$4,425,000. 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 $3,553,445 and includes the following. The Energy Impact Assistance grants 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$953,445 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. 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 CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 1,475,424 $ 1,475,424 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 $ 1,475,424 $ 1,475,424 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 1,475,424 $ 1,475,424 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The 2024 salary increases are a policy issue for the Board and included here as funds for step increases due employees in 2024 and cost of living increases. The proposed budget plans for a 5% cost of living increase along with a reflected increase of 15% in health insurance costs. There are no other benefit changes. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 282 SOCIAL SERVICES Revenue Changes $40,000,000 - $35,000,000 O2023 O2024 co $30,000,000 ti co $25,000,000 - N 1n M M 49. $20,000,000 - c N 0 c6- co $15,000,000 - 9 0 c ( ca $10,000,000 to $5,000,000 $0 Property taxes Federal/State Fund Balance 2024 Revenue Total $58,413,705 (2023 $53,993,517) Fund Balance $8,001,486 14% Property taxes $13,220,379 22% Federal/State $37,191,840 64% 283 SOCIAL SERVICES 2024 Expenditures Total $50,412,419 (2023 $46,313,517) Child Welfare $18,950,000 Core Services $2,900,000 6% / 37% LEAP$50,000 0% TANF $5,115,000 10% /Miscellaneous Administration $593,7001% $15,613,519 31% AND $90,000 Adult Protection 0% Child Support $1,330,000 3% Admin $3,860,000 8% Day Care $1,910,000 4% Expenditure Changes $20,000,000 °; G) " ❑2023 ❑2024 $18,000,000 1 Oa $16,000,000 ' Oa Q a) _— o0 — $14,000,000 N $12,000,000 $10,000,000 O O $8,000,000 —g o O OO O �� Og � � $6,000,000 —`Ef3 N o O O CR C\ p 0 .71-.O L f≥M $4,000,000 — a o - E Q ee O N M _ O O N. f r N EA v) O OO a-M $2,000,000 — °' O 4 O 7- O LE) COO Eq EA ER ER M ER ER 1-1-1 Ge5 ate P •�.o� �.o� aye e 4) ors .<P 5e�` aI \ ``Gib. �o�eo Oaf ol`Pa P e\\�,e ct Gr Pace` a��Q c3 �yG P Gr\a 284 SEVEN YEAR TREND Social Services $55 50.41 $50 46.31 45.78 45.89 44.065 $45 43.48 40.94 $40 $35 N $30 z O J J_ E $25 $20 $15 $10 $5 $0 I I I I I I I 2018 2019 2020 2021 2022 2023 2024 285 SOCIAL SERVICES FUND SUMMARY The total Social Services Fund budget is $50,412,219. The programs are funded by property tax of$13,220,379 and state and federal funds of$37,191,840, and the potential use of fund balance to cover both anticipated and unanticipated cost overruns. The aftermath of the lockdowns associated with the COVID-19 Public Health Emergency (PHE) continue to impact the administration of our programs. Although the pandemic is officially ended, the households who were enrolled in some Federal benefit programs were granted exceptions from some requirements that normally exist. As these households attempt to re-enroll for these benefits, they are understandably confused as to what is now required of them, which was not required during the pandemic. As a result, the average time required for our Eligibility Technicians to properly determine these households' eligibility and benefit level has increased, substantially. This, combined with the increased caseload that results from a struggling economy, has made it necessary for counties across the State of Colorado to increase the number of Eligibility Technicians in order to keep up with the need for services. The Weld County Area Agency on Aging has applied for and been awarded the Case Management Agency grant from the Colorado Department of Health Care and Financing (HCPF). This grant provides all case management services for numerous health care-related programs and waiver programs, previously managed by various entities. The implementation date for this grant has not yet been determined, but will be in late 2023 or early-to-mid 2024. In order to complete this implementation, the Department will need to hire an additional 40-50 Case Manager, supervisor, and support positions. Our initial indication is that the revenues earned from HCPF will be sufficient to fully reimburse the increased costs this will drive. We will monitor the sufficiency of these revenues closely to ensure that staffing levels are both adequate and affordable. 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, 2024. The Family Resource Division also continues to receive funding from the Emergency Rental Assistance program. We have amended the focus of our program to provide case management services to families experiencing difficulty, in an effort to assist them in achieving self-sufficiency. 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. 286 SOCIAL SERVICES FUND ESTIMATED REVENUE 2024 FEDERAL AND STATE COUNTY TOTAL County Administration $ 10,263,223 $ 5,350,296 $ 15,613,519 Non-Program Revenue 0 - 150,000 - 150,000 Other Programs 316,500 10,000 326,500 Child Support Administration 3,000,000 860,000 3,860,000 TANF-Colorado Works 3,629,917 1,485,083 5,115,000 Aid to the Needy Disabled 0 90,000 90,000 Child Care 1,160,000 750,000 1,910,000 Old Age Pension 392,200 10,000 402,200 Child Welfare 14,750,000 4,200,000 18,950,000 Core Services 2,200,000 700,000 2,900,000 Adult Protective Services 1,030,000 300,000 1,330,000 LEAP 50,000 0 50,000 General Assistance 0 15,000 15,000 Sub-Total $ 36,791,840 $ 13,620,379 $ 50,412,219 Federal/State Reimbursement $ 36,791,840 Claims Collection Incentives 180,693 TANF Adjustment 219,307 Usage of Deferred Revenues 0 Sub-Total Revenue $ 37,191,840 Potential Use of Fund Balance 0 County Property Tax/Penalties 13,220,379 Total Revenue $ 50,412,219 287 SOCIAL SERVICES FUND MANDATED FEDERAL AND STATE PROGRAMS Assistance Payment Programs: Most assistance payment programs are mandated by the federal or state government. Consequently, local government is limited as to what can be done to reduce costs from these programs. Federally State Mandated Mandated Temporary Assistance to Needy Families— Colorado Works X X Aid to the Needy Disabled X Old Age Pension X General Assistance* Optional Optional * State law allows counties the option of having a general assistance program and, if established, to determine the benefit level. Social Service Programs: Social service programs administered by the department are mandated by federal or state law; however, local governments have a higher degree of managerial flexibility with these programs. Federally State Mandated Mandated Child Protection — Casework Services X X Youth Services— Casework Services 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 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final TAXES 2100 42111 4112 CURRENT PROPERTY TAXES 13,101,560 13,220,379 13,220,379 INTERGOVERNMENTAL 2100 42110 4336 REIMBURSEMENTS 8,887,754 10,263,223 10,263,223 2100 42111 4336 REIMBURSEMENTS 635,086 400,000 400,000 2100 42115 4336 REIMBURSEMENTS 270,000 316,500 316,500 2100 42200 4336 REIMBURSEMENTS 2,800,000 3,000,000 3,000,000 2100 42365 4336 REIMBURSEMENTS 2,672,917 3,629,917 3,629,917 2100 42375 4336 REIMBURSEMENTS 1,270,000 1,160,000 1,160,000 2100 42380 4336 REIMBURSEMENTS 347,500 392,200 392,200 2100 42410 4336 REIMBURSEMENTS 13,575,000 14,750,000 14,750,000 2100 42415 4336 REIMBURSEMENTS 1,899,700 2,200,000 2,200,000 2100 42450 4336 REIMBURSEMENTS 854,000 1,030,000 1,030,000 2100 42610 4336 REIMBURSEMENTS 0 50,000 50,000 TOTAL INTERGOVERMENTAL 33,211,957 37,191,840 37,191,840 - TOTAL SOCIAL SERVICES 46,313,517 50,412,219 50,412,219 - 289 SOCIAL SERVICES SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 2100 42110 ADMINISTRATION-REGULAR 15,117,617 15,613,519 15,613,519 2100 42111 NON PROGRAM REVENUE -208,200 -150,000 -150,000 2100 42115 OTHER PROGRAMS 260,000 326,500 326,500 2100 42200 CHILD SUPPORT ADMINISTRATION 3,532,400 3,860,000 3,860,000 2100 42365 COLORADO WORKS 4,158,000 5,115,000 5,115,000 2100 42370 NEEDY AND DISABLED 84,100 90,000 90,000 2100 42375 DAY CARE&ADMINISTRATION 1,861,450 1,910,000 1,910,000 2100 42380 OLD AGE PENSION 356,950 402,200 402,200 2100 42410 CHILD WELFARE&ADMINISTRATION 17,210,000 18,950,000 18,950,000 2100 42415 PLACEMENT ALTERNATIVE CARE 2,711,200 2,900,000 2,900,000 2100 42450 ADULT PROTECTION 1,220,000 1,330,000 1,330,000 2100 42610 LEAP ADMINISTRATION 0 50,000 50,000 2100 42700 GENERAL ASSISTANCE 10,000 15,000 15,000 2100 427000 COMMON SUPPORT 46,313,517 50,412,219 50,412,219 0 290 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2100 DEPARTMENT DESCRIPTION: See individual units. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $34,141,807 $32,241,200 $37,000,000 $37,000,000 Supplies 336,351 310,500 486,500 486,500 Purchased Services 7,986,365 8,867,817 8,195,000 8,195,000 Fixed Charges 5,467,755 5,791,600 5,521,719 5,521,719 Capital 0 0 0 0 Contra Expense - 910,927 - 897,600 - 791,000 - 791,000 Gross County Cost $47,021,351 $46,313,517 $50,412,219 $50,412,219 Revenue / 35,365,214 33,211,957 37,191,840 37,191,840 Fund Balance Net Property Tax $11,656,137 $ 13,101,560 $13,220,379 $13,220,379 Contributed Budget Positions 380.0 399.0 413.0 413.0 SUMMARY OF CHANGES: See Individual Budget Units. FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units. BOARD ACTION: See Individual Budget Units. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 291 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 8,516,831 $ 7,710,000 $ 9,875,000 $ 9,875,000 Supplies - 697,195 - 400,000 - 600,000 - 600,000 Purchased Services 1,832,503 3,253,617 2,100,000 2,100,000 Fixed Charges 4,314,564 4,570,000 4,268,519 4,268,519 Contra Expense - 29,439 - 16,000 - 30,000 - 30,000 Gross County Cost $ 13,937,264 $ 15,117,617 $ 15,613,519 $ 15,613,519 Revenue 9,538,931 8,887,754 10,263,223 10,263,223 Net County Cost $ 4,398,333 $ 6,229,863 $ 5,350,296 $ 5,350,296 Budget Positions 169.0 174.0 193.0 193.0 SUMMARY OF CHANGES: The Board of Weld County Commissioners has approved the addition of six Eligibility Technicians during mid-year 2023 to utilize available funding in determining eligibility of program applicants. We are anticipating a significant increase in applications in the coming months due to the cessation of rule exceptions that were implemented during the Public Health Emergency and due to decreased availability of appropriate employment opportunities. Therefore, the Department is requesting the addition of eleven more Eligibility Technicians, one Supervisor, and one Hearings and Appeals Officer. FINANCE/ADMINISTRATION RECOMMENDATION:The increase in positions are policy issues for the board. Recommend approval. BOARD ACTION: 292 COUNTY ADMINISTRATION (CONTINUED) 2100-42110 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load (Average) — Food Assistance 15,436 15,250 16,362 Case Load (Average) — Medicaid 50,301 47,200 50,905 Efficiency Measures Food Assistance Timeliness-Applications 98.2% 95.0% 98.0% Food Assistance Timeliness-RRR 97.1% 95.0% 98.0% Medical Assistance Timeliness-Applications N/A 95.0% 95.0% Medical Assistance Timeliness-RRR N/A 95.0% 95.0% FTE's per 10,000/capita 4.896 5.004 5.337 Per capita cost $ 12.743 $ 17.613 $ 14.796 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 293 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 BUDGETED REQUESTED RECOMMEND LAST FY 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 Contra - 147,753 - 208,200 - 150,000 - 150,000 Gross County Cost $ - 147,753 $ - 208,200 $ - 150,000 $ - 150,000 Revenue 468,200 635,086 400,000 400,000 Net County Cost $ 12,091,695 $ 13,101,560 $ 13,220,379 $ 13,220,379 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Property tax is budgeted at $13,220,379 for 2024. The difference is a combination of special revenue from various department programs. The TANF Adjustment is $ 219,307. Incentives earned as the result of claims collections for Food Assistance, Medicaid, TANF, and State-Only programs are estimated to be $ 180,693. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 294 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 198,658 $ 260,000 $ 265,000 $ 265,000 Supplies 3,989 1,500 1,500 1,500 Purchased Services 26,521 7,700 60,000 60,000 Fixed Charges 9,974 5,800 10,000 10,000 Contra 1,021 -15,000 - 10,000 - 10,000 Gross County Cost $ 240,163 $ 260,000 $ 326,500 $ 326,500 Revenue 186,192 270,000 316,500 316,500 Net County Cost $ 53,971 $ -10,000 $ 10,000 $ 10,000 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: No significant changes to the Employment First program are anticipated for 2024. 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: 295 OTHER PROGRAMS (CONTINUED) 2100-42115 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load — Employment First Program 526 1,107 1,500 Efficiency Measures FTE's per 10,000/capita 0.087 0.085 0.083 Per capita cost (county support) $0.156 $0.000 $0.028 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 296 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-TANF clients based on court orders. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,054,782 $ 3,000,000 $ 3,200,000 $ 3,200,000 Supplies 63,867 29,000 60,000 60,000 Purchased Services 553,240 506,500 550,000 550,000 Fixed Charges 42,632 39,000 50,000 50,000 Contra Expense - 100 - 42,100 0 0 Capital 0 0 0 0 Gross County Cost $ 3,714,421 $ 3,532,400 $ 3,860,000 $ 3,860,000 Revenue 2,780,285 2,800,000 3,000,000 3,000,000 Net County Cost $ 934,136 $ 732,400 $ 860,000 $ 860,000 Budget Positions 31 30 30 30 SUMMARY OF CHANGES: Current economic conditions will continue to increase workload for the Child Support Services division of the department. This increase will be somewhat offset by decisions of the State Legislature to end required cooperation with the program in order to qualify for other benefits and services. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 297 CHILD SUPPORT ADMINISTRATION (CONTINUED) 2100-42200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 7,834 8,200 8,500 Money distributed to families $22,500,919 $23,500,000 $24,000,000 Orders Established/Modified 245/208 300/290 320/310 Applications Received 1,759 1,800 1,850 Efficiency Measures FTE's per 10,000/capita 0.898 0.848 0.830 Per capita cost (county support) $ 2.706 $ 2.071 $ 2.378 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 298 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES Temporary Assistance to Needy BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) - - 2100-42365 DEPARTMENT DESCRIPTION: 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,016,621 $ 2,575,000 $ 3,200,000 $ 3,200,000 Supplies 347,401 265,000 350,000 350,000 Purchased Services 1,441,966 1,250,000 1,500,000 1,500,000 Fixed Charges 65,964 80,000 75,000 75,000 Contra Expense - 21,392 - 12,000 - 10,000 - 10,000 Capital 0 0 0 0 Gross County Cost $ 4,850,560 $ 4,158,000 $ 5,115,000 $ 5,115,000 Revenue 3,821,391 2,672,917 3,629,917 3,629,917 Net County Cost $ 1,029,169 $ 1,485,083 $ 1,485,083 $ 1,485,083 Budget Positions 15 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: 299 TANF ADMINISTRATION (CONTINUED) 2100-42365 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Benefit Case Loads (Average) 677 675 685 Employment Assistance Case Load 441 495 550 Efficiency Measures FTE's per 10,000/capita 0.434 0.396 0.387 Per capita cost (county support) $ 2.982 $ 4.199 $ 4.107 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 300 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Fixed Charges 106,565 95,500 110,000 110,000 Contra Account - 17,331 - 11,400 - 20,000 - 20,000 Gross County Cost $ 89,234 $ 84,100 $ 90,000 $ 90,000 Revenue 0 0 0 0 Net County Cost $ 89,234 $ 84,100 $ 90,000 $ 90,000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 301 AID TO NEEDY DISABLED (CONTINUED) 2100-42370 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 110 120 120 Efficiency Measures Timeliness of Application / RRR 100% 99% 99% Per capita cost (county support) $ 0.259 $ 0.238 $ 0.249 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 302 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 791,407 $ 915,000 $ 900,000 $ 900,000 Supplies 5,972 0 0 0 Purchased Services 966,344 940,000 1,000,000 1,000,000 Fixed Charges 19,436 8,000 10,000 10,000 Contra Expense 0 - 1,550 0 0 Capital 0 0 0 0 Gross County Cost $ 1,783,159 $ 1,861,450 $ 1,910,000 $ 1,910,000 Revenue 1,013,718 1,270,000 1,160,000 1,160,000 Net County Cost $ 769,441 $ 591,450 $ 750,000 $ 750,000 Budget Positions 6.0 6.0 6.0 6.0 SUMMARY OF CHANGES: This program will continue to see significant changes in 2024 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: Recommend approval. BOARD ACTION: 303 CHILD CARE (CONTINUED) 2100-42375 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 799 940 985 Efficiency Measures FTE's per 10,000/capita 0.174 0.170 0.166 Per capita cost (county support) $ 2.229 $ 1.672 $ 2.074 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 304 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 300,376 $ 275,000 $ 300,000 $ 300,000 Supplies 46,134 50,000 50,000 50,000 Purchased Services 20,552 30,000 50,000 50,000 Fixed Charges 3,028 3,300 3,200 3,200 Contra Expense - 918 - 1,350 - 1,000 - 1,000 Gross County Cost $ 369,172 $ 356,950 $ 402,200 $ 402,200 Revenue 364,613 347,500 392,200 392,200 Net County Cost $ 4,559 $ 9,450 $ 10,000 $ 10,000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated for this program in 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 305 OLD AGE PENSION (CONTINUED) 2100-42380 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 657 670 700 Efficiency Measures Timeliness of Application / RRR 100% 99% 99% Per capita cost (county support) $ 0.013 $ 0.027 $ 0.028 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 306 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 15,082,964 $ 14,300,000 $ 15,700,000 $ 15,700,000 Supplies 540,723 350,000 600,000 600,000 Purchased Services 2,998,054 2,750,000 2,750,000 2,750,000 Fixed Charges 389,676 370,000 450,000 450,000 Contra Expenses - 685,279 -560,000 - 550,000 - 550,000 Gross County Cost $ 18,326,138 $ 17,210,000 $ 18,950,000 $ 18,950,000 Revenue 14,161,553 13,575,000 14,750,000 14,750,000 Net County Cost $ 4,164,585 $ 3,635,000 $ 4,200,000 $ 4,200,000 Budget Positions 148 157 157 157 SUMMARY OF CHANGES: While several bills were passed in the 2023 legislative session that will impact the way Child Welfare services are delivered in Weld County, the department does not anticipate an immediate fiscal impact from these changes. There are initiatives currently underway to increase State General Fund financing of the program, which could reduce the county property tax dollars necessary to fund the staffing and operating costs associated with the program. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 307 CHILD WELFARE AND ADMINISTRATION (CONTINUED) 2100-42410 2023 ACCOMPLISHMENTS: 1. 