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WELD COUNTY,CO
9
GDU NTY
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
December 2023
GDU NTY
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 25
2024 BUDGET CALENDAR 27
Explanation of Overview of Budget and Management System 28
Overview of Budget and Management System 29
Hierarchy of Budget Information 30
Significant Budget and Accounting Policies 31
Explanation of Individual Funds 34
Budget Policies 36
Long Term Financial Planning Policies 37
Capital Improvement Policy 39
Investment Policy 41
Fund Balance and Reserve Policy 42
Policy Directions 43
2024 Guidelines 45
2024 Special Budget Instructions 47
Revenue Policies and Assumptions 49
Specific Revenue Assumptions of Significant Revenue 50
Major Revenue Historical Trends and Analysis 52
Five Year Projections of Revenues and Expenditures 55
Department/Fund Matrix and Organizational Responsibility for Budget Units 59
Policy Matters/Points of Issue with Fiscal Impact 62
2024 Salary and Benefit Recommendations 66
2024 Other Benefits 68
Position Authorization Changes Due to 2024 Budget 69
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 73
Graph - - All Funds Expenditures 74
Graph - - Mill Levy 75
2024 Summary of Fund Balances 76
2024 Summary of Major Revenues and Expenditures 78
2023 Estimated Summary of Major Revenues and Expenditures 80
2022 Actual Summary of Major Revenues and Expenditures 82
Governmental Funds - 2022 - 2024
Summary of Estimated Financial Sources and Uses 84
2023 Assessed Values to be Used for 2024 Budget 86
Net Program Cost 87
Seven Year Trend Data:
Beginning Fund Balance 89
County Expenditures 90
Weld County - Organizational Chart 91
Summary of County Funded Positions 92
iii
PAGE
GENERAL FUND:
Graph -- General Fund Revenues 95
Graph -- General Fund Expenditures 96
Seven Year Trend Data
General Government 97
Public Safety 98
Health and Welfare 99
General Fund Summary Narrative 100
Summary of Revenue 101
Summary of Expenditures 103
Office of the Board 105
Public Information 107
County Attorney 109
Public Trustee 111
Clerk to the Board 113
Clerk and Recorder:
Recording/Administration 116
Elections 118
Motor Vehicle 120
Treasurer 122
Assessor 124
County Council 127
District Attorney:
Seven Year Trend Data 128
Budget Unit Summary 129
Juvenile Diversion 130
Victim/Witness Assistance 131
Finance and Administration 133
Accounting 135
Homeland Security Grant 137
Purchasing 138
Human Resources 140
Wellness Program 142
Planning and Zoning 144
Community Development Block Grant 147
Facilities 149
Weld Plaza Building 151
Information Technology 152
Geographical Information System 157
Printing and Supplies 159
Sheriff's Office:
Seven Year Trend Data 161
Budget Unit Summary - All Departments 162
Sheriffs Administration Patrol 169
Sheriff's Booking Unit 171
Sheriffs Professional Standards 173
Sheriff's Civil Unit 175
Sheriffs Support Services 177
Sheriffs Records Unit 179
Sheriffs Evidence Unit 181
iv
PAGE
GENERAL FUND (CONTINUED):
Sheriff's Office (continued):
Sheriffs Patrol 183
Sheriffs Investigations Unit 185
Municipal Contract Enforcement 187
School Resource Officers Unit 189
Sheriffs Office Ordinance Enforcement 191
Regional Forensic Laboratory 193
Victim Advocate Services 195
Multi-Jurisdictional Drug Task Force 197
Inmate Services 199
Security Unit 200
Courts and Transportation Unit 203
Communications - County Wide 204
Public Safety Information System 206
Public Safety Wireless Communication 208
Coroner 210
Pretrial Services 212
Work Release 214
Adult Diversion Services 216
Community Corrections 217
Building Inspection 219
Oil and Gas Energy 221
Noxious Weeds 223
Office of Emergency Management 225
General Engineering 228
Parks and Trails 230
Senior Programs 231
Waste Water Management 232
Developmentally Disabled 233
Mental Health 234
Child Advocacy Center 235
Transfers:
Retirement 236
Human Services 237
Health Department 238
Motor Pool 239
Economic Development 240
Building Rents 241
Non-Departmental 243
Community Agency Grants 244
Bright Futures 246
Extension Service 248
County Fair 250
Veterans Services 252
Island Grove Building 254
Asset and Resource Management 255
Contingency (Salary) 256
v
PAGE
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 257
Graph -- Public Works Expenditures 258
Graph -- Seven Year Trend Data 259
Public Works Fund Summary Narrative 260
Concerning Local Accountability for Money Used for Highway Purposes 261
Construction Bidding for State-Funded Local Projects 262
Summary of Revenue 263
Summary of Expenditures 264
Summary—All Departments 265
Administration 266
Trucking 268
Gravel Road Management 270
Bridge Construction 272
Maintenance Support 274
Other Public Works 276
Mining 278
Pavement Management 280
Grants-in-Aid to Cities and Towns 282
Non-Departmental Revenue 283
Contingency (Salary) 284
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 285
Graph -- Social Services Expenditures 286
Graph -- Seven Year Trend Data 287
Social Services Fund Summary Narrative 288
Estimated Revenue 289
Mandated Programs 290
Summary of Revenue 291
Summary of Expenditures 292
Summary—All Departments 293
County Administration 294
Non-Program Revenue 296
Other Programs 297
Child Support Administration 299
Temporary Assistance to Needy Families 301
Aid to Needy Disabled 303
Child Care 305
Old Age Pension 307
Child Welfare and Administration 309
Core Services 311
Adult Protective Services 313
LEAP Program and Administration 315
General Assistance 316
vi
PAGE
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 319
Graph -- Health Fund Expenditures 320
Graph -- Seven Year Trend Data 321
Public Health and Environment Fund Summary Narrative 322
Summary of Revenue 324
Summary of Expenditures 326
Budget Unit Summary - All Departments 327
Administration 331
Non-Program Revenue 333
Health Communication 334
Community Health Services 336
Environmental Health Services 338
Public Health Preparedness 340
Public Clinic Health Services 342
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 345
Human Services Fund Summary Narrative 346
Summary of Revenue 347
Summary of Expenditures 348
Summary—All Departments 349
Job Service (Wagner/Peyser) 350
Summer Job Hunt 352
Workforce Investment Act- Adult Program 353
Workforce Investment Act- Youth Program 355
10% Incentive Grant (CIMS) 357
Workforce Investment Act- Dislocated Worker Program 358
Educational Lab 360
AmeriCorps Program 361
AAA Administration 362
AAA Support Services 363
AAA Congregate Meal 365
AAA Home Delivered Meals 366
AAA Health Services 367
AAA Colorado Health Foundation 368
AAA Elder Abuse Grant 369
AAA Special Ombudsman 370
AAA Single Entry Point 371
AAA Case Management Agency (CMA) 373
AAA (CCT) 374
AAA (State Funds) 375
Part E Family Caregiver Support 376
Community Services Block Grant 377
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 379
Conservation Trust Fund:
Summary of Revenue 380
Summary of Expenditures 381
Budget Unit Summary 382
vii
PAGE
SPECIAL REVENUE FUNDS (continued):
Contingency Fund:
Summary of Revenue 385
Summary of Expenditures 386
Budget Unit Summary 387
Emergency Reserve Fund:
Summary of Revenue 388
Summary of Expenditures 389
Budget Unit Summary 390
Solid Waste Fund:
Summary of Revenue 391
Summary of Expenditures 392
Budget Unit Request Summary- Code Enforcement 393
Budget Unit Fund Summary 394
Weld County Trust Fund:
Summary of Revenue 396
Summary of Expenditures 397
Budget Unit Request Summary 398
CAPITAL FUNDS:
Graph - - Seven Year Trend 399
Capital Expenditures Fund Summary Narrative 400
Summary of Revenue 401
Summary of Expenditures 402
Budget Unit Summary 403
Communications Development Systems Capital Fund
Summary of Revenue 404
Summary of Expenditures 405
Budget Unit Summary 406
Public Safety Communications Infrastructure Capital Plan 407
Long Range Capital Projects Five-Year Plan 408
Resource Capacity 412
2024 Budgetary Impact 414
Facilities 2024 -2028 Special Projects 417
Financing Alternatives 423
viii
PAGE
PROPRIETARY FUNDS:
Narrative Summary of Funds 433
Enterprise — Northern Colorado Regional Forensic Laboratory Fund
Summary of Revenue 434
Summary of Expenditures 435
Budget Unit Summary 436
IGS — Fleet Services Fund
Summary of Revenue 437
Summary of Expenditures 438
Budget Unit Summary— Fleet Services Administration 439
Budget Unit Summary— Fleet Services Equipment 441
Increases in Fleet 442
Public Works Replacements and Increases in Fleet 443
IGS - Health Insurance Fund:
Summary of Revenue 445
Summary of Expenditures 446
Budget Unit Summary 447
IGS - Insurance Fund:
Summary of Revenue 449
Summary of Expenditures 450
Budget Unit Summary 451
IGS - Telecom Services Fund:
Summary of Revenue 453
Summary of Expenditures 454
Budget Unit Summary 455
Weld County Finance Authority:
Budget Unit Summary 457
GLOSSARY 459
ACRONYMS 471
ECONOMIC UPDATE AND SUPPLEMENTAL INFORMATION 475
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)400-4200
FAX: (970) 336-7233
iirrETD1150 O STREET
P.O. BOX 758
GREELEY, COLORADO 80632
0_GOUNTY
December 20, 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 cash reserve, and a fully funded pension
plan.
The Weld County 2024 Proposed Budget for operations and capital outlay totals expenditures of
$491,273,900. The budget has been prepared in accordance with the directives developed during
the existing budget process. The budget is funded with revenue estimates of$529,304,533 and
anticipated fund balances of $597,910,160. This includes the maximum allowed property tax
under the Weld County Home Rule Charter of $289,043,174, which is under Amendment One
(TABOR) limits.
2024 BUDGET HIGHLIGHTS AND GROWTH OPPORTUNITIES
➢ Between midyear 2023 and approved 2024 requests, Weld County will add approximately 83
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 48 new employees, and a net decrease of 15 Sheriffs Office deputies.
➢ Increase facilities needed for the influx of new programs and positions.
➢ Continue the second year of implementation process for an Enterprise Resource Planning
(ERP) system.
➢ Continue efforts to control health care costs for county employees/dependents. A 26% 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 legislation changes after the defeat of Proposition HH in November 2023.
3
➢ The 2024-2028 Capital Plan for Facilities is estimated to need over $151 million for projects
and maintenance improvements. Results of the Facilities Master Plan will potentially increase
this amount.
➢ 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.
➢ Add bilingual pay differentials and employee appreciation programs.
➢ Conduct a comprehensive review of the compensation plan for fairness, equity and
competitiveness of job markets.
➢ Continue incentives for expanding industry and commercial development in Weld County.
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.
The result of those delays in resources has slowed some areas of Weld County's productivity and
impacted some projects. Some projects are taking longer to complete, and the money budgeted
for those projects sits unspent. Vendors and some County 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 fund balances increasing over the past
few years. Departments continue to add to their workloads, which will lead to the funds being
spent quickly over the next five years. Weld County has always anticipated fluctuations in
revenues, with a significant majority of property tax income being from a continual shifting oil and
gas industry. With political pressures coming down from Federal and State legislation to expand
energy solutions away from oil and gas, Weld County must have reserves in place to maintain
required levels of service and meet citizen's needs.
However, with inflation being high over the past year, Weld County 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
4
2024. To maintain compliance with the Weld County Charter, Weld County will only be levying
and budgeting $289,043,174 in property tax. In order to levy and budget this amount, Weld
County will need an additional, temporary mill credit for 2023 taxes collected in 2024. Revenue
received from taxing districts known as Urban Renewal Authorities will be reduced by $515,000
because of the additional mill credit given. Weld County has returned over$1 billion dollars to the
community by keeping the previous 7.0 mills temporary tax credit in place for the past six years,
and lesser credits over the past 20 years.
In 2024, assessed values specific to Oil and Gas are anticipated to drop by approximately 22%.
From the graph below, Oil and Gas values make up approximately 65% of Weld County's total
property tax income. The graph shows the significant fluctuations over the years in assessed
values and shows how imperative it is to have reserves in place as revenues fluctuate.
Proposed 2024 Weld County Assessed Value
18
16
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0 Vacant Land
12 CI
Property
Commercial
10 Property
CI Industrial Property
g Agricultural
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o Natural Resources
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Oil and Gas
4 .State Assessed:
2
rim, rib ,
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
6 416 7 015 8 97 11427 8 999 9 225 11 54 14 94 14 965 11 968 18 135 24 5'
Net Assessed Value in Billions
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 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".
With Weld County being the fifth largest employer in the county, and the State Demographer
indicating that the labor force will continue to slow, Weld County needs to be innovative in
attracting and retaining talent. Weld County is finding ways to keep the fundamentals that keep
the county fiscally responsible, while balancing the ever-changing needs for staffing and being a
5
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 "°«sr ..."� w..° .oc." • 127% recovered total jobs
>to%Los, - Qa • Arts, Entertainment, Rec. - 104%
5°/o to 1°°/o Lass
°5� recovered
w ","°.° • 2 industries not recovered
0%.[n 290 Gain — riC� Government
5°/o to 10%Gain
m>t°,ca� Mining
WPM
"°"." .Eno., ,
1110 49.0e AutmosA
lam y 2023
42 Counties Fully Recovered
Source:Total Estimated Job
Series-SDO
noCOLORADO
Department of Local Affairs
Economic experts believe that growth in Colorado will continue but is slowing. As one of the
fastest growing counties in Colorado for the past decade, the slowing of growth will allow for
county services to catch up to the population but can also mean limited resources in the future.
This increase in service is directly tied to staffing and space to provide those services, which leads
to increased base operational costs that future revenues may or may not be able to support. This
fine line must be balanced to ensure resources are available for the needed services.
In 2024, Weld County will continue into 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
departments. This ties to Strategic Priority#5: Provide Excellent, Cost-Effective Service Delivery.
For the past eight years, Weld County has maintained a technology and innovation fund that is
managed through the IT Department. Leadership continues to look at ways to improve customer
interactions, review staffing models, and increase efficiencies through innovation and
technology.
In summary, despite the uncertain and pressing challenges, the Board, other elected officials, and
managers must continue to provide strong financial and strategic leadership. This enables Weld
County to provide critical health, social, public safety, and general government services to support
a diverse and growing population. With the county's elected officials, leadership team, and the
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
6
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.
Revenue
Revenues for general government functions are summarized below and total $529,304,533 in
2024, an increase of 5.31% 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% $ 289,043,174 54.6% $ 16,572,611
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% 87,038,715 16.4% 4,637,038
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% 20,884,000 3.9% 701,250
Internal Service Charges 42,388,112 8.4% 52,175,161 9.9% 9,787,049
TOTAL $502,602,756 100.0% $529,304,533 100.0% $26,701,777
Expenditures
Expenditures by function for the different categories of spending such as General Government,
Public Safety, Public Works, Social Services, Capital Expenditures, and other services total
$491,273,990 for 2024, which is an increase of 11.37% over 2023. The major increases are in
Capital Expenditures, General Government, 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% $ 70,724,085 14.40% $ 9,650,535
Social Services 46,313,517 10.50% 50,412,219 10.26% 4,098,702
Road and Bridge 81,182,490 18.41% 77,115,128 15.70% (4,067,362)
Public Safety 97,495,240 22.10% 108,323,947 22.05% 10,828,707
Human Services 11,244,025 2.55% 11,981,525 2.44% 737,500
Health 15,610,315 3.54% 14,128,147 2.88% (1,482,168)
Capital 36,267,602 8.22% 42,916,232 8.74% 6,648,630
Public Works 21,940,443 4.97% 27,990,926 5.70% 6,050,483
Contingency 10,000,000 2.27% 10,000,000 2.03% 0
Miscellaneous 7,096,876 1.61% 8,861,190 1.80% 1,764,314
Culture and Recreation 1,189,511 0.27% 1,222,417 0.25% 32,906
Auxiliary 3,543,407 0.80% 3,266,260 0.66% (277,147)
Internal Services 48,126,907 10.91% 64,331,824 13.09% 16,204,917
TOTAL $441,083,883 100.0% $491,273,900 100.0% $ 50,190,017
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 Facilities Master Plan will lead to significant changes as
Weld County continues to grow in staffing to meet the population growth and services provided.
As a final note, what we can do for our community, day in and day out, is to give our very best.
We must always strive to improve. Our Board expects it, our organization is committed to it, and
our community deserves it. In conclusion, we would like to thank department heads and elected
officials and their staff for their diligent efforts in the preparation of the 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
dibusinesses 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
p 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
to Farm Statement.
p k L
' . Also important to the county: the energy industry. Oil and gas
activity y'has occurred for decades in Weld Count which is
izr located in the Denver—Julesburg Basin and sits above the
Wattenberg Field.
9
The discovery in 1970 of the Wattenberg Field, which extends from southern
Wyoming and the Nebraska panhandle down along much of the Colorado
Front Range, initiated the first true oil boom in Weld County. Oil and gas -
production within the county continued at a steady pace for several decades.
Then, in 2009, a horizontally drilled well (called the Jake well) surprised the
oil industry by producing 50,000 barrels of oil in 90 days.
Horizontal drilling has brought new life to the energy industry in Weld County, :.
and today, Weld has more oil and gas wells than any other county in the ►ti �.
state, approximately 23,000. The positive economic impact oil and gas has • •
} r ,`'
had on the county has been tremendous. Schools, fire districts, libraries, as , 4. ." o.t#
well as county and municipal governments, all benefit from the energy
industry.
In addition to agriculture and energy, Weld County is also home
{ rA_ to thriving businesses—large and small. County government has
. a proven track record of working with business and industry; not
. creating obstacles. Major employers in the area include: JBS
USA, Leprino Foods, Aurora Organic Dairy, Anadarko
Petroleum, Noble Energy, Halliburton Energy Services, Vestas
• Blades, Banner Health, Carestream Colorado, J. M. Smuckers
and State Farm Insurance.
To make certain Weld County maintains its quality of life, a Comprehensive Plan has been
developed and implemented. The plan, simply stated, puts the right things in the right places. The
result is that Weld County provides an ideal location for corporations, industry and business.
Weld County has no long-term or short-term debt, no county sales tax, a low mill levy compared
to neighboring counties, and is able to pay for long-term projects with cash, which benefits
taxpayers and residents alike.
Principal Property Taxpayers:
Kerr-McGee Oil & Gas Onshore LP
Petroleum Development Corp. (PDC Energy Inc)
Noble Energy
Extraction Oil & Gas LLC
Crestone Peak Resources LP
10
History
-......--iej-4-4 6_-4 O-7---17 1,74()_,;,-7-(.3r cz e 167
f A/6-e-16(-
6:7—C--e.--:7,--e-"7:7- V 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.
r .::
Lancaster Lupton, returned to establish a trading post
' ' located just north of the present town of Fort Lupton.
I ill ,� I ; 1011 ,
'4 i 1 In about 1837, Colonel Ceran St. Vrain established
I Fort St. Vrain; Fort Vasquez was built south of
' ANitPlatteville in about 1840. The latter was rebuilt in the
r `.v , 1930s under the Federal Works Progress
_ y, 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-
4 year university offering bachelors, masters and doctorate degrees
. to more than 12,000 students a year. Aims Community College, also
located in Greeley (with campuses in Fort Lupton and Windsor as
r .'' 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,
4V,;t.,„ including the 21-mile Poudre Trail, perfect for walking, running
� = and biking; St. Vrain State Park and its 604 acres of land and
r1 S - 152 acres of water perfect for camping, fishing and
qr '
° 5 s photography; and the Pawnee Buttes - 193,000 acres of short-
grass prairie perfect for birding, hiking, recreational shooting
and camping.
Craft breweries, great restaurants, live music and festivals
abound throughout the county and draw visitors from across the country as well.
Weld County's location makes it an ideal spot as well, as Denver, Cheyenne, DIA and Rocky
Mountain National Park are just an hour's drive from the county seat.
NOTE: See the Weld County Population and Development Report in the Supplemental Data
Section of this document for more specific information. Plus, go to the Discover Weld County
website showcasing the great people, places and events that call Weld County home at
http://www.discoverweld.com.
12
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24
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.
➢ A review of all discretionary programs will be done by the Department Head or Elected
Official and the Board.
25
➢ 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.
26
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 27 Publish notice of final budget hearing.
October 18 - December 8 Prepare final budget.
December 11 Public Hearing on Final Budget 9:00 a.m.
December 20 Public Hearing to adopt mill levy 9:00 a.m.#
27
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.
28
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
29
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
30
SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
WELD COUNTY FUND STRUCTURE
By Budgetary Basis
1 .
Modified Accrual Basis of Budgeting Accrual Basis of Budgeting
(Government Fund Types) (Proprietary Fund Types)
i
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.
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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
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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.
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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.
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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
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-- 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.
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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.
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➢ 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.
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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.
47
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.
48
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.
49
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.
50
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).
51
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 $289,043,174
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 20,884,000
Intergovernmental 67,679,862 67,669,679 99,528,078 82,401,677 87,038,715
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 52,175,161
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 $529,304,533
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
250
Property Taxes
(A 200 f Intergovernmental
O
150 Proprietary Services
Other Revenue
100
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
52
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
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 Act where Weld County received nearly $63 million in COVID
recovery funds and an additional $9 million in emergency rental assistance. Most of the grant
increases in 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
45
40
35
--Other Taxes
30
N f Fees
C
O 25
Licenses/Permits
2 20
— Charges for Services
15 Miscellaneous
10
5
0
2020 2021 2022 2023 2024
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.
53
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.
54
FIVE YEAR PROJECTED REVENUE AND
EXPENDITURE TRENDS
2025-2029 REVENUE PROJECTIONS
The forecasting revenue trends cited in the graphs below are discussed in the previous section,
Major Revenue Historical and Future Trends and Analysis. Assumptions include:
• Property taxes are levied within the maximum allowable, per Weld County Home Rule Charter
and Amendment One (TABOR) limitation. The projections are set at 5% growth annually in
most funds, with 2025 reflecting almost the same property tax revenue from 2024. This is
based on bringing the county back to 15.038 mills for 2025, with a 20% anticipated decrease
in assessed value.
• Assessed value from oil and gas will fluctuate, but the Contingency Reserve will allow for a
leveling effect with oil prices being in the range of$55-$85 long term.
• Intergovernmental revenues will show only moderate annual changes of 3% as non-defense
discretionary spending slows, however the programs continue to expand.
• Fees, licenses, charges for service, and miscellaneous revenues will grow at the rate of
inflation and population growth.
• Proprietary Services will be driven primarily by inflation and growth.
• Proprietary Services revenues are offset by the same expenditure amount with an adjustment
for the property tax assessed for the Insurance Fund.
DESCRIPTION 2025 2026 2027 2028 2029
289,183,598 303,642,778 318,824,917 334,766,163 351,504,471
Property Taxes
16,595,750 17,090,923 17,600,950 18,126,279 18,667,367
Other Taxes
21,916,950 22,567,709 23,237,990 23,928,379 24,639,481
Fees
89,907,496 92,006,606 94,165,873 95,071,430 97,217,315
Intergovernmental
5,755,313 5,927,822 6,105,507 6,288,522 6,477,027
Licenses/Permits
15,520,148 15,983,101 16,459,889 16,950,926 15,488,374
Charges for Services
54,596,439 57,638,085 60,869,894 64,304,495 67,955,380
Proprietary Services
28,586,311 28,614,484 28,908,521 29,253,995 29,609,831
Miscellaneous
TOTAL REVENUES $522,062,005 $543,471,508 $566,173,541 $588,690,189 $611,559,246
55
MAJOR REVENUE PROJECTIONS
400
350
300
Property Taxes
250
c
o f Intergovernmental
200
Proprietary Services
150
I1I Other Revenue
100 . . • • U
50
0
2025 2026 2027 2028 2029
2025-2029 EXPENDITURE PROJECTIONS
DESCRIPTION 2025 2026 2027 2028 2029
General Government 75,187,489 76,677,620 79,545,958 81,502,727 85,020,662
Public Safety 113,389,896 117,371,433 122,702,576 126,383,653 130,175,162
Public Works 111,760,903 115,729,530 119,801,416 124,073,447 127,795,650
Public Health and
Welfare 67,754,834 69,779,949 71,865,818 74,014,262 76,227,160
Human Services 12,511,690 11,543,174 11,884,602 12,236,274 12,598,495
Culture and Recreation 1,246,767 1,270,060 1,293,936 1,318,410 1,343,497
Proprietary Services 61,309,486 64,578,000 68,045,267 71,724,297 75,628,987
Capital 50,081,000 31,191,500 25,612,125 28,412,850 26,426,000
Miscellaneous 15,921,273 15,877,961 16,348,287 16,832,661 17,331,501
TOTAL EXPENSES $509,163,339 $504,019,228 $517,099,986 $536,498,581 $552,547,115
56
Assumptions used for the expenditure projections are as follows:
• Inflation is projected to be in the 5% range in 2024 and then return to an average 3 percent
over the five-year period for all categories, except federal and state funded programs.
• Population growth follows the State Demographer's estimate of an average 3-4 percent
growth for Weld County.
• Public Health and Welfare and Human Services program costs will follow the trend of the
state and federal revenues supporting them. There is a decrease in 2026 to reflect a
change in calculation to correct the formula leading to offset the overhead expenses. The
program expenditures will grow only moderately at 3% annually as federal support for non-
defense discretionary spending decreases, but programs expand.
