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WELD COUNTY
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2022-3033
FZoo77
COUNTY OF WELD
2023
PROPOSED
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
Scott James, Chair
Mike Freeman, Pro-Tem
Perry Buck, Commissioner
Steve Moreno, Commissioner
Lori Saine, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
September 2022
n U
ii
TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 16
STRATEGIC PLAN 21
POINTS OF ISSUE AND POLICY MATTERS:
2023 BUDGET STRATEGY 55
2023 BUDGET CALENDAR 58
Explanation of Overview of Budget and Management System 59
Overview of Budget and Management System 61
Hierarchy of Budget Information 62
Budget Process 63
Significant Budget and Accounting Policies 64
Explanation of Individual Funds 67
Budget Policies 69
Significant Changes in Policy from Prior Years 70
Long Term Financial Planning Policies 71
Capital Improvement Policy 73
Investment Policy 75
Fund Balance and Reserve Policy 76
Policy Directions 77
2023 Guidelines 79
2023 Special Budget Instructions 81
2023 Program Issues 83
Revenue Policies and Assumptions 84
Specific Revenue Assumptions of Significant Revenue 86
Major Revenue Historical Trends and Analysis 88
Department/Fund Matrix and Organizational Responsibility for Budget Units 95
Policy Matters/Points of Issue with Fiscal Impact 98
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
2023 Salary and Benefit Recommendations 101
2023 Other Benefits 102
Position Authorization Changes Due to 2023 Budget 103
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 107
Graph - - All Funds Expenditures 108
Graph - - Mill Levy 109
2023 Summary of Fund Balances 110
2023 Summary of Major Revenues and Expenditures 112
2022 Estimated Summary of Major Revenues and Expenditures 114
2021 Actual Summary of Major Revenues and Expenditures 116
Governmental Funds - 2021 - 2023
Summary of Estimated Financial Sources and Uses 118
2022 Assessed Values to be Used for 2023 Budget 120
PAGE
SUMMARY OF FUNDS (CONTINUED):
Net Program Cost 121
Seven Year Trend Data:
Beginning Fund Balance 123
County Expenditures 124
Weld County - Organizational Chart 125
Summary of County Funded Positions 126
GENERAL FUND:
Graph -- General Fund Revenues 129
Graph -- General Fund Expenditures 130
Seven Year Trend Data
General Government 131
Public Safety 132
Health and Welfare 133
General Fund Summary Narrative 134
Summary of Revenue136
Summary of Expenditures 138
Office of the Board 140
Public Information 142
County Attorney .144
Public Trustee 146
Clerk to the Board 148
Clerk and Recorder:
Recording/Administration 150
Elections 152
Motor Vehicle 154
Treasurer 156
Assessor 158
County Council 161
District Attorney:
Seven Year Trend Data 162
Budget Unit Summary ...164
Juvenile Diversion 165
Victim/Witness Assistance 166
Finance and Administration 168
Accounting 170
Purchasing 172
Human Resources 174
Wellness Program 176
Planning and Zoning 178
Community Development Block Grant 181
Facilities 182
Weld Plaza Building 184
Information Technology 185
Geographical Information System 189
Printing and Supplies 191
PAGE
GENERAL FUND (CONTINUED):
Sheriff's Office:
Seven Year Trend Data 193
Budget Unit Summary - All Departments 194
Sheriff's Administration Patrol 201
Sheriff's Booking Unit 203
Sheriff's Professional Standards 205
Sheriff's Civil Unit 207
Sheriff's Support Services 209
Sheriff's Records Unit 211
Sheriff's Evidence Unit 213
Sheriff's Patrol 215
Sheriff's Investigations Unit 217
Municipal Contract Enforcement 219
Sheriff's Office Ordinance Enforcement 221
Regional Forensic Laboratory 223
Victim Advocate Services 225
Multi -Jurisdictional Drug Task Force 227
Inmate Services 229
Security Unit 230
Courts and Transportation Unit 233
Contract Jail Space 234
Communications - County Wide 235
Communications System Development 237
Public Safety Information System 238
Public Safety Wireless Communication 240
Coroner 242
Pretrial Services 244
Work Release 246
Adult Diversion Services 248
Community Corrections 249
Building Inspection 251
Oil and Gas Energy 253
Noxious Weeds 255
Office of Emergency Management 257
General Engineering 260
Parks and Trails 262
Senior Programs 263
Waste Water Management 264
Developmentally Disabled 265
Mental Health 266
Child Advocacy Center 267
Transfers:
Retirement 268
Human Services 269
Health Department 270
Economic Development 271
Building Rents 272
Non -Departmental 274
PAGE
GENERAL FUND (CONTINUED):
Community Agency Grants 275
Bright Futures 277
Extension Service 279
County Fair 281
Veterans Services 283
Island Grove Building 285
Asset and Resource Management 286
Contingency (Salary) 287
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 289
Graph -- Public Works Expenditures 290
Graph -- Seven Year Trend Data 291
Public Works Fund Summary Narrative 292
Concerning Local Accountability for Money Used for Highway Purposes 294
Construction Bidding for State -Funded Local Projects 295
Summary of Revenue 296
Summary of Expenditures 297
Summary — All Departments 298
Administration 299
Trucking 301
Gravel Road Management 303
Bridge Construction 305
Maintenance Support 307
Other Public Works 309
Mining 311
Pavement Management 313
Grants -in -Aid to Cities and Towns 315
Non -Departmental Revenue 316
Contingency (Salary) 317
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 319
Graph -- Social Services Expenditures 320
Graph -- Seven Year Trend Data 321
Social Services Fund Summary Narrative 322
Estimated Revenue 323
Mandated Programs 324
Summary of Revenue 325
Summary of Expenditures 326
Summary — All Departments 327
County Administration 328
Non -Program Revenue 330
Other Programs 331
Child Support Administration 333
Temporary Assistance to Needy Families 335
Aid to Needy Disabled 337
Child Care 339
PAGE
SOCIAL SERVICES FUND (CONTINUED):
Old Age Pension 341
Child Welfare and Administration 343
Core Services 345
Adult Protective Services 347
LEAP Program and Administration 349
General Assistance 350
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 353
Graph -- Health Fund Expenditures 354
Graph -- Seven Year Trend Data 355
Public Health and Environment Fund Summary Narrative 356
Summary of Revenue 359
Summary of Expenditures 361
Budget Unit Summary - All Departments 362
Administration 366
Non -Program Revenue 368
Health Communication 369
Community Health Services 371
Environmental Health Services 373
Public Health Preparedness 375
Public Clinic Health Services 377
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 379
Human Services Fund Summary Narrative 380
Summary of Revenue 381
Summary of Expenditures 382
Summary — All Departments 383
Job Service (Wagner/Peyser) 384
Summer Job Hunt 386
Workforce Investment Act - Adult Program 387
Workforce Investment Act - Youth Program 389
10% Incentive Grant (CIMS) 391
Workforce Investment Act - Dislocated Worker Program 392
Educational Lab 394
AmeriCorps Program 395
AAA Administration 396
AAA Support Services 397
AAA Congregate Meal 399
AAA Home Delivered Meals 400
AAA Health Services 401
AAA Colorado Health Foundation 402
AAA Elder Abuse Grant 403
AAA Special Ombudsman 404
AAA Single Entry Point 405
AAA (CCT) 406
AAA (State Funds) 407
Part E Family Caregiver Support 408
Community Services Block Grant 409
vii
PAGE
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 411
Conservation Trust Fund:
Summary of Revenue 412
Summary of Expenditures 413
Budget Unit Summary 414
Contingency Fund:
Summary of Revenue 417
Summary of Expenditures 418
Budget Unit Summary ...419
Emergency Reserve Fund:
Summary of Revenue 420
Summary of Expenditures 421
Budget Unit Summary ...422
Solid Waste Fund:
Summary of Revenue 423
Summary of Expenditures 424
Budget Unit Request Summary - Code Enforcement 425
Budget Unit Fund Summary 426
Weld County Trust Fund:
Summary of Revenue 428
Summary of Expenditures 429
Budget Unit Request Summary 430
CAPITAL FUNDS:
Graph - - Seven Year Trend 431
Capital Expenditures Fund Summary Narrative 432
Summary of Revenue 433
Summary of Expenditures 434
Budget Unit Summary 435
Communications Development Systems Capital Fund
Summary of Revenue 436
Summary of Expenditures 437
Budget Unit Summary 438
Long Range Capital Projects Five -Year Plan 439
Resource Capacity 453
Facilities Special Capital Projects 472
Public Safety Communications Infrastructure Capital Plan 481
PAGE
PROPRIETARY FUNDS:
Narrative Summary of Funds 483
Enterprise — Northern Colorado Regional Forensic Laboratory Fund
Summary of Revenue 484
Summary of Expenditures 485
Budget Unit Summary 486
IGS — Fleet Services Fund
Summary of Revenue 487
Summary of Expenditures 488
Budget Unit Summary — Fleet Services Administration 489
Budget Unit Summary — Fleet Services Equipment 491
IGS - Health Insurance Fund:
Summary of Revenue 495
Summary of Expenditures 496
Budget Unit Summary ...497
IGS - Insurance Fund:
Summary of Revenue 500
Summary of Expenditures 501
Budget Unit Summary ...502
IGS - Telecom Services Fund:
Summary of Revenue 504
Summary of Expenditures 505
Budget Unit Summary 506
Weld County Finance Authority:
Budget Unit Summary 508
GLOSSARY 509
ACRONYMS 521
c Y
x
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 01, 2022
afkastA P ignot-a
Executive Director
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DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE: (970) 400-4218
FAX: (970) 352-0242
1150 O STREET
P.O. BOX 758
GREELEY, COLORADO 80632
September 20, 2022
Weld County Board of Commissioners
1150 O Street
Greeley, CO 80631
Board Members:
As we begin 2023, the County is in excellent financial condition with no debt, no sales tax, one of
the lowest mill levies among all Colorado counties, a significant cash reserve, and a fully funded
pension plan.
The Weld County 2023 Final Budget for operations and capital outlay totals a gross amount of
$390,040,850 with a net of $379,715,542 when interfund transfers are excluded. The Proprietary
Funds total an additional $46,544,508. The budget has been prepared in accordance with your
directives developed during the budget process. The budget is funded with revenue estimates of
$219,100,820, anticipated fund balances of $509,528,382, and the maximum allowed property
tax under Amendment One (TABOR) and the Weld County Home Rule Charter of $272,718,522.
2023 BUDGET HIGHLIGHTS
➢ Address rising inflation concerns and salary survey information to ensure competitive
wages.
➢ Experienced over a 50% increase in assessed valuation due to oil and gas.
➢ Continue the implementation process for an Enterprise Resource Planning (ERP) system.
➢ Continue efforts to control health care costs for county employees/dependents. A 15%
rate increase for the county and 5% for employees in 2023 will be the first premium
increase in nine years ago.
> The 2023-2027 Capital Improvements Plan for facilities is funded at $94,875,000.
Continue providing staff and financial resources in response to SB 19-181 for the air
quality monitoring system.
Fund the Public Works 2023-2027 Capital Improvement Plan.
➢ Increase road and bridge infrastructure funding by $11.7 million.
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➢ Established a $620,000 wellness program budget in the General Fund.
Changed the overtime calculation for Sheriffs Office deputies and correctional officer to
be competitive with other law enforcement agencies.
➢ Accommodated HB 22-1259 which will increase Basic Cash Payments to recipients by
10% and broaden eligibility for TANF and day care assistance.
➢ Increase the Contingency Fund reserve by $65 million.
➢ Maintain a fully funded pension plan with an earning rate assumption of 5.9%.
> Maintain an anticipated ending fund balance of nearly $575 million.
➢ New Sheriffs Office shooting range and training facility will open.
➢ Part-time positions will start getting longevity step increases.
➢ The county will be adding 35 FTE in departments.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
The Colorado and national economies continue to expand, with healthy employment gains and
improving consumer spending indicating continued growth. The labor market has recovered in
record time relative to prior recessions, and the national and state unemployment rates are in
retreat. However, the economic outlook has worsened since March 2022. While risks associated
with a resurgent COVID-19 pandemic have receded, high inflation and the attendant, increasingly
forceful, monetary policy response have emerged as primary threats to the economic expansion.
Inflationary pressure has diverse causes, including pent-up demand, a household savings glut,
supply chain challenges, tight labor markets, and, most recently, energy and food market
disruptions associated with the war in Ukraine. Their combined effect is erosive to household
finances, wiping away income gains for many, while posing challenges for business hiring and
investment. The coming months will illuminate the inflation response to monetary policy, as well
as any persistent impacts for households and businesses. Economic forecasts anticipate
continued, slowing, expansion, but the path forward has become more tenuous.
The war in Ukraine continues to pose a sizable risk for increased inflation and reduced economic
activity. Tight labor markets and high commodity prices may provide the kindling for a wage -price
spiral that could result in even stronger and more durable inflation than forecasted. In this
instance, more aggressive monetary policy tightening is likely, which could strangle economic
growth. Anticipation of monetary policy missteps elevates the risk of financial market instability,
dampening economic activity. The pandemic's trajectory remains a risk to economic activity.
Overseas Iockdowns and additional business closures could exacerbate supply chain disruptions,
and elevated health concerns could dampen in -person service industry activity. Finally, unusual
weather patterns, including persistent drought and related natural disasters such as wildfires,
have become more frequent and pose geographically specific threats to impacted areas. They
4
also pose potential systemic threats to real estate, insurance, and finance industries depending
on their severity.
Inflationary pressures are mounting. Prices continue to rise across the United States and the rest
of the world. As measured by the U.S. city average consumer price index (CPI -U), the average
change in the price of goods and services faced by consumers has reached levels not seen since
the early 1980s. Energy, commodities and transportation prices are driving the most daunting
price increases, while food, shelter, and apparel prices are likewise up substantially over 2021
levels. The overall inflation for 2022 could exceed 8%. The inflation will impact Weld County
government's budget in the area of employee wages, fuel costs, and materials for construction of
facilities and roads and bridges. Typically, in times of recession costs for public assistance also
rise.
Weld County's economic activity, largely driven by the oil and gas and agricultural industry, has
faced headwinds as oil and gas production have yet to bounce back after the recession. The
persistent oil and gas slump puts pressure on both the private sector, through lower industry
income, and the public sector, through reduced property, severance, and sales taxes. Even with
the price increase of oil resulting from the war in Ukraine oil and gas production remain below
pre -pandemic levels. Oil and gas production in both the U.S. and Colorado declined at the onset
of the COVID-19-related recession in early 2020. Nationally, oil and gas production leveled off in
mid -2020, while production in Colorado continued to decline through early 2021. Production of oil
in both the U.S. and Colorado has rebounded but remains well below pre -recession levels.
According to the Energy Information Administration, natural gas production will reach pre -
recession levels in the third quarter of 2022, while oil production is not expected to fully recover
until the third quarter of 2023. The number of active oil and gas drilling rigs in Colorado fell from
over 20 before the recession to a low of 4 in November 2020 but has rebounded to 15 in 2022.