792 youth involved in the Child Welfare system remained home or with relatives. This represents 69% of all children with whom the Department was involved. In addition, 164 exited foster care into a parent or relative placement. 2024 BUDGET GOALS AND PRIORITIES: 1. Develop a process that will enable us to refill vacant positions and equip those hired into the positions with the training needed to serve families sooner than has been possible, previously. 2. Expand effective Supervised Visitation practices to make such services more available to South Weld County residents. 3. Identify, recruit, train, and certify qualified and motivated individuals to serve the placement, respite, and therapeutic needs of children and youth involved in the Child Welfare system. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Average Case Load 2,287 2,150 2,250 Efficiency Measures FTE's per 10,000/capita 4.288 4.439 4.342 Per capita cost (county support) $ 12.066 $ 10.277 $ 11.615 308 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,222,667 $ 2,156,200 $ 2,400,000 $ 2,400,000 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 486,667 585,000 520,000 520,000 Contra Expense 0 - 30,000 - 20,000 - 20,000 Gross County Cost $ 2,709,334 $ 2,711,200 $ 2,900,000 $ 2,900,000 Revenue 2,169,816 1,899,700 2,200,000 2,200,000 Net County Cost $ 539,518 $ 811,500 $ 700,000 $ 700,000 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: No significant changes are anticipated for this program in 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 309 CORE SERVICES (CONTINUED) 2100-42415 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 317 305 300 Efficiency Measures Per capita cost (county support) $ 1.563 $ 2.294 $ 1.936 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 310 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 957,501 $ 1,050,000 $ 1,160,000 $ 1,160,000 Supplies 25,460 15,000 25,000 25,000 Purchased Services 82,979 120,000 120,000 120,000 Fixed Charges 29,248 35,000 25,000 25,000 Capital 0 0 0 0 Gross County Cost $ 1,095,188 $ 1,220,000 $ 1,330,000 $ 1,330,000 Revenue 812,773 854,000 1,030,000 1,030,000 Net County Cost $ 282,415 $ 366,000 $ 300,000 $ 300,000 Budget Positions 8 9 10 10 SUMMARY OF CHANGES: The Department is requesting the addition of one Part-time Administrative Services Specialist to provide operational support in complying with the reporting and monitoring requirements of the program. FINANCE/ADMINISTRATION RECOMMENDATION:The additional position is a policy issue for the board. Recommend approval. BOARD ACTION: 311 ADULT PROTECTIVE SERVICES (CONTINUED) 2100-42450 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Referrals Reviewed 1,182 1,355 1,608 Efficiency Measures FTE's per 10,000/capita 0.232 0.254 0.277 Per capita cost (county support) $ 0.818 $ 1.035 $ 0.830 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 312 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES Low Income Energy Assistance Program BUDGET UNIT TITLE AND NUMBER: and Administration - - 2100-42610/42620 DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance Program. This program is 100 percent federally funded. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 48,843 0 50,000 50,000 Fixed Charges 0 0 0 0 Contra Expenses - 9,736 0 0 0 Gross County Cost $ 39,107 $ 0 $ 50,000 $ 50,000 Revenue 47,741 0 50,000 50,000 Net County Cost $ - 8,634 $ 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: 313 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, OAP, AND, etc. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 15,362 10,000 15,000 15,000 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 15,362 $ 10,000 $ 15,000 $ 15,000 Revenue 0 0 0 0 Net County Cost $ 15,362 $ 10,000 $ 15,000 $ 15,000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated for this program in 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 314 GENERAL ASSISTANCE (CONTINUED) 2100-42700 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load Average— Family Preservation 15 10 10 Efficiency Measures Per capita cost (county support) $ 0.045 $ 0.028 $ 0.041 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 315 ,ouNT z HEALTH FUND Revenue Changes cr $8,000,000 - m M N a ■2023 ❑2024 $7,000,000 cogsi to rn in in M M cr O O O O N c I') O (xi 6R 6R 6R $6,000,000 L ts> $5,000,000 E0 0 $4,000,000 to $3,000,000 $2,000,000 M -c P In m m h r Tt N.- O M N. O $1,000,000 ER `� to `� rs- is rd $0 id I I I I rd I (1) 6R Chg for Services Federal/State Fund Balance General Fd Trfs Licenses& Miscellaneous Solid Waste Trfs Permits 2024 Revenue Total $19,846,286 (2022 $19,094,315) General Fd Trfs Fund Balance $6,035,292 $5,969,139 1" 30% 30% `I Licenses&Permits - _. - ::,-, $743,750 4% Miscellaneous $21,475 0% Federal/State Solid Waste Trfs $5,542,408 Chg for Services $790,922 28% $743,300 4°/0 4% 317 HEALTH FUND 2024 Expenditures Total $13,877,147 (2023 $15,394,315) Health Communication $2,735,134 Community 20% Health Services $2,033,344 15% Administration $235,000 2°/0 Environmental Clinical Services Health Services Health $3,270,435 $5,270,164 Preparedness 23% 38% $333,070 2% Expenditure Changes $6,000,000 - ■2023 ❑2024 $5,000,000 - co c\J co co co O L V N M O $4,000,000 - N M-N 3 In i6 e3 M N- CO N. M M e3 CN O $3,000,000i. M O 141 00 � $2,000,000 - _ O0 [ O O N. O 0 O $1,000,000 - o L "co CO N <VV H3 64 64 $0 I IMII-I 5 5 5 5 �•�Go Sao G21' •,C, �,Go ahoy �r •�� G mfr ,«\ boa o�.c, sse� G o 318 SEVEN YEAR TREND Health Subsidy 6.2 6.04 6.04 6 5.8 5.71 5.69 5.59 5.6 5.44 0 5.4 5.2 5.09 5 4.8 4.6 2018 2019 2020 2021 2022 2023 2024 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: Determination * Excellence * Integrity 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 on which our residents rely every day. ADMINISTRATION AND GOVERNANCE VITAL RECORDS ASSESSMENT, AND STATISTICS •"-'-------- PLANNING AND COMMUNICATION ' PUBLIC HEALTH COMMUNICABLE 'I1EA6TN ,{ IN COLORADO DISEASE PREVENTION, •MODON - INVESTIGATION AND (CONTROL P - ' ENVIRONMENTAL EMERGENCY AND HEALTH 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. Health OQA ea gi► to tto 0 PI-lABet 0 Advancing Public Health Cr Performance (400 i o t` tO'' h Accredt 320 WCDHE will begin development of a new three-year strategic plan in 2024. Areas of focus in 2024 and beyond include continuing to strive to provide outstanding customer service at every point of interaction with our customers, recruiting, and retaining qualified staff, providing coaching and educational tools to emerging leaders within the department, and ensuring 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 2024 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 The Health Department's 2024 proposed expenditures are$13,877,147, anticipated revenues are $7,841,855, and net county cost is targeted at $6,035,292, as determined by the Weld County Director of Finance and Administration and the Board of County Commissioners. The department's available funding is allocated among its four divisions: Clinical and Community Health Services, Health Education Communication & Planning, Environmental Health Services [including Emergency Preparedness], and Public Health Finance [including Vital Records]. 2024 Budget Highlights Revenues across the department are projected to decrease by $1,517,168 in 2024. This is primarily attributable to reduced funding for COVID-19 related activities. The department will benefit from increased federal pass-through and state funding as a result of initiatives that focus on investment in building core public health infrastructure and capacity to create resilient local public health systems nationwide. Locally, the department will be using this funding to support work force development activities including staff development and increasing staff capacity. The Clinical and Community Health Divisions will see significant increases in grant revenue in the Nurse Family Partnership and Family Planning programs. In our Emergency Preparedness section, the FY 2024 budget reflects continued state and federal funding for preparedness activities focusing on strategies to address surge needs to respond rapidly and effectively to future pandemics and other high consequence public health threats. The 2024 budget reflects a reduction of 16.3 full time equivalents (FTEs) due to the cessation of COVID-19 response activities. This brings the projected number of employees for FY2024 to 98.9 FTEs. Projected costs for supplies and purchased services decreased substantially, again as a result of the elimination of COVID-19 response activities. Core department functions and services available to customers remain at levels similar to 2023. 321 PUBLIC HEALTH SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final LICENSES AND PERMITS 2560 41400 4210 LICENSES 372,000 401,000 401,000 2560 41400 4221 PERMITS 468,750 342,750 342,750 TOTAL LICENSES AND PERMITS 840,750 743,750 743,750 - INTERGOVERNMENTAL 255211 41300 4321 MEDICAID 0 5,000 5,000 2590 41600 4321 MEDICAID 21,700 22,000 22,000 2591 41600 4321 MEDICAID 140,000 140,000 140,000 2592 41600 4321 MEDICAID 75,000 40,000 40,000 2597 41600 4321 MEDICAID 7,500 4,500 4,500 2599 41600 4321 MEDICAID 150,000 150,000 150,000 2560 41400 4336 REIMBURSEMENTS 5,000 5,000 5,000 2500 41100 4340 GRANTS 825,318 834,973 834,973 251010 41210 4340 GRANTS 173,172 180,699 180,699 2515 41210 4340 GRANTS 0 120,000 120,000 2517 41210 4340 GRANTS 300,056 330,134 330,134 2519 41210 4340 GRANTS 0 147,000 147,000 2521 41210 4340 GRANTS 13,450 15,500 15,500 2522 41210 4340 GRANTS 141,473 0 0 2523 41210 4340 GRANTS 167,000 167,000 167,000 2525 41210 4340 GRANTS 0 144,658 144,658 2526 41210 4340 GRANTS 265,737 0 0 2528 41210 4340 GRANTS 82,992 83,329 83,329 253310 41300 4340 GRANTS 319,054 319,054 319,054 255211 41300 4340 GRANTS 995,911 1,262,778 1,262,778 2560 41400 4340 GRANTS 20,800 60,800 60,800 256410 41400 4340 GRANTS 125,000 124,000 124,000 2565 41400 4340 GRANTS 3,000 5,000 5,000 2580 41500 4340 GRANTS 62,627 0 0 258110 41500 4340 GRANTS 211,579 290,770 290,770 2589 41500 4340 GRANTS 1,500,000 15,500 15,500 2590 41600 4340 GRANTS 0 71,760 71,760 2591 41600 4340 GRANTS 322,336 306,853 306,853 2592 41600 4340 GRANTS 243,620 303,018 303,018 2593 41600 4340 GRANTS 236,631 107,169 107,169 2594 41600 4340 GRANTS 33,000 30,000 30,000 2596 41600 4340 GRANTS 26,911 0 0 2597 41600 4340 GRANTS 55,000 50,000 50,000 2500 41100 4356 COUNTIES 6,035,292 6,035,292 6,035,292 2524 41210 4356 COUNTIES 0 63,106 63,106 2560 41400 4356 COUNTIES 52,000 52,000 52,000 255810 41300 4356 COUNTIES 90,807 90,807 90,807 TOTAL INTERGOVERNMENTAL 12,701,966 11,577,700 11,577,700 - CHARGE FOR SERVICES 2500 41100 4410 CHARGE FOR SERVICES 220,000 235,000 235,000 2560 41400 4410 CHARGE FOR SERVICES 298,400 281,400 281,400 2590 41600 4410 CHARGE FOR SERVICES 60,850 30,000 30,000 2591 41600 4410 CHARGE FOR SERVICES 50,000 25,000 25,000 2592 41600 4410 CHARGE FOR SERVICES 67,000 50,000 50,000 2597 41600 4410 CHARGE FOR SERVICES 5,000 7,500 7,500 2590 41600 4415 INSURANCE REIMBURSEMENT 36,650 40,000 40,000 2591 41600 4415 INSURANCE REIMBURSEMENT 28,000 25,000 25,000 2592 41600 4415 INSURANCE REIMBURSEMENT 38,000 45,000 45,000 2597 41600 4415 INSURANCE REIMBURSEMENT 3,400 4,400 4,400 TOTAL CHARGE FOR SERVICES 807,300 743,300 743,300 - 322 PUBLIC HEALTH SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final MISCELLANEOUS 2560 4510 41400 FINES 6,500 6,500 6,500 2525 4680 41210 OTHER 144,659 0 0 2590 4690 41600 DONATIONS 125 2,125 2,125 2591 4690 41600 DONATIONS 13,500 10,000 10,000 2592 4690 41600 DONATIONS 350 100 100 2593 4690 41600 DONATIONS 750 1,500 1,500 2594 4690 41600 DONATIONS 500 1,000 1,000 2595 4690 41600 DONATIONS 250 250 250 TOTAL MISCELLANEOUS 166,634 21,475 21,475 - TRANSFER 2560 41400 712700 TRANSFER 877,665 790,922 790,922 TOTAL PUBLIC HEALTH 15,394,315 13,877,147 13,877,147 - 323 PUBLIC HEALTH SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 2500 41100 ADMINISTRATION 220,000 235,000 235,000 251010 41210 GENERAL HEALTH EDUCATION 194,848 211,691 211,691 2515 41210 GENERAL HEALTH EDUCATION 0 148,200 148,200 2517 41210 GENERAL HEALTH EDUCATION 345,459 350,160 350,160 2519 41210 GENERAL HEALTH EDUCATION 0 147,000 147,000 2520 41210 GENERAL HEALTH EDUCATION 1,261,699 1,244,371 1,244,371 2521 41210 GENERAL HEALTH EDUCATION 24,277 25,321 25,321 2522 41210 GENERAL HEALTH EDUCATION 160,523 0 0 2523 41210 GENERAL HEALTH EDUCATION 181,206 176,427 176,427 2524 41210 GENERAL HEALTH EDUCATION 0 131,807 131,807 2525 41210 GENERAL HEALTH EDUCATION 179,370 196,346 196,346 2526 41210 GENERAL HEALTH EDUCATION 307,048 0 0 2528 41210 GENERAL HEALTH EDUCATION 90,817 103,811 103,811 2530 41300 COMMUNITY HEALTH SERVICES 126,618 109,263 109,263 253310 41300 COMMUNITY HEALTH SERVICES 547,566 585,038 585,038 255211 41300 COMMUNITY HEALTH SERVICES 1,079,704 1,221,300 1,221,300 255810 41300 COMMUNITY HEALTH SERVICES 113,249 117,743 117,743 2560 41400 ENVIROMENTAL 5,049,001 5,115,080 5,115,080 256410 41400 ENVIROMENTAL 142,768 148,219 148,219 2565 41400 ENVIROMENTAL 8,138 6,865 6,865 2580 41500 PUBLIC HEALTH PREPAREDNESS 100,040 0 0 258110 41500 PUBLIC HEALTH PREPAREDNESS 248,907 317,570 317,570 2589 41500 PUBLIC HEALTH PREPAREDNESS 1,507,715 15,500 15,500 2590 41600 PUBLIC HEALTH CLINICAL SERVICES 827,367 908,580 908,580 2591 41600 PUBLIC HEALTH CLINICAL SERVICES 882,801 855,850 855,850 2592 41600 PUBLIC HEALTH CLINICAL SERVICES 847,399 798,219 798,219 2593 41600 PUBLIC HEALTH CLINICAL SERVICES 420,850 378,848 378,848 2594 41600 PUBLIC HEALTH CLINICAL SERVICES 166,790 50,084 50,084 2595 41600 PUBLIC HEALTH CLINICAL SERVICES 42,647 36,649 36,649 2596 41600 PUBLIC HEALTH CLINICAL SERVICES 32,509 0 0 2597 41600 PUBLIC HEALTH CLINICAL SERVICES 284,999 242,205 242,205 TOTAL PUBLIC HEALTH 15,394,315 13,877,147 13,877,147 0 324 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH & ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2500 DEPARTMENT DESCRIPTION: See individual units. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 9,907,611 $ 11,589,581 $ 11,594,070 $ 11,594,070 Supplies 657,949 1,128,088 683,580 683,580 Purchased Services 1,499,585 2,688,167 1,644,003 1,644,003 Fixed Charges 1,230,097 1,636,219 1,475,107 1,475,107 Contra Expense -1,307,276 -1,678,240 -1,549,113 -1,549,113 Capital 43,506 30,500 29,500 29,500 Gross County Cost $ 12,031,472 $ 15,394,315 $ 13,877,147 $ 13,877,147 Revenue/Fund Bal. 9,172,911 9,359,023 7,841,855 7,841,855 Net County Cost $ 2,858,561 $ 6,035,292 $ 6,035,292 $ 6,035,292 Budgeted Positions 98.769 115.225 98.900 98.900 SUMMARY OF CHANGES: See individual units. FINANCE/ADMINISTRATION RECOMMENDATION: See individual units. BOARD ACTION: See individual units. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs See individual budget units Efficiency Measures FTE's per 10,000/capita 2.862 3.258 2.735 Per capita cost (county support) $ 8.28 $17.06 $16.69 325 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 2023 STRATEGIC PRIORITY ACCOMPLISHMENTS: Please see detailed strategic planning summary below. 2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS: In the fall of 2023, the Health Department will be undergoing a new, three-year strategic planning process to develop strategic priority objectives & goals for years 2024-2026. 326 Weld Health Strategic Plan Summary Goal HSI: Achieve organizational excellence through an engaged, connected, and skilled workforce. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED OUTCOMES* OBJECTIVE/KEY PERFORMANCE INDICATOR(S) 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 and transparency 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 2023 focusing on team building and communication. On average, staff rated these presentations about 4 out of 5 on a scale of poor(1)to excellent(5). Goal HS2: Cultivate a culture of continuous quality improvement to advance excellence in business practices, programs, and services. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED OUTCOMES* OBJECTIVE/KEY 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. 327 Goal HS3: Foster engagement in community partnerships to achieve optimal public health outcomes. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED OUTCOMES* OBJECTIVE/KEY 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. 328 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 ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,059,300 $ 1,444,115 $ 1,364,218 $ 1,364,218 Supplies 28,428 45,870 42,870 42,870 Purchased Services 135,532 315,096 275,400 275,400 Fixed Charges 0 0 0 0 Contra Expense -1,223,260 -1,604,581 -1,466,988 -1,466,988 Capital 0 19,500 19,500 19,500 Gross County Cost $ 0 $ 220,000 $ 235,000 $ 235,000 Revenue 237,259 220,000 235,000 235,000 Net County Cost $ -237,259 $ 0 $ 0 $ 0 Budgeted Positions 12.625 12.375 10.00 10.00 SUMMARY OF CHANGES: There is an overall projected decrease of $79,897 in Personnel Services costs for 2024 due to a decrease of FTE by 2.375. FTE count is decreasing by 2.375 due to shifting of staff to other divisions, including the department's Communications Specialist (1.0 FTE)shifting back to the Health Communications division and an Office Technician (1.0 FTE) to the Clinical Services division in 2023. Administration reduced staff by 0.375 FTE following the termination of a part-time, temporary administrative employee that was brought-on during the COVID-19 response. Remaining staff have personnel increases due to cost-of-living adjustments, increased employer health insurance costs, scheduled step increases and small increases in the employer portion of PERA retirement contributions. When offset by cost savings for the 2.375 FTE reduction, personnel costs overall will decrease by $79,897. Supplies and Purchased Services costs are decreasing by $42,696 due to the need to offset projected increased personnel costs in 2024. As a result of the division's overhead decrease, there will be a decrease of$137,593 in contra-expenditures that will be reallocated to the divisions of the Health Department. Revenues are anticipated to remain mostly level, with birth and death certificate issuance volume also to remain relatively level in 2024, with revenue projected at $235,000 to align closely with actual revenue in 2022. 329 HEALTH ADMINISTRATION (CONTINUED) 2500-41100 FINANCE/ADMINISTRATION RECOMMENDATION: During the budget process, the Health Department submitted a request for reclassifying 3.0 FTE from Office Tech IV (Grade 22) to Reimbursement/Coding & Contract Specialist I and II (Grade 26/28) with a total cost of$24,663. The Human Resources and Finance review of the submitted documentation does not include them as recommended, and they are not included in the budgeted request, but are a policy issue for the board. Recommend approval of submitted budget. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Greeley& Southwest Weld Offices: Birth Certificates issued 8,043 6,500 8,250 Death Certificates issued 12,538 9,500 12,500 Efficiency Measures FTEs per 10,000/capita 0.366 0.350 0.277 Per capita cost (county support) $-0.69 $0.62 $0.65 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Review Summary. 330 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Non-Program Revenue - - 2500-41100 DEPARTMENT DESCRIPTION: Non-program revenues from the State per capita health funds. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 624,235 825,318 834,973 834,973 Net County Cost $ - 624,235 $ -825,318 $ - 834,973 $ - 834,973 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Slight increase in per capita funding of$9,655, or 1.17%. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,489,922 $ 1,771,411 $ 2,231,196 $ 2,231,196 Supplies 14,607 72,097 19,590 19,590 Purchased Services 329,831 625,209 165,868 165,868 Fixed Charges 200,836 276,530 318,480 318,480 Contra Expense 0 0 0 0 Gross County Cost $ 2,035,196 $ 2,745,247 $ 2,735,134 $ 2,735,134 Revenue 1,064,184 1,288,539 1,251,426 1,251,426 Net County Cost $ 971,012 $ 1,456,708 $ 1,483,708 $ 1,483,708 Budget Positions 14.000 17.725 19.300 19.300 SUMMARY OF CHANGES: The proposed net county costs for the HECP Division in 2024 will be $1,483,708, reflecting an increase of $27,000 from 2023. Overall, revenue has decreased $37,113 due to the withdrawal of a sizeable state grant. However, the loss was tempered with new grant monies which will help sustain staff and programs. Personnel Services increased by $459,785, or 25.96%, due to annual cost-of-living adjustments, increased health insurance costs, and increased PERA retirement costs for the division. Increased personnel costs are offset by cuts to non-personnel budget expenses ($469,898 in cuts to non-personnel expenses). The division also has an increase in payroll with the net addition of 1.575 FTE, resulting from a 2023 mid-year addition of a new Substance Use Disorder Health Educator in our Opioids Abatement grant and from shifting the Communications Specialist from the Finance/ Administration division back into the HECP division. Minor decreases to part-time staff in Communities that Care and FDA Retail Tobacco Inspections programs account for a slight decline to adjust for the increases. 332 HEALTH COMMUNICATION SECTION (CONTINUED) 2520-41210 Operating expenses show the cost of Supplies has decreased due to a drop in grant revenue and the corresponding reduction in these expenditures. Expenditures under Purchased Services have also decreased significantly due to the completion of the Community Health Survey in 2022, the withdrawal from a state grant and the associated costs of subcontracting with the United Way of Weld County. There are also decreased expenditures in the Supplies and Purchased Services categories to offset the increases in Personnel additional funding from county or grant funding. Fixed Charges, which is largely attributable to overhead allocations, has slightly increased due to increased FTE in the division and department-wide shifts in FTE distributions within the Health Department. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # residents reached by the classes, programs 200,000 210,000 220,000 News release exposure 800,000 830,000 840,000 Effectiveness results Reduction in motor vehicle fatalities 54 53 54 Reduction in teen birth rate for 15 to 17-year-olds -- MCH data 12/1,000 12/1,000 12/1,000 Number of obese/overweight adults— CHA data 69% 70% 70% Efficiency Measures FTEs per 10,000/capita .402 .497 .534 Per capita cost (county support) $3.09 $4.08 $4.10 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 333 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 theoverall health of Weld County. These services include: enhancing parenting skills and building strong family units; connecting community members to needed 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 ensuring our most vulnerable community members have access to resources and services. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,260,007 $ 1,398,818 $ 1,601,452 $ 1,601,452 Supplies 23,648 41,675 29,100 29,100 Purchased Services 153,043 214,313 178,370 178,370 Fixed Charges 164,658 212,331 224,422 224,422 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,601,356 $ 1,867,137 $ 2,033,344 $ 2,033,344 Revenue 1,301,464 1,405,772 1,677,639 1,677,639 Net County Cost $ 299,892 $ 461,365 $ 355,705 $ 355,705 Budgeted Positions 12.960 13.500 13.600 13.600 SUMMARY OF CHANGES: Overall, net county costs in the Community Health Services division will decrease by $105,660, or 22.9%, in 2024 primarily due to increased revenue and reductions in supplies and purchased services. Revenue is expected to increase in 2024 by $271,867, or 19.3%, due to increased grant funding in the Nurse Family Partnership program. Personnel expenditures are projected to increase by $202,634, or 14.5%, due to annual cost-of- living adjustments, increased health insurance costs, and increased PERA retirement costs for the division. These cost increases, as well as a $12,091 increase in Fixed Charges, are offset by cuts to Supplies and Purchased Services of $48,518 based on historical spending, and by additional grant revenue. FINANCE/ADMINISTRATION RECOMMENDATION: During the budget process, the Health Department submitted a request for reclassifying 5.0 FTE (3.0 from Org 41300 and 2.0 from Org 41600) as Public Health Nurses for the ability to promote from PHN I at Grade 35 to PHN II at Grade 37, for an approximate total cost of $21,820. This request is supported by Human Resources due to the hiring and retention difficulty of qualified nurses. Finance agrees with the recommendation if the cost can be absorbed in the existing submitted budget, and is a policy issue for the board. Recommend approval of submitted budget. 334 COMMUNITY HEALTH SERVICES (CONTINUED) 2530-41300 BOARD ACTION: PERFORMANCE MEASURES Work Outputs ACTUAL ESTIMATED PROJECTED Presumptive Eligibility— Clients Contacted 7 4 5 Nurse-Family Partnership for First-Time Mothers Client Visits 1694 1900 2000 Mothers and Infants Served 331 335 340 Total Time Spent with Clients (hours) 1695 1900 2000 Maternal and Child Health — HCP — CC Clients Served 79 80 90 Direct Referrals Received 250 300 350 Client Visits 516 5 8 Community Outreach Clients Assisted 1224 500 300 Outreach Events 21 20 20 Community Partner Meetings 85 40 40 Efficiency Measures FTEs per 10,000/capita 0.375 0.382 0.376 Per capita cost (county support) $0.87 $1.30 $0.98 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 335 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 perpetuatethe public health of the citizens of the county with scientific risk assessments, the development of policies, monitoring and inspections, consultation, and the enforcement of regulations designed to protect food, water, and air supplies. Services include technical assistance and consultation, monitoring and sampling, inspection and enforcement, education, and outreach, and planning activities. The laboratory's purpose is to process medical and water samples. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,985,588 $ 3,638,108 $ 3,946,833 $ 3,946,833 Supplies 197,502 375,845 271,095 271,095 Purchased Services 518,056 699,531 537,005 537,005 Fixed Charges 411,481 560,082 597,356 597,356 Contra Expense -84,016 -73,659 -82,125 -82,125 Capital 30,088 0 0 0 Gross County Cost $ 4,058,699 $ 5,199,907 $ 5,270,164 $ 5,270,164 Revenue 2,124,450 2,229,115 2,069,372 2,069,372 Net County Cost $ 1,934,249 $ 2,970,792 $ 3,200,792 $ 3,200,792 Budgeted Positions 38.10 35.90 36.20 36.20 SUMMARY OF CHANGES: Costs are proposed to increase by $230,000 in 2024 primarily due to the increase in personnel costs. A portion of the personnel increases are offset with reductions in expenditures for supplies and purchased services, based on historical spending. The division saw a significant increase in personnel services costs from the previous year of $308,725 (8.5%). These increases were due to wage increases (cost of living adjustments & scheduled step increases), insurance increases, and PERA retirement increases in 2023 and 2024. Supplies decreased by $104,750 (28%) from the previous year. Purchased services also decreased by $162,526 (23%). Fixed charges had a 6.7% increase, or$37,274, primarily due to the increase of overhead allocations. The decreases in supplies and purchased services were due to implementing cost saving measures along with a decrease in supplies and equipment needed for remodeling the lab and a decrease in consumable lab supplies following the cessation of medical lab activities in mid-2022. 336 ENVIRONMENTAL HEALTH SERVICES (CONTINUED) 2560-41400 SUMMARY OF CHANGES (Continued): A decrease in revenue is projected in 2024 due to a reduction in overall FTE in the Waste and Household Hazardous Waste programs, which reduced the corresponding transfer-in of funds from the solid waste fund. The remaining reduction in revenue is related to projected decreases in septic permit applications and decreases in land application permits (biosolids). FINANCE/ADMINISTRATION RECOMMENDATION: During the budget process, the Health Department submitted 2.0 FTE for reclassification. This includes 1.0 FTE from EH Specialist I (Grade 33) to Air Quality Policy Analyst (Grade 42) at a cost of $20,355, and 1.0 FTE from Lab Field Tech Ito II (Grade 20 to 22) at a cost of$3,133. The Human Resources and Finance review of the submitted documentation does not include this as recommended. The Finance request is to wait for the completion of the compensation analysis as they are not included in the budgeted request, but are a policy issue for the board. Recommend approval of submitted budget. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Food inspections, activities, complaints 2,473 2,450 2,500 Laboratory analyses 11,203 10,000 10,000 Household hazardous waste disposed 433,928 455,000 440,000 Environmental Planning reviews 436 500 450 OWTS (septic) permits and inspections 1,213 1,300 1,300 Waste inspections, complaints, spill reports 312 250 275 Biosolids inspections, activities, complaints 182 185 185 Institutions inspections 152 160 160 Outbreak investigations 212 30 72 Reportable disease investigations 45,124 5,000 4,000 Rabies PEP coordination 11 10 10 Rabies risk assessments 176 80 80 Air inspections and complaints 121 120 125 Efficiency Measures FTEs per 10,000/capita 1.104 1.015 1.001 Per capita cost (county support) $5.60 $8.40 $8.85 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 337 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,597,364 $ 1,397,693 $ 250,567 $ 250,567 Supplies 72,858 29,456 17,300 17,300 Purchased Services 78,482 137,381 22,200 22,200 Fixed Charges 272,105 292,132 33,003 33,003 Capital 13,419 0 10,000 10,000 Gross County Cost $ 2,034,228 $ 1,856,662 $ 333,070 $ 333,070 Revenue 2,233,570 1,774,206 306,270 306,270 Net County Cost $ -199,342 $ 82,456 $ 26,800 $ 26,800 Budgeted Positions 17.450 18.725 2.0 2.0 SUMMARY OF CHANGES: The Public Health Preparedness division will see significant changes in 2024. In July 2023, ELC funding related to the COVID-19 response ended which resulted in the termination of all positions and expenditures related to the pandemic response. There will still be very limited activity for COVID immunizations in 2024, but all expenditures are projected to be offset by our remaining COVID immunization funding that is expected to end in June of 2024. Personnel will decrease by $1,147,126 and 16.725 FTE. This decrease is due to the elimination of the ELC grant (COVID-19 response) in 2023. The remaining 2.0 FTE are funded through a grant with CDPHE that provides for an Emergency Response Coordinator and an Emergency Response Epidemiologist. Supplies decrease by $12,156, purchased services decrease by $115,181 and fixed charges decrease by$259,129. As with personnel, these decreases are also due to the elimination of the ELC grant. Expenditures related to the emergency preparedness grant are projected to remain level with 2023 budgeted expenditures. A decrease in projected revenue of$1,467,936 is due to the elimination of the ELC grant. The projected program revenue for the Emergency Preparedness and Response grant is up slightly over 2023. 338 PUBLIC HEALTH PREPAREDNESS (CONTINUED) 2500-41500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTEs per 10,000 capita 0.506 0.529 0.055 Per capita cost (county support) -$0.58 $0.23 $0.07 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 339 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,515,431 $ 1,939,436 $ 2,199,804 $ 2,199,804 Supplies 320,905 565,653 303,625 303,625 Purchased Services 273,353 694,129 465,160 465,160 Fixed Charges 192,618 295,144 301,846 301,846 Contra Expense 0 0 0 0 Capital 0 11,000 0 0 Gross County Cost $ 2,302,307 $ 3,505,362 $ 3,270,435 $ 3,270,435 Revenue 1,587,749 1,616,073 1,467,175 1,467,175 Net County Cost $ 714,558 $ 1,889,289 $ 1,803,260 $ 1,803,260 Budgeted Positions 17.115 17.000 17.800 17.800 SUMMARY OF CHANGES: Overall, costs will decrease by $86,029, or 4.6%, in 2024 due to significant estimated reductions in supplies and purchased services. Personnel expenditures are projected to increase by $260,368, or 13.42%, due to increases in regular wages, COLA, PERA, and employer health insurance contributions. These cost increases are offset by reductions in other operating expenses, based on historical spending. Projected expenditures related to Supplies, Purchased Services and Fixed Charges will decrease by$484,295, or 31.1%, due to reductions in expenditures for supplies and purchased services. This is primarily due to adjustments made to align more closely with actual expenditures in 2022 and cost savings due to implementation of increased efficiency and effectiveness measures. Overall revenue is expected to decrease in 2024 by $148,898, or 9.2%. This is largely attributable to projections of decreased Medicaid (Health First Colorado) and private pay revenue in 2024. Also, grant funding is down slightly following the end of one small grant with Denver Health in July of 2023. These decreases are minimally offset by increased grant revenue in a few of our long-term grants including family planning, immunizations, and a new grant that funds testing and treatment of sexually transmitted infections. FINANCE/ADMINISTRATION RECOMMENDATION: During the budget process, the Health Department submitted requests for reclassifying 4.0 FTE, including 3.0 Medical Assistants I/II/Ill from Grade 17 to Grades 19, 22 and 25 at an approximate cost of$22,144. 340 PUBLIC HEALTH CLINIC SERVICES (CONTINUED) 2590-41600 FINANCE/ADMINISTRATION RECOMMENDATION (continued): The other reclassification is for an Office Tech III at Grade 17 to move to an Office Tech IV at Grade 22. The Human Resources and Finance review of the submitted documentation does not include this as recommended. The Finance request is to wait for the completion of the compensation analysis as they are not included in the budgeted request, but are a policy issue for the board. Recommend approval of submitted budget. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Immunization/Communicable Disease Program Immunization Visits 3,483 3,500 3,830 Vaccinations Given (North) 3,294 3,550 3,620 Vaccinations Given (South) 1,153 800 700 Outreach Events 6 30 35 Tuberculosis Program QFT's performed 175 190 200 PPD's placed 11 10 10 Active Cases 7 2 2 Latent TB Infection Cases (evaluated/treated) 31/12 30/15 30/15 Children treated 1 2 2 Ukrainian Refuge Evaluated 2 5 5 Travel Immunization/1693 Clinic Visits 190 200 210 Travel Vaccines Given 268 280 295 Family Planning Visits 1790 1835 1880 MD Clinic Visits 41 55 60 Sexually Transmitted Infections Visits 468 475 500 Women's Wellness Connection (WWC) Visits 185 200 185 WWC—Targeted Outreach — Clients Contacted 649 675 700 WISEWOMAN Visits 175 175 175 Community Outreach Events 50 85 100 Efficiency Measures: FTEs per 10,000/capita 0.496 0.481 0.492 Per capita cost (county support) $2.07 $5.34 $4.99 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 341 \ 1861 / I X TrE ana 7\LCOUNTY SEVEN YEAR TREND Human Services $12 - 10.52 $10 9.8 9.19 8.92 8.31 8.4 $8 7.22 cn z O n $6 J_ E $4 $2 $0 I I I I I I I 2018 2019 2020 2021 2022 2023 2024 343 HUMAN SERVICES FUND SUMMARY The Human Services Fund is funded at $10,523,300 for 2024, which is up $722,500, or 7.4%, from the previous year. Program funding is up for 2024 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 $ 4,328,900 Senior Nutrition $ 1,107,500 CSBG $ 405,500 In the above programs, Weld County must continue to be responsive and reactive to federal and state administrative and budget changes in 2024. 