• In election years, General Government will increase by approximately $500,000 for
General Election years and $1,000,000 for Presidential Election years and drop by the
corresponding amount in off-election years.
• Proprietary Services will be driven primarily by inflation plus growth.
• Proprietary Services revenues are offset by the same expenditure amount.
• Capital costs follow the revenue contribution to the Capital Expenditure Fund in
accordance with the Capital Improvements Plan.
• Public Works costs will be increased to accommodate the growth in traffic as the county's
population increases, and energy development continues to impact the road system.
MAJOR EXPENDITURE PROJECTIONS
140 -
+General Government
120 -
tPublic Safety
100 - Public Works
N
O Public Health and Welfare
= 80 -
Human Services
60 -
Proprietary Services
40 - Capital
-Miscellaneous
20 -
0 -
2025 2026 2027 2028 2029
57
2024-2028 FUND BALANCE PROJECTIONS
2025 2026 2027 2028 2029
Begin Fund Balance $630,556,905 $643,440,571 $682,892,848 $731,966,403 $784,158,009
Total Revenues 522,062,005 543,471,505 566,173,540 588,690,188 611,559,246
Total Expenses 509,163,339 504,019,228 517,099,986 536,498,581 552,547,115
Ending Fund Balance $643,440,571 $682,892,848 $731,966,403 $784,158,009 $843,170,140
Fund Balance Projections
900
800
700
O — Begin Fund Balance
= 600 —s—Total Revenues
—0—Total Expenses
—Ending Fund Balance
500
400
300
2025 2026 2027 2028 2029
58
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)
59
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
60
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
61
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 51) $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
62
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 2,100
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 226,000
Reading Great by 8 (formerly Promises for Children) 10,000
211 Information and Referral 50,000
Weld's Way Home 10,000
A Woman's Place 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
63
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 195,300
TOTAL GENERAL FUND $ 6,545,136 $1,840,189
PUBLIC WORKS FUND:
Increases in uniform allowance and safety program 55,169
Reclassify 1.0 FTE from Grade 22 to Grade 27 5,818
Reclassify 2.0 FTE from Grade 17 to Grade 22 16,546
Reclassify 1.0 FTE from Grade 17 to Grade 23 9,772
Increase 1.0 FTE Foreman for Mining (Grade 38) 109,516
TOTAL PUBLIC WORKS FUND $ 141,652 $__Q
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 $11,326
TOTAL HEALTH FUND $ 56,634 $ 31,963
64
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 25,280
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 $ 1,169,258 $__Q
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 Sheriffs 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 6,877,275
TOTAL FLEET INCREASE $ 6,877,275
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.
65
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
66
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 of
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 26.0 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.
• For the first time ever, Weld County is proud to offer a bilingual differential compensation
program for employees who are required to speak Spanish as a part of their job. With over
21% of Weld County's citizens who speak Spanish as a primary or only language, our new
bilingual pay differential not only provides better, more efficient interactions with residents,
makes Weld County competitive with surrounding counties such as Larimer and Boulder,
but it also incentivizes current employees to refer qualified bilingual candidates to apply
for positions at Weld County and further develop their skills as needed to better serve
Weld County citizens. The bilingual pay differential will go into effect in June 2024 and will
require testing to verify employees' proficiency as well as their manager's validation that
speaking Spanish is a bona fide requirement for their position.
Other benefit changes recommended are listed on the following page.
67
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:
➢ Sunlife Vision Plan is an 100% Employee paid benefit. This plan utilizes the VSP (Vision
Service Plan) network, which is one of the largest national networks of private-practice eye
care doctors in the industry. Members are responsible for a $10 copay for an annual vision
exam and receive allowances towards lenses and frames for prescription eyewear.
DENTAL PROGRAM:
The County offers three dental plans:
•County Reimbursement Plan
•Careington 500 Dental Plan
•SunLife Dental Plan
LIFE: Three times annual salary up to $600,000 at$0.131/$1,000/per month
LONG TERM DISABILITY(LTD): $.312/$100 compensation
SHORT TERM DISABILITY: $.147/$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.
68
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
1000-10200 County Attorney Asst County Attorney(G67) 1 Deputy County Attorney(Grade 70) 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 51) 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
1000-16100 Finance None Finance ERP Manager(Grade 51) 1.0 FTE
1000-16200 Accounting None Regional Fiscal Analyst(Grade 27)0.5 FTE
1000-16200 Accounting None Payroll Specialist(Grade 35) 1.0 FTE
1000-16200 Accounting Acctng Clerk IV(G21)2 FTE Accounting Clerk IV(Grade 22)2.0 FTE
1000-16300 Purchasing Purchasing Mgr(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 51) 1.0 FTE
1000-16400 Human Resources HRIS Coordinator(G35) 1 FTE HRIS Specialist(Grade 40) 1.0 FTE
1000-16400 Human Resources Leave Partner(G33) 1 FTE Leave Coordinator(Grade 35) 1.0 FTE
1000-16400 Human Resources None Leave Partner(Grade 33) 1.0 FTE
1000-16400 Human Resources None HRIS Partner(Grade 33) 1.0 FTE
1000-16400 Human Resources None Benefits Partner(Grade 33) 1.0 FTE
1000-17100 Planning Engineer Tech I (G25) 1 FTE None
1000-17100 Planning None Professional Land Surveyor(Grade 45) 1.0 FTE
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
69
POSITION AUTHORIZATION CHANGES
DUE TO 2024 BUDGET (continued)
FUND AND DEPARTMENT OLD NEW
DEPARTMENT NAME POSITION POSITION
1000-21215 SRO Program None SRO Sergeant(Grade 53) 1.0 FTE
1000-24415 SO Detentions None Support Services Supervisor(Grade 43) 1.0FTE
1000-24415 SO Detentions None Detentions Sergeant(Grade 53) 1.0 FTE
1000-24415 SO Detentions None Detentions Lieutenant(Grade 59) 1.0 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
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)0 FTE Oil & Gas Inspector I (Grade 31)0.0 FTE
1000-25200 Oil &Gas Energy None 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
1000-96400 Veterans Services Office Tech III (G17) 1.0 FTE None—moved to Human Services
1000-96400 Veterans Services VSO Supervisor(G32) 1 FTE None—moved to Human Services
1000-96400 Veterans Services VSO(Grade 30) 1.0 FTE None—moved to Human Services
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 27) 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
70
POSITION AUTHORIZATION CHANGES
DUE TO 2024 BUDGET (continued)
FUND AND DEPARTMENT OLD NEW
DEPARTMENT NAME POSITION POSITION
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 Deputy Fiscal Advisor(G52) 1 Deputy Fiscal Advisor(Grade 54) 1.0 FTE
2100-42110 Administration Account Clerk IV(G21)3 FTE Accounting Clerk IV(Grade 22)3.0 FTE
2100-42110 Administration Account Clerk IV(G21) 1 FTE Foster Care Payments(Grade 26) 1.0 FTE
2100-42110 Administration Account Clerk IV(G21) 1 FTE Program Reimbursement(Grade 26) 1.0 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
2500-41100 Public Health Admin 2.375 FTE None
2560-41210 Communications None Comm Specialist-Opioid Grant(Grade31) 1FTE
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 EH Specialist I (G33) 1 FTE Air Quality Policy Analyst(Grade 42) 1.0 FTE
2560-41400 Environmental Health Lab Field Tech I (G20) 1 FTE Lab Field Tech II (Grade 22) 1.0 FTE
2560-41400 Environmental Health None 0.300 FTE
2560-41500 Public Health Prepared 16.725 FTE None
2590-41600 Health Clinical Services Medical Asst I (G17)2.0 FTE Medical Assistant I (Grade 19)2.0 FTE
2590-41600 Health Clinical Services Medical Asst I (G17) 1.0 FTE Senior Medical Assistant(Grade 21) 1.0 FTE
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
2600-60110 Area Agency on Aging None 41.0 FTE for CMA program (TBD Grades)
2600-60105 Wagner-Peyser None Veterans Sery Office Tech III (Grade 17) 1 FTE
2600-60105 Wagner-Peyser None Veterans Service Officer(Grade 30) 1.0 FTE
2600-60105 Wagner-Peyser None Veterans Service Supervisor(Grade 32) 1 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
6000-96300 Fleet Services None Upfit Technician (Grade 23)2.0 FTE
6000-96300 Fleet Services Field Srvc Tech (G33) 1 FTE Upfit Supervisor(Grade 40) 1.0 FTE
71
1861 <IvrE
. G O. U N-T i C
ALL FUNDS REVENUE
$700,000,000 02023 .2024
$600,000,000 Co)
$500,000,000 o r
N.
$400,000,000 N
N N. in r
$300,000,000 �' O O O O In O N
O O In O W Nr O CO co O r r
$200,000,000 N CI O O N r "�
O ,n Nco N N•� Mr COQ Mr
O r r CO CO CO O M co (NI
In M C4 N
$100,000,000 r N N "'`A ui °'uiui l r EA' Nr 44 EAU*
r` r—� r� FM
$0 I I I
co a) a .' 0 = 0 a)
>, Co LL 0 N N Co
N L E d Cl) (a m U)
0_ N L i L VJ
0_ O 0 c =
ai 0 U 2 LL 0
m
Z c 0
0
^L
LL
2024 All Funds Resources
Total $1,127,214,693 (2023 $1,033,791,603)
Fund Balance
$597,910,160
53% Proprietary
Services
$52,175,161
----_ 5%
/
Miscellaneous ;1
$43,713,630
4°/0 Net Property Tax
$289,043,174
Chg for Service Other Taxes 26%
$14,821,103 Fees $16,115,000
1% $20,884,000 1%
Licenses/Permits 2%
$5,513,750
0% Intergovernmental
$87,038,715
8%
73
ALL FUNDS EXPENDITURES
Tr Tr
(Ni pj
$120,000,000 v—CCT m ■2023
R 40 N ❑2024
$100,000,000 0-co I
Tr
O co r N
4N16o
N I.--
0i. k-
el
$80,000,000 -N.-N r- O n M
N 59 Q1 e
N) M
O N 69 N d9
$60,000,000 v -to M m m v
to Tr p Ntsi N d9
O M "Zr O
$40,000,000 -N.:—c o e6 M °o co
N_
O O N O I` O
N O t- c) cp °p O cp
59 O O t0 i-= i p C N _ N
$20,000,000 p a9 N �' CO N ++9 "' N. co
6.1
$0 ,
r� nin
\°e5 .(-- �°� `act Q`2 e ti 4Se' ai°a e . ''' \,-,z e°
e°a5 \Ge5
o`acoz ��`` O0 c,-•\,- Ga Z- te\`C0 e\cLeC' GO,e, °aa�0 a sec, y°e\a: �a�°
c o Q <2'). G°��ai meta` Q- �o� � °c•
e
Cie QkN
2024 EXPENDITURES
Total $491 ,273,900 (2023 $441 ,083,883)
Auxiliary
Contingency $3,266,260
$10,000,000 1%
0
Public Works ° Capital
$27,990,926 $42,916,232 Health
Social Services $14,128,147
$50,412,219 6% 9% 3%
10%
Public Safety
Proprietary _$108,323,947
Services 22%
$64,331,824
13%
Culture/Recreation
Miscellaneous
$1,222,417,2 417
0%
2%
General
Road&Bridge Government
Human Services $77,115,128 $70,724,085
$11,981,525 16% 14%
2%
74
MILL LEVY
2024 TOTAL 12.024
Capital
3.35
Social Services 28%
0.55
5%
Insurance
0.271-\
2%
Public Works
/
0.624
5%
,ftillill General
7.229
60%
2023 TOTAL 15.038
Social Services Capital
0.723 1.38
5% 9%
Insurance
0.2
2;06 44 ,
Public Works
0.828
5%
Illti,General
8.244
55%
75
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 7.229 $ 173,787,486 $ 9,899,823
SPECIAL REVENUE FUNDS:
2000 Public Works 223,648,967 0.828 229,991,268 0.624 15,000,000 24,032,945
2100 Social Services 8,001,486 0.723 8,001,486 0.550 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 3.350 80,535,309 -
4010 Communications Dev. 6,576,212 3,203,630
GROSS TOTALS $ 515,212,608 14.762 $576,970,276 11.753 $ 282,543,174 $ 87,038,715
LESS INTERFUND TRANSFERS - - - -
NET TOTAL $ 515,212,608 14.762 $576,970,276 11.753 $ 282,543,174 $ 87,038,715
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 0.271 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 0.271 $ 6,500,000 $ -
GROSS TOTAL ALL FUNDS $ 536,891,287 15.038 $597,910,160 12.024 $ 289,043,174 $ 87,038,715
76
2024
SUMMARY OF FUND BALANCES(CONTINUED)
Assessed Value$24,037,737,539
2024 2024 2024 2024 2024
OTHER INTERFUND AVAILABLE APPRO- ENDING
FUND REVENUE TRANSFER FINANCING PRIATIONS BALANCE
1000 General $ 48,394,708 $ - $ 277,309,363 $ 227,191,242 $ 50,118,121
SPECIAL REVENUE FUNDS:
2000 Public Works 43,175,000 400,000 $ 312,599,213 77,115,128 $ 235,484,085
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 4,500,000 $ 63,575,699
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 1,225,000 - $ 142,162,392 38,137,232 104,025,160
4010 Communications Dev. 1,850,000 $ 5,053,630 4,779,000 274,630
GROSS TOTALS $ 101,047,483 $ 9,238,565 $ 1,056,838,213 $ 438,680,641 $ 618,157,572
LESS INTERFUND TRANSFERS - (9,238,565) (9,238,565) (9,238,565) -
NET TOTAL $ 101,047,483 $ - $ 1,047,599,648 $ 429,442,076 $ 618,157,572
PROPRIETARY FUNDS:
5200 Regional Crime Lab 310,000 - $ 1,205,868 310,000 895,868
6000 Fleet Services 15,893,707 - $ 19,950,139 19,546,982 713,157
6200 Health Insurance 33,794,112 - $ 41,405,461 33,610,500 7,794,961
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 $ 52,175,161 $ - $ 79,615,045 $ 61,831,824 $ 17,783,221
GROSS TOTAL ALL FUNDS $ 153,222,644 $ - $ 1,127,214,693 $ 491,273,900 $ 635,940,793
77
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 $173,787,486 $ 9,899,823 $ 48,394,708 $ - $ 277,309,363
SPECIAL REVENUE FUNDS:
2000 Public Works 229,991,268 15,000,000 24,032,945 43,175,000 400,000 312,599,213
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 $282,543,174 $87,038,715 $101,047,483 $ 9,238,565 $1,056,838,213
LESS INTERFUND TRANSFERS - - - (9,238,565) (9,238,565)
NET TOTAL $576,970,276 $282,543,174 $87,038,715 $101,047,483 $ - $1,047,599,648
PROPRIETARY FUNDS:
5200 Regional Crime Lab 895,868 - - 310,000 - 1,205,868
6000 Fleet Services 4,056,432 - - 15,893,707 - 19,950,139
6200 Health Insurance 7,611,349 - - 33,794,112 - 41,405,461
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 $ - $ 52,175,161 $ - $ 79,615,045
GROSS TOTAL ALL FUNDS $597,910,160 $289,043,174 $87,038,715 $153,222,644 $ - $1,127,214,693
78
2024 BUDGETED
SUMMARY OF MAJOR REVENUES AND EXPENDITURES(CONTINUED)
Assessed Value$24,037,727,539
2024 2024 2024 2024 2024 2024
AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING
FUND FINANCING SUPPLIES PRIATIONS BALANCE
1000 General Fund $ 277,309,363 $ 129,553,545 $ 96,775,097 $ 862,600 227,191,242 $ 50,118,121
SPECIAL REVENUE FUNDS:
2000 Public Works 312,599,213 20,476,538 56,638,590 - 77,115,128 235,484,085
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 - 4,500,000 - 4,500,000 63,575,699
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 142,162,392 - - 38,137,232 38,137,232 104,025,160
4010 Communications Dev. 5,053,630 - 4,779,000 4,779,000 274,630
GROSS TOTALS $ 1,056,838,213 $ 205,092,453 $ 189,779,856 $ 43,808,332 $ 438,680,641 $ 618,157,572
LESS INTERFUND TRANSFE (9,238,565) (9,238,565) (9,238,565) -
NET TOTAL $ 1,047,599,648 $ 205,092,453 $ 180,541,291 $ 43,808,332 $ 429,442,076 $ 618,157,572
PROPRIETARY FUNDS:
5200 Regional Crime Lab 1,205,868 - 310,000 - 310,000 895,868
6000 Fleet Services 19,950,139 2,554,676 12,615,031 4,067,275 19,236,982 713,157
6200 Health Insurance 41,405,461 - 33,610,500 - 33,610,500 7,794,961
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 $ 79,615,045 $ 2,821,078 $ 54,943,471 $ 4,067,275 $ 61,831,824 $ 17,783,221
GROSS TOTAL ALL FUNDS $ 1,127,214,693 $ 207,913,531 $ 235,484,762 $ 47,875,607 $ 491,273,900 $ 635,940,793
79
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
80
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
81
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 $ -
82
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
83
GOVERNMENT FUNDS
2022-2024
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
ACTUAL PROJECTED BUDGET
REVENUES 2022 2023 2024
Taxes 195,913,909 286,530,563 298,658,174
Licenses and Permits 5,745,010 5,610,550 5,513,750
Intergovernmental 125,705,435 81,901,677 87,038,715
Miscellaneous 65,887,214 45,855,856 43,713,630
Fees 18,181,817 20,182,750 20,884,000
Charges for Services 17,812,418 14,633,248 14,821,103
Total Estimated Financial Sources $ 429,245,803 $ 454,714,644 $470,629,372
EXPENDITURES
Current:
General Government 56,464,396 61,073,550 70,724,085
Public Safety 85,895,963 97,495,240 108,323,947
Public Works 74,730,915 103,122,933 105,106,054
Public Health and Welfare 71,594,004 61,923,832 64,540,366
Human Services 8,481,489 11,244,025 14,093,147
Culture and Recreation 1,462,686 1,189,511 1,222,417
Miscellaneous 36,766,474 10,640,283 8,861,190
Capital Outlay 18,500,647 36,267,602 42,916,232
Contingency/Reserves $ - $ 10,000,000 $ 10,000,000
Total Use of Resources $ 353,896,574 $ 392,956,976 $425,787,438
Net Increase (Decrease) in Fund Balance 75,349,229 61,757,668 44,841,934
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 $ 621,812,210
Contingencies/Reserves Appropriated
but Unspent - - 10,000,000
Fund Balance at End of Year-with
Contingencies/Reserves $ 515,212,608 $ 576,970,276 $ 631,812,210
84
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 52,175,161
Total Estimated Financial Sources $ 43,129,016 $ 47,388,112 $ 58,675,161
EXPENDITURES
Regional Crime Lab $ 232,368 $ 310,000 $ 310,000
Fleet Services 14,788,086 13,205,090 15,169,707
Health Insurance 28,887,178 27,572,315 33,610,500
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 $ 57,764,549
Net Increase (Decrease) in Fund Balance (6,527,006) (738,795) 910,612
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 21,850,496
Contingencies/Reserves Appropriated
but Unspent - - -
Fund Balance at End of Year- with
Contingencies/Reserves $ 21,678,679 $ 20,939,884 $ 21,850,496
85
WELD COUNTY
TOTAL TAXABLE PROPERTY
2023 ASSESSED VALUES
TO BE USED FOR 2024 BUDGET
Weld County 2023 Taxable Assessed Value (12/1312023)
2022 Final 2023 Final
Mass Assessed Value Assessed Value Change , Change %
Vacant $ 100,879,730 149,465,100 $ 48,585,370 48.16%
Residential $ 2,759,684,090 $ 3,246,947,670 $ 487,263,580 17.66%
Commercial $ 1,345,627,780 $ 1,704,699,230 $ 359,071,450 26.68%
Industrial $ 1,332,740,950 $ 1,518,783,840 $ 186,042,690 13.96%
Agricultural $ 204,672,650 $ 240,677,200 $ 36,004,550 17.59%
Natural Rsc $ 34,748,860 $ 45,612,990 $ 10,864,130 31.26%
Oil & Gas $ 11,495,262,740 $ 16,766,317,290 $ 5,271,054,550 45.85%
State Assd $ 1,491,725,200 $ 1,002,715,100 $ (489,010,100) -32.78%
Total Value: $ 18,765,342,000 $ 24,675,218,220 $ 5,909,876,220 31.49%
Less TIF Value $ 646,538,769 $ 637,490,681 $ (9,048,088) -1.40%
Net Total: $ 18,118,803,231 $ 24,037,727,539 $ 5,918,924,308 32.67%
Value Changes 2022-2023 Assessed Value By Class
2023
!SOU State Assd Vacant Rsidential
i-0[[ 4 • 1% i 1395
ix laCE
Commercial
> e ICa[[ 7?0
1 2 MCC it
Industria
2 SC[[ 6%
°' A ricultura
sE [ l E G- - ----------------- --
Natural Ps[
09.6
}' _ L f Q
Class
86
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED:CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD $ 991,956 $ 607,543 $ 1,599,499
PUBLIC TRUSTEE (94,513) $ 19,546 (74,967)
CLERK&RECORDER (4,909,886) $ 1,916,878 (2,993,008)
ELECTIONS 3,039,991 $ 345,942 3,385,933
TREASURER (8,012,402) $ - (8,012,402)
ASSESSOR 4,966,539 $ 912,755 5,879,294
COUNTY COUNCIL 62,948 $ 9,513 72,461
DISTRICT ATTORNEY 9,191,654 $ 1,149,522 10,341,176
SHERIFF 8,645,524 $ 2,975,710 11,621,234
CORONER 1,822,453 $ 682,803 2,505,256
CLERK TO THE BOARD 856,796 $ 178,728 1,035,524
TOTAL $ 16,561,060 $ 8,798,939 $ 25,359,999
MANDATED:STATE/FEDERAL COUNTY COST
INMATE SERVICES AND SECURITY $ 40,666,603 $ 8,863,022 $ 49,529,625
COURTS AND TRANSPORTATION 5,987,731 $ - 5,987,731
COMMUNITY CORRECTIONS 0 $ 416,627 416,627
SOCIAL SERVICES 13,220,379 $ 4,590,956 17,811,335
HUMAN RESOURCES 12,351 $ 1,083,553 1,095,904
PUBLIC HEALTH 6,035,292 $ 1,988,583 8,023,875
TOTAL $ 65,922,356 $ 16,942,742 $ 82,865,098
CRITICAL--NON-MANDATED COUNTY COST
PUBLIC SAFETY INFORMATION SYSTEM $ 1,353,125 $ - $ 1,353,125
CRIME LAB 755,713 $ 183,319 939,032
POLICE SERVICES(LEVEL) 14,635,780 $ 3,256,672 17,892,452
SHERIFF CONTRACT SERVICES/SRO 1,089,389 $ - 1,089,389
COMMUNICATIONS-COUNTY-WIDE 4,900,690 $ - 4,900,690
OFFICE EMERGENCY SERVICES 484,272 $ 303,745 788,017
DRUG TASK FORCE 408,670 $ 4,861 413,531
TOTAL $ 23,627,639 $ 3,748,596 $ 27,376,235
87
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
LOCAL DISCRETION
PLANNING&ZONING/BLDG INSP 1,937,539 $ 1,108,529 3,046,068
OIL AND GAS ENERGY 1,111,449 $ 266,654 1,378,103
COMMUNITY DEVELOPMENT BLOCK GRANT 0 $ - 0
ANIMAL CONTROL/CODE ENFORCEMENT 503,042 $ - 503,042
NOXIOUS WEEDS 1,234,829 $ 73,597 1,308,426
EXTENSION SERVICE 685,415 $ 258,744 944,159
VETERANS SERVICES 236,878 $ 41,958 278,836
AIRPORT 0 $ 13,778 13,778
MENTAL HEALTH 251,000 $ - 251,000
MISSILE SITE PARK 0 $ 322 322
COUNTY FAIR 184,030 $ 7,579 191,609
DEVELOPMENTALLY DISABLED 38,225 $ - 38,225
SENIOR COORDINATORS 40,000 $ - 40,000
VICTIM/WITNESS ASSISTANCE 931,043 $ 67,707 998,750
JUVENILE DIVERSION 61,691 $ 21,152 82,843
VICTIM ADVOCATES 110,757 $ - 110,757
WASTE WATER MANAGEMENT 10,000 $ - 10,000
ECONOMIC DEVELOPMENT 1,300,000 $ 1,396 1,301,396
PUBLIC INFORMATION 533,416 $ 23,242 556,658
GEOGRAPHICAL INFORMATION SYSTEM 393,755 $ 644,866 1,038,621
COMMUNITY AGENCY GRANTS 80,000 $ - 80,000
PARKS AND TRAILS 277,000 $ - 277,000
ISLAND GROVE BUILDING 187,177 $ - 187,177
JUSTICE SERVICES 1,865,947 $ 366,754 2,232,701
WORK RELEASE 1,851,339 $ 339,505 2,190,844
ADULT DIVERSION 170,301 $ - 170,301
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 $22,409,088 $ 3,235,782 $ 25,644,870
PUBLIC WORKS $ 15,000,000 $ 5,645,207 $ 20,645,207
ENGINEERING 27,990,926 $ 823,234 28,814,160
TOTAL $ 42,990,926 $ 6,468,441 $ 49,459,367
CAPITAL:
EQUIPMENT $ - $ - $ -
BUILDINGS 38,137,272 $ - 38,137,272
TOTAL $ 38,137,272 $ - $ 38,137,272
SUPPORT FUNCTION
COUNTY ATTORNEY $ 1,831,197 $ (1,831,197) $ -
FACILITIES 13,580,101 (13,580,101) 0
FINANCE&ADMINISTRATION 849,590 (849,590) 0
ACCOUNTING 1,414,828 (1,414,828) 0
PURCHASING 433,223 (433,223) 0
HUMAN RESOURCES 4,765,095 (4,765,095) 0
TELECOM SERVICES 0 0 0
INSURANCE 6,500,000 (6,500,000) 0
NON-DEPARTMENTAL 1,516,965 (1,516,965) 0
BUILDING RENTS 0 0 0
INFORMATION TECHNOLOGY 12,576,917 (12,576,917) 0
PRINTING&SUPPLY 372,505 (372,505) 0
TOTAL $ 43,840,421 $ (43,840,421) $ -
88
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
89
SEVEN YEAR TREND
County Expenditures
o General Government
o Public Safety
❑Road & Bridge
o Health &Welfare
$120J/
$100 -
$80OD
Z
0 $60
J_
O
N O
co co Ln
O O
co cp is) co
N- O O)
O co N- N
N- co co O Ln
$40N- •m co a
O co N- O co _
N CO LO O O
co w (N co . • COON N-
0 O N- N
O CO Q O (.0 O O N-
N- CO
O7
O
$20 co
$0
2018 2019 2020 2021 2022 2023 2024
90
County Citizens
1 i HL
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 Engineering Planning and Zoning Social Services
Health Administration -
Budget Road and Bridge Building Inspection AAA
Environmental Health
Capital Projects Board of Adjustment Child Support
Public Health Services - -
Contract Administration International Building Code Assistance Payments
Health Communication,
Grant Administration Education and Planning - Facilities Planning Commission Child/Adult Protection
Finance Division Board of Public Health Utility Board Employment Services
- Human Resources I Veterans Service
Printing and Supply Office of Emergency
- - Oil and Gas Energy
Purchasing
Coroner Management
Public Information Office
County Extension
Risk Management Fleet Services - Office
Justice Services
Special Projects
Fair Board
Treasurer's Office
Public Safety
Communications
Information Services —
Wireless
GIS and Mapping Communications
▪ Telecom Services - ''� -I- ir-i11
Public Safety IT :OLO UO
- Clerk to the Board
Housing Authority
91
SUMMARY OF
COUNTY FUNDED FULL TIME EQUIVALENTS (FTE)
2024
LAST YEAR CURRENT REQUEST FINAL 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 7.000 + 1.000
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 4.000 + 1.500
Accounting 7.750 8.000 8.000 9.500 + 1.500
Purchasing 3.000 3.000 3.000 3.000
Human Resources 18.000 19.000 20.000 23.000 +4.000
Planning and Zoning 25.000 25.000 25.000 25.000
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
92
LAST YEAR CURRENT REQUEST FINAL 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 8.000 + 1.000
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 0.000 - 2.000
TOTAL GENERAL
FUND 1,059.775 1,074.725 1,099.325 1,098.825 + 24.100
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
93
LAST YEAR CURRENT REQUEST FINAL 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 90.000 141.000 + 51.000
FLEET SERVICES 19.000 19.000 20.000 22.000 + 3.000
TELECOM SERVICES 2.000 2.000 2.000 2.000
GRAND TOTAL 1,825.025 1,867.95 1,899.225 1,951.725 + 83.775
94
GENERAL FUND
Revenue and Resource Changes
$200,000,000 -
$180,000,000 o 2O2 o 2O2
$160,000,000 co
oo
v
$140,000,000 oo
M
O oi
$120,000,000 ai co e»
M
oi
$100,000,000
EA O
O
$80,000,000 O c°
QN
N
$60,000,000 Ln O co_ n
r- o o O M o `n
V) co op N O O O co -7I-
Q
$40,000,000 0 o 6 G 0 0 a m o o N-
0 0 o °� o 0 0 0
O O3 O co N O O O
$20,000,000 c-o <s M M `� �_ o '
$0 67q eq, 64 64
I I I I I I I I I cA H-?