On the bright side oil and gas price increases will have a very positive impact on the assessed
valuation for the county and property tax revenues in 2023 and 2024.
In conclusion as we look to 2023 the U.S. and Colorado economies continue to grow as the
pandemic recedes as the key determinant of the economic trajectory. New and elevated risks to
the economic recovery have materialized, with inflation and the associated monetary policy
response emerging as the primary threats. In addition to wage pressures from the tight labor
market, and inflation resulting from pandemic -induced supply chain disruptions and strong global
demand, the war in Ukraine has added to these pressures by disrupting crude oil, agricultural,
and metals markets. A resolution to the war in Ukraine and an accompanying drop in commodity
prices would be a great benefit to the global economy, but currently there are no optimistic signs
the war in Ukraine will end any time soon.
2023 BUDGET PLAN FOR THE FUTURE
The main purpose of county government is to be able to continue providing essential public safety,
health, welfare services, general government services, and a county transportation system. The
national and international economies are struggling under unprecedented uncertainties and
challenges as we deal with the impact of the COVID pandemic and recovery. Russia's invasion
of Ukraine and the West's crackdown on Moscow has left the world economy exposed to an epic
energy shock and international turmoil. The uncertainty on how this conflict and oil shortages will
be resolved is unprecedented. With inflation, workforce issues, climate change, volatile energy
and commodity prices, and slower economic growth, many local governments are feeling financial
pressures. Fortunately, Weld County is weathering this storm better than many other local
governments thanks to our past prudent and conservative financial management. Over the years
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Weld County has taken several steps to restrict spending and safeguard taxpayer dollars. Weld
County has also been fortunate to have a solid local economic foundation that has been
developed and strengthened over many decades by being business friendly and diversifying our
local economy. However, despite these sound fiscal and business practices, Weld County will not
escape some of the consequences of the pandemic recovery and economic turmoil globally.
The County will face budgetary challenges over the next few years that will involve volatility of the
oil and gas assessed values, rising costs, particularly if inflation returns as the Federal Reserve
discontinues its economic stimulus via low interest rates, and the reality of decreasing federal
revenues in the future. The County's budget must continue to reflect a multi -year strategic
approach to managing county resources within the ongoing challenging economic environment.
The primary goals of this strategy are to preserve core services, maintain the commitment to the
County's capital program, and accommodate the impacts of energy development in Weld County.
The County has been able to accomplish these objectives while adhering to its fund balance and
reserves policy that specifies that a large contingency fluctuation reserve be maintained as a
buffer for unexpected fiscal events and the fluctuation of oil and gas assessed values. The
County's proactive management of its cost structure using this multi -faceted approach is
assurance of its commitment to maintaining fiscal health and stability of the County.
The following challenges will influence the multi -year strategy for the County:
• Potential for pandemic resurgence and ongoing needs for pandemic response activities.
The county may experience ongoing structural changes and associated increases in costs
to how the county maintains public safety, ensures public health, and conduct county
business.
• The volatility of the oil and gas assessed values continues to have a major impact to the
County's budget planning as it has for the last decade. Because of 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.
• Large oil and gas companies have made significant commitments and investments in
Weld County, the County seems primed to see considerable long-term investment and
development in the oil and gas arena. Although the future of energy development in Weld
County appears bright, it is not without risks. Oil and gas production in Colorado has risks
associated with the potential of more government regulations and voter initiatives trying to
restrict or limit fracking in Colorado communities in efforts to limit greenhouse emissions.
These regulatory risks, if implemented, could dramatically impact future oil and gas
development in Colorado and the impact on property tax revenues and employment.
• Even with the shock to the energy supply due to the invasion of Ukraine the shale energy
supply response may remain modest initially, due to drilling times, still cautious producers,
and a tight service sector. A lot of the energy companies are nervous about spending a
lot on production because what happens in a year or two when prices come back down.
Thus, significant increases in oil and gas production domestically, specifically in Colorado,
because of the invasion of Ukraine may be modest.
• State and federal mandates continue to be an ongoing issue for county governments along
with the uncertainty of the level of state and federal funding for county programs year to
year. For certain the major infusion of COVID funding from the federal government
appears to have come to an end.
• With the change in public attitude towards policing in America local law enforcement
agencies can continue to expect more police and jail reform legislation from both the state
and federal governments resulting in more costs and requirements.
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• Workforce development, recruitment and retention of employees will most likely be a
challenge for all employers going forward in the near future. The county and community
must be prepared to create sustainable employment opportunities through workforce
development and economic development efforts that result in living wage jobs for our
citizens.
• Transformational changes in how we do business can be expected as the economy and
consumer behavior changes with time at a rapid pace. This rapidly changing environment
may require different services and service levels.
• Weld County continues to be an attractive place for many reasons to attract new residents
and businesses. The county must be prepared to accommodate the population growth
projected over the next twenty years.
• Through county planning, and collaboration and partnerships with the state and municipal
governments ensure a transportation system that accommodates the future growth of
Weld County.
While the county will continue to face challenges dealing with the "new normal" we are prepared
to maintain the continuity of operations, provide core services, and protect the health and safety
of citizens and employees during this unprecedented time of dealing with pandemics, climate
change and economic uncertainties. Weld County must be prepared for the future with broad
strategic investments and approaches to ensure the success of our organization, the county, and
residents going forward. We need to focus on improving service delivery, leveraging technology,
and being fiscally responsible. These drivers of decisions will prepare ourselves for the future and
allow us to remain a competitive and sustainable organization.
The county must continue to accelerate its adaption to technology and implementation of
innovative solutions to continue to provide services to our citizens in the future. Our Information
Technology and other county staff need to continue to collaborate to develop new technology
solutions that enable the county to continue to provide services anytime and anywhere to our
citizens. Our operating principles of access, fiscal stewardship, sustainability, collaboration, and
innovation must continue to be applied to our everyday business. One major effort in the 2023
budget will be to begin the implementation of an enterprise resource planning (ERP) project to
better manage day-to-day business activities for the county. These efficiencies will help our
workforce provide better services to our citizens.
As we approach the development of the 2023 budget it must be recognized the budget is more
than a spending plan. It is way for the county to operationalize its strategic plan. In 2022 the Board
of County Commissioners approved the development of the 2023-2027 Weld County Strategic
Plan. Through the process of developing the plan the county has examined its vision, mission,
strategic goals, and program objectives to reflect the needs and priorities of the county's citizens.
The Strategic Plan will help guide which budget requests should be recommended for funding.
As Weld County elected officials and managers approach the 2023 budget process there will be
the continuation of the long-term strategy of investment in the county's infrastructure, technology
and innovation, staff training and development, and economic development to diversify the local
economy which will all have a demonstrable long-term payoff. In addition, the financial reserves
of the county are at all-time highs to deal with the volatility of the oil and gas assessed values and
the risks faced by the county. The 2023 Budget Plan is a continuation of Weld County's historical
discipline of fiscal stability. The commitment to the discipline of fiscal stability has enabled Weld
County to remain solvent and responsive in an uncertain economic environment and provide the
services the public needs and expects. Adherence to conservative and prudent fiscal
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management practices have enabled the county to maintain balanced budgets and stable
reserves, implement proactive strategies to manage county programs, avoid debt entirely through
cash financing of capital projects, and provide core services to residents.
In summary, despite the challenges and uncertainty that surrounds us, the Board, other elected
officials, and managers must continue to provide strong financial and strategic leadership that
enables Weld County to continue to provide critical health, social, public safety, and general
government services to support our diverse and growing population. With the county's elected
officials, leadership team, and the entire county workforce we will ensure that whatever the future
may hold we will continue to serve the needs of our residents countywide. The 2023 budget will
recommend measures to strengthen our current financial stability and bolster our ability to
weather what the future will bring. Weld County elected officials and department heads will bring
forward a budget that demonstrates Weld County's continued creativity, resilience, and
commitment to serve residents, but also a budget shaped by historical decisions and future
strategies to continue Weld County's fiscal stewardship and responsibility that remain evident by
having no debt, no sales tax, one of the lowest property tax rates in the state, and a fully funded
pension plan.
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions, including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds, total $491,819,342 in 2023, an increase of
26.65 percent over 2022, primarily in property taxes, miscellaneous revenue, fees and other
taxes. The amount of revenue from various sources and the changes compared to 2022 are
shown in the following tabulation:
Revenue Sources
Property Taxes
Other Taxes
Licenses and Permits
Intergovernmental
Revenues
Charges for Services
Miscellaneous Revenue
Fee Accounts
Internal Service Charges
TOTAL
2022
Amount
$179, 977,118
11,710,000
5.133.550
99, 528, 078
13,365,291
24,695,868
17, 757, 300
36.158.063
$388, 325, 268
2022
Percent
of Total
46.4%
3.0%
13%
25.6%
3.4%
6.4%
4.6%
9.3%
100.0%
2023
Amount
$ 272, 718, 522
13, 260, 000
5.610.550
80,368,619
14, 633, 248
45, 407, 897
20,182, 750
39,637,756
$491,819,342
2023
Percent
of Total
55.4%
2.7%
1.1%
16.4%
3.0%
9.2%
4.1%
8.1%
Increase
- Decrease
from 2022
$ 92,741 404
1,550,000
477.000
-19,159,459
1,267,957
20,712,029
2,425,450
3,479, 693
100.0% $ 103,494,074
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $426,206,050 for 2023, which is an increase of 13.75
percent over 2022. The major increases are in Road and Bridge, Capital Expenditures, and Public
Safety, with additional increases in Public Works, Internal Services and salary adjustments. The
amounts by function and the changes from 2022 are as follows:
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Expenditure Sources
General Government
Social Services
Road and Bridge
Public Safety
Human Services
Health
Capital
Public Works
Contingency
Miscellaneous
Culture and Recreation
Auxiliary
Internal Services
TOTAL
2022
Amount
$ 55,211,958
44,065,400
69, 365,102
85,895,963
8,490,625
14,497,012
17,307,493
18,029,812
10,000,000
7,502,130
1,094,219
934,183
42,345,774
$ 374,739,671
2022
Percent
of Total
14.7% $
11.8%
18.5%
22.9%
2.3%
3.9%
4.6%
4.8%
2.7%
2.0%
0.3%
0.2%
11.3%
2023
Amount
56,249,837
46,313,517
81, 898, 770
91,116,384
11,244,025
15,610,315
24, 967, 602
21, 539, 213
10, 000, 000
16,106,192
1,180,026
3,489,661
46,544,508
100.0% $ 426,260,050
2023
Percent
of Total
Increase
- Decrease
from 2022
13.2% $
10.9%
19.2%
21.4%
2.6%
3.7%
5.9%
5.0%
2.3%
3.8%
0.3%
0.8%
10.9%
1,037,879
2,248,117
12,533,668
5,220,421
2,753,400
1,113,303
7,660,109
3,509,401
0
8,604,062
85,807
2,555,478
4,198,734
100.0% $ 51,520,379
Capital Funds: The Capital Expenditures Fund accounts for various capital improvement projects
for county buildings. The 2023 program is funded at $19,745,020 with $25,000,000 in property
tax, $225,000 from capital expansion fees, $750,000 from interest and fund balance reserve.
Anticipated projects include $1,474,000 for Briggsdale grader shed, $500,000 for land for Dacono
grader shed, $300,000 for the fuel site improvements, and $300,000 for sand/salt shed.
$3,000,000 to remodel the Probation offices in the Chase Building, $750,000 to remodel booking
area in the jail, $3,400,000 to remodel the Courthouse, $500,000 for the fleet maintenance facility,
$3,000,000 for facilities building expansion, $650,000 for Southeast Weld office building remodel,
$200,000 office remodel of the Administration Building, $100,000 for Building Performance
Colorado energy efficiency compliance, and $5,571,020 for special projects. A carry-over
beginning fund balance of $50,714,000 is anticipated, and $56,943,980 ending reserve fund
balance for the future jail/court facility ($56,443,980), and Downtown Greeley land reserve
($500,000) is anticipated at the end of 2023.
In the 2022 budget we added the Communication Capital Development Fund to account for the
various capital improvement projects for the development and maintenance of the county
communications system infrastructure. In 2023 there is $5,222,582 funded for this purpose.
Debt Administration: The County continues to have no bonded indebtedness. The passage of
HB1579, in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three percent of
the assessed valuation of the county. Thus, Weld County maintains nearly a $550 million
allowable debt capacity in accordance with Colorado State statute. The 1997 Certificate of
Participation Bonds for the construction of the Correctional Facility were paid off on the call date
of August 1, 2007. Weld County currently has no debt of any type and is one of only a few local
jurisdictions in the nation that can make that claim.
Cash Management: Cash temporarily idle during the year will be invested in time deposits
ranging up to 60 months to maturity. Interest earned on investments of cash held by the County
Treasurer will be recorded as revenue in the General Fund, with the exception of interest
attributed to the Conservation Trust Fund, Insurance Fund, Capital Expenditure Fund, Trust
9
Funds, and the interest earned on certain deposits held for other taxing authorities. The amount
of interest anticipated in 2023 is $4,813,000. In addition, $2.5 million in investment earnings is
estimated for the Weld Trust Fund.
The County's investment policy is to minimize credit and market risks while maintaining a
competitive yield on its portfolio. Accordingly, deposits are either insured by federal depository
insurance or collateralized. All collateral on deposits is held either by the government, its agent,
or a financial institution's trust department in the government's name.
Risk Management: During 2023, Weld County will continue to be a member of Colorado
Counties Casualty and Property Pool, therefore, all casualty insurance coverage is being provided
via pooling with other Colorado counties. The pool offers full safety and risk management
programs to minimize losses. Losses are funded on a self-insurance option basis. Workers'
Compensation will be provided via a state approved self-insurance program, managed by
Pinnacol.
Mill Levy: The mill levy will remain 15.038 mills. The assessed value for the 2023 Budget is
$18,135,292,030 which is up $6,167,136,812, or 51.53 percent compared to last year. The
assessed value for vacant land is down $24.0 million, or -19.22 percent. Residential is up $40.3
million, or 1.48 percent; and commercial property is up $31.2 million, or 2.36 percent. Agricultural
property is down $8.6 million, or -3.99 percent; industrial is down $19.8 million, or -1.46 percent;
natural resources is up $1.7 million, or 5.08 percent; and State assessed property is up $247.1
million, or 19.85 percent. The major increase is in oil and gas, up $6.073 billion, or up 111.89
percent, which is due to oil and gas prices and production being up. There is an actual value
increase of new construction of $2.945 billion, or 5.836 percent.
Employee Compensation Pay: A salary increase of 3.0 percent to Weld County employees
occurred in July 2022 at the direction of the Board of County Commissioners. The 2023 budget
includes this approved increase with an additional 5.0 percent cost of living increase anticipated
to help address the rising inflation rates and the competitive job market. Employees are eligible
for step increases for longevity and performance. Health insurance rates are expected to increase
by 5.0 percent for the employees, and the county will pay an additional 15.0 percent for 2023.
This is the first health insurance increase to occur in nine years. Measures to control health care
costs, such as the wellness program, employee clinic, consumer driven plans, and health
reimbursement accounts have been making a positive impact on controlling the health insurance
costs for the county. 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. No other benefit changes are anticipated.