344 HUMAN SERVICES SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final INTERGOVERNMENTAL 2650 61751 4314 USDA 62,080 67,900 67,900 2625 61400 4320 FEDERAL GRANTS 851,000 975,000 975,000 2625 61420 4320 FEDERAL GRANTS 423,515 328,010 328,010 2625 61422 4320 FEDERAL GRANTS 333,085 321,990 321,990 2625 61450 4320 FEDERAL GRANTS 104,300 164,250 164,250 2625 61451 4320 FEDERAL GRANTS 301,800 495,750 495,750 2625 61460 4320 FEDERAL GRANTS 804,797 680,400 680,400 2625 61461 4320 FEDERAL GRANTS 42,000 42,000 42,000 2625 61470 4320 FEDERAL GRANTS 76,355 68,800 68,800 2625 61480 4320 FEDERAL GRANTS 588,848 550,800 550,800 2625 61505 4320 FEDERAL GRANTS 77,300 62,000 62,000 2650 61700 4320 FEDERAL GRANTS 103,449 110,649 110,649 2650 61705 4320 FEDERAL GRANTS 79,915 117,433 117,433 2650 61710 4320 FEDERAL GRANTS 173,030 106,396 106,396 2650 61730 4320 FEDERAL GRANTS 45,958 67,535 67,535 2650 61740 4320 FEDERAL GRANTS 19,721 28,980 28,980 2650 61745 4320 FEDERAL GRANTS 13,376 19,656 19,656 2650 61750 4320 FEDERAL GRANTS 551,250 593,250 593,250 2650 61755 4320 FEDERAL GRANTS 257,920 282,100 282,100 2650 61760 4320 FEDERAL GRANTS 19,000 19,000 19,000 2650 61765 4320 FEDERAL GRANTS 4,800 4,800 4,800 2650 61770 4320 FEDERAL GRANTS 1,000 2,000 2,000 2650 61775 4320 FEDERAL GRANTS 300 5,000 5,000 2650 61875 4320 FEDERAL GRANTS 77,389 54,075 54,075 2650 61935 4320 FEDERAL GRANTS 4,033 5,649 5,649 2650 61940 4320 FEDERAL GRANTS 41,065 60,226 60,226 2650 61945 4320 FEDERAL GRANTS 76,402 112,125 112,125 265995 61780 4320 FEDERAL GRANTS 2,188,815 2,499,600 2,499,600 267895 61601 4320 FEDERAL GRANTS 65,943 72,000 72,000 267895 61610 4320 FEDERAL GRANTS 54,960 64,175 64,175 267895 61620 4320 FEDERAL GRANTS 142,667 131,325 131,325 267895 61630 4320 FEDERAL GRANTS 141,930 205,000 205,000 2650 61785 4321 MEDICAID 16,500 12,500 12,500 2650 61835 4340 GRANTS 150,042 169,625 169,625 2650 61840 4340 GRANTS 158,275 176,926 176,926 2650 61841 4340 GRANTS 94,862 107,376 107,376 2650 61845 4340 GRANTS 30,478 30,348 30,348 2650 61850 4340 GRANTS 76,980 89,600 89,600 2650 61866 4340 GRANTS 139,000 97,125 97,125 2650 61880 4340 GRANTS 71,518 61,550 61,550 2650 61885 4340 GRANTS 89,411 62,475 62,475 2650 61890 4340 GRANTS 164,379 118,726 118,726 2650 61895 4340 GRANTS 54,097 37,800 37,800 2650 61900 4340 GRANTS 3,396 5,399 5,399 2650 61905 4340 GRANTS 23,546 28,726 28,726 2650 61915 4340 GRANTS 141,915 179,650 179,650 2650 61925 4340 GRANTS 30,054 21,000 21,000 2650 61930 4340 GRANTS 179,658 259,599 259,599 265995 61790 4340 GRANTS 44,185 50,400 50,400 2560 61701 711000 TRANSFER 12,351 12,351 12,351 TOTAL INTERGOVERNMENTAL 9,208,650 9,839,050 9,839,050 - CHARGE FOR SERVICES 2645 61200 4410 CHARGE FOR SERVICES 175,500 170,000 170,000 2646 61300 4410 CHARGE FOR SERVICES 180,400 260,000 260,000 TOTAL CHARGE FOR SERVICES 355,900 430,000 430,000 - DONATIONS 2650 61750 4690 DONATIONS 236,250 254,250 254,250 TOTAL HUMAN SERVICES 9,800,800 10,523,300 10,523,300 - 345 HUMAN SERVICES SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 2625 61400 WORKFORCE INNOVATION&OPPORTUNITYA 851,000 975,000 975,000 2625 61420 WIOA DISLOCATED WORKER 387,180 328,010 328,010 2625 61422 WIOA DW ENHANCED 369,420 321,990 321,990 2625 61450 WIOA YOUTH IN SCHOOL 93,189 164,250 164,250 2625 61451 WIOA YOUTH OUT OF SCHOOL 312,911 495,750 495,750 2625 61460 WAGNER/PEYSER 786,300 680,400 680,400 2625 61461 SUMMER JOB HUNT 42,000 42,000 42,000 2625 61470 MIGRANT SEASONAL FARM WORKER- 10% 76,775 68,800 68,800 2625 61480 EMPLOYMENT SUPPORT FUND 606,925 550,800 550,800 2625 61505 WIOA PERFORMANCE INCENTIVE 77,300 62,000 62,000 2645 61200 EDUCATION LAB 175,500 170,000 170,000 2646 61300 AMERICORPS 180,400 260,000 260,000 2650 61700 AREA AGENCY ON AGING 115,800 123,000 123,000 2650 61705 AAA PART B LEGAL 107,181 117,433 117,433 2650 61710 AAA PART B OMBUDSMAN 118,790 106,396 106,396 2650 61730 AAA PART B COUNSELING 61,639 67,535 67,535 2650 61740 AAA PART B OUTREACH 26,450 28,980 28,980 2650 61745 AAA PART B TRANSPORTATION 17,940 19,656 19,656 2650 61750 AAA PART C 1 787,500 847,500 847,500 2650 61751 AAA NSIP 62,080 67,900 67,900 2650 61755 AAA C 2 257,920 282,100 282,100 2650 61760 AAA PART D 19,000 19,000 19,000 2650 61765 AAA CHF 4,800 4,800 4,800 2650 61770 AAA ELDER ABUSE 1,000 2,000 2,000 2650 61775 AAA SPECIAL OMBUDSMAN 300 5,000 5,000 2650 61785 AAA CCT 16,500 12,500 12,500 2650 61835 AAA STATE ADMIN 162,115 169,625 169,625 2650 61840 AAA STATE INFORMATION AND ASSISTANC 169,696 176,926 176,926 2650 61841 AAA STATE HEALTH PROMOTIONS 102,386 107,376 107,376 2650 61845 AAA STATE EDUCATION 30,308 30,348 30,348 2650 61850 AAA STATE OMBUDSMAN 84,820 89,600 89,600 2650 61866 AAA STATE CASE MANAGEMENT 113,775 97,125 97,125 2650 61875 AAA STATE COUNSELING 63,345 54,075 54,075 2650 61880 AAA STATE CHORE 65,590 61,550 61,550 2650 61885 AAA STATE TRANSPORTATION 73,185 62,475 62,475 2650 61890 AAA STATE PART C1 136,516 118,726 118,726 2650 61895 AAA STATE PART C2 44,280 37,800 37,800 2650 61900 AAA STATE SHELF STABLE MEALS 4,319 5,399 5,399 2650 61905 AAA STATE VISUALLY IMPAIRED 25,516 28,726 28,726 2650 61915 AAA STATE DENTAL VISION&HEARING 159,830 179,650 179,650 2650 61925 AAA STATE PART E RESPITE 24,600 21,000 21,000 2650 61930 AAA STATE SOUTH COUNTY RVNA 224,719 259,599 259,599 2650 61935 AAA PART E GRANDPARENTING 5,084 5,649 5,649 2650 61940 AAA PART E CAREGIVER 49,141 60,226 60,226 2650 61945 AAA PART E RESPITE 67,275 112,125 112,125 265995 61780 SINGLE ENTRY POINT 2,188,460 2,499,600 2,499,600 265995 61790 HOME CARE ALLOWANCE 44,540 50,400 50,400 267895 61601 CSBG EF 68,875 72,000 72,000 267895 61610 CSBG ADMIN 54,960 64,175 64,175 267895 61620 CSBG AAAA LINKAGES 129,965 131,325 131,325 267895 61630 CSBG EMERGENCY SERVICES 151,700 205,000 205,000 TOTAL HUMAN SERVICES 9,800,800 10,523,300 10,523,300 0 346 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 REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 6,558,979 $ 6,216,900 $ 6,468,300 $ 6,468,300 Supplies 649,676 428,600 588,600 588,600 Purchased Services 5,204,819 2,941,300 3,173,500 3,173,500 Fixed Charges 211,554 214,000 292,900 292,900 Gross County Cost $ 12,625,028 $ 9,800,800 $ 10,523,300 $ 10,523,300 Revenue 12,573,868 9,788,449 10,510,949 10,510,949 Net County Cost $ 51,160 $ 12,351 $ 12,351 $ 12,351 Budget Positions 87 90 90 90 SUMMARY OF CHANGES: See Individual Budget Units OBJECTIVES: See Individual Budget Units BOARD ACTION: See Individual Budget Units. 347 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(MSFW) Program, which partners with community organizations, employers, and agricultural workers to coordinate farm labor, ensure fair labor and OSHA standards are being followed and ensure farmworkers are receiving job seeker services. This Budget Organization also includes the WIOA Reskilling, Upskilling, New-Skilling (RUN) Program. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,544,028 $ 1,170,000 $ 900,000 $ 900,000 Supplies 115,122 22,500 120,000 120,000 Purchased Services 1,966,335 227,500 180,000 180,000 Fixed Charges 55,722 50,000 100,000 100,000 Gross County Cost $ 3,681,207 $ 1,470,000 $ 1,300,000 $ 1,300,000 Revenue 3,669,057 1,470,000 1,300,000 1,300,000 Net County Cost $ 12,150 $ 0 $ 0 $ 0 Budget Positions 22 22 22 22 SUMMARY OF CHANGES: Funding for the WIOA Reskilling, Upskilling, New-Skilling (RUN)) program will likely be fully- or near-fully-expended prior to the end of 2023. Other programs included in this Budget Organization will continue. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 348 HUMAN SERVICES WAGNER/PEYSER (CONTINUED) 2625-61460 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Wagner-Peyser Clients served 9,039 13,036 14,000 MSFW Total Registrants 85 76 80 Efficiency Measures Per capita cost $ 10.666 $ 4.156 $ 3.595 Effectiveness Measures (desired results) Entered Employment Rate-2nd Qtr After Exit 51.96% 51.30% 57.00% Entered Employment Rate-4th Qtr After Exit 81.18% 58.50% 65.00% Median Participant Earnings $ 23,202 $ 5,040 $ 5,600 MSFW— Referred to Jobs 43.53% 11.07% 12.30% MSFW— Provided Staff Assisted Services 100.0% 27.90% 31.00% MSFW— Referred to Supportive Services 0.00% 0.99% 1.10% MSFW— Career Guidance 95.29% 4.50% 5.00% GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 349 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt- 2625-61461 [Formerly 60000-26271 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 33,887 $ 39,600 $ 34,000 $ 34,000 Supplies 402 0 500 500 Purchased Services 5,471 1,400 5,500 5,500 Fixed Charges 2,240 1,000 2,000 2,000 Gross County Cost $ 42,000 $ 42,000 $ 42,000 $ 42,000 Revenue 42,000 42,000 42,000 42,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 1,844 2,680 2,700 Efficiency Measures Per capita cost $ 0.122 $ 0.119 $ 0.116 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 350 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 424,450 $ 555,000 $ 600,000 $ 600,000 Supplies 20,199 6,000 20,000 20,000 Purchased Services 299,263 270,000 340,000 340,000 Fixed Charges 15,068 20,000 15,000 15,000 Gross County Cost $ 758,980 $ 851,000 $ 975,000 $ 975,000 Revenue 754,695 851,000 975,000 975,000 Net County Cost $ 4,285 $ 0 $ 0 $ 0 Budget Positions 5 5 6 6 SUMMARY OF CHANGES: The Board of County Commissioners approved the addition of the Disability Program Navigator position, funded through this Budget Organization, in August 2022 and the FTE was added to the wrong program in the budget book, corrected in the Personnel count this year. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 351 HUMAN SERVICES WIOA (ADULT) (CONTINUED) 2625-61401 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 312 326 300 Efficiency Measures Per capita cost $ 2.199 $ 2.406 $ 2.696 Effectiveness Measures (desired results) Entered Employment Rate-2nd Qtr After Exit 70.42% 69.75% 77.50% Entered Employment Rate-4th Qtr After Exit 67.24% 68.13% 75.70% Median Participant Earnings $ 6,666 $ 6,377 $ 7,086 Credential Rate 82.69% 63.00% 70.00% Measurable Skill Gains 65.96% 56.25% 62.50% 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 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 431,876 $ 237,000 $ 450,000 $ 450,000 Supplies 18,021 4,300 10,000 10,000 Purchased Services 184,403 157,000 185,000 185,000 Fixed Charges 14,445 7,800 15,000 15,000 Gross County Cost $ 648,745 $ 406,100 $ 660,000 $ 660,000 Revenue 648,745 406,100 660,000 660,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 8 9 8 8 SUMMARY OF CHANGES: Number of Budgeted Positions corrected from 2023 Budget document. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 353 HUMAN SERVICES WIOA (YOUTH) (CONTINUED) 2625-61450 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Youth served 191 302 250 Efficiency Measures Per capita cost $ 1.880 $ 1.148 $ 1.825 Effectiveness Measures (desired results) Entered Employment Rate-2' Qtr After Exit 77.19% 61.20% 68.00% Entered Employment Rate-4th Qtr After Exit 67.68% 64.80% 72.00% Median Earnings $5,018 $3,150 $3,500 Credential Attainment rate (Younger Youth) 66.67% 51.30% 57.00% Measurable Skill Gains 84.31% 54.90% 61.00% GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 354 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2,583 $ 31,900 $ 25,000 $ 25,000 Supplies 1,129 14,000 2,000 2,000 Purchased Services 14,686 31,400 35,000 35,000 Gross County Cost $ 18,398 $ 77,300 $ 62,000 $ 62,000 Revenue 18,398 77,300 62,000 62,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $ 0.053 $ 0.219 $ 0.171 Effectiveness Measures (Desired Results) Performance Incentive Rating 10 / 10 9 / 10 10 / 10 High Performing Workforce Development Yes Yes Yes Board Rating 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 (Dislocated Worker Prog) BUDGET UNIT TITLE AND NUMBER: 2625-61420/61430/61440 [Formerly 60000-26431 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 495,255 $ 600,000 $ 525,000 $ 525,000 Supplies 10,738 6,800 8,000 8,000 Purchased Services 82,390 128,500 102,000 102,000 Fixed Charges 14,725 21,300 15,000 15,000 Gross County Cost $ 603,108 $ 756,600 $ 650,000 $ 650,000 Revenue 603,108 756,600 650,000 650,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 2 2 2 2 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 356 HUMAN SERVICES WIOA (DISLOCATED WORKER) (CONTINUED) 2625-61420 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 71 100 100 Efficiency Measures Per capita cost $ 1.747 $ 2.139 $ 1.798 Effectiveness Measures (desired results) Employment rate Q2 After Program Exit 79.07% 68.76% 76.40% Employment rate Q4 After Program Exit 78.67% 69.21% 76.90% Median Participant Earnings $ 11,999 $ 6,120 $ 6,800 Credential Rate 81.82% 61.20% 68.00% Measurable Skills Gain 65.00% 52.74% 58.60% 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 BUDGET UNIT TITLE AND NUMBER: Educational Lab - 2645-61200 [Formerly 60000-26451 DEPARTMENT DESCRIPTION: The Educational Lab program covers the cost of operating the Computer Education Lab. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 113,142 $ 116,000 $ 115,000 $ 115,000 Supplies 30,041 32,500 30,000 30,000 Purchased Services 18,990 21,000 20,000 20,000 Fixed Charges 5,529 6,000 5,000 5,000 Gross County Cost $ 167,702 $ 175,500 $ 170,000 $ 170,000 Revenue 167,702 175,500 170,000 170,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 897 662 600 Efficiency Measures Per capita cost $ 0.486 $ 0.496 $ 0.470 Effectiveness Measures (desired results) High School Equivalency (HSE) 39 51 60 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 358 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 204,126 $ 130,000 $ 200,000 $ 200,000 Supplies 7,399 20,000 20,000 20,000 Purchased Services 45,631 27,400 37,000 37,000 Fixed Charges 2,455 3,000 3,000 3,000 Gross County Cost $ 259,611 $ 180,400 $ 260,000 $ 260,000 Revenue 259,611 180,400 260,000 260,000 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 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Participants in program 29 35 32 Efficiency Measures Per capita cost $ 0.752 $ 0.510 $ 0.719 Effectiveness Measures (desired results) Clients completing program 91% 95% 100% GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 359 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Admin.) 2650-61700 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-26511 DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior programs of the Area Agency on Aging. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 79,318 $ 97,000 $ 85,000 $ 85,000 Supplies 628 400 500 500 Purchased Services 31,671 15,000 35,000 35,000 Fixed Charges 1,948 3,400 2,500 2,500 Gross County Cost $ 113,565 $ 115,800 $ 123,000 $ 123,000 Revenue 113,565 103,449 110,649 110,649 Net County Cost $ 0 $ 12,351 $ 12,351 $ 12,351 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Programs administered 11 11 11 Efficiency Measures Per capita cost (other) $ 0.329 $ 0.327 $ 0.340 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 AAA (Support) 2650-61705/61710/61715/61720/61725/ BUDGET UNIT TITLE AND NUMBER: 61730/61735/61740/61745 [Formerly 60000-26521 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 8,600 $ 65,000 $ 85,000 $ 85,000 Supplies 299 35,000 1,000 1,000 Purchased Services 324,080 230,000 252,000 252,000 Fixed Charges 423 2,000 2,000 2,000 Gross County Cost $ 333,402 $ 332,000 $ 340,000 $ 340,000 Revenue 333,402 332,000 340,000 340,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 5 5 5 5 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 361 HUMAN SERVICES AREA ON AGING (CONTINUED) 60000-2652 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Outreach — Hispanic Senior Outreach 1,728 1,698 1,698 Peer Counseling 4,051 4,272 4,272 Legal consultation/representation 768 664 664 Homemaker and personal care 6,824 6,325 6,000 Ombudsman Services 1,716 1,800 1,800 Transportation 4,970 6,969 6,969 Efficiency Measures Per capita cost $ 0.966 $ 0.939 $ 0.940 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. 362 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 60000-26531 DEPARTMENT DESCRIPTION: The Congregate Meal Program grant provides meals to the senior population at 23 nutrition sites around the county. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 195,605 $ 197,000 $ 215,000 $ 215,000 Supplies 39,259 13,000 25,000 25,000 Purchased Services 694,888 570,500 600,000 600,000 Fixed Charges 6,457 7,000 7,500 7,500 Gross County Cost $ 936,209 $ 787,500 $ 847,500 $ 847,500 Revenue 936,209 787,500 847,500 847,500 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Meals served 80,520 87,000 75,000 Efficiency Measures Per capita cost $ 2.712 $ 2.226 $ 2.344 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 363 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 60000-26541 DEPARTMENT DESCRIPTION: The Home Delivered Meals grant provides home delivered meals through Meals on Wheels. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 3,434 0 0 0 Purchased Services 352,064 320,000 350,000 350,000 Gross County Cost $ 355,498 $ 320,000 $ 350,000 $ 350,000 Revenue 355,498 320,000 350,000 350,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Meals Served 44,869 48,720 48,720 Efficiency Measures Per capita cost $ 1.030 $ 0.905 $ 0.968 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. 364 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Health Services) 2650-61760 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-26551 DEPARTMENT DESCRIPTION: This Health Services grant provides health services to the senior community. This grant supports evidence-based health programs. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 16,000 $ 16,000 $ 16,000 Supplies 1,599 0 0 0 Purchased Services 624 2,000 2,000 2,000 Fixed Charges 0 1,000 1,000 1,000 Gross County Cost $ 2,223 $ 19,000 $ 19,000 $ 19,000 Revenue 2,223 19,000 19,000 19,000 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 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 168 153 153 Efficiency Measures Per capita cost $ 0.007 $ 0.054 $ 0.053 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. 365 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 60000-26561 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 1,800 $ 1,800 $ 1,800 Supplies 688 0 0 0 Purchased Services 0 3,000 3,000 3,000 Fixed Charges 0 0 0 0 Gross County Cost $ 688 $ 4,800 $ 4,800 $ 4,800 Revenue 688 4,800 4,800 4,800 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $ 0.002 $ 0.014 $ 0.013 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 (Elder Abuse Grant) BUDGET UNIT TITLE AND NUMBER: 2650-61770 [Formerly 60000-26571 DEPARTMENT DESCRIPTION: The Elder Abuse grant provides for educational training to the community on elder abuse. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,863 $ 1,000 $ 2,000 $ 2,000 Supplies 14 0 0 0 Purchased Services 61 0 0 0 Fixed Charges 62 0 0 0 Gross County Cost $ 2,000 $ 1,000 $ 2,000 $ 2,000 Revenue 2,000 1,000 2,000 2,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Ombudsman Services 1,716 1,800 1,800 Efficiency Measures Per capita cost $ 0.006 $ 0.003 $ 0.006 Effectiveness Measures (desired results) Education of long term staff Yes Yes Yes GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 367 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Special Ombudsman) BUDGET UNIT TITLE AND NUMBER: 2650-61775 [Formerly 60000-26581 DEPARTMENT DESCRIPTION: The Special Ombudsman funds supplement the ombudsman program. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3,426 $ 100 $ 3,500 $ 3,500 Supplies 79 100 100 100 Purchased Services 1,119 100 1,000 1,000 Fixed Charges 97 0 400 400 Gross County Cost $ 4,721 $ 300 $ 5,000 $ 5,000 Revenue 4,721 300 5,000 5,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Complaints investigated 572 600 600 Efficiency Measures Per capita cost $ 0.014 $ 0.001 $ 0.014 Effectiveness Measures (desired results) Work outputs are maintained Yes Yes Yes GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 368 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 60000-2659951 DEPARTMENT DESCRIPTION: The Single-Entry Point grant provides case management services to Medicaid eligible clients. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,978,456 $ 2,100,000 $ 2,300,000 $ 2,300,000 Supplies 30,578 6,000 30,000 30,000 Purchased Services 74,163 60,000 125,000 125,000 Fixed Charges 63,227 67,000 95,000 95,000 Gross County Cost $ 2,146,424 $ 2,233,000 $ 2,550,000 $ 2,550,000 Revenue 2,146,424 2,233,000 2,550,000 2,550,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 28 30 30 30 SUMMARY OF CHANGES: The Department's Area Agency on Aging (AAA) Division responded to the Colorado Department of Health Care Policy and Financing's (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. The implementation of this initiative will take place between November 2023 and June 2024. Once implemented, the number of Budgeted Positions associated with the Budget Organization will grow by 40-50 employee positions and the costs and revenues associated with the Budget Organization will grow by as much as $3-4 million per year, with a corresponding increase in reimbursement revenues. FINANCE/ADMINISTRATION RECOMMENDATION: The CMA application and award have been reviewed and approved by the board. Recommend approval. BOARD ACTION: 369 AREA AGENCY ON AGING SINGLE ENTRY POINT/HCA (CONTINUED) 265995-61780/61790 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 2,889 2,556 3,000 Efficiency Measures Per capita cost $ 6.219 $ 6.313 $ 7.052 Effectiveness Measures (desired results) Divert Medicaid Eligible clients from 2,744 2,942 3,050 Institutional care to cost effective home care GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 370 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (CCT) - - 2650-61785 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-26601 DEPARTMENT DESCRIPTION: The CCT funding includes minor funding sources that supplement the aging programs, including Colorado Choice Transition (CCT). RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 10,905 $ 7,000 $ 11,000 $ 11,000 Supplies 20 8,000 500 500 Purchased Services 280 1,500 1,000 1,000 Fixed Charges 286 0 0 0 Gross County Cost $ 11,491 $ 16,500 $ 12,500 $ 12,500 Revenue 11,491 16,500 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 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 16 14 20 Efficiency Measures Per capita cost $ 0.033 $ 0.047 $ 0.035 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 371 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 60000-26711 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 799,996 $ 610,000 $ 650,000 $ 650,000 Supplies 280,792 240,000 300,000 300,000 Purchased Services 520,174 615,000 525,000 525,000 Fixed Charges 24,681 20,000 25,000 25,000 Gross County Cost $ 1,625,643 $ 1,485,000 $ 1,500,000 $ 1,500,000 Revenue 1,625,643 1,485,000 1,500,000 1,500,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Dental/Vision/Hearing Clients Served 316 245 200 Other clients served 32,102 60,000 60,000 Efficiency Measures Per capita cost $ 4.710 $ 4.198 $ 4.148 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 372 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 49,279 $ 45,000 $ 50,000 $ 50,000 Supplies 917 0 1,000 1,000 Purchased Services 187,422 75,000 125,000 125,000 Fixed Charges 1,986 1,500 2,000 2,000 Gross County Cost $ 239,604 $ 121,500 $ 178,000 $ 178,000 Revenue 239,604 121,500 178,000 178,000 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 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Care giver Support- units of services 3,486 7,884 5,000 Efficiency Measures Per capita cost $ 0.694 $ 0.344 $ 0.492 Effectiveness Measures (desired results) Maintain requirements of grant Yes Yes Yes GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 373 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. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 182,184 $ 197,500 $ 200,000 $ 200,000 Supplies 88,318 20,000 20,000 20,000 Purchased Services 401,104 185,000 250,000 250,000 Fixed Charges 2,203 3,000 2,500 2,500 Gross County Cost $ 673,809 $ 405,500 $ 472,500 $ 472,500 Revenue 639,084 405,500 472,500 472,500 Net County Cost $ 34,725 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 374 COMMUNITY SERVICES BLOCK GRANT (CONTINUED) 267895-61600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Provide emergency funding to assist individuals at risk of experiencing 205 114 205 homelessness with avoiding eviction Parents/ Caregivers who improve their home environments through Case Management 149 75 149 Households experiencing homelessness who obtained safe temporary shelter 194 99 194 Households who maintained safe and affordable housing for 90 days 229 174 229 Efficiency Measures Per capita cost $ 1.952 $ 1.146 $ 1.307 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 375 ,c , 1861 , COUNT Y 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 $574,210 based upon the anticipated maintenance costs from the IGA with Greeley for 2024. The budget reflects funding of Island Grove Park only. Revenues are from the Colorado Lottery proceeds. 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 2024. 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 $4,056,432 in fund balance is projected to remain relatively similar in 2024. Revenue is estimated at $1,700,000, with expenses and transfers totaling $1,571,163. $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 $790,922 to the Health Department. The ending fund balance can increase up to $129,000 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. 377 CONSERVATION TRUST SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final 2200 73700 4332 LOTTERY 560,000 545,000 545,000 2200 73700 4610 EARNINGS ON INVESTMENTS 3,000 10,000 10,000 563,000 555,000 555,000 - 378 CONSERVATION TRUST SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 2200 73700 CONSERVATION TRUST 563,000 574,210 574,210 TOTA CONSERVATION TRUST 563,000 574,210 574,210 0 379 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 546,232 563,000 574,210 574,210 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 546,232 $ 563,000 $ 574,210 $ 574,210 Revenue 550,355 563,000 555,000 555,000 Net County Cost $ -4,123 $ 0 $ 19,210 $ 19,210 SUMMARY OF CHANGES: Revenue from the Colorado Lottery is being projected at $545,000 and $10,000 from interest earnings. For 2024, the budget for the county buildings at Island Grove Park is proposed at $821,645. Revenue from rents and facility use fees for 2024 are estimated at $158,903. The county payment for 2024 maintenance is proposed by Greeley at $574,210, which is an increase of$11,210, or 2% higher than the 2023 payment. The increase is primarily in salaries and utilities, with offsetting increases in rental revenues. The workload in the Island Grove buildings is changing to allow more and more requests from Extension and 4-H for use of the facility. Historically, when the RECOMMEND 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 $735,000 in this fund as expenses are always a year behind revenues collected. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. 380 CONSERVATION TRUST FUND (CONTINUED) 2200-73700 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): Historically, the following is the amount of money received annually since the lottery started: 1983 $ 194,698 2003 $ 385,070 1984 195,304 2004 361,926 1985 151,033 2005 371,213 1986 138,069 2006 453,233 1987 162,736 2007 423,260 1988 154,074 2008 430,795 1989 130,764 2009 408,648 1990 136,726 2010 386,999 1991 200,103 2011 376,031 1992 220,219 2012 411,891 1993 264,371 2013 450,659 1994 205,534 2014 404,589 1995 327,162 2015 358,431 1996 312,024 2016 487,550 1997 356,262 2017 436,368 1998 373,962 2018 429,897 1999 286,971 2019 513,355 2000 358,802 2020 472,538 2001 361,050 2021 562,906 2002 391,780 2022 542,101 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 Purpose Amount 1983: Greeley Civic Auditorium $ 141,464 1984: Greeley Civic Auditorium $ 143,000 1985: Greeley Civic Auditorium $ 90,000 1986: Greeley Civic Auditorium $ 51,500 LaSalle Community Center 10,000 Ault Park System 7,500 Dacono Park Improvements 3,000 Windsor Park Improvements 6,000 Ft. Lupton Pearson Park Sports Complex 10,000 Independence Stampede Headquarters Facility 5,000 Since 1987 all funds have gone to the two county parks. Beginning in 2002, only Island Grove Park has been funded. 381 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 Grove Park Visitors 340,000 370,000 420,000 Efficiency Measures Per capita cost (county support) $1.58 $1.59 $1.59 Cost Per Visitor $1.61 $1.52 $1.37 BOARD ACTION:Approved as recommended. 382 CONTINGENCY FUND SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final 2300 90300 4112 CURRENT PROPERTY TAXES 65.000.000 - - - 65.000.000 - - - 383 CONTINGENCY SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 2300 90300 CONTINGENT 10,000,000 10,000,000 10,000,000 TOTAL CONTINGENCY 10,000,000 10,000,000 10,000,000 0 384 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 LAST FY 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 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. 100,109,490 - 55,000,000 0 0 Net County Cost $ 0 $ 65,000,000 $ 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$165,120,000 is anticipated. An ending fund balance of$165,120,000 is projected, assuming no contingency funds are needed in 2024. 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: 385 EMERGENCY RESERVE SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final 2400 53100 4112 CURRENT PROPERTY TAXES - - - - 386 EMERGENCY RESERVE SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 2400 53100 EMERGENCY RESERVE 0 0 0 0 0 0 0 0 387 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 BUDGETED REQUESTED RECOMMEND LAST FY 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 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. 388 SOLID WASTE SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final CHARGE FOR SERVICES 2700 90200 4410 CHARGE FOR SERVICES 1,700,000 1,700,000 1,700,000 TOTAL SOLID WASTE 1,700,000 1,700,000 1,700,000 - 389 SOLID WASTE SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 2700 21240 TRANSFER 85,000 85,000 85,000 2700 90200 SOLID WASTE 295,241 295,241 295,241 2700 90200 TRANSFER 1,777,665 1,190,922 1,190,922 TOTAL SOLID WASTE 2,157,906 1,571,163 1,571,163 0 390 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 CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 85,000 85,000 85,000 85,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 85,000 $ 85,000 $ 85,000 $ 85,000 Revenue 0 0 0 0 Net County Cost $ 85,000 $ 85,000 $ 85,000 $ 85,000 SUMMARY OF CHANGES: The Code Enforcement function has been combined with the Animal Control function in the Sheriffs 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: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Complaints 772 800 800 Efficiency Measures 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. 391 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 164,022 295,241 170,000 170,000 Fixed Charges 161,259 1,777,665 125,241 125,241 Transfers 2,089,942 0 1,275,922 1,275,922 Gross County Cost $ 2,415,223 $ 2,072,906 $ 1,571,163 $ 1,571,163 Revenue/Fund Bal. 2,768,898 1,987,906 1,700,000 1,700,000 Net County Cost $ - 353,675 $ 85,000 $ -128,837 $ -128,837 SUMMARY OF CHANGES: The projected 2024 revenue estimate remains at $1,700,000, down $300,000 from 2022 budgeted dollars, due to eliminating some revenues from the Buffalo Hills Landfill since it is being annexed by Keenesburg. The Department of Public Health and Environment costs for the Household Hazardous Waste program is projected to be $602,317. 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. $125,241 is budgeted for indirect costs. $400,000 is budgeted for repair work on county roads impacted by landfill traffic. Beginning estimated fund balance of $4,056,179 will potentially be increased by $128,837 in 2024, for an ending fund balance of$4,185,016 for 2024. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 392 SOLID WASTE FUND (CONTINUED) 2700-90200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Landfill Inspections 45 45 45 Household Hazardous Material (HHM) $429,265 $388,559 $651,508 Surcharge Collected $1,949,908 $2,200,000 $1,700,000 Efficiency Measures Per capita cost (collected) $7.64 $6.94 $5.81 Per capita HHM cost $1.29 $1.15 $1.83 393 WELD COUNTY TRUST FUND SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final 7400 90100 4610 EARNINGS ON INVESTMENTS 2,500,000 2,500,000 2,500,000 7400 90100 711000 Transfer 2,500,000 2,000,000 2,000,000 5,000,000 4,500,000 4,500,000 - 394 WELD TRUST SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 7400 90100 NON DEPARTMENTAL 2,600,000 2,000,000 2,000,000 TOTAL WELD TRUST 2,600,000 2,000,000 2,000,000 0 395 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 BUDGETED REQUESTED RECOMMEND LAST FY 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 4,644,034 2,600,000 2,000,000 2,000,000 Capital 0 0 0 0 Gross County Cost $ 4,644,034 $ 2,600,000 $ 2,000,000 $ 2,000,000 Revenue -1,426,820 5,000,000 4,500,000 4,500,000 Net County Cost $ 6,070,854 $ -2,400,000 $ -2,500,000 $ -2,500,000 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: 396 SEVEN YEAR TREND Capital Expenditures 50,000,000 ❑General Capital ■Communications Capital 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 O ti d- N dr 0 d- 20,000,000 O N O L 15,000,000 d- o O M O O N in 10,000,000 0 o N 0 N M in O O r N O O M N O 00 N Ls) M N N- L!) O 5,000,000 N N .- N- 6 — r- .- 0 ■ T 2018 2019 2020 2021 2022 2023 2024 397 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 2024-2028 is presented in this section. The plan contains the specifics of the 2024 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 2024-2028 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 2024 program is budgeted at $46,047,470 with almost 90 separate projects to be completed. Resources include $80,535,309 in property tax, $225,000 from capital expansion fees, $1,000,000 from interest and a beginning fund balance of approximately $60,402,083. Anticipated projects include $15,536,612 for the design and build of a Fleet large vehicle repair facility. That facility will also store Public Works trucks and other needed vehicles for the Sheriff's Office and Health Department. Maintenance projects and a Booking remodel for the Jail will total just over $6 million. The Sheriff's Office training facility is anticipated to be completed in 2024, with almost $4 million more to complete the next phase of the project. Department requests total almost$2 million, and include safety features, convenience and compliance issues, such as bulletproof glass, cameras for public safety, added security for proximity access, and workspace remodels. Other large projects anticipated in 2024 include remodeling the District Attorney's Offices at $3 million, a new space for meeting the needs of electric vehicles at approximately $2 million, almost $5 million to update and maintain the courthouse and centennial complex, and almost $7 million for Public Works projects, including the ongoing grader shed projects that include Keenesburg and Dacono in 2024. Capital projects will impact 2024 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. COMMUNICATIONS CAPITAL DEVELOPMENT FUND: The Communications Capital Development Fund accounts for various capital improvement projects for the development and maintenance of the county public safety communications system infrastructure. The 2024 program is funded at $4,779,000 with $1,850,000 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 $2,750,000 to remodel and expand the current dispatch facility to allow for growth in personnel and channels served. There is also $907,000 in the Public Safety IT hardware and software CIP, $932,000 in equipment replacement through the radio shop, and $190,000 in backup equipment and software. A carry-over beginning fund balance of$3,203,630 is anticipated, and $274,630 ending reserve fund balance is anticipated at the end of 2024. 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. 398 CAPITAL EXPENDITURES SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final 4000 17500 4112 CURRENT PROPERTY TAXES 39,000,000 44,822,470 80,535,309 4000 17500 4610 EARNINGS ON INVESTMENTS 750,000 1,000,000 1,000,000 4000 17500 4730 OTHER FEES 225,000 225,000 225,000 TOTAL CAPITAL EXPENDITURES 39,975,000 46,047,470 81,760,309 - 399 CAPITAL EXPENDITURES SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 31,045,020 46,047,470 46,047,470 TOTAL CAPITAL EXPENDITURES 31,045,020 46,047,470 46,047,470 0 400 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 703,721 0 200,000 200,000 Purchased Services 457,989 0 2,000,000 2,000,000 Capital 17,114,178 31,045,020 43,847,470 43,847,470 Gross County Cost $ 18,275,888 $ 31,045,020 $ 46,047,470 $ 46,047,470 Revenue 1,126,487 975,000 1,225,000 1,225,000 Net Property Tax $ 38,938,864 $ 39,000,000 $ 80,535,309 $ 80,535,309 Contribution 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 2024 is$80,535,309 and is necessary for obtaining the resource capacity needed for the long-term plan. Knowing that revenues will decrease for 2025, resources won't be available to put as many future dollars toward capital investment, and funding now allows for flexibility to pivot if future county service needs change based on new economic situations, program shifts, or other priorities, as the recent pandemic made clear. 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 2024, 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: 401 COMMUNICATIONS DEVELOPMENT SYSTEMS CAPITAL FUND SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final 4010 22200 4680 OTHER 1,850,000 1,850,000 1,850,000 TOTAL COMMUNICATIONS CAPITAL DEVELOPMENT 1,850,000 1,850,000 1,850,000 - 402 COMMUNICATION DEVELOPMENT SYSTEMS SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 4010 22200 CAPITAL IMPROVEMENT AND ACQUISITION 5,222,582 4,779,000 4,779,000 TOTAL COMMUNICATION DEVELOPMENT 5,222,582 4,779,000 4,779,000 0 403 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 216,338 0 0 1,002,000 Purchased Services 0 0 0 0 Capital 100,073 5,222,582 4,779,000 3,777,000 Gross County Cost $ 316,411 $ 5,222,582 $ 4,779,000 $ 4,779,000 Revenue/Fund Bal. 1,850,000 1,850,000 1,850,000 1,850,000 Net County Cost $ - 1,533,589 $ 3,372,582 $ 2,929,000 $ 2,929,000 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 2024 program is funded at $4,779,000 with $1,850,000 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 $2,750,000 for construction, fencing, and the remodel of the Dispatch facility to improve efficiencies and safety. The total expenses also include $907,000 for the Public Safety IT Capital Improvement Plan, $932,000 for equipment replacement, and $190,000 for software and backup center recording equipment. FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2024 funding level of the Communications Capital Development Fund's Capital Improvements Plan for 2024-2028 to fund the county's communications infrastructure. The actual plan is on the page immediately following. BOARD ACTION: 404 Public Safety Communications Infrastructure 5 Year Capital Plan 2024-2028 Site Equipment Name 2024 2025 2026 2027 2028 TOTAL CAPITAL EOL REPLACEMENT $932,000 $21,500 $452,125 $3,007,850 $1,291,000 'CAPITAL PLANS TDMA Migration 'New Site Briggsdale AT&T Site $750,000 Dispatch-Back-Up Center $2,500,000 'Building Expansion 4,000 SF Spillman CAD PSIT CentralSquare Software/Hardware $170,000 $110,000 PSIT CIP Data Center Hardware/Sotware $907,000 911 Telephone System 911 Platform/Replacement 911 PC Replacement/A9C's replacement 7yr replacement $120,000 Next Generation 911 $250,000 $250,000 Communications Center Prime Site remodel $2,730,000 Furniture and equipment $20,000 Back-up Site Site NICE-Recording Inform Software Platform $50,000 $50,000 PC Replacement-Backup Center $15,000 PC Replacement-Prime $15,000 Recorder-Backup Center-Analog Recorder $140,000 Recorder-Backup Center-Digital(Radio) Recorder-Prime-Analog $140,000 Recorder-Prime-Digital(Radio) GPS-Responder Location Responder Location(1500 users) $500,000 TOTAL CAPITAL PER YEAR $4,779,000 $1,191,500 $3,612,125 $3,412,850 $1,426,000 GRAND TOTAL OVER 5 YRS $14,421,475.00 Capital Required $ 4,779,000 $ 1,191,500 $ 3,612,125 $ 3,412,850 $ 1,426,000 E911 Revenue $ 1,850,000 $ 1,850,000 $ 2,850,000 $ 3,300,000 $ 1,850,000 Depreciation $ - $ - $ - $ - Annual Difference $ (2,929,000) $ 658,500 $ (762,125) $ (112,850) $ 424,000 Beginning Fund Blance $ 3,203,630 $ 274,630 $ 933,130 $ 171,005 $ 58,155 Annual Difference $ (2,929,000) $ 658,500 $ (762,125) $ (112,850) $ 424,000 Ending Fund Balance $ 274,630 $ 933,130 $ 171,005 $ 58,155 $ 482,155 405 WELD COUNTY LONG RANGE CAPITAL PROJECTS FIVE-YEAR PLAN 2024-2028 Presented By: Ryan Rose Director of Finance and Administration September 2023 406 LONG RANGE CAPITAL PROJECTS FIVE YEAR PLAN 2024 - 2028 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 2024 - 2028 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. 