�� +e eey �,�\ �w5 Gey �e5 o•P i`°e
oQe <'cej ego co `ye e0 a�
e o 6O.Z1/4e\
v
Qc p •k4 e`"
ec`y +� ey\ 'te k�o
`cue �`a � e
0•r
2024 Revenue
Total $277,309,363 (2023 $251 ,918,529)
Licenses/Permits
$3,820,000
Intergovernmental 1%
$9,899,823
Fees 4%
$20,659,000 Charges for Services Fines/Forfeitures
8% $11,947,803 $101,000
4% 0%
Other Taxes
$90,000 Miscellaneous
0% $11,776,905
4%
Fund Balance
$45,227,346
16%
Property Tax
$173,787,486
63%
95
GENERAL FUND
EXPENDITURE CHANGES
$110,000,000 -
■2023 ❑2024
$100,000,000 -
MN
$90,000,000 -17;
co
0
0
$80,000,000 -
$70,000,000 -
w
$60,000,000 - o
N co
N
$50,000,000 - r:\-)Ii
co °)-
rn
$40,000,000 - o °J-
0) CI N
$30,000,000 - cs)N N CO co co °) o o
Eft
$20,000,000 C° ' "' o N 0
N CO CO o t0 V co U) N
CO CoN-
64 LO N (0 N
$10,000,000 �' �' Eftto- �
$0 I MEI -- � Illn me1
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
$3,266,260
Misc.
1%
$8,480,949 Culture/Rec. Public Works
Human Serv. 4% $648,207z-$27,990,926
$1,470,576 0% / 12%
1%
Health&Welfare -- _
$6,286,292 --------,__,_
3%
Public Safety
General Gov. $108,323,947
$70,724,085 48%
31%
96
SEVEN YEAR TREND
General Government
$80
70.72
$70
61.07
$60
55.21
51.70 50.98
$50
43.08
41.66
z
O $40
J
J_
$30
$20
$10
$0
2018 2019 2020 2021 2022 2023 2024
97
SEVEN YEAR TREND
Public Safety
$110 108.32
$100 97.495
$90
85.895
$80 79.08
77.01
$70 68.89 69.05
U)
z
n $60
J_
E
$50
$40
$30
$20
$10 I I I I I I I
2018 2019 2020 2021 2022 2023 2024
98
SEVEN YEAR TREND
Health & Welfare
$80 -
75.49
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
99
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. The net increase
in General Fund staffing is 23.1 FTE, relating to an overall 2% increase in staffing.
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, Strategic Priority #4. 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 a necessary 26% 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
$232,082,017, which includes property tax revenue of$173,787,486, an increase of$24,418,483
from 2023 (or 16.35%). Urban Renewal Authority shared revenues decreased by over $514,000
as a result of the temporary mill levy reduction in 2024, and other revenues remained relatively
stagnant for the year. Property Tax continues to be the main source of funding at 74.9% for
General Fund appropriations, or 63% when counting the existing fund balance as an additional
resource.
100
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 149,369,003 174,837,453 174,837,453 175,787,486
1000 90100 4116 PROPERTY TAX ADJUSTMENT (2,082,070) (2,000,000) (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 90,000
TOTAL TAXES 147,446,933 174,927,453 172,927,453 173,877,486
LICENSES AND PERMITS
1000 90100 4215 LICENSES, LIQUOR/DANCE 4,800 5,000 5,000 5,000
1000 17100 4221 PERMITS 350,000 350,000 350,000 350,000
1000 25200 4221 PERMITS 415,000 415,000 415,000 415,000
1000 25100 4222 BUILDING 1,500,000 1,500,000 1,500,000 1,500,000
1000 25100 4224 ELECTRICAL 900,000 900,000 900,000 900,000
1000 25100 4226 PLAN CHECK 650,000 650,000 650,000 650,000
TOTAL LICENSES AND PERMITS 3,819,800 3,820,000 3,820,000 3,820,000
INTERGOVERNMENTAL
1000 21300 4320 FEDERAL GRANTS 79,443 85,614 85,614 85,614
1000 26200 4320 FEDERAL GRANTS 169,241 207,721 207,721 207,721
1000 90100 4320 FEDERAL GRANTS 315,266
1000 15100 4336 REIMBURSEMENTS 127,270 127,270 127,270 127,270
1000 21200 4336 REIMBURSEMENTS 15,000 15,000 15,000 15,000
1000 21260 4336 REIMBURSEMENTS 4,000 0 0 0
1000 24410 4336 REIMBURSEMENTS 10,000 10,000 10,000 10,000
1000 15200 4340 GRANTS 153,000 153,000 153,000 153,000
1000 15300 4340 GRANTS 140,000 129,950 129,950 129,950
1120 15300 4340 GRANTS 313,310 327,286 327,286 327,286
1130 15300 4340 GRANTS 142,000 159,700 159,700 159,700
1000 17150 4340 GRANTS 1,036,772 1,177,685 1,177,685 1,177,685
1000 21260 4340 GRANTS 22,000 38,000 38,000 38,000
1000 21300 4340 GRANTS 33,670 39,930 39,930 39,930
1000 24200 4340 GRANTS 136,758 145,488 145,488 145,488
1000 24410 4340 GRANTS 284,979 380,000 380,000 380,000
1000 26200 4340 GRANTS 89,784 129,110 129,110 129,110
1000 96400 4340 GRANTS 28,560 28,560 28,560 28,560
116022 24220 4340 GRANTS 3,966,229 0 0 0
116023 24220 4340 GRANTS 0 4,121,996 4,121,996 4,121,996
1000 90100 4351 TOWN OF FREDRICK 334 705 705 705
1000 90100 4352 THORNTON 78,714 78,714 78,714 78,714
1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORI- 216,988 216,988 216,988 160,340
1000 21300 4354 CITIES AND TOWNS 0 0 0
1000 24415 4354 CITIES AND TOWNS 800,000 520,000 520,000 520,000
1000 90100 4355 ERIE URBAN RENEWAL AUTHORITY 6,712 5,000 5,000 5,000
1000 90100 4357 SOUTH FIRESTONE URA 6,310 6,310 6,310 5,709
1000 90100 4358 FORT LUPTON URA 35,463 35,463 35,463 38,581
1000 90100 4359 MEAD URA(MURA) 196,788 196,788 196,788 204,852
1000 90100 4360 EAGLE BUSINESS PARK URA 103,959 103,959 103,959 106,121
1000 90100 4361 EVANS URA 0 0 0
1000 90100 4362 NORTH FIRESTONE URA 247,377 247,377 247,377 249,553
1000 90100 4363 WYNDAM HILL URA 655 655 655 468
1000 90100 4364 DACONO URA 1,757,998 1,757,998 1,757,998 1,096,863
1000 90100 4365 CENTRAL FIRESTONE URA 141,718 141,718 141,718 156,607
TOTAL INTERGOVERNMENTAL 10,660,298 10,587,985 10,587,985 9,899,823
101
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 350,000 350,000 350,000 350,000
1000 15100 4410 CHARGE FOR SERVICES 60,000 44,000 44,000 44,000
1000 15200 4410 CHARGE FOR SERVICES 4,000 4,000 4,000 4,000
1000 17200 4410 CHARGE FOR SERVICES 200 200 200 200
1000 17350 4410 CHARGE FOR SERVICES 3,500 1,600 1,600 1,600
1000 17600 4410 CHARGE FOR SERVICES 180,000 180,000 180,000 180,000
1000 21100 4410 CHARGE FOR SERVICES 95,000 90,000 90,000 90,000
1000 21110 4410 CHARGE FOR SERVICES 30,000 35,000 35,000 35,000
1000 21130 4410 CHARGE FOR SERVICES 150,000 150,000 150,000 150,000
1000 21150 4410 CHARGE FOR SERVICES 46,000 35,000 35,000 35,000
1000 21210 4410 CHARGE FOR SERVICES 159,661 177,174 177,174 177,174
1000 22100 4410 CHARGE FOR SERVICES 7,156,654 7,785,290 7,785,290 7,785,290
1000 22400 4410 CHARGE FOR SERVICES 1,835,547 1,553,119 1,553,119 1,553,119
1000 22500 4410 CHARGE FOR SERVICES 320,986 314,920 314,920 314,920
1000 24100 4410 CHARGE FOR SERVICES 35,000 35,000 35,000 35,000
1000 24125 4410 CHARGE FOR SERVICES 750,000 600,000 600,000 600,000
1000 24150 4410 CHARGE FOR SERVICES 10,000 10,000 10,000 10,000
1000 24410 4410 CHARGE FOR SERVICES 550,000 550,000 550,000 550,000
1000 26100 4410 CHARGE FOR SERVICES 6,000 6,000 6,000 6,000
1000 90100 4420 PARKING 19,000 20,000 20,000 20,000
1000 13100 4430 SALE OF SUPPLIES 500 500 500 500
1000 17600 4430 SALE OF SUPPLIES 4,000 2,000 2,000 2,000
1000 24100 4430 SALE OF SUPPLIES 4,000 4,000 4,000 4,000
TOTAL CHARGES FOR SERVICES 11,770,048 11,947,803 11,947,803 11,947,803
FINES
1000 21200 4510 FINES 100,000 65,000 65,000 65,000
1000 90100 4510 FINES 36,000 36,000 36,000 36,000
TOTAL FINES 136,000 101,000 101,000 101,000
MISCELLANEOUS
1000 90100 4610 EARNINGS ON INVESTMENTS 4,200,000 4,000,000 4,000,000 4,000,000
1000 17250 4624 RENTS FROM BUILDINGS 744,075 371,374 371,374 371,374
1000 22100 4624 RENTS FROM BUILDINGS 118,256 142,161 142,161 142,161
1000 90100 4624 RENTS FROM BUILDINGS 502,983 515,632 515,632 515,632
1000 90100 4650 OVERHEAD 5,899,981 6,077,323 6,077,323 6,077,323
1000 21110 4670 REFUND OF EXPENDITURE 1,500 1,500 1,500 1,500
1000 21260 4670 REFUND OF EXPENDITURE 40,000 45,000 45,000 45,000
1000 22100 4670 REFUND OF EXPENDITURE 516,915 516,915 516,915 516,915
1000 24410 4670 REFUND OF EXPENDITURE 4,000 4,000 4,000 4,000
1000 24420 4670 REFUND OF EXPENDITURE 35,000 40,000 40,000 40,000
1000 23200 4680 OTHER 65,000 63,000 63,000 63,000
TOTAL MISCELLANEOUS 12,127,710 11,776,905 11,776,905 11,776,905
FEES,CABLE, FRANCHISE
1000 12100 4720 ADVERTISING FEES 50,000 50,000 50,000 50,000
1000 10300 4730 OTHER FEES 340,000 340,000 340,000 340,000
1000 11100 4730 OTHER FEES 10,500,000 10,500,000 10,500,000 10,500,000
1000 12100 4730 OTHER FEES 8,750,000 9,500,000 9,500,000 9,500,000
1000 13100 4730 OTHER FEES 60,000 60,000 60,000 60,000
1000 21110 4730 OTHER FEES 140,000 120,000 120,000 120,000
1000 22100 4730 OTHER FEES 32,750 0 0 0
1000 90100 4740 FEES, CABLE FRANCHISE 85,000 85,000 85,000 89,000
TOTAL FEES 19,957,750 20,655,000 20,655,000 20,659,000
TOTAL GENERAL FUND 205,918,539 233,816,146 231,816,146 232,082,017
102
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 960,968 962,968 962,968 991,956
1000 10150 PUBLIC INFORMATION 402,189 497,774 497,774 533,416
1000 10200 COUNTY ATTORNEY 1,485,893 1,755,283 1,755,283 1,831,197
1000 10300 PUBLIC TRUSTEE 229,911 230,911 230,911 245,487
1000 10400 CLERK TO THE BOARD 776,516 793,841 793,841 856,796
1000 11100 COUNTY CLERK 1,137,423 1,146,837 1,146,837 1,207,974
1000 11200 ELECTIONS AND REGISTRATION 1,811,779 3,607,183 3,607,183 3,639,991
1000 11300 MOTOR VEHICLE 3,971,777 4,128,016 4,128,016 4,382,140
1000 12100 TREASURER'S OFFICE 1,509,555 1,515,960 1,515,960 1,537,598
1000 13100 ASSESSOR 4,495,971 4,705,800 4,705,800 5,027,039
1000 14100 COUNTY COUNCIL 59,759 59,759 59,759 62,948
1000 15100 DISTRICT ATTORNEY 8,784,599 8,850,905 8,839,661 9,362,924
1000 15200 JUVENILE DIVERSION 201,581 205,469 205,469 218,691
1000 15300 VICTIM WITNESS 995,283 998,133 998,133 1,092,669
1120 15300 VICTIM WITNESS 313,310 313,310 313,310 313,310
1130 15300 VICTIM WITNESS 142,000 142,000 142,000 142,000
1000 16100 FINANCE 740,869 706,552 656,552 849,590
1000 16200 ACCOUNTING 1,257,113 1,257,113 1,257,113 1,414,828
1000 16300 PURCHASING 394,870 394,870 394,870 433,223
1000 16400 HUMAN RESOURCES 2,877,551 3,402,583 3,402,583 3,839,895
1000 16450 WELLNESS PROGRAM 620,700 988,200 925,200 925,200
1000 17100 PLANNING OFFICE 2,763,594 2,971,922 2,845,717 3,159,076
1000 17150 COMMUNITY DEV BLOCK GRANT 1,036,772 1,177,685 1,177,685 1,177,685
1000 17200 FACILITIES DEPARTMENT 11,516,692 13,448,099 13,448,099 13,951,675
1000 17250 WELD PLAZA 663,137 0 0 0
1000 17300 INFORMATION SERVICES 11,224,542 11,793,990 11,793,990 12,576,917
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 191,555 395,355 395,355 395,355
1000 17600 PRINTING AND SUPPLY 507,641 518,641 518,641 554,505
TOTAL GENERAL GOVERNMENT 61,073,550 66,969,159 66,718,710 70,724,085
PUBLIC SAFETY
1000 21100 ADMINISTRATION 2,467,133 2,544,329 2,544,329 2,707,237
1000 21110 BOOKING 2,835,994 2,841,834 2,841,834 3,046,249
1000 21120 PROFESSIONAL STD 2,804,373 2,689,395 2,689,395 2,763,712
1000 21130 CIVIL 658,065 643,442 643,442 695,484
1000 21140 SUPPORT SERVICES 1,363,649 1,189,369 1,189,369 1,176,244
1000 21150 RECORDS UNIT 1,122,651 1,119,146 1,119,146 1,194,559
1000 21160 EVIDENCE UNIT 273,737 358,658 358,658 383,288
1000 21200 PATROL 10,514,690 10,456,537 10,456,537 10,921,509
1000 21205 INVESTIGATIONS 3,001,111 3,462,968 3,462,968 3,794,271
1000 21210 CONTRACT SERVICES 173,850 176,011 176,011 166,009
1000 21215 SCHOOL RESOURCE OFFICER 0 998,616 998,616 1,100,554
1000 21230 ORDINANCE ENFORCEMENT 369,407 380,957 480,957 503,042
1000 21260 REGIONAL LAB 868,918 877,361 877,361 929,646
1000 21300 VICTIM ADVOCATES 206,427 219,459 219,459 236,301
1000 21410 DRUG TASK FORCE 364,768 364,768 364,768 408,670
1000 22100 COMMUNICATIONS SERVICE 10,722,977 13,345,056 13,345,056 13,345,056
1000 22400 PUBLIC SAFETY INFORMATION SYSTEM 2,695,335 2,906,244 2,906,244 2,906,244
1000 22500 PUBLIC SAFETY WIRELESS COMM 320,986 314,920 314,920 314,920
1000 23200 COUNTY CORONER 1,731,935 1,733,935 1,733,935 1,885,453
1000 24100 JUSTICE SERVICES 1,676,426 1,769,050 1,769,050 1,904,947
1000 24125 WORK RELEASE 2,332,108 2,302,432 2,302,432 2,451,339
1000 24150 ADULT DIVERSION 166,387 166,387 166,387 180,301
1000 24200 COMMUNITY CORRECTIONS-ADMIN 136,758 145,487 145,487 145,487
116022 24220 COMMUNITY CORRECTIONS-SERVICES 3,966,229 0 0
116023 24220 COMMUNITY CORRECTIONS-SERVICES 0 4,121,996 4,121,996 4,121,996
1000 24410 INMATE SERVICES 8,894,435 12,970,594 12,170,595 12,396,416
1000 24415 SECURITY 27,104,118 24,974,080 24,974,080 26,844,438
1000 24420 COURTS AND TRANSPORTATION 5,487,205 5,754,247 5,754,247 6,027,731
1000 25100 BUILDING INSPECTION 1,990,844 2,053,155 2,053,155 2,178,463
1000 25200 OIL AND GAS ENERGY 1,320,542 1,461,724 1,366,860 1,526,449
1000 26100 WEED AND PEST 1,194,971 1,234,865 1,233,565 1,246,829
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 103729,211 778,591 778,591 821,103
TOTAL PUBLIC SAFETY 97,495,240 104,355,613 103,559,450 108,323,947
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 27,990,926
CULTURE AND RECURATION
1000 50200 PARKS AND TRAILS 277,000 277,000 277,000 277,000
HEALTH AND WELFARE
1000 56110 SENIOR PROGRAMS 40,000 40,000 40,000 40,000
1000 56120 WASTE WATER 10,000 10,000 10,000 10,000
1000 56130 DEVELOPMENTALLY DISABLED 38,225 135,225 38,225 38,225
1000 56140 MENTAL HEALTH 216,000 251,000 216,000 251,000
1000 56160 COUNTY CONTRIBUTION 6,047,643 6,047,643 6,047,643 6,047,643
TOTAL HEALTH AND WELFARE 6,351,868 6,483,868 6,351,868 6,386,868
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE 1,300,000 1,565,000 1,300,000 1,300,000
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL 918,750 1,321,665 1,321,665 1,516,965
1000 90150 COMMUNITY AGENCIES GRANTS 65,000 1,088,000 65,000 80,000
1000 90160 BRIGHTER WELD 2,796,043 2,315,407 2,315,407 2,315,407
1000 96100 EXTENSION 545,498 685,415 685,415 685,415
1000 96200 FAIR 178,248 178,248 178,248 184,030
1000 96400 VETERANS 201,866 201,866 201,866 265,438
1000 96500 ISLAND GROVE BUILDINGS 171,263 187,177 187,177 187,177
1000 96600 ASSET AND RESOURCE MANAGEMENT 5,137,885 5,173,848 5,173,848 5,173,848
1000 99999 CONTINGENCY 0 10,919,554 10,919,554 1,780,136
1000 756000 TRANSFER TO FLEET 550,000 0 0
TOTAL MISCELLANEOUS 10,564,553 22,071,180 21,048,180 12,188,416
TOTAL GENERAL FUND 199,002,654 230,061,799 227,191,242 227,191,242
104
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 813,388 $ 838,788 $ 838,788 $ 867,776
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 $ 991,956
Revenue 0 0 0 0
Net County Cost $ 927,942 $ 960,968 $ 962,968 $ 991,956
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.
The final budget adjustments include an increase in salaries and benefits of$28,988.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
105
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. Deliver tax revenues in excess of the 5% charter limit back into the community to help stimulate
the economy.
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 $2.74
106
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 318,443 $ 348,485 $ 436,240 $ 471,882
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 $ 533,416
Revenue 0 0 0 0
Net County Cost $ 353,727 $ 402,189 $ 497,774 $ 533,416
Budgeted Positions 4.0 4.0 5.0 5.0
SUMMARY OF CHANGES: Requesting one additional FTE at Grade 27 for $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.
The final budget adjustments include an increase in salaries of$35,642.
FINANCE/ADMINISTRATION RECOMMENDATION:The additional position is a policy issue for
the board. Recommend approval.
BOARD ACTION: Approved as recommended.
107
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 $1.48
108
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: County Attorney-- 1000-10200
DEPARTMENT DESCRIPTION: The County Attorney renders opinions on constitutional
questions, defends any lawsuits against Weld County, and brings civil actions for enforcement of
County regulations. The six full-time assistant county attorneys share the responsibilities of the
office.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 803,952 $ 1,124,283 $ 1,124,283 $ 1,350,197
Supplies 3,720 1,720 2,780 2,780
Purchased Services 1,956,981 359,890 628,220 478,220
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 2,764,653 $ 1,485,893 $ 1,755,283 $ 1,831,197
Revenue 0 0 0 0
Net County Cost $ 2,764,653 $ 1,485,893 $ 1,755,283 $ 1,831,197
Budgeted Positions 5 6 6 7
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.
The final budget adjustments include a new position and an increase in salaries and benefits
totaling $225,914.
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: The board approved one additional FTE, and the final budget reflects a county
attorney at Grade 55, with a reduction of $150,000 in Purchased Services to help offset the
increase. Approved as recommended.
109
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 0.194
Per capita cost (county support) $8.01 $4.20 $5.06
Number of agenda requests/D&N/mental
cases per FTE 175 115 99
110
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 163,670 $ 194,786 $ 194,786 $ 209,362
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 $ 245,487
Revenue 554,677 340,000 340,000 340,000
Net County Cost $ - 306,648 $ - 110,089 $ - 109,089 $ - 94,513
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.
The final budget adjustments include an increase in salaries and benefits of$14,576.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
111
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 0.072 0.071 0.069
Per capita cost (county support) -$0.89 -$0.31 -$0.26
112
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 626,929 $ 687,616 $ 687,616 $ 750,571
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 $ 856,796
Revenue 0 0 0 0
Net County Cost $ 699,041 $ 776,516 $ 793,841 $ 856,796
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 early 2024). 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.
The final budget adjustments include an increase in salaries and benefits of$62,955.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
113
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.