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$509,528,382 to begin 2023. This is up from 2022 and is at one of the highest levels in many
years. The strong fund balance figures have been achieved through conservative budget
practices and the high assessed value from oil and gas revenues. The ending fund balances are
projected at $575,087,674. However, the ending fund balance is actually understated because
$10,000,000 in the Contingency Fund is appropriated, thus not showing up in the ending fund
balance figure. The $10,000,000 is not anticipated to be spent in 2023, and if no emergencies or
unforeseen events happen, the amount should be in the ending fund balance. There is no fund
balance earmarked in the 2023 budget. All other fund balance amounts are undesignated. With
the above projection, ending fund balances should be $585,087,674. The increase of
approximately $75.6 million in the ending fund balance is primarily attributed to adding $65 million
to the Contingency Fund, $7.2 million to the General Fund, $2.8 million to the Weld County Trust
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Fund and $6.2 million to the Capital Expenditure Fund. These increases are offset by $3.4 million
reduction in the Communications Capital Fund and a $1.9 million reduction the Health Insurance
Fund. The Contingency Fund also serves as a stabilization reserve for the 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.
MAJOR FACTORS IMPACTING THE 2023 BUDGET
Once again as we begin 2023, the County is in excellent financial condition with no debt, no sales
tax, one of the lowest mill levies among all Colorado counties, a significant cash reserve, and a
fully funded pension plan. As discussed earlier, the national and international economies are
struggling under unprecedented uncertainties and challenges as we deal with the impact of the
COVID pandemic and the recovery. Russia's invasion of Ukraine and the West's crackdown on
Moscow has left the world economy exposed to an epic energy shock and international turmoil.
The uncertainty on how this conflict and oil shortages will be resolved is unprecedented. With
inflation, workforce issues, climate change, volatile energy and commodity prices, and slower
economic growth, many local governments are feeling financial pressures. Fortunately, Weld
County is weathering this storm better than many other local governments thanks to past prudent
and conservative financial management. In analyzing Weld County's economic impact, the
situation has resulted in a stabilization in oil and gas drilling and production in Weld County.
Energy companies and their investors are trying to maintain oil and gas production and
exploration at a constant level to minimize the impact of the boom -and -bust cycles. For Weld
County government and other local governments benefiting from the assessed valuation from oil
and gas production, we are seeing a significant increase in the assessed valuation and property
tax revenues for the 2023 budgets due to the price of the commodities in 2021. Due to the price
of oil and gas resulting from the Ukrainian War it is anticipated the assessed valuation for the
2024 budget will also be up substantially.
Finally, as stated earlier, as we approach the 2023 budget process there must be the continuation
of the long-term strategy of investment in the county's infrastructure, technology and innovation,
staff training and development, and economic development to diversify the local economy which
will all have a demonstrable long-term payoff. In addition, the financial reserves of the county are
at all-time highs to deal with the volatility of the oil and gas assessed values and the risks faced
by the county. The 2023 Budget Plan is a continuation of Weld County's historical discipline of
fiscal stability. The commitment to the discipline of fiscal stability has enabled Weld County to
remain solvent and responsive in an uncertain economic environment and provide the services
the public needs and expects. Adherence to conservative and prudent fiscal management
practices have enabled the county to maintain balanced budgets and stable reserves, implement
proactive strategies to manage county programs, avoid debt entirely through cash financing of
capital projects, and provide core services to residents.
The General Fund is funded at the level of $196,344,940, up $24,026,668 or 13.94%. The largest
increases are specific to Facilities, Human Resources, Engineering, Economic Development, and
Information Technology, Wellness, and Public Safety. Facilities is up $689,248 or 7.2% largely
due to two (2) new positions and new or expanded facilities and projects which results in increased
need for staffing, supplies and purchased services. Human Resources is increasing by $169,491
in software, contract services, and advertising and recruitment expenses. Engineering has a total
expenditure increase of $3,509,401 for project expenses necessary for the anticipated IGAs,
designs, rights -of -way and improvement requirements in 2023. Across numerous departments
are significant increases in the software maintenance contracts.
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Wellness program is being budgeted in the General Fund for the first time at a cost of $620,000.
Asset and Resource Management is up $472,594 due to equipment leases and depreciation
costs. $1,300,000 has been budgeted in 2023 to cover the consultant, legal, 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 is down $261,421 with the
transition of the retiring director, and Elections is down $946,343 since 2023 will be an off-year
election year and will only have one coordinating election in 2023, instead of the two elections in
2022.
Information Technology is up $915,378 with $222,903 for two new positions, and supplies
increased by $660,825 due to replacement and maintenance of components scheduled for 2023
in the capital plan, increased prices for technology items and equipment, and $243,575 is a result
of increased software maintenance expenses. Purchased Services includes $1.2 million for IT
projects submitted by other departments for the 2023 fiscal year. Public Safety IT is up $533,909
due to the software costs
Public Safety functions are up $5,220,421, or 6.08%. The overall Sheriff's Office recommended
budget is up in net county costs by $2,070,909 or a 3.5% increase. The Sheriffs Personnel
Services increased by $475,419 of which $465,652 is attributed to the sworn deputy overtime
calculation adjustment, approved by the Board in May 2022. Sheriff supplies are up $216,281 and
purchased services for the Sheriff are up $1,180,020 due to increased costs of contracts for
service in the jail, including medical services and inmate food services, vehicle costs, and body -
worn camera maintenance.
The General Fund's subsidy to the Public Health Department is up $355,017 primarily due to the
anticipation of a total 8% COLA and pay step increases. An increase of $9,559,316 is included
for other General Fund departments for a 3% cost of living increase approved by the board in July
2022, and an additional 5% anticipated COLA increase for 2023, and step increases. Health
insurance rates will be increased 5% for employees and 15% for the county in 2023. This will be
the first health insurance rate increase in the last nine years.
The budgeted appropriations for Public Works in 2023 total $81,898,770 and are up $12,533,668
which is primarily made up of three large projects in 2023, includes inflation costs for materials
and an 8% COLA for workers. Municipal share back is funded at $3,591,243, which is the same
as in 2022. $1,670,929 is funded for step increases due employees in 2023, and an 8.0 percent
salary cost of living amount included in this budget. The budget also reflects a 15% increase in
county covered health insurance costs. There are no other benefit changes.
The Other Public Works budget unit is budgeted at $31,575,188 based on the Capital
Improvement Plan (CIP). This is a total increase of $7,160,585 from 2022. Personnel Services
were up $14,190. Contract Payments were reduced $90,540 to $4,318,009 with $1,693.009 for
railroad closures. Infrastructure Projects increased $11,034,485 to fund the 66/41 intersection
project ($9,575,000), the 74/33 roundabout project ($8,000,000), the Bridge 14/46.5 ($4,500,000).
The Haul Route Program (HARP) is budgeted at $3,000,000, and $500,000 for the maintenance
of the County Highway.
The other significant changes for 2023 in the Public Works Fund include increases in all the
operational budgets for vehicle and fuel costs. Pavement Management costs increased $580,511
due to traffic control costs, and cost increases for asphalt and chips for chip seal operations.
Supplies for the Gravel Road Maintenance increased $51,770 for dust palliative chemical,
12
experimental dust palliative chemicals, and anticipated costs for grader blades and stinger blades
due to rising steel costs. Bridge Construction's supply budget increased $227,235 due to rising
steel prices for culverts, steel piling and decking material.
The total Social Services Fund budget is $46,313,517. The programs are funded by property tax
of $13,101,560, and state and federal funds of $33,211,957, 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. We continue to expedite verification of
eligibility of applicants for programs and to work with local industry representatives to identify
employment opportunities. Wherever possible, we are returning many of the direct services we
provide to the processes that were used prior to the PHE. The declaration of the official end of
the Public Health Emergency will create a unique challenge to our Assistance Payments Division,
in that the staff will need to, at that point, review each Medicaid case to ensure that all
documentation is received and acted upon. The division is gearing up for this anticipated
workload.
The passage of various legislation, during the 2022 Legislative Session, will create a great deal
of uncertainty and challenge for several of our divisions. The passage of House Bill 22-1259,
which increases the monthly amount of Basic Cash Assistance (BCA) paid to all Colorado Works
BCA recipients by 10% in the first year and with continued similar increases in future years,
despite the absence of any corresponding increase in Federal TANF Funds to pay for the
increases, along with several other provisions of the Bill which broaden eligibility for the
assistance threaten to limit counties' ability to utilize the funds for the capacity building, quality
enhancement, and abuse prevention activities we have historically funded. The impact of these
changes may impact some counties as early as 2023, while others may not feel the impact for
several years.
The passage of House Bill 22-1295 means that families who qualify for Day Care assistance,
through the CCAP program, may be eligible for significantly more assistance than they were
previously. However, if additional funding for these increases does not continue, it could mean
that counties that have never previously needed to implement a wait -list or other rationing
measures may be required to do so, in order to adequately fund the program. The establishment
of the new Department of Early Childhood, which will supervise the CCAP program, may also
provide a challenge to counties, because program rules to which counties will be subject can be
implemented with minimal county input and no county agreement or approval.
Other legislation, impacting the Child Welfare, Adult Protection, Child Support, Area Agency on
Aging, and Employment Services divisions could have similar impacts, although those impacts
are generally less predictable. The implementation of each of these legislative and programmatic
changes will require greater scrutiny and monitoring on the part of the Department's managerial
and fiscal employees.
The Human Services Fund is funded at $9,800,800 for 2023, which is up $1,403,400 or 16.7%
from the previous year. Program funding is up for 2023 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.
13
The Department of Public Health and Environment's 2023 proposed expenditures are
$15,394,315. With its long-standing commitment to thoughtful and conservative fiscal
management, the department is requesting County support of $6,035,292 for fiscal year 2023.
The Department's available funding is allocated among its four divisions: Finance and
Administration [including Vital Records], Environmental Health Services, Health Education,
Communication and Planning, and Public Health Services.
On the revenue side of the budget, property taxes are budgeted at $272,718,522, the maximum
amount under the Weld County Home Rule Charter's property tax limitation and TABOR. In the
General Fund revenue from interest earnings remain unchanged at $4,000,000 for 2023.
Intergovernmental revenues are down $19,159,459, most of which is due the American Rescue
Act grant money ending in 2022. Charges for Services are up $1,267,957, mostly due to growth
and inflationary trends in the rates. Fines from traffic enforcement are down an additional $35,000
from 2022 due to less traffic enforcement resulting from SB 20-217. Licenses and permits are up
an additional $477,000 from 2022, with $205,000 attributed to the reduction from oil and gas
energy fees and offset by increases in Building Inspection and Planning fees. Indirect cost
recovery is up $568,073 due to Social Services' allocation. Rents from the Weld Plaza are down
$273,710 due to the largest tenant not renewing their lease for 2023. There are increases in
Recording Fees ($1,500,000) and Treasurer's Fees ($950,000). All other revenues are relatively
stable with little change.
The resources for 2023 Public Works Fund total $272,274,791 which includes a fund balance of
$190,300,000, in addition to the revenue shown in the budget. Property tax is set at $15,000,000,
which is the same as 2022. Specific Ownership tax is estimated to increase slightly to
$11,600,000. Total HUTF will be $10,800,000, a $300,000 increase from 2022. Permit revenues
are budgeted at $950,000, up $325,000. Motor vehicle registration fees are $400,000, up $25,000
from 2022, and grazing fees are $6,500,000, which is $6.2 million higher than budgeted in 2022.
Oil and gas revenues are $25,500,000, which is an increase of $18,850,000 from 2022 and
accounts for the rebounding oil and gas market from the decline of 2020. There is $900,000 from
Solid Waste Fund for the paving of roads impacted by the landfills.
Federal mineral lease revenues are $900,000 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 2023, the district is funding
$900,000 in oil and gas haul route projects. PILT is budgeted at $88,500 with a 10.6% (or $8,500)
increase from last year.
Revenue from the Energy Impact Assistance grants is expected to total $1,500,000. There is a
State grant for Bridge 19/46.5A for $500,000 and $1,091,818 in NFRMPO funds for the
roundabout at CR74/33. There is $22,696 to be received through an IGA with the Town of Eaton
as well. Severance tax is $1,500,000, and 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.
The 2023 Budget contains adequate resources to provide a level of service like 2022. The
operational plan supported by the 2023 budget maintains Weld County Government's
commitment to excellence and efficiency in carrying out our continued responsibilities to
taxpayers. First and foremost, we will maintain the fiscal discipline and prudent use of resources
that have earned the County the excellent reputation it has for financial management with no
bonded indebtedness. The County will continue our commitment to the highest standards of
14
service, continuing to focus on improving service and communication with our citizens within our
resources. Demands in many areas continually exceed resources available. To serve the
growing needs in the county, we will continue to explore possibilities for improved efficiency while
maintaining excellence in service.
Many uncertainties face county governments like Weld County, as we operate in an environment
of constant change that has never been more apparent. The State of Colorado faces long-term
structural budget issues, and the federal government continues to wrestle with a major deficit
issue. Many tough decisions associated with implementation of programs, and how they are to
be funded, must be dealt with by the Board of County Commissioners with citizen input. Hopefully,
this budget document will allow the Board to make those difficult decisions to maximize the value
of the tax dollars of the citizens of Weld County.
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, I would like to thank department heads and elected
officials and their staff for their diligent efforts in the preparation of the 2023 budget. Much time
and effort went into its development.
Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado
or at https://www.weldgov.com/departments/accounting/budget/. More general information about
Weld County may be found on Weld County's website at https://www.weldgov.com/.
Very truly yours,
Donald D. Warden, Director
Finance and Administration
15
About Weld County
County Overview
Welcome to beautiful Weld County home to 32 incorporated
municipalities, including growing cities, charming towns, thriving
businesses and thousands of acres of prime agricultural land.
As Colorado's third largest county, Weld County covers 3,987
square miles in the northern part of the state and is larger than
the size of Rhode Island, Delaware and the District of Columbia
combined, so while over 350,000 people call Weld County
home, we still have plenty of room for growth.
The climate is dry and generally mild with warm summers, mild winters and a growing season of
approximately 138 days. The land surface is fairly level in the east, with rolling prairies and low
hills near the western border. Elevations in the county range from 4,400 to 5,000 feet. The South
Platte River and its tributaries, the Cache la Poudre, the Big Thompson, the Little Thompson, the
St. Vrain, and other smaller streams, flow into Weld County from the south and west, leaving the
county on the east. With available services, location, resources and livability, Weld County offers
unbounded opportunity for families to live, work and play. We have one more important ingredient
as well: a positive attitude toward growth. For information regarding Weld County demographics,
please click here and look under the Helpful Information section. We love being here, and we'd
love having you here too!
Population: There are 32 incorporated municipalities in Weld County. The county seat and
principal city, Greeley, is located in the west central part of the county and contains approximately
1/3 of the county's population. Generally, most of the remaining population resides within a 20-30
mile radius of Greeley; the northeastern part of the county is sparsely populated.