2024 - 2028 Five-year Plan 3. 2024 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 2024 - 2028 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 2024 budget for the capital construction program. It provides specific detail regarding the capital fund and the impact on the 2024 county budget. 407 COMPLETED CAPITAL PROJECTS 2018- 2022 Actual Actual Actual Actual Actual Total 2018 2019 2020 2021 2022 Centennial Complex $4,296,168 $1,629,018 $584,850 $221,353 $1,756,565 $104,382 Courthouse 165,442 93,134 72,308 Land Reserve 4,117,034 4,117,034 Chase Building 2,015,982 400,786 824,931 188,280 601,985 Grader Sheds 3,635,751 1,398,134 2,012,617 225,000 Motor Pool 983,737 260,968 348,649 374,120 Health Department 1,426,407 585,138 326,600 37,140 477,529 Island Grove 593,493 199,792 171,308 62,703 159,690 North Jail 48,955,625 2,709,484 1,390,025 44,823,421 32,695 1400 N 17th Ave 713,858 713,858 1301 N 17th Ave. 3,090,361 2,710,447 379,914 Public Works 3,400,972 80,933 60,400 2,131,562 1,128,077 Human Services 4,327,096 82,174 2,188,275 946,908 957,688 152,051 1250 H Street 7,395,749 3,679,710 3,301,650 414,389 SW Weld Building 949,633 150,218 799,415 SE Weld Building 29,307 29,307 North 1401-1403 1,690,787 773,240 917,547 1121 M St 3,370,773 3,370,773 Admin (1150 O St) 646,351 473,970 103,337 69,044 Crime Lab 2,581,917 2,581,917 Law Administration 187,723 43,127 79,640 64,956 Facilities 362,507 97,615 264,892 CNG Station 2,155,458 2,155,458 Wash Bay 2,730,579 2,730,579 Miscellaneous 515,445 230,897 183,073 101,475 Justice Services 945,821 813,245 22,709 109,867 In process (not completed) 18,037,964 6,002,173 12,035,791 TOTAL $119,321,940 $4,991,945 $16,606,287 $5,566,204 $73,808,069 $18,349,435 NOTE: Expenditures listed in year completed. 408 FIVE YEAR CAPITAL PROJECTS PROGRAMS 2024-2028 Requirements Total 2024 2025 2026 2027 2028 Jail Capital Reserve $11,990,940 $2,036,200 $7,716,100 $2,238,640 Health Department 29,255,000 825,500 229,500 28,200,000 SE Weld Building 1,231,000 208,000 1,023,000 SO Range/Training 3,900,000 3,900,000 Misc Projects 21,910,050 1,998,887 6,943,095 3,837,507 5,693,907 3,436,654 PW Projects/Grader 11,281,364 6,488,014 1,256,000 300,000 1,237,350 2,000,000 Sheds North Business Park 21,760,023 2,821,807 18,938,216 Infrastructure Southwest Office 1,403,000 26,000 1,377,000 Facilities Grounds 1,622,400 1,622,400 Fleet/Trucking Site 28,249,757 15,536,612 6,551,935 6,161,210 Courthouse/Annexes 19,070,501 4,968,001 9,902,500 4,200,000 Jail 8,152,750 6,002,750 150,000 2,000,000 Justice Services 1,036,550 66,300 970,250 Human Services 23,655,328 1,063,199 3,172,129 19,420,000 Administration 8,000,000 8,000,000 Buildings Building 3,620,000 520,000 400,000 100,000 1,300,000 1,300,000 Performance Colo. TOTAL $196,138,663 $46,047,470 $41,861,609 $41,403,033 $40,669,897 $26,156,654 409 RESOURCE CAPACITY ***************** FUNDING SOURCES ***************** CASH FLOW ANALYSIS 410 CAPITAL EXPENDITURES FUND RESOURCE CAPACITY 2024- 2028 YEAR PROPERTY INTEREST FEES TOTAL TAX 2024 $80,535,309 $1,000,000 $225,000 $81,760,309 2025 $40,000,000 $1,000,000 $225,000 $41,225,000 2026 $20,000,000 $750,000 $225,000 $20,975,000 2027 $15,000,000 $750,000 $225,000 $15,975,000 2028 $15,000,000 $750,000 $225,000 $15,975,000 CASH FLOW ANALYSIS BEGINNING ENDING YEAR FUND REVENUE EXPENDITURES FUND BALANCE BALANCE 2024 $ 60,402,083 $ 81,760,309 $ 46,047,470 $ 96,114,922 2025 $ 96,114,922 $ 41,225,000 $ 41,861,609 $ 95,478,313 2026 $ 95,478,313 $ 20,975,000 $ 41,403,033 $ 75,050,280 2027 $ 75,050,280 $ 15,975,000 $ 40,669,897 $ 50,355,383 2028 $ 50,355,383 $ 15,975,000 $ 26,156,654 $ 40,173,729 411 2024 BUDGETARY IMPACT 412 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 2024. 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 2024, 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 2024 budget, none of the projects identified for 2024 require additional staffing that has not already been identified. 413 Facilities 2024 Capital Improvement Plan The 2024 Department Requests, Facilities Capital Projects and Infrastructure Improvements were allocated as follows. Fund:4000-17500 Capital Projects 9 $ 34,484,164 Infrastructure & 54 $ 9,564,419 Equipment Department Requests 23 $ 1,998,887 Total 86 $ 46,047,470 Facilities and Finance and Administration utilized the following matrix to prioritize the list of projects for 2024 and ongoing needs. With this method, all requests were determined to be included in the 2024 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 Most "Urgent" tasks that are obvious in nature which could result in loss of 1 Outstanding equipment,functionality, or mission accomplishment. Safety/Security Degradation. Policy direction. "Severe" degradation of mission/equipment. Continuation of existing 2 High project. This level of priority translates into projects that need to be completed in a timely manner or they will become larger and more unruly as time passes. "Minor" degradation in mission/equipment. Minor improvement to existing processes. Medium priority tasks may not seem a medium level to 3 Medium users/tenants as they may not see the larger picture of tasks on the "To Do" list. However,these tasks are important, but not as important as an Outstanding or High priority. "Nominal" improvement or preventative in nature. Lower priority tasks 4 Low often fall into this category where projects can wait until the proper time of year. Already in maintenance plan. No long-term value or extended ROI. Policy 5 Do Not Fund Decision. Funding. 414 A B C 1 2024 Capital Improvement Plan - Facilities 2 Projects Budget Priority 3 PRIORITY 1 4 Clerk& Recorder- New Office at 1250 10,000 1 5 Courthouse- Data Room AC 25,000 1 6 Fleet Structural Repair 20,000 1 7 Southeast Boiler Replace 20,000 1 8 Southwest Exterior Door Replacement 160,000 1 9 PRIORITY 2 10 1551 UPS Replacement 189,000 2 11 AV-Video Conferencing Upgrades 75,000 2 12 Clerk& Recorder- New Ballot Box Install (TBD) 2,200 2 13 Courthouse- Historical Preservation for deterioration Repairs 100,000 2 14 Courthouse- Hot Water Generator 140,000 2 15 Courthouse- New Door Locking Hardware 100,000 2 16 Delta Controls Upgrade -(Social Service C) 121,345 2 17 Facilities-Grounds Building 1,248,000 2 18 Fire Alarm - Network Upgrades 90,000 2 19 Fire Alarm Upgrades(5 Buildings) 160,000 2 20 Fleet- Replace Door Rolling Hardware &Springs 375,000 2 21 Health - Electrical outlet update &Add panel/transformer 350,000 2 22 Health - Elevator Modernization 225,000 2 23 Human Service B- HVAC Control System Update (Johnsons) 84,500 2 24 Human Services B- RTU Replacement 462,000 2 25 Human Services B-VAV upgrade 150,000 2 26 Jail - 1-East Roof Top Units 390,000 2 27 Jail -2-East Drinking Fountain Upgrade (insta-hot) 20,000 2 28 Jail -2-West Data Room AC 30,000 2 29 Jail -2-West PRV 54,000 2 30 Jail -2-West UPS Replacement & Upsize 250,000 2 31 Jail - Booking Remodel 3,000,000 2 32 Jail - Fire Detection Devices 20% per year 20,000 2 33 Jail - Intercoms 20% per year 100,000 2 34 Jail - Replace HMI & CCTV PCs(5 each) 7,500 2 35 Jail Shower Boxes 68,000 2 36 Jail Shower Ceiling Grid (Various Locations) 603,000 2 37 Johnsons Controls Upgrade- 1150 446,821 2 38 Metal Detector-South Probation & Chase Probation 13,500 2 39 Parking Lot Light Poles(2@PW& 15 @ SW) 170,000 2 40 PW- Fort Lupton Sand/Salt Shed Repairs 100,000 2 41 SO- Evidence Dry Cabinet Electrical 500 2 42 SO- Move Sheds to Brownlee Training Center 4,000 2 415 A B C 1 2024 Capital Improvement Plan - Facilities 2 Projects Budget Priority 43 PRIORITY 3 44 AC Units(Tri-Town & LaSalle) 13,000 3 45 ADA Transition Plan Items 100,000 3 46 Building Performance Colorado-Centennial/Courthouse 100,000 3 47 Building Performance Colorado-Chase 100,000 3 48 Building Performance Colorado-Jail 100,000 3 49 Building Performance Colorado- Public Works 100,000 3 50 Centennial - Hot Water Generator Replacement (teach) 182,000 3 51 Centennial - Isolation Valves(Boilers& Chillers) 39,000 3 52 Courthouse- Design for Stairwell Corrections 50,000 3 53 DA Remodel & CHAN 2,827,040 3 54 Design North Business Park Streets/Infrastructure/PUD 300,000 3 55 Develop As-built Digital Plans-4 Major Buildings 140,800 3 56 Finance &Admin - Deicers north gutters(37 buildings) 222,000 3 57 Health - EM lighting replace (non-code Compliant) 60,000 3 58 Health - Larger office for Community Health Manager 15,000 3 59 Health - Replace Lab Ceiling Tiles with vinyl coated type 71,000 3 60 Health - Update AV system & Furniture in Room 210 87,000 3 61 Irrigation -Water Conservation Controls (WIFI) 30,000 3 62 Jail - North Side Drainage- Design 75,000 3 63 Justice Services-Alternative Programs- 2 Additional Proxy Doors 7,000 3 64 Justice Services-Alternative Programs New Conference AV 2,500 3 65 Justice Services- Install 2 more cameras 3,655 3 66 Justice Services-West Annex New AV in basement Conference 2,500 3 67 Lighting Control Upgrades(3 Buildings) 150,000 3 68 New Fleet &Trucking Site 11,951,240 3 69 Plaza West Storefront replacement 15,000 3 70 Public Works-Additional Lighting at Greeley Sand Shed (4 poles) 80,000 3 71 Public Works-Additional Lighting at Kersey (2 poles) 40,000 3 72 Public Works-Additional lighting in Building 1 Garage Area 80,000 3 73 Public Works- Re-route campus buildings gutter downspouts 150,000 3 74 PW- Keenesburg Grader Shed 1,100,000 3 75 PW Dacono Grader Shed 1,100,000 3 76 Shooting Range- Phase 2 3,000,000 3 77 SO-Jail Sgt Room Two monitor mounts & cabling 300 3 78 SO-Strike Team -three monitor mounts & cabling 450 3 79 Treasurer- Reception Windows(Bulletproof) 80,000 3 416 A B C 1 2024 Capital Improvement Plan - Facilities 2 Projects Budget Priority 80 PRIORITY 4 81 906 10th - HVAC Replacement 25,000 4 82 Alternative Programs- boiler/pipping/storage Design Services 20,000 4 83 Centennial -caulk all brick expansion joints 80,000 4 84 Community Corrections-Decommission AC Unit 6,000 4 85 Courthouse-design for Electrical & Data Replacement 250,000 4 86 Demolish former Johnstown Grader Shed 40,000 4 87 Doors/Frames- Replace Rusted -Various 25,000 4 88 Drinking Fountain Upgrade (various locations) 69,000 4 89 Health - Enclose Front Counter&Add Cubicle Wall 20,000 4 90 Health - Replace Clinic Hallway Carpet with seamless vinyl 26,000 4 91 Health - Upgrade 13 offices with new furniture 65,000 4 92 Human Resources- Proximity Door 2,700 4 93 Justice Services-Alternative Programs- Generator 441,000 4 94 Justice Services- Community Corrections- Refinish doors 46,800 4 95 Parking Lot Paving- 1551 North 17th Ave (79,451 SF) 357,530 4 96 Parking Lot Paving-300 8th Avenue (24,500 SF) 110,250 4 97 Public Works- Install Generator at Galeton Grader Shed 78,000 4 98 PW-80 Acres South County 2,000,000 4 99 Justice Services-West Annex- Repave Parking Lot 5 100 101 Subtotal: $35,421,131 102 Contingency: $10,626,339 103 Total for Budget: $46,047,470 417 12025 Facilities Special Projects Projects Budget 1400-Johnsons Controls- upgrade controllers &system 120,000 1401 - roof replacement 312,000 1500 2nd Street Patch/Paint 35,000 1551 - upgrade controllers &system 120,000 ADA Transition Plan Items 200,000 Additional Proxy Doors(Graders, PW Storage & HHW) 160,000 Alternative Program boiler/pipping/storage replacement 95,000 As-Built Digital Plans (5 buildings) 50,000 Centennial - 1st Floor Carpet 80,000 Centennial -2nd Floor Carpet(DA&Judicial) 180,000 Centennial -2nd Floor Teardown/DA new furniture after Carpet 445,000 Centennial - DA 2nd Floor Ceiling Grid 120,000 Centennial - DA 2nd Floor Lighting upgrade 156,000 Centennial - DA 2nd Floor Paint 104,000 Centennial - DA 2nd floor Restroom Update 100,000 CHAN - upgrade controllers &system 120,000 CHAN - Elevator 225,000 Justice Services-Community Corrections- Generator 463,000 Courthouse- Carpet 221,000 Courthouse-Teardown/Rebuild Furniture for Carpet 60,000 Courthouse Electric & Data Update - Design 100,000 Courts Holding 2-Stop Elevator 200,000 Delta Controls Upgrade- (Alternative Programs 136,995 Develop As-built Digital Plans-4 Major Buildings 140,800 Doors/Frames- Replace Rusted -Various 12,000 As-Built Digital Plans (5 buildings) 50,000 Fire Alarm Upgrades(5 Buildings) 165,000 Human Services B - Roof 533,000 Human Services Remodel 150,000 Jail - Fire Detection Devices 20% per year 20,000 Jail - Harding Intercom & Paging System 175,000 Jail - Replace HMI & CCTV PCs(5 each) 7,800 Jail - Intercoms 20% per year 100,000 Jail 1-West Roof Top Units 420,000 Johnsons Controls Upgrade - Human Services B 402,000 Key Watcher(6 Buildings) 101,000 Law Data Center- Redundant AC, upsize Generator, Plug 500,000 Lighting Control Upgrades (6 Buildings) 156,000 Metal Detector-Alternative Programs&Justice Services Panic 14,000 Button upgrade 60,000 Parking Lot-918 10th (10,500 SF) 52,500 Public Works- Install Generator at Peckham Grader Shed 81,000 Total 6,943,095 418 12026 Facilities Special Projects Projects Budget ADA Transition Plan Items 200,000 As-Built Digital Plans (5 buildings) 50,000 Centennial Sidewalk Elevator 225,000 Chase Annex- Elevator 200,000 Courthouse Electric & Data Update- Design 70,000 Delta Controls Upgrade- (Community Corrections) 192,857 Develop As-built Digital Plans-4 Major Buildings 140,800 Fire Alarm Upgrades (5 Buildings) 170,000 Grover Tower- Generator Replacement 40,000 Human Services B - Replace RTUs 403,000 Jail - 1-West Exhaust Fan System 230,000 Jail - Elevator CP08-002954 Modernization 225,000 Jail - Elevator CP-08-002955 Modernization 225,000 Jail - Elevator CP08-002965 Modernization 225,000 Jail - Fire Detection Devices 20% per year 20,000 Jail - Intercoms 20% per year 100,000 Johnsons Controls Upgrade- 1551 235,000 Key Watcher(6 Buildings) 101,000 LaSalle Tower- Generator Replacement 40,000 Metal Detector-CHAN &SPR 14,500 Missile Site Sliding Door Repairs 12,000 Parking Lot- 1555 & 1950 Front (94,300) 424,350 Public Works- Install Generator at Gill Grader Shed 84,000 Southwest Boiler Replace 210,000 Total 3,837,507 12027 Facilities Special Projects Projects Budget 822 7th -Air Handler Coils 90,000 822 7th -VAV Replacement 220,000 ADA Transition Plan Items 200,000 As-Built Digital Plans (5 buildings) 50,000 Centennial Center-Cooling Tower Replace 1,000,000 Centennial Center VAV Replacement 640,000 Courthouse- Hot/Cold Deck louver upgrade 90,000 Courthouse Cabling Trays and Data Cable Upgrades 250,000 Courthouse Cabling Trays and Electrical Upgrades 600,000 Delta Controls Upgrade- (Southeast, 822, Health, Crime Lab) 105,107 Develop As-built Digital Plans-4 Major Buildings 140,800 Door Access Control -system upgrade 250,000 419 12027 Facilities Special Projects, continued Projects Budget Jail - Fire Detection Devices 20% per year 20,000 Jail - Intercoms 20% per year 100,000 Jail - Rotant Replacement 220,000 Johnsons Controls Upgrade- Human Service A 369,000 Johnsons Controls Upgrade- Marlborough 84,000 Metal Detector-Spare 15,000 Parking Lot- 2110 front& back(162,000 SF) 810,000 Plaza West VAV Replacement 440,000 Total 5,693,907 12028 Facilities Special Projects 822 7th Street Chiller Replacement 320,000 ADA Transition Plan Items 200,000 Alternative Programs Elevator Modernization 275,000 As-Built Digital Plans (5 buildings) 50,000 Chase Air Handler 400,000 Delta Controls Upgrade- (Law, PW, SW, Coroner) 21,604 Develop As-built Digital Plans-4 Major Buildings 140,800 Jail -2-West Redundant UPS 200,000 Jail - Elevator CP08-002956Modernization 275,000 Jail - Elevator CP08-002957 Modernization 275,000 Jail - Fire Detection Devices 20% per year 20,000 Jail - Intercoms 20% per year 100,000 Jail -Smoke Control Design/Replace 200,000 Johnsons Controls Upgrade- 1400 112,000 Johnsons Controls Upgrade- 1402 128,000 Parking Lot- 1400 (41,000 SF) 205,000 Parking Lot- Human Services- North (78,000 SF) 429,000 Parking Lot-West Annex(15,500 SF) 85,250 Total 3,436,654 420 FINANCING ALTERNATIVES 421 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. 422 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. 423 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. 424 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. 425 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. 426 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. 427 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. 428 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. 429 G OJ NTY -< 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 $14,943,978 in 2024, with $6,902,295 budgeted for new capital equipment. Depreciation is$6,070,000 for new equipment purchases, plus sale of surplus items of$724,000. HEALTH INSURANCE FUND: The Health Insurance Fund reflects the cost of Weld County's self-insurance program which includes health, dental, and vision coverage. Details of the program and coverage are found under the specifics of the fund summary. In 2024, 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 $6,870,000 in 2024, with a property tax levy of $6,500,000. Details of the program are provided under the specifics of the fund summary. TELECOM SERVICE FUND: Budget reflects total consolidation of telecom service costs of $1,807,342 in Weld County. Funding is at current level and reflects no capital upgrades in 2024. 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. 