114
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 $2.37
Cost per meeting/hearing $4,369.01 $4,086.93 $4,895.98
115
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 825,446 $ 950,022 $ 953,022 $ 1,014,159
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 $ 1,207,941
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 $ - 9,292,026
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.
The final budget adjustments include an increase in salaries of$61,137.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
116
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 recording 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 0.290 0.254 0.249
Per capita contribution $2.52 $3.22 $3.34
Number of documents recorded per FTE 9,411 6,588 7,222
117
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 818,240 $ 917,877 $ 1,910,972 $ 1,943,780
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 $ 3,639,991
Revenue 430,119 350,000 600,000 600,000
Net County Cost $ 1,387,454 $ 1,461,779 $ 3,007,183 $ 3,039,991
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 of 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.
The final budget adjustments include an increase in salaries of$32,808.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
118
ELECTIONS (CONTINUED)
1000-11200
2023 STRATEGIC PRIORITY ACCOMPLISHMENTS:
1. Conducted a Coordinated Election.
2. Furthered professional development of election staff.
3. Implemented 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 0.194
Per capita cost (county support) $4.02 $4.13 $8.41
Transactions per FTE 60,897 63,942 67,942
119
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,972,245 $ 3,570,513 $ 3,684,284 $ 3,938,408
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 $ 4,382,140
Revenue 0 0 0 0
Net County Cost $ 3,332,289 $ 3,971,777 $ 4,128,016 $ 4,382,140
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.
The final budget adjustments include an increase in salaries of$254,124.
FINANCE/ADMINISTRATION RECOMMENDATION: The Office Coordinator position is a policy
issue for the board. Recommend approval.
BOARD ACTION: Approved as recommended.
120
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 the 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 1.420 1.414 1.410
Per capita cost $9.65 $11.23 $12.12
Number of titles/registrations issued per FTE 8,413 9,675 9,671
121
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 797,739 $ 979,845 $ 979,845 $ 1,001,483
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 $ 1,537,598
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 $ - 8,012,402
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.
The final budget adjustments include an increase in salaries of$21,638.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
122
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, Integrated Voice Response (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 $989 M $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 contribution $3.17 $4.27 $4.25
123
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 3,298,228 $ 3,956,560 $ 4,128,606 $ 4,449,845
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 $ 5,027,039
Revenue 183,435 60,500 60,500 60,500
Net County Cost $ 3,624,885 $ 4,435,471 $ 4,645,300 $ 4,966,539
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 or resulting legislation. 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.
The final budget adjustments include an increase in salaries of$321,239.
FINANCE/ADMINISTRATION RECOMMENDATION: The new position requests are a policy
issue for the board. Recommend approval.
BOARD ACTION: Approved as recommended.
124
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 1.144 1.117 1.148
Per capita cost (county support) $10.50 $12.54 $13.73
Cost per parcel $19.51 $23.66 $26.28
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
125
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.
126
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 23,931 $ 27,559 $ 27,559 $ 30,748
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 $ 62,948
Revenue 0 0 0 0
Net County Cost $ 25,431 $ 59,759 $ 59,759 $ 62,948
Budgeted Positions 1 PT 1 PT 1 PT 1 PT
SUMMARY OF CHANGES: No changes requested for 2024.
The final budget adjustments include an increase in salaries and benefits of$3,189.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
127
SEVEN YEAR TREND
District Attorney's Office
10
oDA Total Costs 9.36
■DA Local Costs I 9.19
9
8:78 8.6
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
128
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 7,366,529 $ 8,471,743 $ 8,549,248 $ 9,057,642
Supplies 51,360 55,344 58,309 58,309
Purchased Services 222,419 257,512 243,348 246,973
Fixed Charges -460 0 0 0
Capital 0 0 0 0
Gross County Cost $ 7,639,848 $ 8,784,599 $ 8,850,905 $ 9,362,924
Revenue 163,916 187,270 171,270 171,270
Net County Cost $ 7,475,932 $ 8,597,329 $ 8,679,635 $ 9,191,654
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 for an additional
$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.
The final budget adjustments include an increase in salaries and benefits of$508,394.
FINANCE/ADMINISTRATION RECOMMENDATION: Based on the 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: The board approved the reclassification at Grade 51 and increased Purchased
Services by $3,625 for an increase in fees determined after the original budget was submitted.
Approved as adjusted.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
129
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 194,847 $ 149,312 $ 203,200 $ 216,422
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 $ 218,691
Revenue 132,184 157,000 157,000 157,000
Net County Cost $ 67,227 $ 44,581 $ 48,469 $ 61,691
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.
The final budget adjustments include an increase in salaries and benefits of$13,222.
FINANCE/ADMINISTRATION RECOMMENDATION: The position increase is a policy issue for
the board. Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
130
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,244,754 $ 1,419,943 $ 1,419,943 $ 1,514,479
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 $ 1,547,979
Revenue 1,426,019 595,310 616,936 616,936
Net County Cost $ 648,475 $ 855,283 $ 836,507 $ 931,043
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).
131
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.
The final budget adjustments include an increase in salaries and benefits of$94,536.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
132
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 916,952 $ 623,869 $ 637,052 $ 830,090
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 $ 849,590
Revenue 0 0 0 0
Net County Cost $ 926,746 $ 740,869 $ 706,552 $ 849,590
Budgeted Positions 3.00 2.5 3.0 4.0
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.
The final budget adjustments include the new position at $155,751 and increases in salaries and
benefits for 2024 totaling $37,287.
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: The Fiscal Analyst was approved, as well as a Financial ERP Manager
position at a Grade 51, approved at a work session on October 10,2023. Approved as adjusted.
133
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 0.111
Per capita cost (county support) $2.69 $2.09 $2.35
134
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 822,286 $ 1,023,063 $ 1,023,063 $ 1,180,778
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 $ 1,414,828
Revenue 0 0 0 0
Net County Cost $ 1,018,873 $ 1,257,113 $ 1,257,113 $ 1,414,828
Budgeted Positions 7.75 8.0 8.0 9.0
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.
The final budget adjustments include an increase to salary and benefits of$41,038.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The board approved an increase of 1.0 FTE for a Payroll Specialist at Grade
35, submitted at the budget hearings. The position increase totals$112,628.Also approved during
the budget hearings was a reclassification of the 2.0 FTE Accounting Clerk IV from Grade 21 to
Grade 22, totaling $4,049. Approved as adjusted.
135
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
136
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Homeland Security Grant— 7067-90100
DEPARTMENT DESCRIPTION: Weld County took fiscal ownership of the Department of
Homeland Security regional grant in mid-2023. The grant will be in place for multiple years, and
will roll up into the General Fund.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 21,327 $ 46,641 $ 46,641
Supplies 0 30,080 233,723 233,723
Purchased Services 0 37,812 129,060 129,060
Fixed Charges 0 145,113 363,750 363,750
Capital 0 0 0 0
Gross County Cost $ 0 $ 234,332 $ 773,174 $ 773,174
Revenue 0 234,332 773,174 773,174
Net County Cost $ 0 $ 0 $ 0 $ 0
Budgeted Positions 0 0.5 0.5 0.5
SUMMARY OF CHANGES: The new grant is detailed in the grant documents and allows for full
cost recovery for the fiscal agent. It does add 0.5 FTE as a Grant Manager position and will be
managed by the Accounting Department.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved via the grant document.
137
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Purchasing - - 1000-16300
DEPARTMENT DESCRIPTION: The Purchasing department is responsible for all purchases
whether by formal bid, telephone proposal, or quotation. The department maintains vendor bid
list for all types of bidding and seeks approval from the Board of County Commissioners on all
bids over$50,000.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 312,297 $ 384,220 $ 384,220 $ 422,573
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 $ 433,223
Revenue 0 0 0 0
Net County Cost $ 320,059 $ 394,870 $ 394,870 $ 433,223
Budgeted Positions 3.0 3.0 3.0 3.0
SUMMARY OF CHANGES: No changes requested for 2024 budget.
The final budget adjustments include an increase to salary and benefits of$38,353.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
138
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 $1.20
No. of formal bids/FTE presented to BOCC 67 67 50
139
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,521,429 $ 2,154,123 $ 2,248,405 $ 2,685,717
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 $ 3,839,895
Revenue 0 0 0 0
Net County Cost $ 1,997,686 $ 2,877,551 $ 3,402,583 $ 3,839,895
Budgeted Positions 18 19 20 23
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 $102,478 in software maintenance increases, 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.
140
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: The board approved three (3.0) additional FTE requested at the time of the
budget hearings, totaling $324,814 in 2024. The increases in COLA and benefit costs total an
additional $112,498 in the final budget adjustment. Approved as adjusted.
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 July 2024
2. Complete county-wide compensation study
3. Bid for a 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 1,950
Occupied FTE'S 1,742 1,775 1,845
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 0.636
Per capita cost (county support) $5.79 $8.14 $9.41
Personnel served per FTE 101 98 85
141
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 FINAL
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: Approved as recommended.
142
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 $1.75 $2.56
143
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 FINAL
FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,590,169 $ 2,981,673 $ 3,031,421 $ 3,218,575
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 $ 3,159,076
Revenue 361,390 350,000 350,000 350,000
Net County Cost $ 2,079,569 $ 2,413,594 $ 2,621,922 $ 2,809,076
Budgeted Positions 25.0 25.0 25.0 25.0
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.
The final budget adjustments include an increase to salaries and benefits of$98,953.
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
department. Otherwise, recommend approval.
BOARD ACTION: The board approved the Professional Land Surveyor position at Grade 45 for
a total cost of$137,949.
144
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 $7.77
145
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 reduce red tape.
146
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 84,640 $ 145,565 $ 103,995 $ 99,514
Supplies 6 5,000 5,500 5,500
Purchased Services 4,294 56,789 63,962 68,443
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: The position reclassification was approved at Grade 37, for a total FTE
expense in 2024 of $99,514. The grant dollars remain at 80%, or $942,148. Other Purchased
Services were increased to absorb the remaining balance from the decrease in salaries, adjusting
the budget for use of funds in applicable ways as needed and approved in the grant. Approved
as adjusted.
147
COMMUNITY DEVELOPMENT BLOCK GRANT
(CONTINUED)
1000-17150
2023 STRATEGIC PRIORITY ACCOMPLISHMENTS:
1. 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.
2. The CDBG Program continues to fulfill the county's strategic priorities. In addition to planning
for resilient infrastructure, the program supports the strategic priorities of ensuring health, safe
and livable communities and enhancing accessible communication, outreach and awareness
through our proclamations, news releases, and social media campaigns highlighting CDBG
funded projects.
3. In addition, the CDBG public participation plan and social media campaigns for public input
enhanced civic and social engagement.
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 itself.
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.
148
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 3,640,143 $ 4,986,430 $ 5,374,026 $ 5,877,602
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 $ 13,951,675
Revenue 2,212 200 371,574 371,574
Net County Cost $ 10,079,857 $ 11,516,492 $ 13,076,525 $ 13,580,101
Budgeted Positions 43.0 50.0 53.0 53.0
SUMMARY OF CHANGES: Net County Costs increased by $1,560,033 due to inflation and
expanded projects, which results in an 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 $122,010 with an 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 increased 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.
149
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.
The final budget adjustments include an increase to salaries and benefits of$503,576.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
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 budgets.
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 Facilities Master Space Plan to formalize the 10-year Facilities Capital and
Infrastructure plan.
3. Continue exploration and implementation of operational technologies departments need for
mission success.
PERFORMANCE MEASURES
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 $37.56
Cost per square foot $5.76 $6.52 $7.68
150
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 FINAL
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
were no longer renting space, the Weld Plaza expenses and revenues are being moved to
Facilities.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
151
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 6,939,050 $ 7,975,748 $ 8,256,672 $ 9,039,599
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 $ 12,576,917
Revenue 0 0 0 0
Net County Cost $ 9,259,600 $ 11,224,542 $ 11,793,990 $ 12,576,917
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 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.
The final budget adjustments include an increase to salaries and benefits of$782,927.
FINANCE/ADMINISTRATION RECOMMENDATION: The 2.0 FTE and reclassifications are
policy issues for the board. Recommend approval.
BOARD ACTION:Approved as recommended.
152
INFORMATION TECHNOL O G Y
(CONTINUED)
1000-17300
2023 STRATEGIC 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. Ensure 100% of leadership and departments have access to available data
and technologies needed to make informed decisions.
1. Continuation and expansion of efforts to support departmental use of
data and technologies through scheduled management meetings and
annual project request processes.
iii. Project accounting system implementation— IT will continue to serve and assist
with the implementation of the Workday ERP system.
153
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 $34,78
154
INFORMATION TECHNOL O G Y
(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
155
INFORMATION TECHNOL O G Y
(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: RROSERWELD.GOV
156
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 FINAL
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 in Supplies 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: Approved as recommended.
157
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 deployed technologies to improve
operational efficiencies and optimized the use and management of geospatial data.
3. Analyzed County Enterprise needs and implemented new integrations or solutions meeting the
needs of multiple County Departments and the public.
2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS:
1. Revamp 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 with 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.
158
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 341,723 $ 375,141 $ 375,141 $ 411,005
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 $ 554,505
Revenue 234,753 184,000 182,000 182,000
Net County Cost $ 267,723 $ 323,641 $ 336,641 $ 372,505
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.
The final budget adjustments include an increase to salaries and benefits of$35,864.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
159
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 $1.03
160
SEVEN YEAR TREND
Sheriffs Office Local Costs
$80
72.89
$70 -
65.91
$60 58.59
54.68
51.31
$50
46.94
43.34
U)
n $40
$30
$20
$10
$0
2018 2019 2020 2021 2022 2023 2024
161
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 48,262,852 $ 55,014,500 $ 53,996,839 $ 57,970,427
Supplies 1,376,797 2,313,896 2,348,402 2,348,402
Purchased Services 9,673,215 11,206,925 15,639,930 14,939,931
Fixed Charges -85,000 -85,000 -85,000 -85,000
Capital 180,018 60,210 121,600 121,600
Gross County Cost $ 59,407,882 $ 68,510,531 $ 72,021,771 $ 75,295,360
Revenue 3,712,410 2,600,243 2,401,218 2,401,218
Net County Cost $ 55,695,472 $ 65,910,288 $ 69,620,553 $ 72,894,142
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 Unit 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 and 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.
162
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 1 FTE POST Sergeant
to 24415 Security and 1 FTE SO Facility Manager from Support Services 21140 to
Professional Standards as 1 FTE Discipline Review Tech. Both transfers have zero
impact on total SO personnel cost.
• $209,778 cost transfer. Support Services 24410 transferred 1 FTE 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 1 FTE 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 Accurint Virtual Crime Center
(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.
163
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 innovative 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.
164
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.
165
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.
(3) Percentage of time contraband is 100% 100% 100%
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
166
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). 1,800 1,530 1,606
Total written warnings. 4,888 4,693 4,927
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:
Service of civil Total civil process served/attempted. 7,401 8,987 9,436
process
167
SHERIFF'S OFFICE
PATROL DIVISION
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICA TORS
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.
168
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 Sheriffs Office. This budget unit provides for policy development, formulation of written
directives, and overall direction by the Sheriff and upper agency staff. Typical activities performed
within this budget unit include clerical staff support, agency service billing, agency procurement,
Human Resources Department support, and lobby counter service access to the public.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,871,418 $ 2,205,132 $ 2,218,949 $ 2,381,857
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 $ 2,707,237
Revenue 88,807 95,000 90,000 90,000
Net County Cost $ 1,967,613 $ 2,372,133 $ 2,454,329 $ 2,617,237
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.
The final budget adjustments include an increase to salaries and benefits of$162,908.
FINANCE/ADMINISTRATION RECOMMENDATION: The Accounting Tech reclassifications
were approved by the board in July 2023. Recommend approval.
BOARD ACTION: Approved as recommended.
169
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 $7.24
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
170
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,120,172 $ 2,349,423 $ 2,349,423 $ 2,553,838
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 $ 3,046,249
Revenue 154,536 171,500 156,500 156,500
Net County Cost $ 2,237,137 $ 2,664,494 $ 2,685,334 $ 2,889,749
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.
The final budget adjustments include an increase to salaries and benefits of$204,415.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
171
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 $7.99
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
172
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 FINAL NEXT
LAST FY CURRENT FY NEXT FY FY
Personnel Services $ 1,278,666 $ 1,436,575 $ 1,361,796 $ 1,436,113
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 $ 2,763,712
Revenue 254,282 0 0 0
Net County Cost $ 1,831,002 $ 2,804,373 $ 2,689,395 $ 2,763,712
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.
The final budget adjustments include an increase to salaries and benefits of$74,317.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
173
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 $7.64
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
174
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 467,480 $ 619,382 $ 619,382 $ 671,424
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 $ 695,484
Revenue 164,041 150,000 150,000 150,000
Net County Cost $ 329,115 $ 508,065 $ 493,442 $ 545,484
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.
The final budget adjustments include an increase to salaries and benefits of$52,042.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
175
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 $1.51
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
176
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 284,334 $ 306,834 $ 97,056 $ 83,931
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 $ 1,176,244
Revenue 91,238 0 0 0
Net County Cost $ 746,473 $ 1,363,649 $ 1,189,369 $ 1,176,244
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: 1 FTE
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.
The final budget adjustments include decrease to salaries and benefits of$13,125.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
177
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 0.085 0.028
Per Capita Net County Cost $2.16 $3.86 $3.25
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.
178
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 932,838 $ 1,085,182 $ 1,085,182 $ 1,160,595
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 $ 1,194,559
Revenue 59,021 46,000 35,000 35,000
Net County Cost $ 902,588 $ 1,076,651 $ 1,084,146 $ 1,159,559
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, leading to the overall
increase in Net County Cost, because the guard terminal revenue is shifting to the Dispatch
Center (Countywide Communications), and the Records Services revenue is projected to be
slightly higher compared to 2023.
The final budget adjustments include an increase to salaries and benefits of$75,413.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
179
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 $3.21
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.
180
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 156,618 $ 169,857 $ 249,568 $ 274,198
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 $ 383,288
Revenue 3,668 0 0 0
Net County Cost $ 188,917 $ 273,737 $ 358,658 $ 383,288
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.
The final budget adjustments include an increase to salaries and benefits of$24,630.
FINANCE/ADMINISTRATION RECOMMENDATION: The Evidence Technician increase is a
policy issue for the board. Recommend approval.
BOARD ACTION: Approved as recommended.
181
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 $1.06
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.
182
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 8,092,024 $ 8,813,233 $ 8,813,233 $ 9,278,205
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 $ 10,921,509
Revenue 149,786 115,000 80,000 80,000
Net County Cost $ 9,465,699 $ 10,399,690 $ 10,376,537 $ 10,841,509
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.
The final budget adjustments include an increase to salaries and benefits of$464,972.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
183
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 decreased 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 the 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 $29.98
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
184
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: 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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,532,025 $ 2,790,186 $ 3,210,145 $ 3,541,448
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 $ 3,794,271
Revenue 66,210 0 0 0
Net County Cost $ 2,658,802 $ 3,001,111 $ 3,462,968 $ 3,794,271
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 FTE Investigators to meet a departmental restructure, which will lead to a
better case management and, in turn, creates a better outcome for victims, their families and
communities. 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.
The final budget adjustments include an increase to salaries and benefits of$331,303.
FINANCE/ADMINISTRATION RECOMMENDATION: The increase in FTE is a policy issue for
the board. Recommend approval.
BOARD ACTION: Approved as recommended.
185
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 $10.49
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
186
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 247,966 $ 152,351 $ 152,351 $ 142,349
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 $ 166,009
Revenue 313,914 159,661 177,174 177,174
Net County Cost $ -45,570 $ 14,189 $ -1,163 $ -11,165
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.
The final budget adjustments include a decrease to salaries and benefits of$10,002.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
187
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 - $0.03
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
188
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 Sheriffs Office.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 904,916 $ 1,006,854
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 $ 1,100,554
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 998,616 $ 1,100,554
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 1 FTE 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.
The final budget adjustments include an increase to salaries and benefits of$101,938.
FINANCE/ADMINISTRATION RECOMMENDATION: The program was approved by the
Commissioners in June 2023. Recommend approval.
BOARD ACTION: Approved as recommended.
189
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 $3.04
190
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 203,660 $ 214,175 $ 214,175 $ 236,260
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 $ 503,042
Revenue 0 0 0 0
Net County Cost $ 302,348 $ 369,407 $ 380,957 $ 503,042
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.
The final budget adjustments include an increase to salaries and benefits of$22,085.
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: Approved as recommended.
191
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 $1.39
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
192
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 608,697 $ 703,428 $ 703,428 $ 755,713
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 $ 929,646
Revenue 68,321 66,000 83,000 83,000
Net County Cost $ 686,576 $ 802,918 $ 794,361 $ 846,646
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, versus 2023. Revenue is increasing by$17,000 due to higher projected grant
funding.
The final budget adjustments include an increase to salaries and benefits of$52,285.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
193
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 $2.34
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 the lab will be aggressively working to lessen the latent print backlog, provide
continued education training to staff members, and decrease turn-around times for biological
sciences and digital media submissions.
194
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 213,925 $ 185,321 $ 185,321 $ 202,163
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 $ 236,301
Revenue 193,247 113,103 125,544 125,544
Net County Cost $ 46,942 $ 93,324 $ 93,915 $ 110,757
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.
The final budget adjustments include an increase to salaries and benefits of$16,842.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
195
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 $0.31
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
196
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 182,503 $ 293,768 $ 293,768 $ 337,670
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 $ 408,670
Revenue 0 0 0 0
Net County Cost $ 252,751 $ 364,768 $ 364,768 $ 408,670
Budgeted Positions 2.0 2.0 2.0 2.0
SUMMARY OF CHANGES: No significant changes to this unit are anticipated for 2024.
The final budget adjustments include an increase to salaries and benefits of$43,902.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
197
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 $1.13
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
198
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,639,577 $ 2,111,764 $ 2,111,764 $ 2,337,585
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 $ 12,396,416
Revenue 1,608,372 848,979 944,000 944,000
Net County Cost $ 6,396,956 $ 8,045,456 $12,026,594 $ 11,452,416
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 an increase of $3,816,637 for 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.
The final budget adjustments include an increase to salaries and benefits of$225,821.
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: Approved as recommended.
PERFORMANCE MEASURES: Included in Security Unit (1000-24415) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
199
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: 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 FINAL
FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 23,188,928 $ 26,899,919 $ 24,748,412 $ 26,618,770
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 $ 26,844,438
Revenue 456,319 800,000 520,000 520,000
Net County Cost $ 22,847,924 $ 26,304,118 $ 24,454,080 $ 26,324,438
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.
The final budget adjustments include an increase to salaries and benefits of$1,870,358.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
200
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 Sheriffs 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: $46,654,334
201
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 $108.35 $120.06 $129.02
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 572/1,335 at 600/1,335 at 650/1,335
202
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 4,242,021 $ 4,677,970 $ 4,677,970 $ 4,951,454
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 $ 6,027,731
Revenue 40,648 35,000 40,000 40,000
Net County Cost $ 4,880,199 $ 5,452,205 $ 5,714,247 $ 5,987,731
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.
The final budget adjustments include an increase to salaries and benefits of$273,484.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
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.
203
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 FINAL
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: Approved as recommended.
204
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 (90%) 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 $10.25 $8.19 $13.55
EMD Call per FTE 291 298 255
CAD Incident per FTE 4,973 5,060 4,314
205
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 FINAL
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. Supplies are up $32,397 from
2023 due to software increases.
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: Approved as recommended.
206
PUBLIC SAFETY INFORMATION SYSTEM
(CONTINUED)
1000-22400
2023 STRATEGIC PRIORITY ACCOMPLISHMENTS:
1. Go-Live on CentralSquare with RMS, JMS, CAD, Mobile. Went live in November of 2022 and
continued with the Post Go-live action items into 2023. Staff continued training and post go-live
sessions, which increased the value in the successful go-live of CentralSquare.
2. Implemented Micro segmentation firewall. Not only are staff monitoring and controlling what
happens in and out of the network, staff is now able to monitor and control what happens within
the network, increasing visibility, security, and response time to any incident.
3. Deployed 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, agencies now only connect after authentication with something
they have and something they know. This has significantly increased Weld County's 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
207
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 FINAL
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: Approved as recommended.
208
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
209
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,224,630 $ 1,313,071 $ 1,313,071 $ 1,464,589
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 $ 1,885,453
Revenue 45,625 65,000 63,000 63,000
Net County Cost $ 1,623,150 $ 1,666,935 $ 1,670,935 $ 1,822,453
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.
The final budget adjustments include an increase to salaries and benefits of$151,518.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
210
CORONER
(CONTINUED)
1000-23200
2023 STRATEGIC PRIORITY ACCOMPLISHMENTS:
1. Improved field training program with an outcome of 100% fully trained investigations staff.
2. Created improved and efficient information pamphlet to keep community informed and
provided with updated available resources.
3. 100% participation in C-Corps, a quarterly meeting amongst Chief Investigators and Coroners
across the state to discuss coroner-related issues, current and upcoming legislation as it
relates to Colorado Coroners.
4. Hosted well-received team building events with other agencies to build comradery and better
working relationships.
5. Participated in and received $5,000 in grant money for Suicide Prevention through the
CDPHE.
2024 STRATEGIC PRIORITY OBJECTIVES AND GOALS:
1. 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.