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.
Also important to the county: the energy industry. Oil and gas
activity has occurred for decades in Weld County, which is
located in the Denver Julesburg Basin and sits above the
Wattenberg Field.
16
The discovery in 1970 of the Wattenberg Field, which extends from southern
Wyoming and the Nebraska panhandle down along much of the Colorado
Front Range, initiated the first true oil boom in Weld County. Oil and gas
production within the county continued at a steady pace for several decades.
Then, in 2009, a horizontally drilled well (called the Jake well) surprised the
oil industry by producing 50,000 barrels of oil in 90 days.
Horizontal drilling has brought new life to the energy industry in Weld County,
and today, Weld has more oil and gas wells than any other county in the
state, approximately 23,000. The positive economic impact oil and gas has
had on the county has been tremendous. Schools, fire districts, libraries, as
well as county and municipal governments, all benefit from the energy
industry.
In addition to agriculture and energy, Weld County is also home
to thriving businesses — large and small. County government has
a proven track record of working with business and industry; not
creating obstacles. Major employers in the area include: JBS
USA, Leprino Foods, Aurora Organic Dairy, Anadarko
Petroleum, Noble Energy, Halliburton Energy Services, Vestas
Blades, Banner Health, Carestream Colorado, J. M. Smuckers
and State Farm Insurance.
To make certain Weld County maintains its quality of life, a Comprehensive Plan has been
developed and implemented. The plan, simply stated, puts the right things in the right places. The
result is that Weld County provides an ideal location for corporations, industry and business.
Weld County has no long-term or short-term debt, no county sales tax, a low mill levy compared
to neighboring counties, and is able to pay for long-term projects with cash, which benefits
taxpayers and residents alike.
Principal Property Tax Payers:
Kerr-McGee Oil & Gas Onshore LP
Noble Energy
Petroleum Development Corp. (PDC Energy Inc)
Crestone Peak Resources LP
Highpoint Operating Corporation
17
History
J
or
2
The history of Weld County, which was established in 1861 when Colorado was still a territory, is
literally rooted in the land.
Weld County ranks number one in the state, and number nine in the country, in the value of
agricultural products sold almost $1.8 billion annually.
So how is this possible in a region that in 1821, Major Stephen H. Long said would "never be fit
for human habitation and should remain forever the unmolested haunt of the native hunter, bison
and jackal"? The answer is irrigation.
The Section No. 3 Ditch Company, which was incorporated in 1870, is said to have been "the first
ditch in the United States built specifically to grow food."
In 1835, a government expedition came through the
general area; the next year a member of that party, Lt.
Lancaster Lupton, returned to establish a trading post
located just north of the present town of Fort Lupton.
In about 1837, Colonel Ceran St. Vrain established
Fort St. Vrain; Fort Vasquez was built south of
Platteville in about 1840. The latter was rebuilt in the
1930s under the Federal Works Progress
Administration.
The U.S. Congress took parts of the Territories of
Nebraska, Kansas, New Mexico and Utah to create the Territory of Colorado in 1861. All parts of
Colorado lying east of Larimer County and north of the present Adams County were in the original
Weld County, one of 17 counties established by the first territorial legislature in September, 1861.
Weld County was named for Lewis Ledyard Weld, the first territorial secretary; St. Vrain became
the first county seat.
During the first 16 years of Weld County's history, the county seat was moved from St. Vrain to
Latham (three miles east of present Greeley) to Evans, to Greeley, to Evans again, and finally in
1877, returned to Greeley.
A large segment of the Weld County region was settled by people of German descent who
migrated from Russia in the early 1900s. Originally they came as railroad workers, but many soon
worked in the productive beet fields and eventually became prosperous land owners. Weld
18
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 pad of life in Weld County where 12 school districts offer
educational opportunities, all of which have earned a reputation for quality.
Greeley is the home to the University of Northern Colorado, a four-
year university offering bachelors, masters and doctorate degrees
to more than 12,000 students a year. Aims Community College, also
located in Greeley (with campuses in Fort Lupton and Windsor as
well), is a two-year liberal arts and vocational college offering 200
degree and certificate programs.
Livability
Weld County's livability is just one of the features that make it a great place to call home. Abundant
Colorado sunshine, low humidity, cool summer evenings and mild winters provide a climate where
people thrive.
Recreational opportunities abound throughout the county,
including the 21 -mile Poudre Trail, perfect for walking, running
and biking; St. Vrain State Park and its 604 acres of land and
152 acres of water perfect for camping, fishing and
photography; and the Pawnee Buttes - 193,000 acres of short -
grass prairie perfect for birding, hiking, recreational shooting
and camping.
Craft breweries, great restaurants, live music and festivals
abound throughout the county and draw visitors from across the country as well.
Weld County's location makes it an ideal spot as well, as Denver, Cheyenne, DIA and Rocky
Mountain National Park are just an hour's drive from the county seat.
NOTE: See the Weld County Population and Development Report in the Supplemental Data
Section of this document for more specific information. Plus, go to the Discover Weld County
website showcasing the great people, places and events that call Weld County home at
http://www.discoverweld.com.
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T
0________F
20
STRATEGIC
PLAN
2022-2026
WHY A STRATEGIC PLAN?
Weld County is a changing and diverse community. Our strategic
planning process will provide a methodology to achieve a
consensus of what is needed for the future.
As such, the strategic plan
provides Weld County policy
makers, managers, and
employees with a game plan or
blueprint that guides decision
making towards our shared
priorities and a rationale for
resource allocation. These plan
priorities provide the measuring
stick we need to determine if
Weld County is fulfilling its
responsibilities. Strategic
planning also provides for
government accountability and
continuous improvement.
OUR PRIORITY STRATEGIC
THEMES
These themes guide Weld County towards our
vision of the future.
• Operate in a fiscally responsible and stable manner.
• Improve the quality life for all residents.
• Protect the safety and quality of Weld County.
• Develop and maintain an effective transportation system.
• Continuously improve the performance and capabilities of
Weld County operations by maximizing technology, fostering
innovation, and increasing access to and information
regarding services.
• Promote a healthy economy through business development
and economic diversification.
• Promote responsible and comprehensive policy development
through effective planning for land use, transportation, and
growth management.
• Protect and preserve our unique environment .
• Promote cooperation and coordination among all government
services.
23
OUR VISION FOR THE FUTURE
This vision statement reflects our
citizens' expectations for Weld
County government into the future.
t
•
r
tr�
t
•i•
1
LEADING WITH RESPONSIVE,
INNOVATIVE, AND COST EFFECTIVE
SERVICES.
'41FLD COUNTY CULTURE
INTEGRITY
• We maintain the public's trust through honest and fair behavior.
• We exhibit the courage to do the right thing for the right reason.
• We are accountable to each other and the public for providing good service and
value.
• We promote open communication.
• We conduct county business openly resulting in efficient and ethical use of county
funds.
STEWARDSHIP
• We ensure responsible stewardship to all that is entrusted to us.
• We recognize Weld County has conservative constituents (5% tax limitation).
• We operate the county by employing good business practices.
• We maintain fiscal stability to ensure services that citizens rely on, in good times
and bad times.
• We are a "pay as you go" county with no debt.
• We achieve operational efficiency through continuous efforts to improve and
innovate, thereby maximizing value for our taxpayers.
• We only add money to the solution of county problems after exhausting all other
options.
COMMITMENT
• We are committed to excellence in all that we do as an organization.
• We work with professionalism and purpose.
• We strive to provide superior service to our citizens.
• We provide regional leadership to forge cooperative partnerships and leverage
resources for the benefit of our citizens.
• We represent the county's interests aggressively at the state and federal level to
maximize county revenues, minimize county costs, and get favorable decisions for
Weld County citizens and taxpayers.
• We have dedicated, skilled and adaptable county employees who have a history of
turning plans and resources into achievement and success in serving Weld County
residents.
25
OUR GUIDING
PRINCIPLES
These guiding principles are the basic values of every level of Weld
County Government.
They guide the way we make our decisions and carry out our actions
every day.
y Ensure long-term fiscal stability for the county
y Customer -focused and customer -driven
y Accountable and responsible to the public
Provide and develop leadership, cooperation, and
collaboration aimed at improving service
y Focus on viable solutions that improve the quality of life
Provide the necessary knowledge, skills, and resources to
county employees to carry out our mission and fulfill our
vision
TRENDS IMPACTING
WELD COUNTY
We identified the trend and events that may
impact our ability to provide and improve
services, analyzed the strengths and
weaknesses of Weld County government to
meet these challenges. The major trends
affecting Weld County= are:
• Energy Development
• Dmogaphic
i amges
TRENDS IMPACTING WELD COUNTY
Energy Development
Although fossil fuel extraction in Weld County is as old as the county itself, in the last few years
Weld County has experienced the biggest oil and gas boom in its history. Weld County has over
20,000 active wells — about 90 percent of the state's total. The Niobrara Formation is a geologic
formation that is bountiful in fossil fuel reserves within the Denver-Julesburg basin, including nearly
all of Weld County's 4,000 square miles. New technologies have made the extracting oil and gas
through the tight shale that underlies the formation an economically viable proposition. Energy
companies are investing in new wells and infrastructure in Weld County to tap into the estimated oil
and gas reserve of as much as 1 billion to 1.5 billion barrels of oil -equivalent in the Wattenberg
Field. The production has translated into a boost for the local economy, job creation, and tens of
millions of dollars in property taxes and severance taxes for local jurisdictions.
As has been the case for the last decade, growth and development activity directly, or indirectly,
related to oil and gas exploration seems to be the main economic driver in the majority of positive
economic activities in Weld County. The County has seen several compressor stations, injection
wells, new pipelines, and other oil and gas support and service industries seeking permits. Given
the commitments of large oil and gas companies in Weld County, the County seems primed to see
considerable long-term investment and development in the oil and gas arena. The volatility of the
oil and gas assessed values continue to be a major impact to the County's budget planning the last
several years and will continue to be going forward with all the long-term energy development
planned in the county by energy companies. In addition, legislative proposals and ballot initiatives
regulating energy development in Colorado continue to threaten the long-term viability of
the energy industry in the state. In the 2019 legislative session, SB19-181 was passed and signed
into law. SB19-181 is a major rewrite of Colorado's oil and gas regulations. We will not be able
to quantify the bill's full impact on oil and gas production in Colorado until the State Oil and
Gas Commission promulgates new rules, and we see how each city and county responds with its
own new rules.
The additional production of oil and gas has resulted in significant increases in the county's
assessed value with the oil and gas production being nearly sixty percent of the county's total
assessed valuation in 2020. Because of the volatility of production levels and price fluctuations of
the oil and gas production, the county must continue to prudently manage the increased property
tax base created by the energy development. In 2012, the Board of Weld County Commissioners
approved the Strategic Investment Plan for the Future of Weld County. The plan is a long-term
strategy of investment in the county's infrastructure, technology and innovation, workforce training
and development, economic development for diversification of the local economy, and to establish
a fluctuation reserve to deal with the volatility of the peaks and valleys in energy prices and
production. The energy production revenues have allowed for lower property tax rates, which
resulted in savings for all taxpayers in Weld County.
The county and energy industry have forged a relationship that is one of cooperation. The most
significant impact of energy development has been on the county transportation system. The
system originally designed to serve farm -to -market routes has been inundated by trucks servicing
oil and gas wells. The county has worked closely with the energy industry to stay proactive in its
approach to road
28
Energy Development
continued
maintenance and improvements. The county has embarked on its Haul Route Program (HARP)
to improve roads impacted specifically by oil and gas operations. The program has been
developed in conjunction with the energy industry to identify haul routes that need to be
improved to access new drilling sites. In addition, the county constructed a 26 -mile, five -lane
concrete corridor on CR 47/49 (Weld Parkway) between 1-76 and SH 392 in 2016-2018 to
accommodate the growth in the area and heavy truck traffic from the energy industry.
The energy industry will face future challenges from stricter state and federal restrictions, such
as the new well setback rules and ground water testing. The county will need to continue its
partnership with the industry to ensure that good public policies can be achieved to continue to
take advantage of the energy development opportunities in Weld County.
Even with the uncertainty of SB19-181, Weld County is better positioned financially than many
counties, in part due to its diverse economic base, energy development, productive workforce,
and fiscally prudent management policies. A continued disciplined approach to fiscal
management of the county's limited resources will ensure alignment with county -wide strategic
priorities and values. Commitment to the Board of Commissioners' priorities of budget
stabilization, preparation for contingencies, and funding of the county's infrastructure,
accentuates the need for long-term strategic planning, including building a reserve balance that
best positions the county to weather future economic variations with minimal impact on the
community it serves. We must continue to maintain our strong fiscal management practices and
recruit for a dedicated workforce to ensure we are prepared to face whatever the future may
hold. The future county budgets must continue to address both the needs of today and the
potential challenges of tomorrow.
Demographic Changes
As growth has occurred the demographics of Weld County have changed. The Weld County
population is much more diversified than it was even a decade ago, as migration has added
to the ethnic/cultural diversity with the growing Latino population, and there is immigration
from all parts of the world. Weld County's changing demographics are evident in the shift
from a rural character to an increasingly urbanized population, resulting in a change in land
use patterns. The political make-up of the population will most likely change, as the age of
the population is shifting in Weld County, as it is nationwide with the aging Baby Boomers.
The county now has centers of population outside of the Greeley area, as the Windsor -
Severance area and Southwest Weld County area continue to grow. The state demographer
is projecting by 2040 the Southwest Weld County population center could approach 250,000.
This area will also blend with the Denver metropolitan area resulting in the loss of a specific
community identity. All these demographic changes impact the kind of services provided, the
manner in which they are provided, and the service levels. It will fall upon Weld County's
elected officials and managers to find more creative and innovative solutions to better use the
limited resources of the county to maximize delivery of services to the more diverse citizenry
of Weld County.
29
Innovation and Technology
The pace of change in our world is accelerating exponentially. This dynamic is challenging all of
u s as individuals and as organizations and shows no sign of abating. In fact, the pace of change
n ow underway in our world continues to intensify. Fueled by technological advances, we are
quickly changing and reshaping all aspects of our lives from how we live and work to how we
share information and communicate. These technological advances in many ways are
fundamentally changing the public's expectations of, and relationship to, their government.
Weld County must continue to achieve operational efficiency through continuous efforts to
improve and innovate, thereby maximizing value for taxpayers. By continuously working to
improve the quality, efficiency, and cost effectiveness of its services, county staff will maximize
value for taxpayers and increase the ability to meet emerging public needs while living within our
financial resources. Weld County must continue to draw on the expertise of its workforce to take
advantage of new ideas and tools to improve service delivery and operational efficiency.
Investing in technology and innovation will continue to be a priority in Weld County. 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. IT is one of the common threads that enable the County's business units and offices to
accomplish their respective missions. While IT is an essential, foundational element for the
County to provide certain services, IT is also a catalyst for business innovation. The business
u nits and offices identify goals that can be enabled by IT; and IT can present new technologies
that prompt business units and offices to reconsider how they deliver services.