431 REGIONAL CRIME LAB SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final CHARGE FOR SERVICES 5200 27100 4410 CHARGE FOR SERVICES 310,000 310,000 310,000 TOTAL REGIONAL CRIME LAB 310,000 310,000 310,000 - 432 REGIONAL CRIME LAB SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 5200 27100 CRIME LAB-JOINT OPS 310,000 310,000 310,000 TOTAL REGIONAL CRIME LAB 310,000 310,000 310,000 0 433 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 32,593 0 0 0 Purchased Services 146,334 147,000 155,900 155,900 Fixed Charges 96,150 163,000 154,100 154,100 Capital 0 0 0 0 Gross County Cost $ 275,077 $ 310,000 $ 310,000 $ 310,000 Revenue 275,077 310,000 310,000 310,000 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: 434 FLEET SERVICES SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final 6000 96300 4410 CHARGE FOR SERVICES 7,197,407 8,873,978 8,873,978 6000 96300 4680 OTHER 6,007,683 6,070,000 6,070,000 6000 17550 4810 GAIN LOSS ON SALE 811,700 724,000 724,000 TOTAL MISCELLANEOUS 6,819,383 6,794,000 6,794,000 - TOTAL FLEET SERVICES 14,016,790 15,667,978 15,667,978 - 435 FLEET SERVICES SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 6000 17550 VEHICLE REPLACEMENT 6,803,400 6,902,295 6,902,295 6000 96300 COUNTY SHOP 13,205,090 14,943,978 14,943,978 TOTAL FLEET SERVICES 20,008,490 21,846,273 21,846,273 0 436 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 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1,661,639 $ 1,907,256 $ 2,328,947 $ 2,328,947 Supplies 5,399,701 4,228,000 5,476,000 5,476,000 Purchased Services 593,538 700,000 706,880 706,880 Fixed Charges 6,209,385 6,369,834 6,432,151 6,432,151 Capital 0 0 0 0 Gross County Cost $ 13,864,263 $ 13,205,090 $ 14,943,978 $ 14,943,978 Revenue 14,386,021 13,205,090 14,943,978 14,943,978 Net County Cost $ -521,758 $ 0 $ 0 $ 0 Budgeted Positions 19 19 20 20 SUMMARY OF CHANGES: Personnel Services increased to reflect the anticipated COLA, and the increase of 1.0 FTE in the Deputy Director of Fleet Services, approved in June 2023 as a midyear request at a Grade 48 ($134,470 for all salary and benefits). Supply and fuel costs have been trending upward and adjusted for in the Cost of Goods Sold. Fixed Charges have increased due to increases in the number of vehicles maintained in the fleet and leads to an increase of the total depreciation costs. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 437 FLEET SERVICES ADMINISTRATION (CONTINUED) 6000-96300 2023 ACCOMPLISHMENTS: 1. Hired and retained qualified staff. We are now at 100% of approved technician staff and hired an additional employee as Deputy Director to Fleet Services 2. Trained technicians and other staff to improve compliance. Trained and certified all techs on Federal Annual Inspections. Most techs attended training with Colorado Motor Carriers Association 3. Reduced work order close time in the heavy truck side of the shop. This was accomplished by hiring qualified technicians that improved competencies. 2024 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 Outputs Number of work orders issued 7,599 7,000 15,307 Number of service/maintenance orders per technician 542 538 900 Efficiency Measures FTE's per 10,000/capita .550 .537 .553 Work orders issued per FTE 400 350 765 438 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Capital 6,857,596 6,803,400 6,902,295 6,902,295 Gross County Cost $ 6,857,596 $ 6,803,400 $ 6,902,295 $ 6,902,295 Revenue 580,746 1,361,700 724,000 724,000 Net County Cost $ 6,276,850 $ 5,441,700 $ 6,178,295 $ 6,178,295 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: See listed equipment on next page. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: 439 2024 IGA EQUIPMENT Request Recommend Approved Sheriff: Compact SUV(SRO, Det, Invest) 11 330,000 * 330,000 * Full-size SUV 4x4 pursuit rated 8 524,000 524,000 Full-size pickup pursuit rated 4 260,000 260,000 Compact SUV(Investigations replacement) 2 60,000 60,000 Facilities 3/4 ton extended cab 4x4 truck for Plumber 1 72,000 * 72,000 * 1/2 ton ext cab 4x4 for Carpenter position 1 55,000 55,000 60"zero turn commercial mowers 2 26,000 26,000 1/2 ton ext cab 4x4 for new positions 2 110,000 * 110,000 * small SUV for Project Managers (2 new) 2 60,000 * 60,000 * Toolcat-angled broom attachment 1 7,500 * 7,500 * Aerator pulled behind tractor 1 1,800 * 1,800 * 3-point seeder 1 2,300 * 2,300 * Ventrac Tractor with attachments for Centennial 1 47,375 * 47,375 * Health Department Mobile Clinic Unit 1 650,000 * 650,000 * Public Works Weeds Boom Mower 1 35,000 * 35,000 * See Basic List 4,636,300 4,636,300 Total 39 $6,877,275 $6,877,275 * New Addtions to Fleet 440 2024 EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT-Updated 8125123 Division Description Estimated Est. (Shaded items reflect outgoing equip) Purchase Auction Addition Qty Price Value To Fleet Trucking 1 Tandem Axle Truck w/Snow Plow $400,000 15460044/2011 International Tandem Truck w/Plow $25,000 1 Tandem Truck Tractor 165,000 15410095/2012 Kenworth Tractor $25,000 Gravel Road 5 Motor Graders $2,150,000 15820168/2013 John Deere Motor Grader $55,000 15820174/2014 John Deere Motor Grader $55,000 15820186/2015 Caterpillar Motor Grader $65,000 15820187/2015 Caterpillar Motor Grader $65,000 15820189/2016 John Deere Motor Grader $55,000 1 3/4-Ton Ext Cab,4X4 Pickup,Long Box $45,000 15230072/1012 Ford F250 $5,000 Road&Bridge 1 Excavator $355,000 Construction 15850020/2011 John Deere Excavator $74,250 1 1/2-Ton Ext Cab,4X4 Pickup,Long Box $55,000 15220189/2013 Ford F150 $4,200 1 Vibratory Sheep's Foot Roller $300,000 16010027/2012 Bomag Roller $40,000 1 Tandem Axle Truck(Rock) $300,000 15460043/2011 Kenworth Tandem Truck $50,000 1 Tandem Axle Truck w/Sander and Plow $400,000 15460045/2011 Freightliner Tandem Truck $50,000 Maint-Supt 1 One-Ton Ext or Crew Cab,4X4 Dual Axle Truck w/Service Body $121,000 15420103/2017 Ford F550 $10,000 2 Trailer Mounted Variable Message Boards $50,000 Yes 1 Pick-up Mounted Variable Message Board $12,000 Yes 1 Utility Trailer $7,800 15680004/1994 Big Tex Trailer $250 Mining 1 3/4-Ton,Ext Cab,4X4 Pickup,Short Box $60,000 Yes 1 2 Ton Crew Cab,4X4 Truckw/Service Body w/Welder Space $82,000 15430021/2011 Ford F550 $12,000 Pavement 1 40-Ton Sliding Axle Trailer $160,000 Management 15660007/2004 Trail King Trailer $15,000 1 One-Ton Crew Cab,4X4 Single-Axle Truck W/Service Body $100,000 15420086/2008 F550 $5,000 1 20k Tilt Deck Trailer,Dual Axle $22,500 Yes 1 24 Inch Cold Planer Attachment for Skid Loader $35,000 18001064/2015 Edge Cold Planer $1,500 2 Construction Brooms $200,000 16440009/2012 Broce Broom $15,000 16440008/2012 Broce Broom $15,000 Sub-Total $5,020,300 $642,200 GRAND TOTAL PRICE LESS ESTIMATED TRADE 2000 FUND $4,378,100 441 2024 EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT-Updated 8125123 Division Description Estimated Est. (Shaded items reflect outgoing equip) Purchase Auction Addition Qty Price Value To Fleet Engineering 1 3/4-Ton Ext Cab,4X4 Pickup,Long Box w/Topper,No Hitch $55,000 Yes 1 4x4 SUV $30,000 Yes 1 4x4 SUV $30,000 15220168/2011 Ford F-150 6,800 Weeds 1 Cab Forward Chemical Injection Spray Truck $140,000 15420078/2005 GMC One Ton Truck W/Spray System $35,000 1 1/2 or 3/4 Ton Ext Cab,4X4 Pickup,Short Box $55,000 15230071/2012 Ford F250 $10,000 Sub-Total $310,000 $51,800 GRAND TOTAL PRICE LESS ESTIMATED TRADE 1000 FUND $258,200 Subtotal $4,636,300 CMAQ Grant Funds 0 Weld County Match 0 Insurance for wrecked trucks 0 GRAND TOTAL PRICE LESS GRANT FUNDS AND EST.AUCTION $4,636,300 442 HEALTH INSURANCE SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final MISCELLANEOUS 6200 93400 4690 DONATIONS 227,500 218,500 218,500 6200 93100 46902 EMPLOYEE CONTRIBUTIONS 21,454,584 31,078,250 31,078,250 TOTAL HEALTH INSURANCE 21,682,084 31,296,750 31,296,750 - 443 HEALTH INSURANCE SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 6200 93100 HEALTH INSURANCE 26,087,415 34,863,000 34,863,000 6200 93400 DENTAL/VISION 1,484,900 281,500 281,500 TOTAL HEALTH INSURANCE 27,572,315 35,144,500 35,144,500 0 444 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 REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Supplies $ 18,330 $ 0 $ 0 $ 0 Purchased Services 328,213 1,246,400 880,500 880,500 Fixed Charges 27,775,025 26,325,915 34,264,000 34,264,000 Gross County Cost $ 28,121,568 $ 27,572,315 $ 35,144,500 $ 35,144,500 Revenue 21,552,425 26,833,520 31,296,750 31,296,750 Net County Cost $ 6,569,143 $ 738,795 $ 3,847,750 $ 3,847,750 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 2024, 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. 2024 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 2024, plus offer a high deductible health plan with a health reimbursement account option through Aetna. Rates for 2024 are recommended to increase 5% for employees and 15% for the employer. In 2024, 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. 445 IGS - HEALTH INSURANCE (CONTINUED) 6200-93100/93400 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): The 2024 program is calculated with current participation as follows: Single Coverage: 618 Dependent Coverage: 842 FIXED COSTS: Health Insurance $ 2,215,000 On-site Clinic 817,500 Administration/EAP Costs 63,000 Fixed Costs: $ 3,095,500 LOSS FUND: Medical $31,769,000 Dental 280,000 Loss Fund Costs $32,049,000 GRAND TOTAL - COSTS $35,144,500 REVENUE: Health Premiums $31,078,250 Dental 218,500 TOTAL REVENUE $ 31,296,750 USE OF RESERVE $ 3,847,750 BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Single coverage 637 629 618 Family coverage 779 803 842 446 INSURANCE SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final TAXES 6300 93300 4112 CURRENT PROPERTY TAXES 5,000,000 6,500,000 6,500,000 CHARGE FOR SERVICES 6300 93200 4410 CHARGE FOR SERVICES 160,000 160,000 160,000 MISCELLANEOUS 6300 93300 4610 EARNINGS ON INVESTMENTS 60,000 110,000 110,000 6300 93300 4820 COMPENSATION FOR LOSSES 125,000 100,000 100,000 TOTAL MISCELLANEOUS 185,000 210,000 210,000 - TOTAL INSURANCE 5,345,000 6,870,000 6,870,000 - 447 INSURANCE SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 6300 93200 WORKERS COMPENSATION 2,234,500 2,560,500 2,560,500 6300 93300 LIABILITY 3,110,500 4,306,500 4,306,500 TOTAL INSURANCE 5,345,000 6,867,000 6,867,000 0 448 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 ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 3,500 3,500 3,500 Purchased Services 48,741 23,000 26,000 26,000 Fixed Charges 2,631,328 5,318,500 6,837,500 6,837,500 Gross County Cost $ 2,680,069 $ 5,345,000 $ 6,867,000 $ 6,867,000 Revenue /Fund Bal. -816,444 345,000 370,000 370,000 Net Property Tax Contributed $ 3,496,513 $ 5,000,000 $ 6,500,000 $ 6,500,000 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 2024. Property tax has been increased by$1,500,000 to$6,500,000. 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. 449 INSURANCE FUND (CONTINUED) 6300-93200/93300 BOARD ACTION: PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of training sessions 36 36 36 Dollar amount workers' compensation $678,642 $1,950,000 $1,461,500 claims Dollar amount of prop/casualty claims paid $526,984 $907,000 $910,000 Efficiency Measures FTE'S per 10,000/capita 0.059 0.086 0.084 Per capita cost (county support) $9.45 $11.50 $14.02 450 TELECOM SERVICES SUMMARY OF REVENUES 2024 2023 2024 2024 2024 Fund Org Acct Account Title Budget Request Recommend Final CHARGE FOR SERVICES 6400 17400 4410 CHARGE FOR SERVICES 1,694,502 1,807,342 1,807,342 TOTAL TELECOM SERVICES 1,694,502 1,807,342 1,807,342 - 451 TELECOM SERVICES SUMMARY OF EXPENDITURES 2024 2023 2024 2024 2024 Fund Org Expenditure Function Budget Request Recommend Final 6400 17400 PHONE SERVICES 1,694,502 1,807,342 1,807,342 TOTAL TELECOM SERVICES 1,694,502 1,807,342 1,807,342 0 452 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 ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 218,549 $ 252,772 $ 266,402 $ 266,402 Supplies 44,444 187,800 261,700 261,700 Purchased Services 1,131,453 955,604 978,604 978,604 Fixed Charges 180,735 298,326 300,636 300,636 Capital 0 0 0 0 Gross County Cost $ 1,575,181 $ 1,694,502 $ 1,807,342 $ 1,807,342 Revenue 1,606,061 1,694,502 1,807,342 1,807,342 Net County Cost $ - 30,880 $ 0 $ 0 $ 0 Budgeted Positions 2 2 2 2 SUMMARY OF CHANGES: Personnel Services increased by$13,630 to account for 5% cost of living adjustment and an increase in health insurance premiums. Supplies increased by $73,900 for the software maintenance expenses for the VOIP system and other smaller software maintenance contracts. Purchased Services increased by $23,000, with $21,000 increase for telecommunication expenses, such as the internet service provider and mobile carrier contracts and the remainder for location of fiber and copper. Fixed charges increased by $2,310 due to overhead costs increasing slightly. 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: 453 TELECOM SERVICES (CONTINUED) 6400-17400 2023STRATEGIC PRIORITY ACCOMPLISHMENTS: 1. Maintained phone systems to provide reliable and scalable services. 2. Upgraded phone system to latest "gold" release. 3. Expanded feature deployments such as automatic call distribution call back, phone tree options, limited phone call recording, and the increase of commodity internet throughput. 4. Audited provider contracts, services, and costs. 5. Replaced county issued mobile phones with newer released models and implement mobile device management policies to organize, restrict and maintain devices. 2024 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. Expand feature set and functionality of CUIC Automatic Call Distribution reporting and Finesse web console. a. Work with Weld County departments to expand and automate reporting to better provide service level reporting in a timely manner. b. Update the web console interface for receiving calls to improve the visual effect and functionality of Weld County staff receiving calls. 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. Implement a Non-VPN Jabber softphone solution. a. Implement a new technology to permit Weld County staff to reduce requirements to acquire access to the Weld County phone system while more efficiently utilizing technological resources. b. Expand the capability of Weld County staff to efficiently connect from remote locations to utilize the phone system to make and take calls. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Incoming calls 5,700,000 6,000,000 6,000,000 Efficiency Measures FTE's per 10,000/capita 0.058 0.057 0.055 Per capita cost (county support) $4.56 $4.79 $5.00 Annual cost per call $0.267 $0.282 $0.301 454 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority - - 6500-17700 DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county buildings. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Fixed Charges 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt and/or any lease purchase debt in any given year. With the payoff of the correctional facilities' Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or long-term lease obligations. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 455 a 1861 IvrE �L- ..C OJ NT z 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. 457 APPROPRIATION 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. APPROPRIATION BILL, ORDINANCE, RESOLUTION, or ORDER A bill, ordinance, resolution, or order by means of which appropriations are given legal effect. It is the method by which the expenditure side of the annual operating budget is enacted into law by the legislative body. In many governmental jurisdictions, appropriations cannot be enacted into law by resolution but only by a bill, ordinance, or order. APPROPRIATION EXPENDITURE An expenditure chargeable to an appropriation. Since virtually all expenditures of governments are chargeable to appropriations, the term expenditures by itself is widely and properly used. ASSESSED VALUATION A valuation set upon real estate or other property by a government as a basis for levying taxes. AUTHORITY A government or public agency created to perform a single function or a restricted group of related activities. Usually such units are financed from service charges, fees, and tolls, but in some instances they also have taxing powers. An authority may be completely independent of other governments or partially dependent upon other governments for its creation, its financing, or the exercise of certain powers. AUTHORIZED POSITION A position (job) authorized by the Board of County Commissioners as part of the annual adopted budget. BOND An interest bearing promise to pay with a specific maturity. BALANCED BUDGET A balanced budget occurs when the total sum of money a government collects in a year is equal to the amount it spends on goods, services, and debt interest. BUDGET A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. Used without any modifier, the term usually indicates a financial plan for a single fiscal year. The term "budget" is used in two senses in practice. Sometimes it designates the financial plan presented to the appropriating body for adoption and sometimes the plan finally approved by that body. It is usually necessary to specify whether the budget under consideration is preliminary and tentative or whether it has been approved by the appropriating body. 458 BUDGET DOCUMENT The instrument used by the budget-making authority to present a comprehensive financial program to the appropriating body. The budget document usually consists of three parts. The first part contains a message from the budget- making authority, together with a summary of the proposed expenditures and the means of financing them. The second consists of schedules supporting the summary. These schedules show, in detail, the information as to past years' actual revenues, expenditures, and other data used in making the estimates. The third part is composed of drafts of the appropriation, revenue, and borrowing measures necessary to put the budget into effect. BUDGET MESSAGE A general discussion of the proposed budget as presented in writing by the budget-making authority to the legislative body. The budget message should contain an explanation of the principal budget items, an outline of the government's experience during the past period and its financial status at the time of the message, and recommendations regarding the financial policy for the coming period. BUDGETARY ACCOUNTS Accounts used to enter the formally adopted annual operating budget into the general ledger as part of the management control technique of formal budgetary integration. BUDGETARY COMPARISONS Governmental GAAP financial reports must include comparisons of approved budgeted amounts with actual results of operations. Such reports should be subjected to an independent audit, so that all parties involved in the annual operating budget/legal appropriation process are provided with assurances that government monies are spent in accordance with the mutually agreed-upon budgetary plan. BUDGETARY CONTROL The control or management of a government or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues. BUDGETARY EXPENDITURES Decreases in 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. 