2. Utilize in-county training opportunities for staff.
3. Expand on coroner grant opportunities.
4. 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 $5.04
Cost per autopsy (with toxicology) $1,205 $1,130 $1,130
211
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,260,688 $ 1,536,576 $ 1,609,600 $ 1,745,497
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 $ 1,904,947
Revenue 28,969 39,000 39,000 39,000
Net County Cost $ 1,337,016 $ 1,637,426 $ 1,730,050 $ 1,865,947
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
Org 24125 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.
The final budget adjustments include an increase to salaries and benefits of$135,897.
FINANCE/ADMINISTRATION RECOMMENDATION: The position move was approved in July
2023. Recommend approval.
BOARD ACTION: Approved as recommended.
212
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 0.449 0.438 0.456
Per capita net cost $3.87 $4.63 $5.16
213
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,907,130 $ 2,086,120 $ 2,056,203 $ 2,205,110
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 $ 2,451,339
Revenue 457,846 750,000 600,000 600,000
Net County Cost $ 1,659,794 $ 1,582,108 $ 1,702,243 $ 1,851,339
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.
The final budget adjustments include an increase to salaries and benefits of$148,907.
FINANCE/ADMINISTRATION RECOMMENDATION: The position move was approved by the
board in July 2023. Recommend approval.
BOARD ACTION: Approved as recommended.
214
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 0.553
Per capita net cost $4.81 $4.47 $5.12
215
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 90,419 $ 165,387 $ 165,387 $ 179,301
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 $ 180,301
Revenue 9,505 10,000 10,000 10,000
Net County Cost $ 81,231 $ 156,387 $ 156,387 $ 170,301
Budgeted Positions 1.50 1.50 1.50 1.50
SUMMARY OF CHANGES: There are no changes requested for 2024.
The final budget adjustments include an increase to salaries and benefits of$13,914.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
216
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 91,941 $ 100,788 $ 91,218 $ 113,211
Supplies 1,395 2,027 5,000 5,000
Purchased Services 3,694,087 3,980,829 4,151,922 4,149,272
Fixed Charges 25,051 19,343 19,343 0
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 the following
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, for a
total of$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: The final budget adjusted salaries for cost of living and increases in insurance,
and reduced Purchased Services and Fixed Charges to offset the increase. Approved as
adjusted.
217
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 received, managed, and processed all state-allocated funds.
2. Correctly and promptly, screened all offender referrals from the Courts, the DOC/Parole for
possible placement in a community corrections program; screened to assure for low recidivism
and successful placements.
3. Provided ongoing taxpayers' savings with less expensive and effective placement alternatives
to jail and prison incarceration for adult offenders.
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.
218
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 FINAL
FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,342,229 $ 1,495,508 $ 1,495,508 $ 1,620,816
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 $ 2,178,463
Revenue 2,525,543 3,050,000 3,050,000 3,050,000
Net County Cost $ -761,926 $ -1,059,156 $ - 996,845 $ - 871,537
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.
The final budget adjustments include an increase to salaries and benefits of$125,308.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
219
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
220
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 675,698 $ 861,629 $ 958,896 $ 1,023,621
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 $ 1,526,449
Revenue 441,054 415,000 415,000 415,000
Net County Cost $ 696,084 $ 905,542 $ 1,046,724 $ 1,111,449
Budgeted Positions 7.0 7.0 8.0 8.0
SUMMARY OF CHANGES: Personnel Services increase is due to adding 1.0 FTE (Oil and 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 increase due to computer software cost increases for Accela and ePlanSoft. Purchased
Services increase due to charge-back from Department of Planning Services (Development
Review) and Environmental Health increases for personnel salaries / benefits.
The final budget adjustments include an increase to salaries and benefits of$64,725.
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: The board approved the 1.0 FTE at Grade 31 for Oil & Gas Inspector I for a
total cost of$104,211. Approved as adjusted.
221
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 and Enforcement Specialist position into two job descriptions —
Regulatory Analyst and Oil and Gas Inspector.
2. Tied to Strategic Priority 4 - Hired an Oil and 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 and 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 and gas development, but
possibly other forms of energy as well.
3. Continue working with staff and the industry to evaluate the 1041 WOGLA and 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 $3.07
222
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 489,321 $ 636,780 $ 665,335 $ 677,299
Supplies 51,243 78,830 81,030 81,030
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 $ 1,246,829
Revenue 23,630 6,000 6,000 6,000
Net County Cost $ 926,848 $ 1,188,971 $ 1,228,865 $ 1,240,829
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 1.0 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).
The final budget adjustments include an increase in salary and benefits of$11,964.
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: The outerwear reimbursement was agreed upon by the Board, Finance, and
department at $350 per person eligible, in Uniforms as well, with a policy being implemented to
show structure of the eligible purchases. Approved as adjusted.
223
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 $3.41
224
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 461,563 $ 623,802 $ 623,802 $ 661,524
Supplies 30,887 36,524 85,904 90,694
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 $ 821,103
Revenue 165,026 259,025 336,831 336,831
Net County Cost $ 367,547 $ 470,186 $ 441,760 $ 484,272
Budgeted Positions 4.0 5.0 5.0 5.0
SUMMARY OF CHANGES:The proposed changes 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.
The final budget adjustments include an increase to salaries and benefits of$37,722.
FINANCE/ADMINISTRATION RECOMMENDATION: The four stream monitoring stations are
policy issues for the board. Recommend approval.
BOARD ACTION: During the budget hearings, an additional $4,790 was requested for the
increase of software expenses for the Stream Gage system in 2024 and added to Supplies.
Approved as adjusted.
225
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. Developed 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 $1.34
226
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.
227
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 3,320,927 $ 3,828,704 $ 4,494,239 $ 4,494,696
Supplies 218,837 308,356 415,227 415,227
Purchased Services 5,687,208 17,957,167 23,454,651 23,105,141
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 $ 27,990,926
Revenue 0 0 0 0
Net County Cost $ 9,135,557 $ 21,940,443 $ 28,339,979 $ 27,990,926
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 mid-year 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.
228
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 Grade 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: The board approved the recommendations of Finance and the department's
prioritization. The changes subtracting a total of $349,510 from Purchased Services, and was
based on the approved Capital Improvement Plan in October 2023. The final budget for Personnel
includes adjustments for salaries and benefits. Approved as adjusted.
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 0.885
Per capita cost $26.47 $62.03 $77.41
229
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 FINAL
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: Approved as recommended.
230
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 FINAL
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: Approved as recommended.
231
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 FINAL
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: Approved as recommended.
232
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 FINAL
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: Approved as recommended.
233
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 FINAL
FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 0 0 0 0
Purchased Services 191,400 216,000 251,000 251,000
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 191,400 $ 216,000 $ 251,000 $ 251,000
Revenue 0 0 0 0
Net County Cost $ 191,400 $ 216,000 $ 251,000 $ 251,000
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: The board approved the requested increase. Approved as adjusted.
234
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 FINAL
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: Approved as recommended.
235
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 FINAL
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: Approved as recommended.
236
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 FINAL
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: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
Fund.
237
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 FINAL
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: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund.
238
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 FINAL
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.
239
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 FINAL
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: The budgeted approval of $265,000 for SBDC and Upstate Colorado were
moved to the Economic Development Trust Fund for 2024. The remaining $1,300,000 for air
quality was approved in the general fund as recommended.
240
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 FINAL
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: Approved as recommended.
241
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-
242
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 FINAL NEXT
LAST FY CURRENT FY NEXT FY FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Supplies 184,294 68,000 93,000 288,300
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 $ 1,516,965
Revenue 123,084,392 118,910,002 186,453,989 185,773,921
Net County Cost $- 122,119,475 $ - 117,991,252 $ - 185,132,324 $ - 184,256,956
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 $186,453,989 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, the revenues 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: Final budget revenues decreased URA expected income to $2,103,513, a
difference of$690,068. Of that amount, $514,817 is due to the increase of the mill credit for 2024,
the remaining amount for updated assessed value fluctuations. Fee revenue increased by$4,000
based on historical evaluation. Expenses increased by $195,300 for the employee appreciation
program, moved from Contingency once approved by the board. Approved as adjusted.
243
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Purchased Services 15,000 65,000 1,088,000 80,000
Gross County Cost $ 15,000 $ 65,000 $ 1,088,000 $ 80,000
Revenue 0 0 0 0
Net County Cost $ 15,000 $ 65,000 $ 1,088,000 $ 80,000
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 $ 10,000
Reading Great by 8 $ 10,000 $ 10,000 $ 10,000 10,000
211 Information and Referral 50,000 50,000 50,000 50,000
Weld's Way Home 5,000 10,000 5,000 10,000
High Plains Housing Dev. 0 1,000,000 0 0
Total $ 65,000 $ 1,088,000 $ 65,000 $ 80,000
FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community
agencies with requests that do not fit under a specific program. The following is the
recommendation for each agency:
A Woman's Place has requested $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. The board approved$10,000 for 2024.
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. Approved at the requested funding rate.
244
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
211 Information and Referral program has requested $50,000 for the 211 information and
referral system operated by United Way. The services indirectly offset staff needs in Human
Services and the programs provided, resulting in an overall cost savings to the county. The
recommendation to fund at $50,000 is given because of the collaboration between Human
Services and 211. Approved at the requested funding rate.
Weld's Way Home has requested $10,000 for 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. The board approved $10,000 for 2024.
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. The board agreed with the
recommendation of Finance to exclude this funding from approval.
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.
245
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 FINAL
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 $ 2,680,866 $ 2,796,043 $ 2,315,407 $ 2,315,407
Revenue 0 0 0 0
Net County Cost $ 2,680,866 $ 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.
$2,000,000 is included from the General Fund for the anticipated Bankhead Jones transfer in
2024 and reflects one quarter of the dollars received by that revenue in the Public Works Fund,
which follows the policy for Bright Futures scholarships.
FINANCE/ADMINISTRATION RECOMMENDATION: The 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: Approved as recommended.
246
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 $2.27 M
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
247
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 FINAL
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: Approved as recommended.
248
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 0.359 0.350 0.359
Per capita cost (county support) $1.34 $1.54 $1.90
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: This Budget Unit's goals
and objectives are part of a separate CSU Extension's published document available through
Colorado State University.
249
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 90,459 $ 89,253 $ 89,253 $ 95,035
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 $ 184,030
Revenue 1,773,548 0 0 0
Net County Cost $ 159,454 $ 178,248 $ 178,248 $ 184,030
Budgeted Positions 1.25 1.25 1.25 1.25
SUMMARY OF CHANGES: No changes have been requested.
The final budget adjustments include an increase to salaries and benefits of$5,782.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
250
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 $0.51
251
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES
BUDGET UNIT TITLE AND NUMBER: Veterans Services - - 1000-96400
DEPARTMENT DESCRIPTION: The Veterans Services division, in accordance with
C.R.S. Title 28, Article 5, Part 8, provides all types of services to veterans of Weld County.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 133,852 $ 188,368 $ 188,368 $ 251,940
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 $ 265,438
Revenue 14,280 28,560 28,560 28,560
Net County Cost $ 126,138 $ 173,306 $ 173,306 $ 236,878
Budgeted Positions 2.0 2.0 3.0 0.0
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.
The final budget adjustments include an increase to salary and benefits of$63,572.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The board agreed in the fall of 2023 to move Veteran's Services to Human
Services, under the Wanger-Peyser program. The dollars will be moved to cover the expenses
as needed in 2024. Approved as recommended.
252
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 $0.66
253
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 FINAL
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: Approved as recommended.
254
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 FINAL
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, including $40,000 for engineering for water
rights on gravel pits and $29,385 for water right assessments owned by the county. The leases
of county assets are funded at $408,000. Additionally, depreciation of county assets is funded at
$4,696,463.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
255
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 10,728,254 $ 1,780,136
Supplies 0 0 0 0
Purchased Services 0 0 191,300 0
Fixed Charges 0 0 0 0
Capital 0 0 0 0
Gross County Cost $ 0 $ 0 $ 10,919,554 $ 1,780,136
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 10,919,554 $ 1,780,136
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 the 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: The final salary adjustments include a 5.0% COLA, step increases as policy
dictates, and a total of 26% increase in health insurance to balance the Health Insurance Fund.
After all adjustments were made, the remaining $1,780,136 remains budgeted as salary
contingency, for if any pay equity issues to be addressed immediately in 2024. The employee
recognition program was increased by$4,000 to cover 40 additional staff in Human Services, and
moved to Non-Departmental, Org 90100.
256
PUBLIC WORKS
Revenue and Resource Changes
$250,000,000
❑2023 ■2024
$200,000,000 Ln
a
N-
to
$150,000,000
$100,000,000
M 0
M 0
OO 00 O O O) Loco 6
o$50,000,000 cc, 0 0 0 0 O 0 0 d- rn d a
00 OO 0o co oMO
0 0 0 0 0 0 0 Lc) d' op 0 0 0 O CO CO 0 Q 0 0 sNs
In In p O O N _ _ 0 0
64 64 0) 0) V d>EA EA 73p SS
$0 Fill nilc s c» rm.. TN rill F» s°
5�ee fee e�`y \I>��e e a± C�e� �e �� �y
a t a 5� a5 e°
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ret ecm\\ ``aS\ e\��o
�r��� e`o, `•Germs ��� 5ee O lea ��e 5� �`°G
,`ca"
2024 Revenue
Total $312,599,213 (2023 $300,785,256)
Federal/State Transfer Solid Waste
$400,000
$12,041,945
4% 0% Miscellaneous
Other Taxes 8$26,20/0,000 Highway Users Fee
$11,600,000 $11,991,000
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%
257
PUBLIC WORKS
2024 EXPENDITURES
Total $77,115,128 (2023 $81 ,182,490)
Gravel Road
Management Maintenance Support
Bridge Construction $11,134,032 $3,752,423
$8,718,755 14% 5%
Municipalities 11%
$3,591,243
5% Trucking$7,120,170
9%
Mining$6,569,207
9%
Pavement Adminstration
Mangement $1,450,574
$10,981,638 2%
14%
Public Works
$23,797,086
31%
$35,000,000
❑2023 ❑2024
$30,000,000
N-
V
co
$25,000,000 c)
0
0
$20,000,000 rn
r`
co-
o •b CO
rCO CO COCO 00
N
$15,000,000 oo 00N-M
w
N
0 o
0
_ _o
N- rn 0
cA N
$10,000,000 CO- Jn M N g
rn ^ N rn
CO EH (p (66 3 N ff3 fA
aJ J^ N
OM Lo M co In
$5,000,000
CO
f f} EiT
$0
Public Works Pavement Municipalities Bridge Gravel Road Maintenance Trucking Mining Adminstration
Mangement Construction Management Support
258
SEVEN YEAR TREND
Public Works
$100
$90
82.8
81.18
$80
77.12
$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
259
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 $312,599,213 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 $11,991,000, a
$941,000 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 $77,115,128 and is down $4,067,362
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. Increases in the uniform
allowance and safety program incentives were included once approved by the board. All other
requests were approved, with reclassifications approved 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.
260
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 $ 11,134,032
Maintenance Support 856,968
TOTAL $ 11,991,000
261
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 $ 8,718,755 $ 0 $ 8,718,755
Gravel Road Management 11,134,032 11,134,032 0
Maintenance Support 3,752,423 856,968 2,895,455
Trucking 7,120,170 0 7,120,170
Mining 6,569,207 0 6,569,207
Administration 1,450,574 0 1,450,574
Pavement Management 10,981,638 0 10,981,638
Municipalities 3,591,243 0 3,591,243
Public Works:
Haul Route Program (HARP) 3,000,000 0 3,000,000
Part-time 1,792,510 0 1,792,510
Contract 19,004,576 0 19,004,576
TOTAL $77,115,128 $11,991,000 $65,124,128
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$1,000,000, and $2,899,000 in surface
gravel for a total of $7,552,375 in bid projects for 2024. 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.
262
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 15,000,000
2000 90100 4130 SPECIFIC OWNERSHIP TAXES 11,600,000 11,600,000 11,600,000 11,600,000
2000 90100 4140 SEVERANCE TAXES 7,300,000 4,425,000 4,425,000 4,425,000
TOTAL TAXES 33,900,000 31,025,000 31,025,000 31,025,000
PERMITS
2000 90100 4221 PERMITS 950,000 950,000 950,000 950,000
INTERGOVERNMENTAL
2000 90100 4316 GRAZING ACT 6,500,000 8,000,000 8,000,000 8,000,000
2000 90100 4318 PAYMENT IN LIEU OF TAXES 88,500 88,500 88,500 88,500
2000 90100 4334 HIGHWAY USER 11,050,000 12,100,000 12,100,000 11,991,000
2000 90100 4338 MOTOR VEHICLE REG 400,000 400,000 400,000 400,000
2000 90100 4340 GRANTS 4,067,959 3,553,445 3,553,445 3,553,445
TOTAL INTERGOVERNMENTAL 22,106,459 24,141,945 24,141,945 24,032,945
MISCELLANEOUS
2000 90100 4640 OIL AND GAS 25,500,000 25,000,000 25,000,000 25,000,000
2000 90100 4680 OTHER 4,668,332 1,200,000 1,200,000 1,200,000
TOTAL MISCELLANEOUS 30,168,332 26,200,000 26,200,000 26,200,000
TRANSFER
2000 90100 712700 TRANSFER 900,000 400,000 400,000 400,000
TOTAL PUBLIC WORKS 88,024,791 82,716,945 82,716,945 82,607,945
263
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 1,450,574
2000 32100 TRUCKING 6,574,771 6,928,457 6,920,957 7,120,170
2000 32200 GRAVEL ROAD MANAGEMENT 10,252,628 10,764,931 10,752,281 11,134,032
2000 32300 ROAD AND BRIDGE CONSTRUCTION 8,284,853 8,576,784 8,568,434 8,718,755
2000 32400 MAINTENANCE SUPPORT 3,380,931 3,591,276 3,588,026 3,752,423
2000 32500 OTHER PUBLIC WORKS 31,640,274 23,242,341 23,242,341 23,797,086
2000 32600 MINING 6,277,495 6,463,991 6,462,241 6,569,207
2000 32700 PAVEMENT MANAGEMENT 10,786,580 10,865,681 10,858,131 10,981,638
2000 56200 CITIES AND TOWNS 2,630,135 3,591,243 3,591,243 3,591,243
2000 99999 CONTINGENCY 0 1,475,424 1,475,424 0
TOTAL PUBLIC WORKS 81,182,490 76,949,862 76,894,693 77,115,128
264
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 15,702,512 $ 19,072,888 $ 20,856,160 $ 20,476,538
Supplies 11,717,249 17,923,180 19,029,221 19,029,221
Purchased Services 32,733,786 44,038,422 36,994,481 37,539,369
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 $ 77,115,128
Revenue/Fund Bal. 123,111,938 66,182,490 67,716,945 67,607,945
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.
265
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 962,449 $ 1,007,716 1,048,221 1,049,061
Supplies 111,087 132,621 154,371 154,371
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 $ 1,450,574
Revenue 0 0 0 0
Net County Cost $ 1,256,376 $ 1,354,823 $ 1,449,734 $ 1,450,574
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 $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 original Office Tech IV (Grade 22) to a requested
Grade 35, supported at Grade 25. The remaining three reclassifications for Office Tech III (Grade
17) are as follows: 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: The safety program was approved at $75 per person and the final budget
adjustments include the COLA and insurance increases, as well as the first admin reclassification,
requested at Grade 35, recommended at Grade 25, and approved at Grade 27. Approved as
adjusted.
266
ADMINISTRATION
(CONTINUED)
2000-30100
2023 STRATEGIC PRIORITY ACCOMPLISHMENTS:
1. Assisted with asset creation for culverts in Cartegraph.
2. Completed 40% of historical scanning.
3. Continued 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 $4.01
267
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,937,148 $ 3,233,557 $ 3,263,781 $ 3,455,494
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 $ 7,120,170
Revenue 0 0 0 0
Net County Cost $ 6,456,170 $ 6,574,771 $ 6,928,457 $ 7,120,170
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.
The final budget adjustments include an increase of$191,713 in salaries and benefits.
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: The outerwear reimbursement was agreed upon by the Board, Finance, and
department at$350 per person eligible, with a policy being implemented to show structure of the
eligible purchases. Approved as adjusted.
268
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 $19.69
269
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 4,385,093 $ 5,080,265 $ 5,101,911 $ 5,471,012
Supplies 1,534,637 2,161,780 2,368,790 2,368,790
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 $ 11,134,032
Revenue 0 0 0 0
Net County Cost $ 9,348,534 $ 10,252,628 $ 10,764,931 $ 11,134,032
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.
The final budget adjustment includes an increase of 369,101 in salaries and benefits.
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.
270
GRAVEL ROAD MANAGEMENT
(CONTINUED)
2000-32200
BOARD ACTION: The outerwear reimbursement was agreed upon by the Board, Finance, and
department at$350 per person eligible, with a policy being implemented to show structure of the
eligible purchases. Approved as adjusted.
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 1.507 1.498 1.466
Per capita cost (county support) $27.09 $28.99 $30.79
271
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,900,170 $ 3,353,861 $ 3,375,511 $ 3,517,482
Supplies 1,589,339 3,374,525 3,643,275 3,643,275
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 $ 8,718,755
Revenue 3,175 0 0 0
Net County Cost $ 5,679,321 $ 8,284,853 $ 8,576,784 $ 8,718,755
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.
The final budget adjustment includes an increase of$141,971 in salaries and benefits.
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.
272
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
BOARD ACTION: The outerwear reimbursement was agreed upon by the Board, Finance, and
department at$350 per person eligible, with a policy being implemented to show structure of the
eligible purchases. Approved as adjusted.
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 $24.11
273
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,117,977 $ 1,480,095 $ 1,490,145 $ 1,651,292
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 $ 3,752,423
Revenue 4,798 0 0 0
Net County Cost $ 2,259,455 $ 3,380,931 $ 3,591,276 $ 3,752,423
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.
The final budget adjustments include an increase of$161,147 in salaries and benefits.
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.
274
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
BOARD ACTION: The outerwear reimbursement was agreed upon by the Board, Finance, and
department at$350 per person eligible, with a policy being implemented to show structure of the
eligible purchases. Approved as adjusted.
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 $10.38
275
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 739,458 $ 1,736,015 $ 1,782,653 $ 1,792,510
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 $ 23,252,198
Revenue 0 0 0 0
Net County Cost $ 22,695,757 $ 31,640,274 $ 23,242,341 $ 23,252,198
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.
The final budget adjustment includes an increase of$9,857 in benefits and salaries.
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:Approved as recommended.
276
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 $64.30
277
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 595,757 $ 676,066 $ 790,600 $ 895,816
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 $ 4,356,991 $ 6,277,495 $ 6,463,991 $ 6,569,207
Revenue 0 0 0 0
Net County Cost $ 4,356,991 $ 6,277,495 $ 6,463,991 $ 6,569,207
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.
The final budget adjustment includes an increase of$105,216 in salaries and benefits.
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: The outerwear reimbursement was agreed upon by the Board, Finance, and
department at$350 per person eligible, with a policy being implemented to show structure of the
eligible purchases. Approved as adjusted.
278
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 $18.17
279
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 2,064,460 $ 2,505,313 $ 2,527,914 $ 2,643,871
Supplies 4,276,314 5,606,040 5,936,211 5,936,211
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 $ 10,981,638
Revenue 0 0 0 0
Net County Cost $ 8,107,148 $ 10,786,580 $ 10,865,681 $ 10,981,638
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.
The final budget adjustments include an increase of$115,957 in salaries and benefits.
280
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: The outerwear reimbursement was agreed upon by the Board, Finance, and
department at$350 per person eligible, with a policy being implemented to show structure of the
eligible purchases. Approved as adjusted.
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 $30.37
281
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 FINAL
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:Approved as recommended.
282
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 FINAL
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 $ 67,607,945
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: The final budget adjustment lowers the HUTF revenue from $12,100,000 to
$11,991,000. Approved as adjusted.
283
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 1,475,424 $ 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 $ 1,475,424 $ 0
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 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: The final budget adjustments included a total of 26% increase in health
insurance and was distributed throughout the applicable orgs. Approved as adjusted.
284
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%
285
SOCIAL SERVICES
2024 Expenditures
Total $50,412,219 (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
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$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
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$2,000,000 — °'
O 4 O 7-
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ER ER
M ER ER
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Ge5 ate P •�.o� �.o� aye e 4) ors
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286
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
287
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.
288
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
289
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.
290
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 13,220,379
INTERGOVERNMENTAL
2100 42110 4336 REIMBURSEMENTS 8,887,754 10,263,223 10,263,223 10,263,223
2100 42111 4336 REIMBURSEMENTS 635,086 400,000 400,000 400,000
2100 42115 4336 REIMBURSEMENTS 270,000 316,500 316,500 316,500
2100 42200 4336 REIMBURSEMENTS 2,800,000 3,000,000 3,000,000 3,000,000
2100 42365 4336 REIMBURSEMENTS 2,672,917 3,629,917 3,629,917 3,629,917
2100 42375 4336 REIMBURSEMENTS 1,270,000 1,160,000 1,160,000 1,160,000
2100 42380 4336 REIMBURSEMENTS 347,500 392,200 392,200 392,200
2100 42410 4336 REIMBURSEMENTS 13,575,000 14,750,000 14,750,000 14,750,000
2100 42415 4336 REIMBURSEMENTS 1,899,700 2,200,000 2,200,000 2,200,000
2100 42450 4336 REIMBURSEMENTS 854,000 1,030,000 1,030,000 1,030,000
2100 42610 4336 REIMBURSEMENTS 0 50,000 50,000 50,000
TOTAL INTERGOVERMENTAL 33,211,957 37,191,840 37,191,840 37,191,840
TOTAL SOCIAL SERVICES 46,313,517 50,412,219 50,412,219 50,412,219
291
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 15,613,519
2100 42111 NON PROGRAM REVENUE -208,200 -150,000 -150,000 -150,000
2100 42115 OTHER PROGRAMS 260,000 326,500 326,500 326,500
2100 42200 CHILD SUPPORT ADMINISTRATION 3,532,400 3,860,000 3,860,000 3,860,000
2100 42365 COLORADO WORKS 4,158,000 5,115,000 5,115,000 5,115,000
2100 42370 NEEDY AND DISABLED 84,100 90,000 90,000 90,000
2100 42375 DAY CARE&ADMINISTRATION 1,861,450 1,910,000 1,910,000 1,910,000
2100 42380 OLD AGE PENSION 356,950 402,200 402,200 402,200
2100 42410 CHILD WELFARE&ADMINISTRATION 17,210,000 18,950,000 18,950,000 18,950,000
2100 42415 PLACEMENT ALTERNATIVE CARE 2,711,200 2,900,000 2,900,000 2,900,000
2100 42450 ADULT PROTECTION 1,220,000 1,330,000 1,330,000 1,330,000
2100 42610 LEAP ADMINISTRATION 0 50,000 50,000 50,000
2100 42700 GENERAL ASSISTANCE 10,000 15,000 15,000 15,000
2100 427000 COMMON SUPPORT
46,313,517 50,412,219 50,412,219 50,412,219
292
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 FINAL
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 380.0 392.0 413.0 413.0
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.