The county must be the center of information services innovation for advancing the delivery of
county services, anytime and anywhere. The county must be continually focused on providing
superior information services to support the multitude of county services and programs we offer.
The county's goal is to provide a reliable, secure, integrated information services environment
that meets not only today's needs for communication and business efficiency, but positions the
county to leverage new technology innovations, such as cloud services, and best practices for
business transformation and improved service delivery in the future.
Departments throughout Weld County government need to find ways to deploy new technology
tools to expand employees' flexibility, allowing them to become more productive and better serve
o ur customers in the community. This means changing the way we design county services by
continually looking for more opportunities to streamline operations and by addressing public
n eeds in innovative, comprehensive ways. It may mean we have to change how we communicate
with the public we serve by expanding the services and information the public can find online and
through social media.
30
Transportation
The most obvious need for future investment in Weld County, which allows for dealing with the direct
impact of the oil and gas development, and accommodating the future growth in the county, is in the
long-term investment in the road and bridge infrastructure. Growth in the county has put an
increasing demand on the county's infrastructure. The growth has increased the use of county roads
and created congestion on several county roadways which need to be mitigated. Although the
county has made tremendous progress the last thirty years in improving the overall condition of
county roads and bridges, the growth is adding a whole set of new problems. The character of many
county roads in the Greeley -Windsor area and Southwest part of the county has changed from rural
roads to urbanized roads due to the traffic volume demanding a higher capacity and level of service.
While past years have shown growth in the County's assessed value, and the economic stimulus of
the energy industry in Weld County has been positive, the downside is that the County has had to
add significant resources to the Public Works budget over multiple years 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. In recent years, funds have been added to
the Public Works budget to deal with the Haul Route Program (HARP) to accommodate the energy
development impacts. The Weld County 2035 Transportation Plan summarizes existing
transportation conditions and recommends policy, funding and roadway development for Weld
County through the 2035 planning horizon. The transportation plan takes the condition of the current
transportation system and uses county land use forecasts and regional travel demand models to
o utline a plan that will develop and maintain a safe and efficient roadway network in Weld County
long-term. The plan strives to improve the movement of people and goods to all Weld County
communities by enhancing regional arterial roadways.
The total projected costs identified in the Weld County 2035 Transportation Plan are over $400
million. When the plan is broken down into ten-year time increments, the short-term (2011-2016)
amount is $39.8 million, mid -range (2016-2025) $178 million, and long-range (2026-2035) $186.4
million. Prior to 2013, many of the projects in the Weld County 2035 Transportation Plan were
u nfunded in the budget projections for future years. This changed with the Strategic Investment Plan
for the Future of Weld County. In approaching the funding requirement, it required another $15
million going to the Public Works Fund from property taxes, raising property tax levels to $24 million
in 2019 and 2020, and back to $20 million for 2021 and going forward. The additional property tax
investment in the transportation system, together with the anticipated federal mineral leasing dollars,
severance tax from energy development, and transportation impact fees, will add many of the
n ecessary resources to fund the Weld County 2035 Transportation Plan. Besides these resources,
the funds will also help provide matching funds to leverage grants from the Energy Impact
Assistance program and NFRMPO and UFRMPO to fund projects in the Weld County 2035
Transportation Plan.
A five-year Public Works Capital Improvement Plan will continue to be updated annually and will
e nsure 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 in the
county.
31
Economic Development
The goal of economic development in Weld County is to create and maintain a healthy and
sustainable economy that creates wealth, preserves the quality of life and improves the standard of
living for county residents. To accomplish this, the county and our economic development partners
must focus on facilitating and attracting investment, creating new job opportunities, and stimulating
growth and expanding the county tax base. To increase the number and quality of business
e nterprises and primary or basic jobs in Weld County, the economic development efforts must focus
o n enterprises that export goods and services outside the local economy to regional, national, and
international clients and, in turn, creating an inflow of capital into the local economy. With a strong
agricultural economy complemented by several value-added processing companies, like JBS and
Leprino, and the energy industry, the county has a strong economic foundation upon which to build.
Weld County is pro -growth and has a healthy economy. It has a diverse workforce, room to grow, and
e asily accessible transportation in regards to roadways and railways. Weld County has seen recent
growth in certain industries such as oil and gas exploration and production and renewable energy
technology and development. It offers proximity to urban areas while maintaining its agricultural base
and protecting water resources. The communities of the county have a small-town feel, but still have
also seen rapid growth in population and land development. There are also established retail centers
and service centers. All these features create a good economic development environment to attract
n ew businesses.
Working with economic development partners, such as Upstate Colorado Economic
Development, Small Business Development Centers, Colorado Enterprise Fund, and state
agencies, Weld County has many economic development incentives to offer and tools to assist
existing and new businesses. The county offers a personal property tax incentive program, small
business incentives, Larimer/Weld Business Revolving Loan Fund, and Colorado Enterprise Loan
Fund. Portions of the county are designated as an Enterprise Zone under the state program. Other
state incentives and jobs program are available for businesses looking to locate and expand in
Weld County. In addition to the programs cited, in 2016 the county established through property
tax credits, donations, and a $63 million endowment from the sale of NCMC hospital property, a
Brighter Weld County Scholarship Program for all Weld County high school graduates for enhanced
workforce development.
Weld County must have the long-term vision to diversify the economic base and assessed value
base of the county to become less dependent upon oil and gas assessed values. Investment in
e conomic development for the diversity of the local economy will lay a solid foundation for long-term
e conomic growth and allow Weld County to be competitive in retaining and attracting quality
companies and a labor force to support those companies. Innovative economic development
initiatives must bring together the synergy that Weld County has, such as no sales tax, low property
tax rates, leveraging of oil and gas assessed value to nurture other economic development, use of
the natural gas and wind power in the area to provide low-cost electricity, and having an
infrastructure that is strategically situated for the location of businesses and high technology
installations of the future. To accomplish long-term economic prosperity and maintain the county's
strong fiscal health, Weld County must use its financial resources to drive innovation and foster more
productive, inclusive, and sustainable growth by better use of the assets and creativity of the county
and our private partners. This could mean looking at current economic development incentives, such
as personal property tax credits, and providing infrastructure to accommodate new companies in
innovative and creative ways. Weld County is fortunate that it has the financial resources to initiate,
direct, and implement innovative economic development ideas when the opportunities present
themselves.
County Government Financial Trends
Adherence to conservative and prudent fiscal management practices have enabled Weld
County to maintain balanced budgets and stable reserves, implement proactive strategies to
manage county programs, avoid debt entirely through cash financing of capital projects, fully
fund its pension plan, and provide core services to residents. The county's financial discipline
has enabled us to embrace the changes that are reshaping all aspects of our lives — from how
we live and work to how we share information and communicate — in many ways
fundamentally changing the public's expectations of, and relationship with, government.
There are a number of future issues and concerns that will be impacting Weld County's budget
in subsequent fiscal years. Some of the issues are shared by many local governments such
as the state's long-term structural budget issues, federal debt, ever increasing healthcare
costs, and growing citizen service demands. Unique to Weld County is the continued impact of
oil and gas development touching on many aspects of Weld County currently, and in planning
for the future. The energy development presents both challenges and opportunities for Weld
County government.
The volatility of the oil and gas assessed values continues to be a major impact to the
County's budget planning. Because of 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. In February 2012, staff developed, and the Board of Weld
County Commissioners approved, the Strategic Investment Plan for the Future of Weld
County. The purpose of the Strategic Investment Plan for the Future of Weld County was to
provide the Board of Weld County Commissioners an analysis of the optional uses of the
projected property tax revenues from the new oil and gas development in Weld County. The
option selected was to develop a long-term strategy of investment in the county's
infrastructure, technology and innovation, workforce training and development, economic
development for diversification of the local economy, and to establish a fluctuation reserve to
deal with the volatility of the peaks and valleys in energy prices and production.
The budget must continue to reflect a multi -year strategic approach to managing county
resources within the ongoing challenging economic environment. The primary goals of this
strategy are to preserve core services, maintain the commitment to the county's capital
program, and accommodate the impacts of the energy development in Weld County. The
county has been able to accomplish these objectives while adhering to its fund balance and
reserves policy that specifies that a large contingency fluctuation reserve be maintained as a
buffer for unexpected fiscal events and the fluctuation of oil and gas assessed values. The
county's proactive management of its cost structure using this multi -faceted approach is
assurance of its commitment to maintaining fiscal health and stability.
33
Weld County's Strengths, Weaknesses, Opportunities
and Challenges Identified
STRENGTHS: WEAKNESSES:
Fiscally responsible and
constrained
Visionary and proactive
Provide good and
effective services to
citizens
Commitment to being a
responsive government
Responsible and
accountable to the citizens
Coordinated efforts inside
and outside the county
Good use of technology to
communicate internally
and externally
Strong advocates for our
citizens and their values
Effective use of
technology to provide
services
Enhance communications
with public
• Improve relationships
with other entities
• Understand the impacts
of demographic changes
in the county
• Focus efforts to recruit
and retain good
employees
• Improve public
perception of Weld
County
• Use technology to
advance county services
Weld County's Strengths, Weaknesses, Opportunities
and Challenges Identified
OPPORTUNITES: CHALLENGES:
Increasing revenues equal
increased voice and
leverage
• Budget strength equals
political strength
• Technology on the leading
edge
• Consolidation/partnerships
through government
collaboration and private
community organizations
• Self promotion nationally
and through industry
leaders
• Leveraging resources
• Diversification of the local
economy
• Education/information
telling our own story
• Changing demographics of
county with growth
• Immigration from different
areas and cultures
(language)
• Oil and gas volatility and
impact on the economy as
a whole
• Biased reporting in the
media
• Distrust of government at
all levels
• Private competition and
public labor market
• Natural disasters,
pandemic, terrorists, and
cyber security
• Citizen activists locking up
government
• Federal and state structural
budget problems
STRATEGIC AREA PLANS
OVERVIEW
The following pages provide an overview of each strategic area
plan, including the mission statement for each strategic area, the
goals and desired outcomes, strategies to achieve the goals, and
performance objective/key performance indicators. The
strategic areas are:
•Public Safety
•Health Service
• Human Services
•Transportation
*Community and Economic Development
•Enabling Strategies: Financial and Operational Support
36
STRATEGIC AREA:
PUBLIC SAFETY
STRATEGIC AREA: PUBLIC SAFETY
• Mission Statement: To seek justice, promote public safety and fight for our community.
(District Attorney)
o Goal PSDA 1: Systematic reduction of gang violence in our community.
o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County.
o Goal PSDA 3: Reduction of recidivism of changed offenders.
o Goal PSDA 4: Increase communication with the public and other customers of the
District Attorney's Office.
o Goal PSDA5: Reduction of paper files and duplicated data entry efforts.
• Mission Statement: To provide effective public safety services with honor and integrity
(Patrol Division)
o Goal SO PD 1: Protect the well-being of the citizens of Weld County.
o Goal SO PD2: Establish and maintain meaningful communication with the citizens
of Weld County.
• 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
when they arrived. (Detention Division)
o Goal SO DD 1: Lawfully hold prisoners in a safe and humane environment.
o Goal SO DD2: Maintain a continuum of effective jail alternatives that offer a range
of sentencing and pre -adjudication options to secure custody.
• Mission Statement: The Weld County Regional Communications Center will provide
professional public safety communications support to the agencies served and work
together to preserve and improve the quality of life for our citizens. This is accomplished
through the prompt, efficient and accurate collection and dissemination of information.
(Weld County Regional Communications Center)
o Goal PS WCRCC1: To answer 90% of 9-1-1 calls during the average busy hour
each day within 10 seconds.
38
o Goal PS WCRCC2: To answer 95% of 9-1-1 calls during the average busy hour
each day within 20 seconds.
o Goal PS WCRCC3: To resolve Severe/Immediate/Urgent Issues 1OO% monthly.
o Goal PS WCRCC4: To resolve all Service Requests 90% monthly.
o Goal PS WCRCC5: Implement a new public safety information system.
o Goal PS Wireless 1: Resolve all Wireless Subscriber Service Requests within 20
days (including repairs).
• Mission Statement: To provide a responsive, proactive, medico -legal investigation in an
efficient and compassionate manner. (Coroner)
o Goal PS Cl: Continually adjust to meet readiness and service needs.
o Goal PS C2: Enhance professionalism and promote department excellence.
o Goal PS C3: Maintain highly -qualified staff to meet the present and future needs
of the department.
• Mission Statement: To support and improve the functions of our criminal justice system
by providing innovative and cost-effective services and/or programs to those functions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing, responsible members of our community. (Justice Services)
o Goal JS -1: To reduce the cost of pretrial incarceration through effective pretrial
release and supervision services; assure defendant court appearance and no new
law enforcement contact while on supervision in the community. (Justice Services)
o Goal JS -2: To provide safe and less expensive sentencing alternatives to the use of
jail; deliver effective offender services for seamless community re-entry. (Justice
Services)
o Goal JS -3: To provide safe and less expensive alternatives to the use of jail and
prison; administer the Weld County Community Corrections Board, various
contracts and agreements with the Colorado Department of Public Safety and the
Department of Corrections, provide oversight of selected vendors and of the
Community Corrections Facility. (Community Corrections)
• 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 the organization to
encourage trust, advocate a team atmosphere, build consensus, and facilitate
communication. (Office of Emergency Management)
o Goal PS OEM 1: Enhance capability necessary to protect the community from all
hazards.
1. Enrich outreach initiatives to create "Culture of preparedness" in Weld
County.
2. Ensure and improve the level of preparedness through training and exercise
opportunities.
3. Bolster planning efforts through cooperative collaboration with community
partners.
o Goal PS OEM 2: Increase response capability necessary to improve life, safety,
property protection and environmental preservation.
1. Heighten the level of readiness through emerging technologies.
2. Expand public, private, non-profit and faith -based partnerships to
strengthen response capabilities.
3. Assess, identify, maintain and enhance resources for emergency response.
o Goal PS OEM 3: Implement initiatives to engage the whole community in order to
more effectively recover from disasters.
1. Enhance community partnerships to identify and resolve unmet needs.
2. Review and enhance short and long-term recovery methods.
3. Pioneer new techniques for more accurate and timely damage assessments.
o Goal PS OEM 4: Build a more resilient community through innovative mitigation
strategies.
1. Identify and apply new research to accurately assess possible risks and
hazards to the community.