459 CAPITAL BUDGET A plan of proposed capital outlays and the means of financing them. CAPITAL OUTLAY Expenditures for equipment, vehicles, or machinery that results in the acquisition or addition to fixed assets. CAPITAL PROGRAM A plan for capital expenditures to be incurred each year over a fixed period of years to meet capital needs arising from the long-term work program or otherwise. It sets forth each project or other contemplated expenditure in which the government is to have a part and specifies the full resources estimated to be available to finance the projected expenditures. CAPITAL PROJECTS FUND A fund created to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds, Special Assessment Funds, and Trust Funds). CAPITAL RESOURCES Resources of a fixed or permanent character, such as land and buildings, which cannot ordinarily be used to meet current expenditures. CERTIFICATES OF PARTICIPATION(COP) Form of financial instrument similar to a bond to facilitate lease/ purchase agreements. Not a debt of the County. CONSERVATION TRUST State of Colorado lottery funds remitted to the County for parks and recreation use. CONTINGENCY ACCOUNT A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise included in the budget. CONTINUING APPROPRIATION An appropriation which, once established, is automatically renewed without further legislative action, period after period, until altered or revoked. The term should not be confused with INDETERMINATE APPROPRIATION. COST ALLOCATION PLAN Identification, accumulation and distribution of costs relative to the provision of those services, along with the methods used. DEFAULT Failure to pay principal or interest when due. Defaults can also occur for failure to meet nonpayment obligations, such as reporting requirements, or when a material problem occurs for the issuer, such as a bankruptcy. DEFICIT (1) The excess of the liabilities of a fund over its assets. (2) The excess of expenditures over revenues during an accounting period; or, in the case of proprietary funds, the excess of expense over income during an accounting period. 460 DEPRECIATION (1) Expiration in the service life of fixed assets, other than wasting assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, and obsolescence. (2) The portion of the cost of a fixed asset other than a wasting asset which is charged as an expense during a particular period. In accounting for depreciation, the cost of a fixed asset, less any salvage value, is prorated over the estimated service life of such an asset, and each period is charged with a portion of such cost. Through this process, the entire cost of the asset is ultimately charged off as an expense. DIRECT COSTS Costs that have a clearly identifiable beneficial or causal relationship to the services performed. DURATION The weighted maturity of a fixed-income investment's cash flows, used in the estimation of the price sensitivity of fixed-income securities for a given change in interest rates. ENCUMBRANCES Obligations in the form of purchase orders, contracts, or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when paid or when an actual liability is set up. ENTERPRISE FUND A fund established to finance and account for the acquisition, operation, and maintenance of governmental facilities and services which are entirely or predominantly self-supporting by user charges. The Crime Lab operates as an Enterprise Fund. ESTIMATED REVENUE The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by the Board. EXPENDITURES Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current assets, debt service, and capital outlays. The unmodified use of the term expenditures in this text is intended to mean budgetary expenditures. FISCAL PERIOD Any period at the end of which a government determines its financial position and the results of its operations. FISCAL YEAR A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. FIXED ASSETS Assets of a long-term character which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment. 461 FTE(FULL-TIME EQUIVALENT) Numeric equivalent of one person occupying one employment position for one year (equivalent of 2,080 hours or 52 forty-hour weeks). FUNCTION A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible. For example, public health is a function. FUNCTIONAL CLASSIFICATION Expenditure classification according to the principal purposes for which expenditures are made. Examples are public safety, public health, public welfare, etc. FUND A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. FUND BALANCE Fund balance is the excess of assets over liabilities and is therefore also known as surplus funds. GAAP(GENERALLY ACCEPTED ACCOUNTING PRINCIPLES) Standards for financial accounting and reporting. GENERAL FUND The fund used to account for all financial resources except those required to be accounted for in another fund. GENERAL OBLIGATION BOND A municipal bond secured by the pledge of the issuer's full faith, credit and taxing power. GEOGRAPHICAL INFORMATION SYSTEM(GIS) A computerized 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. GOVERNMENTAL FUNDS Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital funds, and permanent funds. GRANT A contribution by a government or other organization to support a particular function. Grants may be classified as either categorical or block depending upon the amount of discretion allowed to the grantee. HIGHWAY USER TAX(HUTF) Revenue that is derived from the state gasoline tax and restricted for Road and Bridge activities. 462 INDETERMINATE APPROPRIATION An appropriation which is not limited either to any definite period of time or to any definite amount. A distinction must be made between an indeterminate appropriation and a continuing appropriation. In the first place, whereas a continuing appropriation is indefinite only as to time, an indeterminate appropriation is indefinite as to both time and amount. In the second place, even indeterminate appropriations which are indefinite only as to time are to be distinguished from continuing appropriations in that such indeterminate appropriations may eventually lapse. For example, an appropriation to construct a building may be made to continue in effect until the building is constructed. Once the building is completed, however, the unexpended balance of the appropriation lapses. A continuing appropriation, on the other hand, may continue forever; it can only be abolished by specific action of the legislative body. INDIRECT COSTS Costs 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. INTERFUND TRANSFER Amounts transferred from one fund to another. INTERGOVERNMENTAL REVENUE 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. INTERNAL SERVICE FUND Funds used to account for the financing of goods or services provided by one department to another department on a cost reimbursement basis, for example, the Phone Services Fund. LEAN Lean government refers to the application of lean production (also known as "Lean") principles and methods to both identify and then implement the most efficient, value added way to provide government services. LINE-ITEM BUDGET A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately, along with the dollar amount budgeted for each specified category. MANDATE Any responsibility, action or procedure that is imposed by one sphere of government on another through constitutional, legislative, administrative, executive, or judicial action as a direct order or that is required as a condition of aid. MATURITY The date when the principal amount of a security is payable. MILL LEVY(TAX RATE) Rate applied to assessed 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. 463 MODIFIED ACCRUAL BASIS The accrual basis of accounting adapted to the governmental fund type Spending Measurement Focus. Under it, revenues are recognized when they become both "measurable" and "available to finance expenditures of the current period". Expenditures are recognized when the related fund liability is incurred except for: (1) inventories of materials and supplies which may be considered expenditures either when purchased or when used; (2) prepaid insurance and similar items which need not be reported; (3) accumulated unpaid vacation, sick pay, and other employee benefit amounts which need not be recognized in the current period, but for which larger-than-normal accumulations must be disclosed in the notes to the financial statements; (4) interest on special assessment indebtedness which may be recorded when due rather than accrued, if approximately offset by interest earnings on special assessment levies; and (5) principal and interest on long-term debt which are generally recognized when due. All governmental funds and Expendable Trust Funds are accounted for using the modified accrual basis of accounting. NET BUDGET The net budget eliminates double counting in the budget, such as fund transfers, and thus represents the true level of programmed spending in the budget. NON-DEPARTMENTAL A category established to account for expenses not associated with any specific department, but all departments or many, within a fund. OBJECT As used in expenditure classification, this term applies to the article purchased or the service obtained (as distinguished from the results obtained from expenditures). Examples are personal services, contractual services, materials, and supplies. OPERATING BUDGET Plans 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. 464 OPERATING EXPENSES Proprietary fund expenses which are directly related to the fund's primary service activities. OPERATING GRANTS Grants which are restricted by the grantor to operating purposes or which may be used for either capital or operating purposes at the discretion of the grantee. OPERATING INCOME The excess of proprietary fund operating revenues over operating expenses. OPERATING TRANSFER Routine and/or recurring transfers of assets between funds. ORGANIZATIONAL UNIT A responsibility center within a government. ORGANIZATION UNIT CLASSIFICATION Expenditure classification according to responsibility centers within a government's organization structure. Classification of expenditures by organization unit is essential to fixing stewardship responsibility for individual government resources. OVERHEAD Those elements of cost necessary in the production of an article or the performance of a service 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. PROGRAM An organized set of related work activities which are directed toward a common purpose or goal and represent a well defined expenditure of county resources. PROGRAM BUDGET A budget wherein expenditures are based primarily on programs of work and secondarily on character and object class. A program budget is a transitional type of budget between the traditional character and object class budget, on the one hand, and the performance budget, on the other. PROPRIETARY FUND A fund used to account for business-type activities in government. The activities are usually financed with user fees that are directly related to the services received. There are two types of proprietary funds - enterprise and internal service funds. RATINGS Designations used by credit rating agencies to give relative indications of credit quality. RECIDIVISM A relapse into criminal habits after punishment. REGISTERED BOND A bond whose owner is registered with the issuer or its agent. Transfer of ownership can only be accomplished when the securities are properly endorsed by the registered owner. 465 REIMBURSEMENTS (1) Repayments of amounts remitted on behalf of another party. (2) Interfund transactions which constitute reimbursements of a fund for expenditures or expenses initially made from it which are properly applicable to another fund -- e.g., an expenditure properly chargeable to a Special Revenue Fund was initially made from the General Fund, which is subsequently reimbursed. They are recorded as expenditures or expenses (as appropriate) in the reimbursing fund and as reductions of the expenditure or expense in the fund that is reimbursed. RESERVE (1) An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure. (2) An account used to earmark a portion of fund equity as legally segregated for a specific future use. RESIDUAL EQUITY TRANSFER Non-recurring or non-routine transfers of assets between funds. REVENUE (1) Increases in governmental fund type net current assets from other than expenditure refunds and residual equity transfers. Under NCGA Statement 1, general long-term debt proceeds and operating transfers-in are classified as "other financing sources" rather than revenues. (2) Increases in proprietary fund type net total assets from other than expense refunds, capital contributions, and residual equity transfers. Under NCGA Statement 1, operating transfers-in are classified separately from revenues. REVENUE BOND A municipal bond payable from revenues derived from tolls, charges or rents paid by users of the facility constructed with the proceeds of the bond issue. SOURCE OF REVENUE Revenues are classified according to their source or point of origin. SPECIAL REVENUE FUND A fund used to account for revenues legally earmarked for a particular purpose. SUBACTIVITY 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". SUBFUNCTION A grouping of related activities within a particular governmental function. For example, "police" is a subfunction of the function "public safety". SURPLUS The use of the term "surplus" in governmental accounting is generally discouraged because it creates a potential for misleading inference. 466 TABOR (TAXPAYERS BILL OF RIGHTS) An amendment to the Colorado Constitution approved by the voters in November 1992. The Taxpayers Bill of Rights has been incorporated in the State Constitution as Section 20 of Article X. The amendment limits growth in both state and local government revenue and expenditures, makes provision for annual elections, and requires voter approval for tax increases. TABOR RESERVE Term applied to a reserve which is required by the TABOR Amendment. Starting in 1995 this reserve is 3% of "Fiscal Year Spending" excluding bonded debt service. This reserve is for use in declared emergencies only. TAXES Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges as, for example, sewer service charges. TAX LEVY The total amount to be raised by general property taxes. TAX RATE The amount of tax stated in terms of a unit of the tax base; for example, 25 mills per dollar of assessed valuation of taxable property. TAX RATE LIMIT The maximum rate at which a government may levy a tax. The limit may apply to taxes raised for a particular purpose, or to taxes imposed for all purposes, and may apply to a single government, to a class of governments, or to all governments operating in a particular area. Overall tax rate limits usually restrict levies for all purposes and of all governments, state and local, having jurisdiction in a given area. TAX ROLL The official list showing the amount of taxes levied against each taxpayer or property. Frequently, the tax roll and the assessment roll are combined, but even in these cases the two can be distinguished. TIME DIVISION MULTIPLE ACCESS (TDMA) TDMA is one of two ways to divide the limited spectrum available over a radio frequency (RF) cellular channel. The other is frequency division multiple access (FDMA). TRADITIONAL BUDGET A term sometimes applied to the budget of a government wherein expenditures are based entirely or primarily on objects of expenditure. UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity such as a city or some towns. 467 WELLNESS PROGRAM Wellness health program provided as a fringe benefit to employees. WORKLOAD MEASURES Specific quantitative and qualitative measures of work performed as an objective of the department. WORK PROGRAM A plan of work proposed to be done during a particular period by the administrative agency in carrying out its assigned activities. WORK UNIT A fixed quantity which will consistently measure work effort expended in the performance of an activity or the production of a commodity. YIELD The annual percentage rate of return earned on a security. Yield is a function of a security's purchase price and coupon interest rate. NOTE: Most of the above definitions were taken from Governmental Accounting, Auditing, and Financial Reporting, GFOA, Chicago, 2012, Appendix G. pp. 1051-1093. 468 ACRONYMS AAA Area Agency on Aging ACFR Annual Comprehensive Financial Report ADCOM Adams County Communications ARA American Recovery Act CAD Computer-aided Dispatch CAPP Colorado Counties Casualty and Property Pool CARES Coronavirus Aid, Relief, and Economic Security Act CC/ Colorado Counties Inc. association of Colorado counties CDBG Community Development Block Grant CDHS Colorado Department of Human Services CDOT Colorado Department of Transportation CIP Capital Improvement Plan COPS UHS Federal community oriented policing grant COLA Cost of Living Allowance COVID Coronavirus CMAQ Congestion Mitigation and Air Quality Improvement Program CPI Consumer Price Index C.R.S. Colorado Revised Statutes CSBG Community Services Block Grant DA District Attorney DHS Department of Human Services DOC Colorado Department of Corrections DOLA Colorado Department of Local Affairs DUI Driving Under the Influence EDAP Economic Development Action Partnership EOC Emergency Operations Center 469 ERA Emergency Rent Assistance FEMA Federal Emergency Management Agency FOMC Federal Open Market Committee FRRC Front Range Communication Consortium FTE Full Time Equivalent GAAP Generally Accepted Accounting Principles GASB Government Accounting Standards Board GFOA Government Finance Officers Association GIS Geographical Information System HARP Haul Route Program HES Hazard Elimination Program for transportation projects HUTF Highway Users Tax Fund HRA Health Reimbursement Account HRIS Human Resources Information System HVAC Heating, ventilation, and air conditioning IT Information Technology IGS Intergovernmental Service Fund IGA Intergovernmental Agreement LEAP Low-income Energy Assistance Program MOU Memorandum of Understanding MOE Maintenance of Effort MS4 Municipal Separate Storm Sewer for storm management NCMC North Colorado Medical Center NFRMPO North Front Range Metropolitan Planning Organization NRBH North Range Behavioral Health O&M Operations and maintenance OEM Office of Emergency Management 470 OPED Other Post-Employment Benefits PERA Colorado Public Employees' Retirement Association PILT Payment in Lieu of Taxes PPACA Patient Protection and Affordable Care Act (Obamacare) PPO Preferred Provider Organization ROW Right-of way SH Abbreviation for State Highway TABOR Taxpayers Bill of Rights TANF Temporary Assistance to Needy Families TDMAPage Time Division Multiple Access URA Urban Renewal Authority VALE Victim Assistance Law Enforcement VOCA Victims of Crime Act VW Victim Witness WCR Weld County Road WCRCC Weld County Regional Communications Center 471 Hello