293
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 FINAL
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:Approved as recommended.
294
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 4.919 5.337
Per capita cost $ 12.74 $ 17.61 $ 14.80
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
295
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 FINAL
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:Approved as recommended.
296
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 FINAL
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:Approved as recommended.
297
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) $0.16 - $0.03 $0.03
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
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 FINAL
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:Approved as recommended.
299
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) $ 2.71 $ 2.07 $ 2.38
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
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 FINAL
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:Approved as recommended.
301
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 0.435 0.396 0.387
Per capita cost (county support) $ 2.98 $ 4.20 $ 4.11
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: 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 FINAL
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:Approved as recommended.
303
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) $ 0.26 $ 0.24 $ 0.25
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: 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 FINAL
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:Approved as recommended.
305
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) $ 2.23 $ 1.67 $ 2.07
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: 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 FINAL
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:Approved as recommended.
307
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) $ 0.01 $ 0.03 $ 0.03
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
308
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 FINAL
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:Approved as recommended.
309
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) $ 12.07 $ 10.28 $ 11.62
310
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 FINAL
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:Approved as recommended.
311
CORE SERVICES
(CONTINUED)
2100-42415
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load 317 305 300
Efficiency Measures
Per capita cost (county support) $ 1.56 $ 2.29 $ 1.94
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
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 FINAL
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: Approved as recommended.
313
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) $ 0.82 $ 1.03 $ 0.83
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
314
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 FINAL
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:Approved as recommended.
315
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 FINAL
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:Approved as recommended.
316
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) $ 0.04 $ 0.03 $ 0.04
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
317
,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%
319
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
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N- CO
N. M M e3 CN
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$3,000,000i. M
O
141
00
�
$2,000,000 - _
O0 [ O
O N.
O 0 O
$1,000,000 - o L "co
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$0 I IMII-I
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320
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
321
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-lAB
0 Advancing
Public Health Cr
Performance (400
i o
t`
tO''
h Accredt
322
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.
323
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 372,000 401,000 401,000 401,000
2560 41400 4221 PERMITS 468,750 342,750 342,750 342,750
TOTAL LICENSES AND PERMITS 840,750 743,750 743,750 743,750
INTERGOVERNMENTAL
255211 41300 4321 MEDICAID 0 5,000 5,000 5,000
2590 41600 4321 MEDICAID 21,700 22,000 22,000 22,000
2591 41600 4321 MEDICAID 140,000 140,000 140,000 140,000
2592 41600 4321 MEDICAID 75,000 40,000 40,000 40,000
2597 41600 4321 MEDICAID 7,500 4,500 4,500 4,500
2599 41600 4321 MEDICAID 150,000 150,000 150,000 150,000
2560 41400 4336 REIMBURSEMENTS 5,000 5,000 5,000 5,000
2500 41100 4340 GRANTS 825,318 834,973 834,973 834,973
251010 41210 4340 GRANTS 173,172 180,699 180,699 180,699
2515 41210 4340 GRANTS 0 120,000 120,000 120,000
2517 41210 4340 GRANTS 300,056 330,134 330,134 330,134
2519 41210 4340 GRANTS 0 147,000 147,000 147,000
2521 41210 4340 GRANTS 13,450 15,500 15,500 15,500
2522 41210 4340 GRANTS 141,473 0 0 0
2523 41210 4340 GRANTS 167,000 167,000 167,000 167,000
2525 41210 4340 GRANTS 0 144,658 144,658 144,658
2526 41210 4340 GRANTS 265,737 0 0 0
2528 41210 4340 GRANTS 82,992 83,329 83,329 83,329
253310 41300 4340 GRANTS 319,054 319,054 319,054 319,054
255211 41300 4340 GRANTS 995,911 1,262,778 1,262,778 1,262,778
2560 41400 4340 GRANTS 20,800 60,800 60,800 60,800
256410 41400 4340 GRANTS 125,000 124,000 124,000 124,000
2565 41400 4340 GRANTS 3,000 5,000 5,000 5,000
2580 41500 4340 GRANTS 62,627 0 0 0
258110 41500 4340 GRANTS 211,579 290,770 290,770 290,770
2589 41500 4340 GRANTS 1,500,000 15,500 15,500 15,500
2590 41600 4340 GRANTS 0 71,760 71,760 71,760
2591 41600 4340 GRANTS 322,336 306,853 306,853 306,853
2592 41600 4340 GRANTS 243,620 303,018 303,018 303,018
2593 41600 4340 GRANTS 236,631 107,169 107,169 107,169
2594 41600 4340 GRANTS 33,000 30,000 30,000 30,000
2596 41600 4340 GRANTS 26,911 0 0 0
2597 41600 4340 GRANTS 55,000 50,000 50,000 50,000
2500 41100 4356 COUNTIES 6,035,292 6,035,292 6,035,292 6,035,292
2524 41210 4356 COUNTIES 0 63,106 63,106 63,106
2560 41400 4356 COUNTIES 52,000 52,000 52,000 52,000
255810 41300 4356 COUNTIES 90,807 90,807 90,807 90,807
TOTAL INTERGOVERNMENTAL 12,701,966 11,577,700 11,577,700 11,577,700
CHARGE FOR SERVICES
2500 41100 4410 CHARGE FOR SERVICES 220,000 235,000 235,000 235,000
2560 41400 4410 CHARGE FOR SERVICES 298,400 281,400 281,400 281,400
2590 41600 4410 CHARGE FOR SERVICES 60,850 30,000 30,000 30,000
2591 41600 4410 CHARGE FOR SERVICES 50,000 25,000 25,000 25,000
2592 41600 4410 CHARGE FOR SERVICES 67,000 50,000 50,000 50,000
2597 41600 4410 CHARGE FOR SERVICES 5,000 7,500 7,500 7,500
2590 41600 4415 INSURANCE REIMBURSEMENT 36,650 40,000 40,000 40,000
2591 41600 4415 INSURANCE REIMBURSEMENT 28,000 25,000 25,000 25,000
2592 41600 4415 INSURANCE REIMBURSEMENT 38,000 45,000 45,000 45,000
2597 41600 4415 INSURANCE REIMBURSEMENT 3,400 4,400 4,400 4,400
TOTAL CHARGE FOR SERVICES 807,300 743,300 743,300 743,300
324
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 6,500
2525 4680 41210 OTHER 144,659 0 0 0
2590 4690 41600 DONATIONS 125 2,125 2,125 2,125
2591 4690 41600 DONATIONS 13,500 10,000 10,000 10,000
2592 4690 41600 DONATIONS 350 100 100 100
2593 4690 41600 DONATIONS 750 1,500 1,500 1,500
2594 4690 41600 DONATIONS 500 1,000 1,000 1,000
2595 4690 41600 DONATIONS 250 250 250 250
TOTAL MISCELLANEOUS 166,634 21,475 21,475 21,475
TRANSFER
2560 41400 712700 TRANSFER 877,665 790,922 790,922 790,922
TOTAL PUBLIC HEALTH 15,394,315 13,877,147 13,877,147 13,877,147
325
PUBLIC HEALTH
SUMMARY OF EXPENDITURES
2024
2023 2024 2024 2024
Fund Org Expenditure Function Budget Request Recommend Final
2500 41100 ADMINISTRATION 220,000 235,000 235,000 235,000
251010 41210 GENERAL HEALTH EDUCATION 194,848 211,691 211,691 211,691
2515 41210 GENERAL HEALTH EDUCATION 0 148,200 148,200 148,200
2517 41210 GENERAL HEALTH EDUCATION 345,459 350,160 350,160 350,160
2519 41210 GENERAL HEALTH EDUCATION 0 147,000 147,000 147,000
2520 41210 GENERAL HEALTH EDUCATION 1,261,699 1,244,371 1,244,371 1,244,371
2521 41210 GENERAL HEALTH EDUCATION 24,277 25,321 25,321 25,321
2522 41210 GENERAL HEALTH EDUCATION 160,523 0 0 0
2523 41210 GENERAL HEALTH EDUCATION 181,206 176,427 176,427 176,427
2524 41210 GENERAL HEALTH EDUCATION 0 131,807 131,807 131,807
2525 41210 GENERAL HEALTH EDUCATION 179,370 196,346 196,346 196,346
2526 41210 GENERAL HEALTH EDUCATION 307,048 0 0 0
2528 41210 GENERAL HEALTH EDUCATION 90,817 103,811 103,811 103,811
2530 41300 COMMUNITY HEALTH SERVICES 126,618 109,263 109,263 109,263
253310 41300 COMMUNITY HEALTH SERVICES 547,566 585,038 585,038 585,038
255211 41300 COMMUNITY HEALTH SERVICES 1,079,704 1,221,300 1,221,300 1,221,300
255810 41300 COMMUNITY HEALTH SERVICES 113,249 117,743 117,743 117,743
2560 41400 ENVIROMENTAL 5,049,001 5,115,080 5,115,080 5,115,080
256410 41400 ENVIROMENTAL 142,768 148,219 148,219 148,219
2565 41400 ENVIROMENTAL 8,138 6,865 6,865 6,865
2580 41500 PUBLIC HEALTH PREPAREDNESS 100,040 0 0 0
258110 41500 PUBLIC HEALTH PREPAREDNESS 248,907 317,570 317,570 317,570
2589 41500 PUBLIC HEALTH PREPAREDNESS 1,507,715 15,500 15,500 15,500
2590 41600 PUBLIC HEALTH CLINICAL SERVICES 827,367 908,580 908,580 908,580
2591 41600 PUBLIC HEALTH CLINICAL SERVICES 882,801 855,850 855,850 855,850
2592 41600 PUBLIC HEALTH CLINICAL SERVICES 847,399 798,219 798,219 798,219
2593 41600 PUBLIC HEALTH CLINICAL SERVICES 420,850 378,848 378,848 378,848
2594 41600 PUBLIC HEALTH CLINICAL SERVICES 166,790 50,084 50,084 50,084
2595 41600 PUBLIC HEALTH CLINICAL SERVICES 42,647 36,649 36,649 36,649
2596 41600 PUBLIC HEALTH CLINICAL SERVICES 32,509 0 0 0
2597 41600 PUBLIC HEALTH CLINICAL SERVICES 284,999 242,205 242,205 242,205
TOTAL PUBLIC HEALTH 15,394,315 13,877,147 13,877,147 13,877,147
326
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 FINAL
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
327
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.
328
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.
329
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.
330
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 FINAL
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.
331
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:Approved as recommended.
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.
332
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Non-Program Revenue - - 2500-41100
DEPARTMENT DESCRIPTION: Non-program revenues from the State per capita health funds.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Gross County Cost $ 0 $ 0 $ 0 $ 0
Revenue 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:Approved as recommended.
333
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 FINAL
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.
334
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:Approved as recommended.
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 0.406 0.501 0.534
Per capita cost (county support) $2.81 $4.12 $4.10
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: Community Health Services - - 2530-41300
DEPARTMENT DESCRIPTION: The Community Health Services division provides
comprehensive services that improve the overall health of Weld County. These services include:
enhancing parenting skills and building strong family units; connecting community members to
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 FINAL
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.
336
COMMUNITY HEALTH SERVICES
(CONTINUED)
2530-41300
BOARD ACTION:Approved as recommended.
PERFORMANCE MEASURES
Work Outputs ACTUAL ESTIMATED PROJECTED
Presumptive Eligibility— Clients Contacted 7 4 5
Nurse-Family Partnership for First-Time Mothers
Client Visits 1,694 1,900 2,000
Mothers and Infants Served 331 335 340
Total Time Spent with Clients (hours) 1,695 1,900 2,000
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 1,224 500 300
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.
337
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Environmental Health Services - - 2560-41400
DEPARTMENT DESCRIPTION: The primary mission of the Environmental Health Services
division is to protect and perpetuate the public health of the citizens of the county with scientific
risk assessments, the development ofpolicies, monitoring and inspections, consultation, and the
enforcement of regulations designed to protect food, water, and air supplies. Services include
technical assistance and consultation, monitoring and sampling, inspection and enforcement,
education, and outreach, and planning activities. The laboratory's purpose is to process medical
and water samples.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL NEXT
LAST FY CURRENT FY NEXT FY 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: County 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, or 8.5%. These increases were due to wage increases (cost of living adjustments and
scheduled step increases), insurance increases, and PERA retirement increases in 2023 and
2024.
Supplies decreased by $104,750, or 28% from the previous year. Purchased services also
decreased by $162,526, or 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.
338
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: Board recommended approval of the changes requested in staffing.
Approved as requested.
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.
339
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 FINAL NEXT
LAST FY CURRENT FY NEXT FY 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.
340
PUBLIC HEALTH PREPAREDNESS
(CONTINUED)
2500-41500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:Approved as recommended.
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.
341
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 FINAL
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, County 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.
342
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: The Medical Assistant changes were approved at Grade 19 (2.0 FTE) and
Grade 22 (1.0 FTE). The Office Tech will be analyzed in 2024. Approved as recommend.
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 1,790 1,835 1,880
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.
343
186i
trim TNI
Ja:41A0,
CUNTY _
SEVEN YEAR TREND
Human Services
$12 -
10.52
$10 9.8
9.19
8.92
8.31 8.4
$8
7.22
cn
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O
n $6
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$4
$2
$0 I I I I I I I
2018 2019 2020 2021 2022 2023 2024
345
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.
346
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 67,900
2625 61400 4320 FEDERAL GRANTS 851,000 975,000 975,000 975,000
2625 61420 4320 FEDERAL GRANTS 423,515 328,010 328,010 328,010
2625 61422 4320 FEDERAL GRANTS 333,085 321,990 321,990 321,990
2625 61450 4320 FEDERAL GRANTS 104,300 164,250 164,250 164,250
2625 61451 4320 FEDERAL GRANTS 301,800 495,750 495,750 495,750
2625 61460 4320 FEDERAL GRANTS 804,797 680,400 680,400 680,400
2625 61461 4320 FEDERAL GRANTS 42,000 42,000 42,000 42,000
2625 61470 4320 FEDERAL GRANTS 76,355 68,800 68,800 68,800
2625 61480 4320 FEDERAL GRANTS 588,848 550,800 550,800 550,800
2625 61505 4320 FEDERAL GRANTS 77,300 62,000 62,000 62,000
2650 61700 4320 FEDERAL GRANTS 103,449 110,649 110,649 110,649
2650 61705 4320 FEDERAL GRANTS 79,915 117,433 117,433 117,433
2650 61710 4320 FEDERAL GRANTS 173,030 106,396 106,396 106,396
2650 61730 4320 FEDERAL GRANTS 45,958 67,535 67,535 67,535
2650 61740 4320 FEDERAL GRANTS 19,721 28,980 28,980 28,980
2650 61745 4320 FEDERAL GRANTS 13,376 19,656 19,656 19,656
2650 61750 4320 FEDERAL GRANTS 551,250 593,250 593,250 593,250
2650 61755 4320 FEDERAL GRANTS 257,920 282,100 282,100 282,100
2650 61760 4320 FEDERAL GRANTS 19,000 19,000 19,000 19,000
2650 61765 4320 FEDERAL GRANTS 4,800 4,800 4,800 4,800
2650 61770 4320 FEDERAL GRANTS 1,000 2,000 2,000 2,000
2650 61775 4320 FEDERAL GRANTS 300 5,000 5,000 5,000
2650 61875 4320 FEDERAL GRANTS 77,389 54,075 54,075 54,075
2650 61935 4320 FEDERAL GRANTS 4,033 5,649 5,649 5,649
2650 61940 4320 FEDERAL GRANTS 41,065 60,226 60,226 60,226
2650 61945 4320 FEDERAL GRANTS 76,402 112,125 112,125 112,125
265995 61780 4320 FEDERAL GRANTS 2,188,815 2,499,600 2,499,600 2,499,600
267895 61601 4320 FEDERAL GRANTS 65,943 72,000 72,000 72,000
267895 61610 4320 FEDERAL GRANTS 54,960 64,175 64,175 64,175
267895 61620 4320 FEDERAL GRANTS 142,667 131,325 131,325 131,325
267895 61630 4320 FEDERAL GRANTS 141,930 205,000 205,000 205,000
2650 61785 4321 MEDICAID 16,500 12,500 12,500 12,500
2650 61835 4340 GRANTS 150,042 169,625 169,625 169,625
2650 61840 4340 GRANTS 158,275 176,926 176,926 176,926
2650 61841 4340 GRANTS 94,862 107,376 107,376 107,376
2650 61845 4340 GRANTS 30,478 30,348 30,348 30,348
2650 61850 4340 GRANTS 76,980 89,600 89,600 89,600
2650 61866 4340 GRANTS 139,000 97,125 97,125 97,125
2650 61880 4340 GRANTS 71,518 61,550 61,550 61,550
2650 61885 4340 GRANTS 89,411 62,475 62,475 62,475
2650 61890 4340 GRANTS 164,379 118,726 118,726 118,726
2650 61895 4340 GRANTS 54,097 37,800 37,800 37,800
2650 61900 4340 GRANTS 3,396 5,399 5,399 5,399
2650 61905 4340 GRANTS 23,546 28,726 28,726 28,726
2650 61915 4340 GRANTS 141,915 179,650 179,650 179,650
2650 61925 4340 GRANTS 30,054 21,000 21,000 21,000
2650 61930 4340 GRANTS 179,658 259,599 259,599 259,599
265995 61790 4340 GRANTS 44,185 50,400 50,400 50,400
2560 61701 711000 TRANSFER 12,351 12,351 12,351 12,351
TOTAL INTERGOVERNMENTAL 9,208,650 9,839,050 9,839,050 9,839,050
CHARGE FOR SERVICES
2645 61200 4410 CHARGE FOR SERVICES 175,500 170,000 170,000 170,000
2646 61300 4410 CHARGE FOR SERVICES 180,400 260,000 260,000 260,000
TOTAL CHARGE FOR SERVICES 355,900 430,000 430,000 430,000
DONATIONS
2650 61750 4690 DONATIONS 236,250 254,250 254,250 254,250
TOTAL HUMAN SERVICES 9,800,800 10,523,300 10,523,300 10,523,300
347
HUMAN SERVICES
SUMMARY OF EXPENDITURES
2024
2023 2024 2024 2024
Fund Org Expenditure Function Budget Request Recommend Final
2625 61400 WORKFORCE INNOVATION&OPPORTUNITYA 851,000 975,000 975,000 975,000
2625 61420 WIOA DISLOCATED WORKER 387,180 328,010 328,010 328,010
2625 61422 WIOA DW ENHANCED 369,420 321,990 321,990 321,990
2625 61450 WIOA YOUTH IN SCHOOL 93,189 164,250 164,250 164,250
2625 61451 WIOA YOUTH OUT OF SCHOOL 312,911 495,750 495,750 495,750
2625 61460 WAGNER/PEYSER 786,300 680,400 680,400 680,400
2625 61461 SUMMER JOB HUNT 42,000 42,000 42,000 42,000
2625 61470 MIGRANT SEASONAL FARM WORKER- 10% 76,775 68,800 68,800 68,800
2625 61480 EMPLOYMENT SUPPORT FUND 606,925 550,800 550,800 550,800
2625 61505 WIOA PERFORMANCE INCENTIVE 77,300 62,000 62,000 62,000
2645 61200 EDUCATION LAB 175,500 170,000 170,000 170,000
2646 61300 AMERICORPS 180,400 260,000 260,000 260,000
2650 61700 AREA AGENCY ON AGING 115,800 123,000 123,000 123,000
2650 61705 AAA PART B LEGAL 107,181 117,433 117,433 117,433
2650 61710 AAA PART B OMBUDSMAN 118,790 106,396 106,396 106,396
2650 61730 AAA PART B COUNSELING 61,639 67,535 67,535 67,535
2650 61740 AAA PART B OUTREACH 26,450 28,980 28,980 28,980
2650 61745 AAA PART B TRANSPORTATION 17,940 19,656 19,656 19,656
2650 61750 AAA PART C 1 787,500 847,500 847,500 847,500
2650 61751 AAA NSIP 62,080 67,900 67,900 67,900
2650 61755 AAA C 2 257,920 282,100 282,100 282,100
2650 61760 AAA PART D 19,000 19,000 19,000 19,000
2650 61765 AAA CHF 4,800 4,800 4,800 4,800
2650 61770 AAA ELDER ABUSE 1,000 2,000 2,000 2,000
2650 61775 AAA SPECIAL OMBUDSMAN 300 5,000 5,000 5,000
2650 61785 AAA CCT 16,500 12,500 12,500 12,500
2650 61835 AAA STATE ADMIN 162,115 169,625 169,625 169,625
2650 61840 AAA STATE INFORMATION AND ASSISTANC 169,696 176,926 176,926 176,926
2650 61841 AAA STATE HEALTH PROMOTIONS 102,386 107,376 107,376 107,376
2650 61845 AAA STATE EDUCATION 30,308 30,348 30,348 30,348
2650 61850 AAA STATE OMBUDSMAN 84,820 89,600 89,600 89,600
2650 61866 AAA STATE CASE MANAGEMENT 113,775 97,125 97,125 97,125
2650 61875 AAA STATE COUNSELING 63,345 54,075 54,075 54,075
2650 61880 AAA STATE CHORE 65,590 61,550 61,550 61,550
2650 61885 AAA STATE TRANSPORTATION 73,185 62,475 62,475 62,475
2650 61890 AAA STATE PART C1 136,516 118,726 118,726 118,726
2650 61895 AAA STATE PART C2 44,280 37,800 37,800 37,800
2650 61900 AAA STATE SHELF STABLE MEALS 4,319 5,399 5,399 5,399
2650 61905 AAA STATE VISUALLY IMPAIRED 25,516 28,726 28,726 28,726
2650 61915 AAA STATE DENTAL VISION&HEARING 159,830 179,650 179,650 179,650
2650 61925 AAA STATE PART E RESPITE 24,600 21,000 21,000 21,000
2650 61930 AAA STATE SOUTH COUNTY RVNA 224,719 259,599 259,599 259,599
2650 61935 AAA PART E GRANDPARENTING 5,084 5,649 5,649 5,649
2650 61940 AAA PART E CAREGIVER 49,141 60,226 60,226 60,226
2650 61945 AAA PART E RESPITE 67,275 112,125 112,125 112,125
265995 61780 SINGLE ENTRY POINT 2,188,460 2,499,600 2,499,600 2,499,600
265995 61790 HOME CARE ALLOWANCE 44,540 50,400 50,400 50,400
267895 61601 CSBG EF 68,875 72,000 72,000 72,000
267895 61610 CSBG ADMIN 54,960 64,175 64,175 64,175
267895 61620 CSBG AAAA LINKAGES 129,965 131,325 131,325 131,325
267895 61630 CSBG EMERGENCY SERVICES 151,700 205,000 205,000 205,000
TOTAL HUMAN SERVICES 9,800,800 10,523,300 10,523,300 10,523,300
348
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 FINAL
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 90 141
SUMMARY OF CHANGES: See Individual Budget Units
OBJECTIVES: See Individual Budget Units
BOARD ACTION: See Individual Budget Units.
349
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 FINAL
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 25
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. Beginning November 2023, the Veterans Service Office is housed within the
Employment Services Division of the Department of Human Services. Three positions have been
transitioned from their former line item in the General Fund (Org 1000-96400) to this line item.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:Approved as recommended.
350
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 $ 10.67 $ 4.16 $ 3.60
Effectiveness Measures (desired results)
Entered Employment Rate-2"d Qtr After Exit 51.96% 51.30% 57.00%
Entered Employment Rate-4t" 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.
351
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 FINAL
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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 1,844 2,680 2,700
Efficiency Measures
Per capita cost $ 0.12 $ 0.12 $ 0.12
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 (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 FINAL
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:Approved as recommended.
353
HUMAN SERVICES WIOA (ADULT)
(CONTINUED)
2625-61401
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 312 326 300
Efficiency Measures
Per capita cost $ 2.20 $ 2.41 $ 2.70
Effectiveness Measures (desired results)
Entered Employment Rate-2"d Qtr After Exit 70.42% 69.75% 77.50%
Entered Employment Rate-4t" 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.
354
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 FINAL
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:Approved as recommended.