2. Leverage various funding sources to complete mitigation projects.
STRATEGIC AREA:
HUMAN SERVICES
STRATEGIC AREA: HUMAN SERVICES
• Mission Statement: We are an innovative organization that provides comprehensive and
responsive services to the Weld County community, always exceeding performance
expectations. (Department of Human Services)
o Goal HHS 1: To continuously strengthen services and support innovation that leads
to a culture that empowers people to improve their quality of life.
o Goal HHS2: Develop and deploy consistent performance management approaches
across the Department of Human Services.
o Goal HHS3: Establish a systematic structure to effectively communicate inside and
outside of the Department of Human Services.
o Goal HHS4: To prepare for the future by identifying appropriate actions to
opportunities and challenges that may impact the Department of Human Services.
o Goal HHS5: To develop a means to clearly and effectively communicate the value
of Human Service programs to any person inside or outside of the organization on
a continuous basis.
o Goal HHS6: To develop and reinforce "best customer service" standards and
commitment within all employees and partners of the Weld County Department of
Human Services.
o Goal VS1: Perform as advocate for Veterans and dependents seeking Service
Connected Disability Compensation and Non -Service Pension claims. (Veterans
Services)
o Goal VS2: Assist veterans and dependents enroll in Veterans Administration health
care. (Veterans Services)
o Goal VS3: Provide education assistance and burial and survivor benefits for
veterans and dependents services. (Veterans Services)
STRATEGIC AREA:
HEALTH SERVICES
STRATEGIC AREA: HEALTH SERVICES
• 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 HS 1: Achieve organizational excellence through an engaged, connected, and
skilled workforce.
o Goal HS2: Cultivate a culture of continuous quality improvement to advance
excellence in business practices, programs, and services.
o Goal HS3: Foster engagement in community partnerships to achieve optimal public
health outcomes.
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STRATEGIC AREA:
TRANSPORTATION
STRATEGIC AREA: TRANSPORTATION
• Mission Statement: To design, build, and maintain safe and economical roads and bridges,
buildings, and other facilities for the safe and efficient use by the citizens of Weld County and
others. (Public Works Administration)
o Goal TPW1: Provide effective and efficient administrative and managerial support and
supervision to the Public Works Department. (Public Works Administration)
o Goal TPW2: Perform transportation of materials for maintenance and construction projects
by delivering the quantities required within the time frames requested and by surpassing
past efficiencies. (Public Works Trucking)
o Goal TPW3: Provide regularly scheduled maintenance of all HUTF roads, continuous
improvement of road conditions, and opening all non -paved roads within 72 hours after a
snow event. (Public Works Grader)
o Goal TPW4: Perform the construction, repair, and replacement of County Road and Bridge
infrastructure projects by staying within the scope, within the budget, and on time. (Public
Works Bridge Construction)
o Goal TPW5: Maintain traffic control devices on County roads and bridges. (Public Works
Maintenance Support)
o Goal TPW6: Perform the production of aggregate materials, reclamation activities, and
safety measures. (Public Works Mining)
o Goal TPW7: Provide pavement management to include pavement testing, paving,
patching, crack sealing, and sweeping. Contract administration of concrete curb and gutter,
seal coat, aggregate, and other contracted services as assigned. (Pavement Management)
o Goal TPW8: Development, design, inspection, testing, planning, and review of all phases
of County road and bridge engineering services for both in-house and contracted projects.
(Engineering)
o Goal TPW9: Implement the Colorado Weed Management Act on County properties and
assist landowners with compliance with the law through public education and assistance.
(Pest and Weed)
STRATEGIC AREA:
ECONOMIC
DEVELOPMENT
STRATEGIC AREA: ECONOMIC DEVELOPMENT
• Mission Statement: Create a region with a healthy and sustainable economy that creates
wealth, preserves the quality of life, and improves the standard of living for area residents.
Focus on facilitating and attracting investment, creating new job opportunities, stimulating
income growth and expanding the local community tax base.
o Goal ED 1: Encourage the expansion of existing businesses and the location of new
industries that will provide employment opportunities in Weld County.
o Goal ED2: Support and facilitate public and private economic development efforts
that are consistent with the Goals and Policies of Weld County.
o Goal ED3: Structure land use policies and regulations so they encourage County-
wide economic prosperity and economic growth.
o Goal ED4: Recognize and promote specific places and resources in Weld County
that can uniquely support economic development.
o Goal ED5: Maintain relevant economic data that is specific to Weld County and
which complements other sources of similar information.
o Goal ED6: Expand economic opportunity for local residents, businesses and
governments by building and diversifying the primary job base in Southwest Weld
County.
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STRATEGIC AREA:
LAND USE
STRATEGIC AREA: LAND USE
• Mission Statement: To promote quality, well planned development, while respecting the
agricultural tradition, by cultivating and maintaining positive relationships with our greater
community, so that quality of life and property values are maintained for County residents,
business and property owners through a coordinated and cooperative planning process.
o Goal CED1: : Increase effectiveness by maintaining regular communication with
the public, outside agencies, County departments, and the County Planning
Commission.
o Goal CED2: Plan for the long-term development and legacy of the County to
ensure efficiency of services to promote economic investments.
o Goal CED3: Provide consistency, quality, and thoughtful land use and
transportation planning.
o Goal CED4: Develop and maintain incentives for small business development.
o Goal CED5: Minimize government by implementing common sense approaches
to solving problems and adapting to changes.
o Goal CED6: Work with, not against, the flowing tide of free markets whereby
reducing or eliminating red tape and barriers to entry.
o Goal CED7: Ensure safe construction throughout unincorporated Weld County.
(Building Inspection)
o Goal CED8: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education. (Building Inspection)
o Goal CED9: Maintain quality, professional and timely site inspections. (Building
Inspection)
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STRATEGIC AREA:
ENABLING STRATEGIES
STRATEGIC AREA: ENABLING STRATEGIES
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Office of the Board)
o Goal ES 1: Enable County departments and its service partners to deliver quality
customer service.
o Goal ES2: Enhance community access to reliable information regarding services
and County government issues.
o Goal ES3: Ensure the County Attorney staff is meeting the needs of elected
officials and department heads. (County Attorney)
o Goal ES4: To improve service, increase efficiency and provide greater information
access and exchange between the County Commissioners and the citizens of Weld
County. (Clerk to the Board)
• Mission Statement: To ensure the process of recording and maintaining permanent records
which are accessible to the public. (Clerk & Recorder - Recording)
o Goal ES5: Ensure statutory requirements and regulations governing the recording,
indexing, imaging and electronic archiving are met. To be accountable and
responsible to the public's needs. Maintain a staff of highly -trained professionals
who have the responsibility for the administration of the recording office and all
duties charged to the office. Ensure that the citizens receive professional, timely
and quality service at all times.
• Mission Statement: To ensure the process of elections is open, error free, convenient and
accessible to all eligible voters. (Clerk & Recorder - Elections)
o Goal ES6: Ensure that every eligible voter is given the opportunity to vote either
through Mail Ballots, Voter Service and Polling Centers or Provisional voting.
Register all voters that have a desire to vote and allow them to cast a ballot at the
time of the election. Provide a Voter Service and Polling Center that is organized,
safe and free of influence. Maintain a staff of highly -trained professionals who have
the responsibility for the administration of the election office and all duties charged
to the office.
o Goal ES7: Ensure every motor vehicle is properly titled and registered according
to current Colorado laws. To be accountable and responsible to the public's needs
within the guidelines of the law. Maintain a staff of highly -trained professionals
who have the responsibility for the administration of the motor vehicle office and
all duties charged to the office. Ensure that the citizens receive professional, timely
and quality service at all times. (Clerk & Recorder - Motor Vehicle)
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o Goal ES8: To provide County treasury and tax collection services in the most
accurate, efficient and cost-effective manner possible. (Treasurer)
o Goal ES9: Correctly discover, list, value and defend values for property taxes for
Weld County taxing authorities. (Assessor)
o Goal ES 10: Ensure the financial viability of the County through sound financial
management practices. (Finance & Administration)
o Goal ES 11: Deliver on promises and be accountable for performance. (Finance &
Administration)
o Goal ES 12: Ensure the financial accounting of County funds is accurate
(Accounting)
o Goal ES 13: To provide the effective procurement of quality products and services
at the best value to Weld County taxpayers. (Purchasing)
o Goal ES 14: Attract, develop and retain an effective diverse and dedicated team of
employees. (Human Resources)
o Goal ES 15: Plan, construct, and maintain well -designed County facilities in time
to meet the needs of Weld County. (Facilities)
o Goal ES 16: Direct planning, design, engineering, construction services, and capital
improvements. (Facilities)
o Goal ES 17: Ensure responsive, service -oriented, and effective maintenance
services. (Facilities)
o Goal ES 18: Perform preventative maintenance actions to reduce lifetime
operational cost. (Facilities)
o Goal ES 19: Deliver timely, high quality and cost-effective printing and supply
services to County departments. (Print Shop)
o Goal ESN: To provide quality, sufficient, and well -maintained county vehicles to
county departments. (Fleet Services)
o Goal ES21: Capitalize on phone technology to improve service, increase efficiency
and provide greater telecom access and exchange. (Telecom)
• Mission Statement: 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. (Information Technology (IT) Department)
o Goal 1: Information Technology Security
o Goal 2: Adopting Cloud Services
o Goal 3: Consolidation and Optimization
o Goal 4: Budget and Cost Control
o Goal 5: Human Resource / Talent Management
o Goal 6: Strategic IT Planning
o Goal 7: Mobility
o Goal 8: Disaster Recovery and Business Continuity
o Goal 9: Geographic Information Systems (GIS)
Note: Information Technology has a comprehensive strategic plan available online at:
http://wci.weld.gov/DepartmentLinks/InformationTechnology/index.html
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2023
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 initiative will be approved by the voters and the 15.038 mill
levy cannot be raised without political fallout.
➢ In the 2023 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.
➢ All county departments and offices will receive a set target amount for 2023 before
budget preparations begin.
➢ A target of ten percent (10%) off the 2022 budget base will be uniformly
applied to all budget units.
➢ 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 2022 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 2023 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.
55
➢ Outside agencies that provide contractual services will be treated like county
departments.
➢ New or expanded mandates will be absorbed within the 2023 target amount by all
budget units.
➢ 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.
➢ Self-supporting budgets will float at the 2022 funding levels.
➢ A review of all discretionary programs will be done by the Department Head or
Elected Official and the Board.
➢ All vacant positions in 2023 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 2023 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 2023, while accomplishing a balanced budget. The 2023 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.
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➢ 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.
2023
BUDGET CALENDAR
April 4 Board reviews the 2023 budget plan.
May 9 - May 13 Finance team discusses target budgets and 2023 budget plan
with department heads and elected officials.
June 10
June 10
June 10
Elected officials and department heads submit requests for
Facilities special projects to the Director of Facilities and
Finance.
Elected officials and department heads submit new position
requests and any reclassification requests to Human
Resources and Finance.
Elected officials and department heads submit requests for
information technology services to Information Technology
and Finance.
June 10 Elected officials and department heads submit requests for
vehicles to the Director of Fleet Services and Finance.
July 1 Submit budget request to Finance Department.
July 1 - September 19 Finance office review.
July 11- August 1 Department review and changes for 2023 Fee Ordinances.
August 1 Submit 2023 Fee Ordinance Changes to Finance.
September 20 Early warning budget work session and community agency
requests and review of Fee Ordinance changes.
September 20 Budget Message to Board and transmit Proposed Budget to
Commissioners.
September 23 Publish notice of availability of Proposed Budget.
October 18 and 20 Budget work session hearings with Commissioners and
elected officials and department heads.
November 1 Publish notice of final budget hearing.
October 21 - December 11 Prepare final budget.
December 12 Public Hearing on Final Budget, and adopt mill levy 9:00 a.m.
58
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.
The budget and management system begins with community assessments that take the form of
formal assessments, such as those done by the Health Department and Social Services, surveys,
town meetings, citizen input, and various forms of input from citizen advisory boards. Based upon
the community assessments, policy formulation is done by analyzing community needs,
developing county -wide goals, assessing prior year program performance, reviewing policy
alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is the
creation of a capital improvements plan and long-range plan.
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.
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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.
60
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
POLICY
FORMULATION
Community
Assessment
PROGRAM
EVALUATION
Program Analysis
Review Program
Performance
Examine and Evaluate
Alternatives
Service
Delivery
Analyze Community Needs
Develop County -Wide Goals
Assess Prior Year's
Performance
Review Policy Alternatives
Establish General Priorities
Establish Fiscal
Policy
SUPPORT
Accounting System
Fiscal Control
Cost Accounting
By Program
Performance
Measurement
Systems and Reports
BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Allocate Resources by
Program Area
Develop Multi -Year
Projections
Schedule Action
Long Range Planning
Capital Improvements
PROGRAM
PLANNING
Assess Program Alternatives
Design Program
Define Program
Objectives
Relate to Present
Operations
Revise as Necessary
61
HIERARCHY OF BUDGET INFORMATION
BOARD OF COUNTY
COMMISSIONERS
Budget Policies
Budget Process
Revenue Policies
Policy Directions
Accounting Policies
Investment Policies
Capital Improvement
Policies
Budget Guidelines
Allocation of
Resources
N
Implementation and
Results of
Strategic Objectives
Major Program Goals
Specific Revenue
Assumptions
Policy Matters/
Points of Issue
Workload Data
Department Objectives
Significant Changes
/
DEPARTMENT BUDGET UNITS
62
2023
BUDGET PROCESS
OBJECTIVES:
1. Identify the cost of existing activities within the county.
2. Analyze new or expanding services, using common criteria for justification, aimed
at identifying mandated and optional programs.
3. Analyze and give a thorough explanation of each existing program and services
with the Budget Review Form and Performance Measures.
4. Rank, in priority order, all new and existing services which fall within a marginal
range of funding.
Aggressively analyze major revenue sources.
6. Eliminate procedures which were not fully utilized in the decision -making process
of the budget.
7 Identify optional programs and service levels which may be reduced if necessary.
8. Continue refinement of the budget process with the key aspects of planning,
evaluation, priority setting, rational resources allocation process, and creative
management approaches.
9. Utilize the target budget approach.
10. Continue a strategic planning process.
63
SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
WELD COUNTY FUND STRUCTURE
By Budgetary Basis
Modified Accrual Basis of Budgeting
(Government Fund Types)
General
Fund
Public
Works
Solid Waste
Conservation
Trust
I
Special
Revenue
Social
Services
Human
Services
Weld
County Trust
Fund
Capital
Funds
Health
BUDGETARY ACCOUNTING BASIS:
Accrual Basis of Budgeting
(Proprietary Fund Types)
Internal
Service Funds
Fleet
Services
Insurance
Weld
Finance
Corp.
Health
Insurance
Telecom
Services
•
Enterprise
Funds
Regional
Crime Lab
The Weld County budgetary procedure uses the following Basis of Accounting. Basis of
Accounting refers to when revenue and expenditures are recognized in the accounts and reported
in the financial statements. Basis of Accounting relates to the timing of the measurements made,
regardless of the measurement focus applied.
The governmental funds and expendable trust funds utilize the Modified Accrual Basis of
Accounting. Under this method revenue is recorded in the year in which it becomes both
measurable and available as net current assets. "Measurable" means the amount of the
transaction can be determined and "available" means collectible within the current period or soon
enough thereafter to pay liabilities of the current period.
Revenue susceptible to accrual, that is, measurable and available to finance the County's
operations, or of a material amount and not received at the normal time of receipt, primarily
consists of 1) state highway users' tax; 2) property taxes, assessed in 2022, payable in 2023, 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
65
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.
66
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
• 2023 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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SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
Address rising inflation concerns and salary survey information to ensure competitive
wages.
➢ Experienced over a 50% increase in assessed valuation due to oil and gas.