355
HUMAN SERVICES WIOA (YOUTH)
(CONTINUED)
2625-61450
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Youth served 191 302 250
Efficiency Measures
Per capita cost $ 1.88 $ 1.15 $ 1.83
Effectiveness Measures (desired results)
Entered Employment Rate-2"d Qtr After Exit 77.19% 61.20% 68.00%
Entered Employment Rate-4t" 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.
356
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 FINAL
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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost $ 0.05 $ 0.22 $ 0.17
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.
357
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
WIOA (Dislocated Worker Prog)
BUDGET UNIT TITLE AND NUMBER: 2625-61420/61430/61440 [Formerly 60000-2643]
DEPARTMENT DESCRIPTION: The Dislocated Worker Program WIOA program provides
employment and training services to individuals who lost employment at no fault of their own.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
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:Approved as recommended.
358
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 $ 1.75 $ 2.14 $ 1.80
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.
359
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 FINAL
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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 897 662 600
Efficiency Measures
Per capita cost $ 0.49 $ 0.50 $ 0.47
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.
360
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 FINAL
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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Participants in program 29 35 32
Efficiency Measures
Per capita cost $ 0.75 $ 0.51 $ 0.72
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.
361
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 FINAL
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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Programs administered 11 11 11
Efficiency Measures
Per capita cost (other) $ 0.33 $ 0.33 $ 0.34
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
AAA (Support) 2650-61705/61710/61715/61720/61725/
BUDGET UNIT TITLE AND NUMBER: 61730/61735/61740/61745 [Formerly 60000-2652]
DEPARTMENT DESCRIPTION: The AAA grant provides several contracted services to the
older adults including legal counseling, ombudsman services, homemaker services, personal
care, peer counseling, outreach, and transportation.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
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:Approved as recommended.
363
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 $ 0.97 $ 0.94 $ 0.94
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 (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 FINAL
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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Meals served 80,520 87,000 75,000
Efficiency Measures
Per capita cost $ 2.71 $ 2.23 $ 2.34
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 (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 FINAL
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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Meals Served 44,869 48,720 48,720
Efficiency Measures
Per capita cost $ 1.03 $ 0.90 $ 0.97
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 (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 FINAL
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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 168 153 153
Efficiency Measures
Per capita cost $ 0.01 $ 0.05 $ 0.05
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.
367
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 FINAL
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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost $ 0.00 $ 0.01 $ 0.01
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.
368
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 FINAL NEXT
LAST FY CURRENT FY NEXT FY 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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Ombudsman Services 1,716 1,800 1,800
Efficiency Measures
Per capita cost $ 0.01 $ 0.00 $ 0.01
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.
369
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Special Ombudsman)
BUDGET UNIT TITLE AND NUMBER: 2650-61775 [Formerly 60000-2658]
DEPARTMENT DESCRIPTION: The Special Ombudsman funds supplement the ombudsman
program.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Complaints investigated 572 600 600
Efficiency Measures
Per capita cost $ 0.01 $ 0.00 $ 0.01
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.
370
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 FINAL
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 37 37
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). Beginning March 1, 2024, this budget organization will
cease to exist. The 37 existing FTE will transfer to the new budget organization, named Case
Management Agency (CMA), 2680-61781.
FINANCE/ADMINISTRATION RECOMMENDATION: The CMA application and award have
been reviewed and approved by the board. Recommend approval.
BOARD ACTION:Approved as recommended. The board approved the addition of 7.0 FTE in a
work session for Eligibility Technicians under SEP to improve case load and training needs to
continue this program. The 7.0 FTE are added to the final budget count.
371
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 $ 6.22 $ 6.31 $ 7.05
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.
372
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging -Case Management Agency
BUDGET UNIT TITLE AND NUMBER: (CMA) 2680-61781
DEPARTMENT DESCRIPTION: The Case Management Agency grant was awarded to Weld
County Human Services to begin in March 2024. This program coordinates Case Management
Services through Long-Term Care (LTC) Medicaid and related programs or through Colorado
Long Term Services and Supports (LTSS) for residents within the defined service area of Weld
County, regardless of age, disability type, or HCBS Waiver.
RESOURCES ACTUAL BUDGETED REQUESTED TO BE ADDED
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 4,600,000
Supplies 0 0 0 28,400
Purchased Services 0 0 0 92,500
Fixed Charges 0 0 0 375,500
Gross County Cost $ 0 $ 0 $ 0 $ 5,096,400
Revenue 0 0 0 5,096,400
Net County Cost $ 0 $ 0 $ 0 $ 0
Budget Positions 0 0 0 41
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.
FINANCE/ADMINISTRATION RECOMMENDATION: As the program was awarded once
reviewed by the board, a separate unit was created to better track the grant expenses specific to
this program.
BOARD ACTION: The new program was added to begin in March 2024, with staffing to begin in
leadership and move to full implementation as of June 2024. Space for the program was defined
during the budget process, and goals and performance measures will be developed in 2024 for
the 2025 budget, as this program is new to the county. The dollars are not included in the
system, as the program will not begin until March 2024.
373
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 FINAL
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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 16 14 20
Efficiency Measures
Per capita cost $ 0.03 $ 0.05 $ 0.03
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
374
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (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 FINAL
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:Approved as recommended.
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 $ 4.71 $ 4.20 $ 4.15
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
375
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 FINAL
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:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Care giver Support - units of services 3,486 7,884 5,000
Efficiency Measures
Per capita cost $ 0.69 $ 0.34 $ 0.49
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.
376
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 FINAL
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:Approved as recommended.
377
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 $ 1.95 $ 1.15 $ 1.31
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
378
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.
379
CONSERVATION TRUST
SUMMARY OF REVENUES
2024
2023 2024 2024 2024
Fund Org Acct Account Title Budget Request Recommend Final
2200 73700 4332 LOTTERY 560,000 545,000 545,000 545,000
2200 73700 4610 EARNINGS ON INVESTMENTS 3,000 10,000 10,000 10,000
563,000 555,000 555,000 555,000
380
CONSERVATION TRUST
SUMMARY OF EXPENDITURES
2024
2023 2024 2024 2024
Fund Org Expenditure Function Budget Request Recommend Final
2200 73700 CONSERVATION TRUST 563,000 574,210 574,210 574,210
TOTA CONSERVATION TRUST 563,000 574,210 574,210 574,210
381
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 FINAL
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 final costs are reconciled with the City of Greeley at the end of the year, the
amount paid by the county is less than budgeted. There is a fund balance of approximately
$735,000 in this fund, as expenses are always a year behind revenues collected.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
382
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.
383
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.
384
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 - - -
385
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 10,000,000
TOTAL CONTINGENCY 10,000,000 10,000,000 10,000,000 10,000,000
386
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 FINAL
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:Approved as recommended.
387
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 - - - -
388
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
389
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 FINAL
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.
390
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 1,700,000
TOTAL SOLID WASTE 1,700,000 1,700,000 1,700,000 1,700,000
391
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 85,000
2700 90200 SOLID WASTE 295,241 295,241 295,241 295,241
2700 90200 TRANSFER 1,777,665 1,190,922 1,190,922 1,190,922
TOTAL SOLID WASTE 2,157,906 1,571,163 1,571,163 1,571,163
392
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 FINAL
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:Approved as recommended.
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.
393
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 FINAL
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:Approved as recommended.
394
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) $7.00 $5.86 $4.35
Per capita HHM cost $1.29 $1.15 $1.83
395
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 2,500,000
7400 90100 711000 Transfer 2,500,000 2,000,000 2,000,000 2,000,000
5,000,000 4,500,000 4,500,000 4,500,000
396
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 2,000,000
TOTAL WELD TRUST 2,600,000 2,000,000 2,000,000 2,000,000
397
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 FINAL
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:Approved as recommended.
398
SEVEN YEAR TREND
Capital Expenditures
45,000,000
o General Capital
•Communications
Capital
40,000,000 -
35,000,000
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2018 2019 2020 2021 2022 2023 2024
399
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 $38,137,272 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 $11,951,240 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 Sheriffs Office and Health Department. Maintenance projects and a
Booking remodel for the Jail will total around $5 million. The Sheriffs Office training facility is
anticipated to be completed in 2024, with $3 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.
400
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 80,535,309
4000 17500 4610 EARNINGS ON INVESTMENTS 750,000 1,000,000 1,000,000 1,000,000
4000 17500 4730 OTHER FEES 225,000 225,000 225,000 225,000
TOTAL CAPITAL EXPENDITURES 39,975,000 46,047,470 81,760,309 81,760,309
401
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 38,137,232
TOTAL CAPITAL EXPENDITURES 31,045,020 46,047,470 46,047,470 38,137,232
402
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 FINAL
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 35,937,272
Gross County Cost $ 18,275,888 $ 31,045,020 $ 46,047,470 $ 38,137,272
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: The final budget removed the contingency dollars for a lower expenditure
total. Approved as adjusted.
403
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 1,850,000
TOTAL COMMUNICATIONS CAPITAL DEVELOPMENT 1,850,000 1,850,000 1,850,000 1,850,000
404
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 4,779,000
TOTAL COMMUNICATION DEVELOPMENT 5,222,582 4,779,000 4,779,000 4,779,000
405
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 FINAL
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: Approved as recommended.
406
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
407 8/25/2023
WELD COUNTY
LONG RANGE CAPITAL PROJECTS
FIVE-YEAR PLAN
2024-2028
Presented By: Ryan Rose
Director of Finance and Administration
September 2023
408
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.
409
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.
410
FIVE YEAR
CAPITAL PROJECTS PROGRAMS
2024-2028
Requirements Total 2024 2025 2026 2027 2028
Jail Capital Reserve $10,958,630 $ -1,032,310 $2,036,200 $7,716,100 $2,238,640
SE Weld Building 1,125,000 1,125,000
SO Range/Training 3,000,000 3,000,000
Department 2,035,287 2,035,287
Requests
Infrastructure and 29,475,582 9,564,419 6,943,095 3,837,507 5,693,907 3,436,654
Equipment
PW Projects/Grader 9,093,350 4,300,000 1,256,000 300,000 1,237,350 2,000,000
Sheds
North Business 11,238,216 300,000 10,938,216
Park Infrastructure
Southwest Office 1,530,000 1,530,000
Facilities Grounds 1,248,000 1,248,000
Fleet/Trucking Site 25,321,097 11,951,240 6,551,935 6,817,922
Courthouse/ 17,429,540 2,927,040 10,052,500 1,450,000 1,000,000 2,000,000
Annexes
Jail 5,150,000 3,000,000 150,000 2,000,000
Justice Services 970,250 0 970,250
Human Services 21,863,596 443,596 21,420,000
Administration 8,000,000 8,000,000
Buildings
Building 3,500,000 400,000 400,000 100,000 1,300,000 1,300,000
Performance Colo.
TOTAL $151,938,548 $38,137,272 $38,864,980 $31,309,745 $13,469,897 $30,156,654
411
RESOURCE CAPACITY
*****************
FUNDING SOURCES
*****************
CASH FLOW ANALYSIS
412
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 $20,000,000 $1,000,000 $225,000 $21,225,000
2026 $15,000,000 $750,000 $225,000 $15,975,000
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 $ 38,137,272 $ 104,025,120
2025 $104,025,120 $ 21,225,000 $ 38,864,980 $ 86,385,140
2026 $ 86,385,140 $ 15,975,000 $ 31,309,745 $ 71,050,395
2027 $ 71,050,395 $ 15,975,000 $ 13,469,897 $ 73,555,498
2028 $ 73,555,498 $ 15,975,000 $ 30,156,654 $ 59,373,844
$150,910,309 $151,938,548
413
2024 BUDGETARY IMPACT
414
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.
415
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 $ 26,537,566
Infrastructure &
54 $ 9,564,419
Equipment
Department Requests 23 $ 2,035,287
Total 86 $ 38,137,272
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.
416
A B C
1 Fund: 4000-17500
2 2024 Capital Improvement Plan - Facilities
3 Projects Budget Priority
4 PRIORITY 1
5 Clerk& Recorder- New Office at 1250 10,000 1
6 Courthouse- Data Room AC 25,000 1
7 Fleet Structural Repair 20,000 1
8 Southeast Boiler Replace 20,000 1
9 Southwest Exterior Door Replacement 160,000 1
10 PRIORITY 2
11 1551 UPS Replacement 189,000 2
12 AV-Video Conferencing Upgrades 75,000 2
13 Clerk& Recorder- New Ballot Box Install (TBD) 2,200 2
14 Courthouse- Historical Preservation for deterioration Repairs 100,000 2
15 Courthouse- Hot Water Generator 140,000 2
16 Courthouse- New Door Locking Hardware 100,000 2
17 Delta Controls Upgrade -(Social Service C) 121,345 2
18 Facilities- Grounds Building 1,248,000 2
19 Fire Alarm - Network Upgrades 90,000 2
20 Fire Alarm Upgrades(5 Buildings) 160,000 2
21 Fleet- Replace Door Rolling Hardware & Springs 375,000 2
22 Health - Electrical outlet update &Add panel/transformer 350,000 2
23 Health - Elevator Modernization 225,000 2
24 Human Service B - HVAC Control System Update (Johnsons) 84,500 2
25 Human Services B - RTU Replacement 462,000 2
26 Human Services B -VAV upgrade 150,000 2
27 Jail - 1-East Roof Top Units 390,000 2
28 Jail -2-East Drinking Fountain Upgrade (insta-hot) 20,000 2
29 Jail -2-West Data Room AC 30,000 2
30 Jail -2-West PRV 54,000 2
31 Jail -2-West UPS Replacement& Upsize 250,000 2
32 Jail - Booking Remodel 3,000,000 2
33 Jail - Fire Detection Devices 20% per year 20,000 2
34 Jail - Intercoms 20% per year 100,000 2
35 Jail - Replace HMI & CCTV PCs(5 each) 7,500 2
36 Jail Shower Boxes 68,000 2
37 Jail Shower Ceiling Grid (Various Locations) 603,000 2
38 Johnsons Controls Upgrade- 1150 446,821 2
39 Metal Detector-South Probation & Chase Probation 13,500 2
40 Parking Lot Light Poles(2@PW & 15 @ SW) 170,000 2
41 PW- Fort Lupton Sand/Salt Shed Repairs 100,000 2
42 SO- Evidence Dry Cabinet Electrical 500 2
43 SO- Move Sheds to Brownlee Training Center 4,000 2
417
A B C
1 Fund: 4000-17500
2 2024 Capital Improvement Plan - Facilities
3 Projects Budget Priority
44 PRIORITY 3
45 AC Units(Tri-Town & LaSalle) 13,000 3
46 ADA Transition Plan Items 100,000 3
47 Building Performance Colorado- Centennial/Courthouse 100,000 3
48 Building Performance Colorado- Chase 100,000 3
49 Building Performance Colorado-Jail 100,000 3
50 Building Performance Colorado- Public Works 100,000 3
51 Centennial - Hot Water Generator Replacement (teach) 182,000 3
52 Centennial - Isolation Valves(Boilers & Chillers) 39,000 3
53 Courthouse- Design for Stairwell Corrections 50,000 3
54 DA Remodel & CHAN 2,827,040 3
55 Design North Business Park Streets/Infrastructure/PUD 300,000 3
56 Develop As-built Digital Plans-4 Major Buildings 140,800 3
57 Finance &Admin - Deicers north gutters(37 buildings) 222,000 3
58 Health - EM lighting replace (non-code Compliant) 60,000 3
59 Health - Larger office for Community Health Manager 15,000 3
60 Health - Replace Lab Ceiling Tiles with vinyl coated type 71,000 3
61 Health - Update AV system & Furniture in Room 210 87,000 3
62 Irrigation -Water Conservation Controls(WIFI) 30,000 3
63 Jail - North Side Drainage- Design 75,000 3
64 Justice Services-Alternative Programs- 2 Additional Proxy Doors 7,000 3
65 Justice Services-Alternative Programs New Conference AV 2,500 3
66 Justice Services- Install 2 more cameras 3,655 3
67 Justice Services-West Annex New AV in basement Conference 2,500 3
68 Lighting Control Upgrades(3 Buildings) 150,000 3
69 New Fleet&Trucking Site 11,951,240 3
70 Plaza West Storefront replacement 15,000 3
71 Public Works-Additional Lighting at Greeley Sand Shed (4 poles) 80,000 3
72 Public Works-Additional Lighting at Kersey (2 poles) 40,000 3
73 Public Works-Additional lighting in Building 1 Garage Area 80,000 3
74 Public Works- Re-route campus buildings gutter downspouts 150,000 3
75 PW- Keenesburg Grader Shed 1,100,000 3
76 PW Dacono Grader Shed 1,100,000 3
77 Shooting Range- Phase 2 3,000,000 3
78 SO-Jail Sgt Room Two monitor mounts & cabling 300 3
79 SO-Strike Team-three monitor mounts& cabling 450 3
80 Treasurer- Reception Windows (Bulletproof) 80,000 3
418
A B C
1 Fund: 4000-17500
2 2024 Capital Improvement Plan - Facilities
3 Projects Budget Priority
81 PRIORITY 4
82 906 10th - HVAC Replacement 25,000 4
83 Alternative Programs- boiler/pipping/storage Design Services 20,000 4
84 Centennial -caulk all brick expansion joints 80,000 4
85 Community Corrections-Decommission AC Unit 6,000 4
86 Courthouse- design for Electrical & Data Replacement 250,000 4
87 Demolish former Johnstown Grader Shed 40,000 4
88 Doors/Frames- Replace Rusted -Various 25,000 4
89 Drinking Fountain Upgrade (various locations) 69,000 4
90 Health - Enclose Front Counter&Add Cubicle Wall 20,000 4
91 Health - Replace Clinic Hallway Carpet with seamless vinyl 26,000 4
92 Health - Upgrade 13 offices with new furniture 65,000 4
93 Human Resources- Proximity Door 2,700 4
94 Justice Services-Alternative Programs- Generator 441,000 4
95 Justice Services- Community Corrections- Refinish doors 46,800 4
96 Parking Lot Paving- 1551 North 17th Ave (79,451 SF) 357,530 4
97 Parking Lot Paving-300 8th Avenue (24,500 SF) 110,250 4
98 Public Works- Install Generator at Galeton Grader Shed 78,000 4
99 PW-80 Acres South County 2,000,000 4
100 PRIORITY 5
101 Justice Services-West Annex- Repave Parking Lot 5
102
103 Subtotal: 35,421,131
104 Contingency: 2,716,141
105 Total: 38,137,272
106
419
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
420
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
421
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
422
FINANCING ALTERNATIVES
423
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.
424
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.
425
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.
426
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.
427
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.
428
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.
429
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.
430
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.
431
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.
433
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 310,000 310,000 310,000 310,000
TOTAL REGIONAL CRIME LAB 310,000 310,000 310,000 310,000
434
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 310,000 310,000 310,000 310,000
TOTAL REGIONAL CRIME LAB 310,000 310,000 310,000 310,000
435
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 FINAL
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:Approved as recommended.
436
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 9,099,707
6000 96300 4680 OTHER 6,007,683 6,070,000 6,070,000 6,070,000
6000 17550 4810 GAIN LOSS ON SALE 811,700 724,000 724,000 724,000
TOTAL MISCELLANEOUS 6,819,383 6,794,000 6,794,000 6,794,000
TOTAL FLEET SERVICES 14,016,790 15,667,978 15,667,978 15,893,707
437
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 6,877,275
6000 96300 COUNTY SHOP 13,205,090 14,943,978 14,943,978 15,169,707
TOTAL FLEET SERVICES 20,008,490 21,846,273 21,846,273 22,046,982
438
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 1,661,639 $ 1,907,256 $ 2,328,947 $ 2,554,676
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 $ 15,169,707
Revenue 14,386,021 13,205,090 14,943,978 15,169,707
Net County Cost $ -521,758 $ 0 $ 0 $ 0
Budgeted Positions 19 19 20 22
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: During the budget hearings, the board agreed with Fleet to increase staff by
2.0 FTE and reclassify a supervisory position to allow for internal upfitting of vehicles for all law
enforcement and radio equipment. This includes 2.0 FTE at Grade 23 positions and one
reclassification from Grade 33 to Grade 40. This was approved at a work session on October 11,
2023. The salary and benefit total $225,729, and revenue was increased from work orders
anticipated to offset the added expense. Approved as adjusted.
439
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 542 538 806
Efficiency Measures
FTE's per 10,000/capita 0.550 0.537 0.608
Work orders issued per FTE 400 350 696
440
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Capital 6,857,596 6,803,400 6,902,295 6,877,275
Gross County Cost $ 6,857,596 $ 6,803,400 $ 6,902,295 $ 6,877,275
Revenue 580,746 1,361,700 724,000 724,000
Net County Cost $ 6,276,850 $ 5,441,700 $ 6,178,295 $ 6,153,275
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: Adjusted down to reflect eliminated position equipment.Approved as adjusted.
441
2024 IGA EQUIPMENT
Request Recommend Approved
Sheriff:
Compact SUV(SRO, Det, Invest) 11 330,000 * 330,000 * 330,000 *
Full-size SUV 4x4 pursuit rated 8 524,000 524,000 524,000
Full-size pickup pursuit rated 4 260,000 260,000 260,000
Compact SUV(Investigations replacement) 2 60,000 60,000 60,000
Facilities
3/4 ton extended cab 4x4 truck for Plumber 1 72,000 * 72,000 * 72,000 *
1/2 ton ext cab 4x4 for Carpenter position 1 55,000 55,000 55,000
60"zero turn commercial mowers 2 26,000 26,000 26,000
1/2 ton ext cab 4x4 for new positions 2 110,000 * 110,000 * 110,000 *
small SUV for Project Managers(2 new) 2 60,000 * 60,000 * 60,000 *
Toolcat-angled broom attachment 1 7,500 * 7,500 * 7,500 *
Aerator pulled behind tractor 1 1,800 * 1,800 * 1,800 *
3-point seeder 1 2,300 * 2,300 * 2,300 *
Ventrac Tractor with attachments for Centennial 1 47,375 * 47,375 * 47,375 *
Health Department
Mobile Clinic Unit 1 650,000 * 650,000 * 650,000 *
Public Works
Weeds Boom Mower 1 35,000 * 35,000 * 35,000 *
See Basic List 4,636,300 4,636,300 4,636,300
Total 39 $6,877,275 $6,877,275 $6,877,275
* New Addtions to Fleet
442
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
443
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
444
HEALTH INSURANCE
SUMMARY OF REVENUES
2024
2023 2024 2024 2024
Fund Org Acct Account Title Budget Request Recommend Final
MISCELLANEOUS
6200 93400 4690 DONATIONS 227,500 218,500 218,500 150,000
6200 93100 46902 EMPLOYEE CONTRIBUTIONS 21,454,584 31,078,250 31,078,250 33,644,112
TOTAL HEALTH INSURANCE 21,682,084 31,296,750 31,296,750 33,794,112
445
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 33,159,000
6200 93400 DENTAL/VISION 1,484,900 281,500 281,500 451,500
TOTAL HEALTH INSURANCE 27,572,315 35,144,500 35,144,500 33,610,500
446
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 FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Supplies $ 18,330 $ 0 $ 0 $ 0
Purchased Services 328,213 1,246,400 880,500 980,500
Fixed Charges 27,775,025 26,325,915 34,264,000 32,630,000
Gross County Cost $ 28,121,568 $ 27,572,315 $ 35,144,500 $ 33,610,500
Revenue 21,552,425 26,833,520 31,296,750 33,794,112
Net County Cost $ 6,569,143 $ 738,795 $ 3,847,750 $ - 183,612
SUMMARY OF CHANGES: The budget reflects the cost of self-insuring the dental
reimbursement plan ($280,000) and the on-site county clinic contract ($817,500). In 2019, the
county solicited bids from all the large insurers operating in Colorado. As a result, the successful
bidder was Aetna. In 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.
447
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 $ 3,124,000
On-site Clinic 850,000
Administration/EAP Costs 129,000
Fixed Costs: $ 4,103,000
LOSS FUND:
Medical $29,056,000
Dental 450,000
Loss Fund Costs $29,506,000
GRAND TOTAL - COSTS $33,609,000
REVENUE:
Health Premiums $33,644,112
Dental 150,000
TOTAL REVENUE $ 33,794,112
ADD TO RESERVE $ 182,612
BOARD ACTION: Final budget adjustments required a 26% increase in employer insurance and
a 5% increase in employee insurance to not require reserves. Approved as adjusted.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Single coverage 637 629 618
Family coverage 779 803 842
448
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 6,500,000
CHARGE FOR SERVICES
6300 93200 4410 CHARGE FOR SERVICES 160,000 160,000 160,000 160,000
MISCELLANEOUS
6300 93300 4610 EARNINGS ON INVESTMENTS 60,000 110,000 110,000 110,000
6300 93300 4820 COMPENSATION FOR LOSSES 125,000 100,000 100,000 100,000
TOTAL MISCELLANEOUS 185,000 210,000 210,000 210,000
TOTAL INSURANCE 5,345,000 6,870,000 6,870,000 6,870,000
449
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 2,560,500
6300 93300 LIABILITY 3,110,500 4,306,500 4,306,500 4,306,500
TOTAL INSURANCE 5,345,000 6,867,000 6,867,000 6,867,000
450
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 FINAL
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.
451
INSURANCE FUND
(CONTINUED)
6300-93200/93300
BOARD ACTION:Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of training sessions 36 36 36
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
452
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 1,807,342
TOTAL TELECOM SERVICES 1,694,502 1,807,342 1,807,342 1,807,342
453
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 1,807,342
TOTAL TELECOM SERVICES 1,694,502 1,807,342 1,807,342 1,807,342
454
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 FINAL
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:Approved as recommended.
455
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
456
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY
BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority- - 6500-17700
DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county buildings.