➢ Continue the implementation process for an Enterprise Resource Planning (ERP) system.
➢ Continue efforts to control health care costs for county employees/dependents. A 15%
rate increase for the county and 5% for employees in 2023 will be the first premium
increase in nine years ago.
➢ The 2023-2027 Capital Improvements Plan for facilities is funded at $94,875,000.
➢ Continue providing staff and financial resources in response to SB 19-181 for the air
quality monitoring system.
Fund the Public Works 2023-2027 Capital Improvement Plan.
➢ Increase road and bridge infrastructure funding by $11.7 million.
➢ Established a $620,000 wellness program budget in the General Fund.
Changed the overtime calculation for Sheriffs Office deputies and correctional officer to
be competitive with other law enforcement agencies.
➢ Accommodated HB 22-1259 which will increase Basic Cash Payments to recipients by
10% and broaden eligibility for TANF and day care assistance.
➢ Increase the Contingency Fund reserve by $65 million.
➢ Maintain a fully funded pension plan with an earning rate assumption of 5.9%.
➢ Maintain an anticipated ending fund balance of nearly $575 million.
➢ New Sheriff's Office shooting range and training facility will open.
> Part-time positions will start getting longevity step increases.
The county will be adding 35 FTE in departments.
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
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.
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.
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, software, 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 $5,000 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
Improvements
Infrastructure - Bridges
Infrastructure - Roads
Equipment
Heavy Equipment
20 - 50 years
10-20 years
50 years
20 years
3-5 years
10 - 20 years
GASB Statement 34 allows an alternative approach which would reflect a reasonable
value of the asset and the cost incurred to maintain the service potential to locally
established minimum standards in lieu of depreciation. To elect this option the County
must develop and implement an asset management system which measures, at least
every third year by class of asset, if the minimum standards are being maintained. The
County has elected to use this alternative approach only for gravel roads.
INVESTMENT POLICY
On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment
policy that is reviewed annually by the Investment Committee. A copy of the detailed investment
policy can be obtained by contacting the Weld County Treasurer at (970) 400-3260. The following
is a brief overview of the investment policy:
The County Treasurer is responsible for the investment of all available monies. The statutes
defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S.
Investment priorities are (1) safety, (2) liquidity, and (3) yield.
In compliance with statutes, deposits/investments are made only in "qualified" financial
institutions, i.e., those which are federally insured by either FDIC or FSLIC. Further, any
deposit/investment amount more than $250,000 may only be made at institutions that are
designated as public depositories by the state bank or savings and loan commissioners, Sections
11-10-118 and 11-47-118, C.R.S. Such designation occurs when acceptable collateral is pledged
to secure the total deposit.
Deposits/investments shall be made in the name of the treasurer in one or more state banks,
national banks having their principal offices in this state, or in compliance with the provisions of
Article 47 of Title 11, C.R.S. 1973, savings and loan associations having their principal offices in
this state which have been approved and designated by written resolution by a majority of the
Board of County Commissioners.
The Board of County Commissioners can designate, by resolution, an average annual rate of
interest income to be paid to a specific fund or funds. All other interest income is deposited to the
county general fund for the purpose of supplementing the county mill levy, thus reducing the
amount of revenue required from property tax.
The County maintains a cash and investment pool that is available for use by all funds except the
Pension Trust Fund. Several of the County's funds also hold investments on their own account.
The cash and investments of the Pension Trust Fund are held separately from those of the other
County funds.
Deposits:
At year end, the estimated carrying amount of the County's deposits is nearly $575 million.
Of this amount, approximately $1 million will be covered by Federal deposit insurance,
and the remainder was collateralized with securities held by the pledging financial
institution's trust departments or agents in the County's name.
Investments:
Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies, and
instrumentalities, commercial paper, and repurchase agreements. The Pension Trust
Fund is also authorized to invest in corporate bonds and mortgages.
Interest revenue is projected on the basis of an average interest rate of 2.5 percent in 2023.
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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:
MOWN
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)
Offers support to managers to eliminate marginal services, less productive
employees, etc.
Allows board discretion in allocating funds to unfunded programs in critical
service areas
Targets all offices, departments, and outside agencies
Better reflects County priorities
Since limits are known, allows planning of alternative expenditure levels six
months before fiscal year begins
Constrains growth in existing levels, so high priority requests can be
granted while lower priority projects are cut
Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services.
Clearly identify all newly mandated program costs for the Board.
Continue the County's share of partnership programs, unless a change is legally
mandated, and decrease the share wherever possible.
Maximize manpower avoidance or substitution methods for all departments through
automation, productivity improvements, or cost cutting strategies.
Recommend capital outlay expenses for equipment only when the need has been fully
justified, the useful life of equipment cannot be extended, and it has been determined that
salvage equipment is unavailable for use. Vehicle replacement must be recommended
by the Equipment Service Manager 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, 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.
2023 GUIDELINES
➢ There will be limited recommended increases in personnel in the recommended budget to
the Board. Increased workload should be absorbed by existing personnel wherever
possible through increased productivity.
Resources for new activities should come from increased productivity and termination of
existing activities wherever possible. No new non -mandated programs should be
proposed without proportionate cutbacks in other programs. 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 2022's budget presentation.
➢ Salaries should be budgeted at the 2022 level. Any salary increases for a class unique to
a department must be absorbed in target amounts.
➢ 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.
> Target budget amounts will be provided to each department and office. Any amount
exceeding the target base will be competing for a small amount of unallocated funds
during the budget hearing process in October. Therefore, all offices and departments
should make concerted efforts to put together realistic programs and efforts within the
target budget base amount, since the ability of the Board to fund beyond that level will be
substantially restricted. Ranking forms will begin at 90% of target and must be completed
by each department.
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➢ In reviewing the 2023 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 or not all cost cutting and revenue generating
strategies have been applied.
➢ 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 2023
budget process.
➢ Use the following budget population data for performance measures:
YEAR
2021 (Actual)
2022 (Estimated)
2023 (Projected)
POPULATION
340,020
347,860
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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2023
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used for submission of your 2023 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 1, 2022.
2. All departments are requested to submit, on or before June 10, 2022, the following items
that will be part of your 2023 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 2023 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 2022 level. Any anticipated increase
over 2022 level must be absorbed in target amount.
4. For budgetary purposes, please use the 600 per mile reimbursement rate in developing
your 2023 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 will
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, E85 $3.10/gallon and LNG at $2.60/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 2023.
8. Postage costs are anticipated to be 60¢ in 2023.
9. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Finance department to coordinate the overall target amounts.
10. Any amount in excess of the 90% target amount must have an Appropriation
Request Exceeding Target Budget Level form and be ranked on the Budget Unit
Ranking Form for the regular budget.
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11. Any budget unit with project account codes should prepare a worksheet summarizing each
account with total comparison to 2023. See Finance department for exact format.
12. Any 2023 position classification upgrades will be treated the same as a new position
request in the budget process, with the department funding any requests within the target
amount. 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 2023 budget process.
13. Early Warning Budget Hearings will be held in September.
14. 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.
15. A worksheet showing each line item with five years' history is being provided to show
historical expenditure patterns.
16. 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.
17. The training budget for your department should be delineated in the format per the
attached instructions in conjunction with the Human Capital Management Strategy.
18. Part of the 2023 budget process will include new goals and objectives as a part of the in -
process 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 970-400-4218 to answer questions, or to get
approval for variation to the normal procedures outlined in the special instructions.
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2023
PROGRAM ISSUES
➢ Address rising inflation concerns and salary survey information to ensure competitive
wages.
➢ Experienced over a 50% increase in assessed valuation due to oil and gas.
➢ Increase the Contingency Fund reserve by $65 million.
➢ Maintain an anticipated ending fund balance of nearly $575 million.
➢ Fund the Public Works 2023-2027 Capital Improvement Plan.
➢ Continue the implementation process for an Enterprise Resource Planning (ERP) system.
➢ Continue efforts to control health care costs for county employees/dependents. A 15%
rate increase for the county and 5% for employees in 2023 will be the first premium
increase in nine years ago.
> The 2023-2027 Capital Improvements Plan for facilities is funded at $94,875,000.
➢ Continue providing staff and financial resources in response to SB 19-181 for the air
quality monitoring system.
➢ Increase road and bridge infrastructure funding by $11.7 million.
➢ Established a $620,000 wellness program budget in the General Fund.
➢ Changed the overtime calculation for Sheriff's Office deputies and correctional officer to
be competitive with other law enforcement agencies.
> Accommodated HB 22-1259 which will increase Basic Cash Payments to recipients by
10% and broaden eligibility for TANF and day care assistance.
➢ Maintain a fully funded pension plan with an earning rate assumption of 5.9%.
➢ New Sheriff's Office shooting range and training facility will open.
Part-time positions will start getting longevity step increases.
➢ The county will be adding 35 FTE in departments.
REVENUE POLICIES
AND ASSUMPTIONS
The following revenue policies and assumptions have been used in the preparation of the 2023
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 2023 economic projections that may impact the 2023 budget, new and
elevated risks to the economic recovery have emerged with the war in Ukraine,
which has shocked the global commodity markets and poses a new source of
global economic uncertainty. Inflation has increasingly come into view as a major
concern for businesses and consumers. In addition to wage pressures from the
tight labor market, and elevated goods pricing due to pandemic -induced supply -
chain disruption and strong global demand, the warp in Ukraine has caused
inflationary pressures to spike further by impacting crude oil, agricultural, and
metals markets. The economic impacts of the geopolitical conflict will depend on
the duration and escalation of conflict, which poses significate downside risks to
global economic and financial markets. Assume interest rates averaging 2.50
percent throughout 2023.
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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.
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 the energy industry in the state. In the 2019 legislative session, SB 19-181
was passed and signed into law. SB 19-181 is a major rewrite of Colorado's oil and gas
regulations. We will not be able to quantify the bill's full impact on oil and gas production in
Colorado until the State Oil and Gas Commission promulgates new rules, and we see how each
city and county responds with its own new rules. The energy industry is also being hampered by
the reluctance of investors to put money into fossil fuel development.
With the COVID-19 economic recovery in 2021 and price increases oil and gas assessed
valuation for the Weld County 2023 budget increased nearly 50% over the prior year. Because of
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. The
county has dealt with fluctuations in the oil and gas assessed valuations by keeping the county
budget's base costs level and using increased property tax in good years for one-time expenses
or putting funds into the fluctuating contingency reserve. Based on the price of oil and gas in 2022
due to the Ukrainian War it is anticipated the assessed valuation for the 2024 budget will be up
substantially again. 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 up
$300,000 in 2023 due to 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 be down slightly in 2023 for oil and gas permits, but up
$200,000 in 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 2023 due to growth and inflation.
Earning on Investments: Interest revenue is calculated on the average earnings rate of 2.5
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.
86
Rental: All rental income is based upon signed leases.
Overhead/Cost Plan: Revenues are based upon the 2021 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 $5.7 million in revenues in this area.
County Clerk Fees: Calculated on the historical level of activity, and legislative changes in the
last few years.
Treasurer's Fees: Based upon historical level of activity for fees, which have been growing
slightly due to the statutory fee structure for property taxes collected.
Highway Users - Special Bridge: Revenue based upon signed state and federal grant contracts.
Motor Vehicle Registration Fees: Like Specific Ownership Tax this revenue is anticipated to be
up some in 2023 due to projected vehicle sales and 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, 2022.
Health Fees: Based upon historical patient/client caseload with 2023 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, 2022,
State Lottery: Funded at the current 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: See policy on severance tax direct distribution in the Public Works
Non -Departmental Revenue (Budget Unit 2000-90100).
87
MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
DESCRIPTION
2019
2020
2021
2022
2023
Property
Taxes
$ 173,539,158
$ 224,660,533
$ 225,047,613
$ 179,977,118
$ 272,718,522
Other
Taxes
12,770,000
12,970,000
12,800,000
11,710,000
13,260,000
Fees
13,481,000
14,109,600
16,178,350
17,757,300
20,182,750
Intergovernmental
70,021,975
67,679,862
67,669,679
99,528,078
80,368,619
Licenses/Permits
4,678,000
6,880,000
5,366,500
5,133,550
5,610,550
Charges
for
Services
10,182,870
11,499,426
11,544,735
13,365,291
14,633,248
Proprietary
Services
31,228,972
33,706,303
35,298,521
36,158,063
39,637,756
Miscellaneous
22,059,361
24,559,545
28,141,881
24,695,868
45,407,897
TOTAL
REVENUES
$ 337,961,336
$ 396,065,269
$ 402,047,279
$ 388,325,268
$ 491,819,342
TREND ANALYSIS
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
MAJOR REVENUE TRENDS
300
250
200
150
100
50
0
2019 2020 2021
2022 2023
—Property Taxes
f Intergovernmental
Proprietary Services
Other Revenue
Property Tax: Increases will track with the Home Rule Charter and TABOR tax limitations, which
are growth in actual property value, plus cost -of -living. As has been the case for the last few years'
growth and development activity directly, or indirectly, related to oil and gas exploration seems to
be the main influence on the growth of the property tax base in the county. The volatility of the oil
and gas assessed values continues to be a major impact to the County's budget planning the last
decade. For the 2020 budget, the increase in the county's assessed value from oil and gas values
was over 34%. Oil and gas assessed valuation were close to two-thirds of the county's total
assessed valuation. For the 2021 budget, the county's assessed value from oil and gas values
was close to the same level as 2020. However, legislative proposals and ballot initiatives
regulating energy development in Colorado continue to threaten the long-term viability of the
energy industry in the state. In the 2019 legislative session SB 19-181 was passed and signed
into law. SB19-181 is a major rewrite of Colorado's oil and gas regulations. With the COVID-19
economic downturn and the Saudi Arabia and Russian oil price war, the drop in production and
prices during 2020 significantly impacted the assessed valuation for the 2022 budget, as the
88
assessed valuation dropped nearly 20% even in a reappraisal year. Weld County experienced
nearly a 40% drop in the oil and gas assessed valuation for the 2022 budget. For the 2023 budget
there is nearly a 50% increase in assessed valuation due to the price of oil and gas. 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: The drop from 2018 to 2019 and into 2020 was primarily due to reductions
in energy impact and flood recovery related federal grants for road projects. In 2021-2022 the
significant increase in intergovernmental revenues is from the American Recovery Acy where
Weld County received nearly $63 million in COVID recovery funds in 2021-2022. Once the
economy recovers from COVID many 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 beyond 2023.
Proprietary Services: Predictable revenue based on stable usage. Health insurance costs in
the self -insured program are slowed and even dropped 15% in 2019, so the increases in this area
over the next four years was more moderate. In 2023 the health insurance rates will be increasing
15% for the county and 5% for employees increasing revenues in this area, along with normal
inflationary growth.
OTHER REVENUE TRENDS
a
.2
50
45
40
35
30
25
20
15
10
5
0
re
Arr-
2019 2020 2021 2022 2023
—41—Other Taxes
—Fees
Licenses/Permits
—X—Charges for Services
—ikn Miscellaneous
Other Taxes: Primarily, specific ownership taxes that track car registrations and severance tax.