RESOURCES ACTUAL BUDGETED REQUESTED FINAL
LAST FY CURRENT FY NEXT FY NEXT FY
Personnel Services $ 0 $ 0 $ 0 $ 0
Fixed Charges 0 0 0 0
Gross County Cost $ 0 $ 0 $ 0 $ 0
Revenue 0 0 0 0
Net County Cost $ 0 $ 0 $ 0 $ 0
SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt
and/or any lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
457
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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.
459
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.
460
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.
461
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.
462
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.
463
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.
464
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.
465
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.
466
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.
467
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.
468
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.
469
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.
470
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
471
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
472
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
473
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_. .Platteville [491 -
Ln
- 76 I
•Fire5toney �,
Frederick Keenesburg
a Fort Lupton
Hudsv� i f� r--� �� ,
f„
Effie - - Dacono 52 C C-J L. .k rk !, t •
4 Lochbui- - -
At a Glance
4,016 32 345,152 168,716 3.0% 35.2
Square Miles Communities Population Labor Force Unemployment Median Age
(Total) (Total) Rate
$56,553 $80,843 88% $59,501 $21 B Greeley
2021 Per Household High School Annual GRP (Total) County Seat
Capita Income Income Diploma+ Average Wage
V-.....„
WELD COUNTY, COLORADO
UPSTATECOLORADO 2023 Demographics
I._t ')N.),1I( 1)I A li1')P111(KI
Weld County Population:
Population Over Time Number 2021 Population, Households &2022 Sales Tax Rate by
2022 345,152 Municipality
2012 263,852 Weld County 340,133 125,028 N/A
2010 to 2020 % Change 31.4% Ault 2,103 843 3%
Components of Change 2022 Berthoud 11,062 4,765 4%
Net Migration 3,000 Brighton 41,187 14,812 3.75%
Natural (Births- Deaths) 2,019 Dacono 6,479 2,236 3%
Source:Colorado State Demography Office Eaton 5,933 2,204 3%
2021 Population by Age Erie 31,303 10,935 3.5%
0-14 years 21.3% Evans 22,760 8,317 4.5%
15-29 years 20.3% Firestone 17,206 5,965 3.6%
Fort Lupton 8,298 2,889 4%
30-44 years 22.7% Frederick 15,479 5,370 3.5%
45-59 years 17.2% Garden City 258 128 3%
60-74 years 13.9% Gilcrest 1,028 348 4%
75+ years 4.6% Greeley 109,696 41,053 4.11%
Median Age: 35.2 Grover 157 85 0%
Source:U.S. Census Bureau,Population Estimates Program Hudson 1,654 613 4%
2021 Population by Race & Ethnicity Johnstown 18,009 6,824 3.5%
Hispanic 30.8% Keenesburg 1,702 722 3%
White Alone 63.9% Kersey 1,492 551 3.6%
Black Alone 1.2% La Salle 2,357 841 3.5%
American Indian & Alaska Native Lochbuie 8,190 2,600 4%
Alone 0.5% Longmont 99,414 42,839 3.53%
Asian Alone 1.7% Mead 5,204 1,783 3%
Native Hawaiian/Other Pacific Milliken 8,679 2,965 2.5%
Island Alone 0'1% Northglenn 37,546 14,608 4%
Two or More 1.7% Nunn 519 212 2%
Source:Colorado State Demography Office--2021 Race by Pierce 1,105 430 2%
County,Note:Percentage may not add due to rounding Platteville 2,952 1,034 3%
2021 Educational Attainment Raymer 110 48 0%
HS Diploma + 88.10% Severance 9,410 3,320 3%
Bachelor's Degree + 29.5% Windsor 35,177 14,080 3.95%
Source:U.S. Census Bureau,American Community Survey Unincorporated Area 47,066 17,935 0%
2021 Per Capita Personal and Household
Income Source:Colorado State Demography Office
Note:The City of Thornton and Town of Timnath are additional Weld County com-
PC Personal Income $56,553 munities.
Median HH Income $80,843
Source:U.S. Census Bureau,American Community Survey
Page: 1
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WELD COUNTY, COLORADO
UPSTATECOLORADO 2023 Demographics
I._t�')N.),1I( 1)I A li1')P111(KI
Climate
The area offers a dry, sunny climate with low humidity and four seasons.
Weld US Weld US
Rainfall (inches) 14.8 38.1 Avg. Temp July High 89.6 85.6
Snowfall (inches) 38.3 27.8 Avg. Temp Jan Low 13.9 13.2
Precipitation Days 74.6 106.2 Comfort Index (higher= better) 7.2 7
Sunny Days 240 205 UV Index 5.2 4.3
Elevation (feet) 4,970 2,443
Source:Sperling's Best Places
LULUKHUU
Location and Transportation
North/South: I-25, State Hwy 85, Weld County Pkwy 49 \ Union Pacific
East/West: I-76, State Hwy 34 & State Hwy 14f. F°n,,.
Valli i��Ti th
m w Great Western
as ds°
E t `� �reeley
Class 1: Union Pacific (UP) & Burlington Northern Santa Fe
(BNSF) Berthoud
Short Line: The Great Western Railway of Colorado (GWR)
Denver International Airport(DIA): Third-busiest airport in the
US (30 minute commute from South Weld-hour from Central/ ) SautBurlie Fen Northern
West Weld) ) °ei -a
Greeley/Weld County Airport: General Aviation
��°"er
(www.gxy.net)
Erie Municipal Airport: General Aviation
(www.eriecogov.com)
Northern Colorado Regional Airport: General Aviation
(www.flynoco.com)
UTILITIES
and services are provided by municipalities and districts. Rate Structures will very by municipality
and district.
Major Electricity Providers Major Electricity Providers Major Electricity Providers
Xcel Energy Poudre Valley REA United Power, Inc.
• www.xcelenergy.com » www.poudrevalleyrea.com » www.unitedpower.com
Poudre Valley REA
• www.poudrevalleyrea.com Major Gas Providers
Major Gas Providers Black Hills Energy
Xcel Energy » www.blackhillsenergy.com
• www.xcelenergy.com
Atmos Energy
• www.atmosenergy.com
Page: 2
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WELD COUNTY, COLORADO
UPSTATECOLORADO 2023 Demographics
I._t ')N.),1I( 1)I A li1')P111(KI
Unemployment Rates
Employed (Weld County):
Unemployed (Weld County): Total Labor Force
3.6% 3.0% Weld County:
United States Colorado Weld County Colorado:
Source:U.S.Bureau of Labor Statistics 2022 Local Area Unemployment Statistics
Labor Sheds *Projections
5-15-25 Mile Radius from Hwy 34 Business & Hwy 257
2021 Estimate 2026 Estimate
5 Miles
/ \ . Total Population 41,646 48,894
/
'�� Population 18+ 74.4% 74.1%
Edu. Attain. 25+ Bachelor's 25.8% N/A
k.
•
15 Miles
l Total Population 445,764 490,392
•
_f' ' Population 18+ 76.5% 76.7%
• Edu. Attain. 25+ Bachelor's 24.4% N/A
\. r� 25 Miles
::, f/ Total Population 756,705 828,150
�:" ' I , , Population 18+ 77.3% 77.4%
— Edu. Attain. 25+ Bachelor's 25.5% N/A
Source:ESRI,2021 Estimates
5-15-25 Mile Radius from 1-25 & Hwy 52
I ,.• ' 2021 Estimate 2026 Estimate
5 Miles
Total Population 42,374 50,247
—
Population 18+ 72.9% 72.6%
4 Edu. Attain. 25+ Bachelor's 25.9% N/A
-- • 15 Miles
Total Population 672,447 731,174
ti Population 18+ 75.3% 75.7%
Edu. Attain. 25+ Bachelor's 27.8% N/A
f 25 Miles
Total Population 1,875,931 2,030,649
Population 18+ 77.0% 77.3%
i • Edu. Attain. 25+ Bachelor's 27.1% N/A
Source:ESRI,2021 Estimates
Page: 3
\\-:-......____
WELD COUNTY, COLORADO
UPSTATECOLORADO 2023 Demographics
2022 Employment by Industry Sector with Average Annual Wage
Total, All Industries 8,566 107,049 100.00% $57,821
Agriculture, Forestry, Fishing & Hunting 228 4,223 5.73% $49,890
Mining 248 4,693 3.73% $104,084
Utilities 37 528 0.37% $102,798
Construction 1,197 11,321 10.54% $68,101
Manufacturing 359 13,165 11.09% $62,714
Wholesale Trade 526 4,277 3.50% $76,822
Retail Trade 675 10,838 9.27% $38,751
Transportation and Warehousing 462 4,051 3.59% $64,851
Information 119 800 0.50% $66,121
Finance and Insurance 403 2,817 2.73% $77,898
Real Estate and Rental and Leasing 418 1,366 1.54% $58,358
Professional and Technical Services 1,071 3,563 3.83% $82,503
Management of Companies and Enterprises 106 1,830 1.51% $146,489
Administrative and Waste Services 514 5,774 5.27% $44,783
Educational Services 120 9,528 1.03% $45,264
Health Care and Social Assistance 801 10,196 8.57% $52,724
Arts, Entertainment, and Recreation 110 1,183 1.03% $26,155
Accommodation and Food Services 489 8,439 6.53% $21,448
Other Services, Ex. Public Admin 606 2,752 5.23% $45,275
Public Administration 77 5,705 14.42% $61,213
Source:Colorado Department of Labor and Employment, Office of Labor Market Information ILMI Gateway). Retrieved 2/17/2023
er
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Page: 4
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WELD COUNTY, COLORADO
UPSTATECOLORADO 2023 Demographics
I._t ')N.),1I( 1)I A li1')P111(KI
2022 Employment and Average Wage by Occupation (Highlights: Top Location Quotients in the County)
Management Occupations 6,062 $125,200 0.83
Business and Financial Operations Occupations 6,611 $80,100 0.91
Computer and Mathematical Occupations 2,378 $97,800 0.63
Architecture and Engineering Occupations 2,017 $97,600 1.03
Life, Physical, and Social Science Occupations 1,128 $86,300 1.12
Community and Social Service Occupations 1,497 $56,000 0.85
Legal Occupations 491 $104,800 0.54
Educational Instruction and Library Occupations 6,637 $57,800 1.06
Arts, Design, Entertainment, Sports, and Media 958 $61,500 0.63
Occupations
Healthcare Practitioners and Technical Occupations 4,097 $91,600 0.60
Healthcare Support Occupations 3,114 $37,900 0.59
Protective Service Occupations 2,273 $61,300 0.87
Food Preparation and Serving Related Occupations 8,980 $35,800 0.94
Building and Grounds Cleaning and Maintenance 9,417 $40,900 1.01
Occupations
Personal Care and Service Occupations 1,930 $38,200 0.84
Sales and Related Occupations 10,146 $56,200 0.96
Office and Administrative Support Occupations 11,695 $46,500 0.80
Farming, Fishing, and Forestry Occupations 2,656 $37,500 3.70
Construction and Extraction Occupations 10,332 $54,900 2.22
Installation, Maintenance, and Repair Occupations 5,228 $58,500 1 .17
Production Occupations 8,678 $47,200 1 .29
Transportation and Material Moving Occupations 10,271 $47,600 1 .00
Total 110,565 $60,200 0.97
Location Quotient quantifies how concentrated an occupation is compared to the nation. The higher the number the more concentrated-
US=1.0;Source:JobsEQ Occupation Snapshot
INDUSTRY CLUSTER SUMMARY
Industry clusters are defined as "geographic concentrations of interconnected companies, specialized
suppliers, service providers, firms in related industries, and associated institutions".
These clusters represent the type of industries that These clusters are important industries that will
will be most likely to respond to a coordinated, continue to be part of regional communities' other
regional cluster-growth strategy. economic development programming and activities.
• Bioscience & Medical Devices » Agricultural Production, Inputs &Services
• Distribution & E-Commerce » Construction
• Fabrication & Production Technology Mfg. » Education & knowledge Creation
• Food Processing & Manufacturing » Energy
• Information Technology » Hospitality &Tourism
• Plastics » Local Health Services
Page: 5
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WELD COUNTY, COLORADO
UPSTATECOLORADO 2023 Demographics
1, l)11i,]I I)IAI-Ii)P.11(KI
MAJOR EMPLOYERS
Largest Private, Non-Retail Employers (2021/2022)
1 JBS USA & Affiliates Beef Processing, Corporate HQ, Trucking Greeley/Weld 6,000
2 Banner Health: North CO Regional Hospital, Corporate Center, Greeley/Weld 3,560
Medical Center Clinics
3 Vestas Wind Turbine Blade & Nacelle Brighton 2,710
Manufacturing
4 UC Health Healthcare Greeley/Firestone 1,060
5 State Farm Insurance Companies Insurance Greeley 950
6 Leprino Foods Cheese & Dairy Foods Manufacturing Greeley 540
7 Colorado Premium Foods (K2D) Beef & Pork Foods Manufacturing Greeley 550
8 J.M. Smucker Company Prepared Food Manufacturing Longmont 450
9 McLane Company, Inc. Food Distribution Longmont 460
10 Carestream Health Inc. Medical & Dental Imaging Windsor 450
Largest Non-Retail Employers (2021/2022)
1 Greeley/Evans School District 6 Public School District Greeley/Evans 2,258
2 Weld County Government Greeley 1,823
3 University of Northern Colorado Public Four-Year University Greeley/Weld 1,488
4 City of Greeley Government Greeley 1,145
5 Aims Community College Public Community College Weld County 934
Source:Metro Denver Source:Major Employers by County-06/2022 Upstate Colorado Economic Development-03/2023
0
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Page: 6
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WELD COUNTY, COLORADO
UPSTATECOLORADO 2023 Demographics
I_Iil)N[)i�]I 1)IAli1')P111(KI
K-12 EDUCATION
Weld County is served by 13 public school districts which includes numerous charter schools.There are also ten private
school education opportunities throughout Weld County.
2021 /2022 Total Enrollment: Weld Public School Districts Enrollment
Gilcrest/Platteville RE-1 1,837
Weld PK-12 Public Education Statistics St. Vrain Valley RE-1J 16,398
Eaton RE-2 1,977
Keenesburg RE-3J 2,502
Weld Enrollment 2021-2022 45,656 883,264 Windsor RE-4 8,228
Number of Schools 2021-2022 105 1,927 Johnstown/Milliken RE5J 3,869
Classroom Teacher FTE 2021-2022 2,368 54,419 Greeley/Evans RE-6 22,373
Platte Valley (Kersey) RE-7 1,094
Pupil/Teacher Ratio 2021-2022 17.3 17.1
Fort Lupton RE-8 2,522
Dropout Rate (High School) 2021-2022 1.3% 2.2% Ault-Highland RE-9 993
Completer Rate 2021-2022 93.9% 84.1% Briggsdale RE-10 177
Graduation Rate 2021-2022 89.8% 82.3% Prairie RE 11 189
Pawnee RE-12 67
Colorado SAT Composite Score 2022 948 986
Source:Colorado Department of Education Source:Colorado Department of Education,2022-
Note:Includes Weld Schools in REIJ District 2023
HIGHER EDUCATIONPI UNIVERSITY OF
NORTHERN
,:.. COLORADO
Public Higher Education Facilities in N. Colorado & Metro Denver
Fall 2021 Enrollment: 10,348
Fall 2022 Enrollment: 9,380
Colorado School of Mines-Golden 7,408
UNC is a comprehensive baccalaureate
Colorado State University-Fort Collins 32,428
and public doctoral research university with
Metropolitan State University-Denver 19,086 six colleges. Top 5 Undergraduate Degrees
University of Colorado-Boulder 36,430 Awarded: Interdisciplinary Studies (includes
University of Colorado-Denver 14,509 Elementary Ed); Business Administration;
Nursing; Sport and Exercise Science and
University of Northern Colorado-Greeley 9,380 Psychology. Top 5 Graduate Degrees
Public Higher Education Faci/itiesinN. Colorado:Individual Schools Awarded: Education;Special Education;Sport
and Exercise Science; Speech Language
1 . - Pathology and Music.
For more info see www.UT7CO.edu.
1 h ,...r '
,r' ', Comrnuiiity College
r _ .
`. 2020/2021 Enrollment: 8,397
.-7__I__ 2021/2022 Enrollment: 9,416
i I
r S -�-
+ With three Weld campus locations, Aims offers
i .{# 200 degree and certificate programs. Two-
Li if
- iii: � ; Year Degrees Awarded - Associate of Arts,
L , 4Associate of Science, Associate of General
f 4. I " Studies, Associate of Applied Science plus
- .'m. numerous Career and Technical Education
■ Certificates.
--
w
Page: 7
WELD COUNTY, COLORADO
UPSTATECOLORADO 2023 Demographics
]I( I)I AIiI')I11INI
COMMERCIAL AND INDUSTRIAL REAL ESTATE
Commercial/industrial real estate opportunities can be found throughout Weld County to meet virtually any business
need from an existing building to developed sites for construction. Real estate prices will vary widely depending
upon the level of development and location within the County.
Q4 2022 Weld County Commercial Real Estate Market Conditions
Office 5.9 0.4 7.2% $21.85
Industrial 28.1 1.0 3.7% $12.09
Retail 12.0 0.4 3.3% $14.19
Source:CoStar Realty Group/'Building space is listed in Millions of Square Feet;2Office lease rates are per square foot)
TAXES
Real & Business Personal Property&Colorado Income Taxes
Weld County DOES NOT asses a county-wide sales/use
tax. Communities through the county charge sales/ Commercial Property Tax 29.0%
use tax rates ranging from 2%-4.11%. Colorado has a
2.9%sales/use tax rate. Residential Property Tax 7.15%
Corporate Income Tax 4.55%
Residential property is assessed at 7.15% of the actual Personal Income Tax 4.55%
value and is exempt from personal property taxation.
Source:Metro Denver Stats
Industrial/commercial property (building, land and equipment) is assessed for property tax purposes at 29% of actual
value (based on a variety of factors). The mill levy assigned to each property location includes the taxing jurisdictions
serving that location and represents the number of dollars, or property taxes, levied for each$1,000 of assessed value.
The personal and corporate Colorado income tax rates are a flat 4.55%of federal taxable income. Local governments
DO NOT assess income taxes. Inventories, Goods in Transit and Intangibles are not taxed in Colorado and there is no
Franchise Tax. Colorado has established Enterprise Zones (EZ) that offer state income tax credits.Select Weld locations/
communities have EZ designation.Companies that locate or expand within the physical boundaries of an EZ are eligible
to earn a variety of state income tax credits based on their specific activities primarily in equipment investment, job
creation/training, research and development activities, etc. Earned credits are applied to the company's Colorado
income tax liability.
Source:Weld County Government, Colorado Division of Property Taxation, Colorado Department of Revenue
Highlighted Industrial Sites
Access 25 Logistics Park 300 Mead
Airport Business Park 60 Greeley
Diamond Valley Industrial Park 91 Windsor
Eagle Business Park 133 Frederick
Eaton Industrial Rail Park 161 Eaton
Great Western Industrial Park 500 Windsor
Highpointe Business Center 136 Greeley
Hudson Logistics Center 374 Hudson
Iron Horse Park 165 Johnstown
MountainTRAX Industrial Rail Park 228 Evans
Northland Industrial Park 55 Fort Lupton
Promontory Business Park 200 Greeley
Weld County Industrial Park 100 Weld
Page: 8
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WELD COUNTY, COLORADO
UPSTATECOLORADO 2023 Demographics
COST OF LIVING Adams County 104.3 - , .' __________'
Arapahoe County 106.9
Colorado Boulder County 114.7 ,�lk.
t; s
Weld Broomfield County 110.3
, A...
The Cost of Living Indices (COLI)
Denver County 109.1 " ` ; _-T
are based on a U.S. average of Douglas County -�� � -'
1 12.5 �� � ��- �
100.0. Below 100 is cheaper than Jefferson County 109.4 + i)'
the U.S. average and above is
Larimer County 106.9
more expensive. Below are Cost
of Living Indices for Central/ Source:jobsEQCost of/ivig per CO/I,
Northern Counties in Colorado. data as of 2022O4
SINGLE FAMILY HOME PRICES Median Home Prices
Ault, Eaton, Evans, Greeley, Dacono,Erie,Firestone,Fort Lupton, Grover, New Raymer, Nunn
Gilcrest, LaSalle, Johnstown, Frederick, Hudson, Keenesburg,
Kersey, Milliken, Pierce,Severance, Platteville
Windsor
0 o o � 0 �
0
0 o 0 0 N. 0 Cl
•o o• 0 ') In c
in M Oin
2020 2021 2022 2020 2021 2022 2020 2021 2022
Source:Sears Real Estate
CULTURAL AND RECREATIONAL AMENITIES
Weld County offers a rich and diverse selection of cultural and recreational opportunities including numerous
golf courses, a multitude of parks, miles of paved bike/ pedestrian paths, the Pawnee National Grasslands and
numerous annual events including:
• The Greeley Stampede DISCOVER
• Colorado Farm Show
• Greeley Blues Jam 1 / E;
• UNC/Greeley Jazz Festival Q
• Weld County Fair CUM
• Windsor Harvest Festival
• Numerous Community Summer Celebrations
The 1,600 seat Greeley Union Colony Civic Center provides even more entertainment options along with UNC
Bears Division I Athletics. A Weld location also offers easy access to multiple world class ski areas, camping,
fishing, hunting, snow sports, hiking and all the Rocky Mountains have to offer. Weld County is Colorado after all!
For more information visit websites of our 32 communities and the following Weld County web site:
Page: 9
WELD COUNTY, COLORADO
UPSTATECOLORADO 2023 Demographics
ILCO ) ]I( I)IAI-I i'P1l I.:NI
I MARKET
The region's competitive advantages to
COLORADOpromote business attraction/retention
ECONOMIC DEVELOPMENT
I CONNECT
Who We Are
Upstate Colorado Economic Development is Public and private partners to improve capacity
a nonprofit, county-wide economic development for business job growth and investment
corporation formed as a partnership between
government, business, and education throughout I FAC I L I TAT E
Weld County, Colorado. We're governed by a Board
of Directors reflective of our three-way partnership and
receive financial support from each of the partner Private business job growth and investment by
sectors. providing key information and support services
Our Vision
We envision a region with a healthy and sustainable I ADVOCATE
economy that creates wealth, preserves the quality of
life and improves the standard of living for area residents. On behalf of our customers and clients
Our mission focuses on facilitating and attracting
investment, new job opportunities, stimulating income
growth and expanding the local community tax base. _ —
Our Clients •
Upstate efforts are focused on the support of primary
sector employers companies
p Y m to - those who derive the ;
r v
majority products their revenue from the sale of or r-'°
services outside the region. These revenues represent
new money to the community through job creation. Sr `
We develop business leads through on-going contact /,. y y
with national site consultants. We also receive leads @
from state/metro partners and through direct contact • - �, •
with companies, realtors, etc. Business opportunities are
jointly worked with community partners and managed .}' '���
a —
by Upstate, who provides the following services to:
• Existing employers already located in our community
we facilitate access to the local, county and
state resources that will help them become more I CONTACT US
competitive, expand their revenues and create/
retain jobs.
• New/recently located employers needing significant For additional information on any of the
support to ensure a strong start and sustained success. information listed in this document please
• Prospective employers who may be interested in contact the Upstate Colorado Economic
expanding or moving operations into the region. Development office at 970-356-4565 or
upstate@upstatecolorado.org.
Page: 10
WELD COUNTY, COLORADO
UPSTATECOLORADO 2023 Demographics
I._t�')N.),1I( 1)I A li1')P111(KI
Business Assistance
Weld County and its communities are pro-growth, prepared to handle company needs and will do what
can reasonably be done to support primary sector companies looking to locate or expand.
Key Business Assistance/Incentives:
• Comprehensive Site Selection Services
• Confidential Building/Land Searches
• Weld County Demographic/Economic and Workforce Data
• Financial Resource Identification/Assistance Through Two Loan Programs
• Government Advocacy
• County, State, and Municipal Incentive Identification/Packaging Including:
• Municipal Development Fee/Tax Incentives
• Partial Personal Property Tax Rebates
• Enterprise Zone State Income Tax Credits
• Colorado First Customized Training Grants
• Colorado Job Growth Incentive Tax Credits
For detailed assistance information contact Upstate Colorado Economic Development, a non-profit economic
development agency, that serves as a single confidential source of information about the Weld County and
Northern Colorado region.
Our Key Assistance Tools
Economic/Demographic Data Repository
Upstate maintains an information rich website that includes
economic and demographic data on Weld County and
each of the 32 Weld communities in Northern Colorado.Major
employers, recent rankings and development highlights are
also maintained.
Industrial/Commercial Real Estate Data Base
A searchable industrial/commercial real estate data base
is housed on the Upstate website to showcase the many
property opportunities throughout Weld County and our 32 •
communities.
Weld Works Labor Team
Joining with workforce development partners at Aims
Community College and Weld Employment Services,
Upstate convenes the Weld WORKS Labor Team to provided
technical assistance for various workforce programs.
Enterprise Zone (EZ) State Income Tax Credits
Upstate administers the Weld County portion of the state
Enterprise Zone (EZ) which provides pre-certified companies
a variety of state income tax credits primarily in equipment
investment, job creation/training, R&D, etc. Contributions to
approved non-profit projects improving conditions within the
EZ boundaries also earn EZ state income tax credits.
•IF
Business Financing
Upstate administers the Weld/Larimer Revolving Loan Fund _
and Greeley Community Development Fund. Both loan funds •
gif
provide "gap" financing to companies that are expanding
the Job base in Weld/Larimer Counties or the City of Greeley.
Page: 11
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