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. With oil and gas production down in 2021 it impacted
2022 revenues. A slight increase is projected for 2023.
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 increasing Recording fees. Public Trustee fees
were first budgeted when the Treasurer assumed the role of Public Trustee on July 1, 2020. The
big jump in 2021 is the increase in fees from the Treasurer's Office, based on the increase in
taxing entities' tax collection. The fees for both the Treasurer and Clerk and Recorder increased
in 2022 and 2023.
89
Licenses/Permits: The new oil and gas regulations resulting from SB 19-181 increased permit
revenues in 2020 by nearly $2 million but have since dropped dramatically as investment in fossil
fuel development has slowed. With the COVID-19 pandemic slowdown in the economy, oil and
gas drilling activity fees from new construction and oil and gas permits dropped in 2021, and that
trend continued in 2022. In 2023 revenues from building inspection fees is projected to boost
revenues.
Charges for Services: Revenue is predictable based on contracts for service and reimbursable
projects. The increase of over $1 million in 2020 is due to dispatch user fees moving from 20% to
40% of cost recovery. The increase in 2022 is attributed to an accounting change between
Communications and the E-911 Authority. 2023 increases are attributed to growth and inflation of
fees.
Miscellaneous: Revenue remains predictable, even though there is some variation in specific
years. Interest revenue is found in this category and was up nearly $1.5 million in 2019 and
remained the same in 2020. Public Works contracts were down due to reimbursable road projects
in 2019, but up nearly $500,000 in 2020, and up $2.89 million more in 2021. Fines from traffic
violations dropped in 2022 due to new police reform legislation. Oil and gas royalty payments
were up substantially the last five years but were down in 2021-2022 due to lower production and
prices. Due to oil and gas price increases resulting from the Ukrainian War, revenues from
royalties in 2023 are projected to increase by almost $20 million, accounting for the majority of
the increase, with employee contributions to the Health Insurance fund adding an additional $2.5
million. The policy decision to charge Social Services the full amount of indirect costs raised this
category to $5.9 million in 2023.
90
FIVE YEAR PROJECTED REVENUE AND
EXPENDITURE TRENDS
2024-2028 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 tax levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation. The projections are set at 5% annually. However,
the impact of SB 19-181 regulating oil and gas production and depending on the global
economy and international relations property tax revenue could drop below the 5%
increase pace.
• 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 and some cuts in entitlements occur due to
planned federal deficit reductions.
• 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.
• Proprietary Services revenues are offset by the same expenditure amount with an
adjustment for the property tax assessed for the Insurance Fund.
DESCRIPTION
2024
2025
2026
2027
2028
Property
Taxes
$282,260,488
$295,123,513
$309,129,689
$324,586,173
$340,815,482
Other
Taxes
13,653,000
14,057,790
14,474,724
14,904,165
15,346,490
Fees
21,180,638
21,809,307
22,456,836
23,123,791
23,810,755
Intergovernmental
84,008,295
85,953,400
87,954,309
89,420,324
91,420,456
Licenses/Permits
5,855,023
6,030,529
6,211,301
6,397,496
6,589,277
Charges
for
Services
15,364,910
15,825,858
16,300,633
16,789,652
15,286,809
Proprietary
Services
42,088,459
44,378,247
46,809,278
49,390,870
52,132,972
Miscellaneous
32,311,184
32,758,840
33,219,925
33,694,841
34,184,005
TOTAL
REVENUES
$496,721,997
$515,937,484
$536,556,695
$558,307,312
$579,586,246
MAJOR REVENUE PROJECTIONS
400
350
300
= 250
O
2 200
150
100
50
0
4'114 'Ft\dtierlSirdi'll-gt
2024 2025 2026 2027 2028
a■■fl_Property Taxes
--Intergovernmental
Proprietary Services
�11E� Other Revenue
2024-2028 EXPENDITURE PROJECTIONS
DESCRIPTION
2024
2025
2026
2027
2028
General
Government
$60,027,853
$61,102,589
$63,494,796
$64,960,839
$67,973,004
Public
Safety
95,672,203
98,542,369
103,308,640
106,407,900
109,600,137
Public
Works
108,609,882
111,868,179
115,824,224
119,298,951
122,877,919
Public
Welfare
Health
and
65,009,224
66,953,020
68,955,131
71,017,305
73,141,344
Human
Services
11,737,315
10,746,040
11,064,027
11,391,554
11,728,906
Culture
and
Recreation
1,164,027
1,185,338
1,207,182
1,229,574
1,252,526
Proprietary Services
49,378,683
51,968,787
54,714,857
57,627,050
60,716,212
Capital
27,088,310
15,130,300
17,871,025
17,149,210
17,401,000
Miscellaneous
23,195,896
23,885,822
24,596,385
25,328,201
26,081,908
EXPENSES
$441,883,393
$441,382,444
$461,036,267
$474,410,584
$490,772,956
TOTAL
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 four-year period for all categories, except federal and state funded programs.
• Population growth follows the State Demographer's estimate of an average 2-3 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. Therefore, the program expenditures will
grow only moderately at 3% annually as non -defense discretionary spending slows and
some cuts in entitlements occur due to planned federal deficit reductions.
• 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.
• Public safety will experience infusion of funds beyond inflation to fund the additional costs
of opening additional jail beds as the inmate population grows.
• Proprietary Services will be driven primarily by inflation.
• 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
U)
a
O
•
2
120
100
80
60
40
20
0
2025
2026
2027
2024
2028
'General Government
—U—Public Safety
Public Works
—X— Public Health and Welfare
L-4( -Human Services
Proprietary Services
Capital
Miscellaneous
2024-2028 FUND BALANCE PROJECTIONS
2024
2025
2026
2027
2028
Begin
Fund
Balance
$585,087,674
$639,547,774
$714,481,318
$790,001,746
$873,898,474
Total
Revenues
496, 721,
997
515,
937,484
536, 556, 695
558, 307, 312
579, 586, 246
Total
Expenses
441,883,393
441,382,444
461,036,267
474,410,584
490,772,956
Ending
Fund
Balance
$639,926,278
$714,481,318
$790,001,746
$873,898,474
$962,711,764
Fund Balance Projections
IL) BUD
Uf
i
O
•
900
800
700
600
2 500
400
300
200
100
0
•
2024 2025 2026 2027 2028
Begin Fund Balance
g wTotal Revenues
—UTotal Expenses
Ending Fund Balance
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
Y
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,
Resources
Human
Planning
and
Zoning
.
Director,
Planning
Services
Community
Dev
Block
Grant
Chief
Financial
Officer
Facilities
Facilities
Director
Information Services
.
Chief
Information
Officer
Geographical
Information
System
Chief
Information
Officer
Sheriff
21160)
Administration
Units
(21100-
Sheriff
95
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
Sheriff
Transportation
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
p
Director, Oil
andgas
Energy
Department
p
Building
Inspection
Director,
Planning
Services
Office
of
Emergency
Management
Director,
Office of
Emergency
Management
Pest and Weed Control
Director,
Public
Works
Economic
Development
Director,
Finance and Administration
Waste
Water
Management
Director,
Finance and
Administration
Engineering
Director,
Public
Works
Extension
Service
Director,
Extension
Office
Veteran's
Office
Facilities
Director
Seniors
Program
Director,
Finance and
Administration
Parks
and
Director,
Finance and Administration
Trails
Building
Rents
Director,
Finance and Administration
Non -Departmental
Director,
Finance and Administration
96
BUDGET
UNIT
RESPONSIBLE
OFFICIAL
Community Agency Grants
Director,
Finance and Administration
Bright
Futures
Director,
Finance and
Administration
Island
Grove
Building
Director,
Finance and Administration
Asset and
Resource
Management
Director,
Finance and Administration
County
Fair
Director,
Extension
Office
Special
Revenue
Funds:
Public
Works
Fund
Director,
Public
Works
Social
Services
Fund
Director,
Services
Human
Health
Fund
Director,
Public
and
Environment
Health
Services
Fund
Director,
Services
Human
Human
Conservation
Fund
Director,
Finance and
Administration
Trust
Contingency
g Y
Fund
Director,
Finance and Administration
Weld
County
Trust
Fund
Director,
Finance and Administration
Solid
Waste
Fund
Director,
Finance and
Administration
Capital Funds:
Capital
Expenditure
Fund
Director,
Finance and Administration
Communications
Fund
Capital
Development
Director,
Finance and Administration
Fund:
Enterprise
Regional
Forensic Crime
Lab
Fund
Director,
Finance and Administration
Proprietary Funds:
.
Fleet
Services
Fund
Director,
Fleet
Services
Insurance
Fund
Director,
Finance and Administration
Fund
.
Chief
Information
Officer
Telecom
Insurance
Fund
Director,
Finance and
Administration
Health
97
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
INCLUDED EXCLUDED
District Attorney:
Increase of one Investigator II (Grade 40) $ 104,434
Reclassify Assistant District Attorney (ADA) 24,243
Reclassify Community Relations Specialist (G27 to 32) 7,592
Victim Witness:
Reclassify DA Program Manager from Grade 37 to 38 $ 2,576
Finance:
Remove 1.0 FTE for Director position - 482,136
Increase Contract Services for transitional needs $100,000
Accounting:
Reclassify 1.0 FTE to Senior Accountant to Grade 48 7,003
Human Resources:
Employee survey and pay scale software tools 100,000
Wellness Program:
Including SIGMA program in General Fund 200,000
Include First Responder Counseling in General Fund 150,000
Include Mental Health contract in General Fund 200,000
Facilities:
Increase of 1.0 FTE Shooting Range Caretaker (Grade 12) 60,613
Continuing 2.0 FTE Security Guard positions (Grade 20) 70,234
Reclassify 1.0 FTE Electronics Technician (Grade 36 to 41) 373
Information Technology:
Increase of 1.0 FTE Accella Application Analyst (Grade 47) 120,911
Increase 1.0 FTE for Business Process Analyst Grade 36 96,214
Reclassification of 1.0 FTE from Grade 41 to 43 5,778
Sheriff:
Convert three (3) 0.6 FTE to 2.0 FTE in Civil at Grade 20 44,152
Increase 2.0 FTE in Records Unit at Grade 21 138,812
Decrease 1.0 FTE in Municipal Contracts - 116,867
Reclassify 2.0 FTE in Victim Advocate (Grade 24 to 27) 10,398
Pretrial Services:
Increase of 1.0 FTE for Deputy Director (Grade 49) 126,257
Oil and Gas Energy Department
Reclassify P&E Specialist II to III (Grade 43 to 45) 5,131
Reclassify P&E Specialist I to II (Grade 38 to 43) 6,042
98
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
FUNDING INCLUDED
Noxious Weeds:
Increase 1.0 FTE from Seasonal to full-time (Grade 25)
U nmanned aircraft (drone)
Economic Development:
S BDC
U pstate Colorado Economic Development
Increase for Air Quality contract and consulting
26,137
30,000
1,300,000
Community Agencies:
Reading Great by 8 (formerly Promises for Children) 10,000
211 Information and Referral 50,000
Weld's Way Home 5,000
Bright Futures:
Strategy for funding change 296,043
Increase of dollars from Bankhead Jones transfer 2,500,000
Veterans Services:
Reclassify 1.0 FTE from Grade 30 to 32 as supervisor
Contingency:
Reclassification of eligible Part -Time Positions
3,740
38,122
TOTAL GENERAL FUND $ 5,240,802
PUBLIC WORKS FUND:
Reclassify 2.0 Office Tech III to OTIV (Grade 17 to 22)
Gravel Road add one Supervisor Grade 46
Maintenance Support add three Grade 25
Maintenance Support add digital sign printer
TOTAL PUBLIC WORKS FUND
SOCIAL SERVICES:
Add two positions to Assistance Payments
Add one position to Area Agency on Aging Division
Add 9.0 FTE as positions to Child Welfare
Added one Adult Protective Services position midyear
Reclassification of eligible Part -Time Positions
HUMAN SERVICES:
Add 2.0 FTE for Single Entry Point Case Managers
113,377
219,216
78,000
$ 410,593
N/A
N/A
N/A
N/A
16,382
N/A
EXCLUDED
65,000
150,000
20,000
$ 235,000
$6,176
$ 6,176
99
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
PUBLIC HEALTH:
Remove 0.25 FTE from Administrative Services
Add 3.725 FTE to Health Communications
Add 0.54 FTE to Community Health Services
Remove 2.20 FTE from Environmental Health Services
Add 1.275 temporary FTE to Public Health Preparedness
Remove 0.115 FTE from Clinical Services
Reclassification of eligible Part -Time Positions
FLEET:
Add small SUV for Coroner
Add truck for Extension
Add front end loader for Facilities Grounds
Add 60" mower for Facilities Grounds
Add 3 -point seeder for Facilities Grounds
Add % ton truck for Facilities Shooting Range Caretaker
Add medium size tractor for Facilities Caretaker
Add small SUV for Environmental Health
Replace Sheriff's Office CIRT Command Bus
Add Public Works % ton truck for Gravel Supervisor
Add Public Works four (4) single -axle trailers for Gravel
Add Public Works 1/2 ton truck for Maintenance Support
Add Public Works one -ton truck for Maintenance Support
TOTAL FLEET INCREASE $
N/A
N/A
N/A
N/A
N/A
N/A
9,217
30,000
36,000
4,200
13,500
10,000
46,000
37,000
30,000
550,000
45,000
11,200
42,000
68.000
922.900
NOTE:
• Policy matters are changes in current policies.
• Points of issue are items where the Director of Finance and Administration has a different
recommendation than the budget unit's department head/elected official.
100
2023 SALARY AND BENEFIT
RECOMMENDATIONS
Weld County has always strived 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:
• Present pay rates compared to labor market competitors. The competitive job market may
vary by job classification or specific job. The comparison is to beginning salary and middle
level salary. Weld County does not compare to maximum salary range amounts.
• 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:
Mountain States Employers' Council — Public Employers
Mountain States Employers' Council — Front Range
In light of the economic conditions and Weld County's own financial situation as we look forward,
the following recommendations are being made:
• A salary increase of 3.0 percent to Weld County employees occurred in July 2022 at the
direction of the Board of County Commissioners. The 2023 budget includes this approved
increase with an additional 5.0 percent cost of living increase anticipated to help address
the rising inflation rates and the competitive job market. Employees are eligible for step
increases for longevity and performance.
• Health insurance rates are expected to increase by 5.0 percent for the employees, and
the county will pay an additional 15.0 percent for 2023. This is the first health insurance
increase to occur in nine years. 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.
All other benefits are recommended to remain the same for 2023.
101
OTHER BENEFITS
VISION PROGRAM:
➢ Coverage follows health insurance program coverage for both single and family plans
➢ Maximum amount paid for single $300/year or family $600/year
➢ No deductible
➢ 50% of covered expenses incurred
➢ Examination, lenses, and frames or contacts limited to one each year
DENTAL PROGRAM:
The County offers three dental plans:
• County Plan
• Alpha Dental Plan
• SunLife Dental Plan
LIFE: Three times annual salary up to $600,000 at $0.133/$1,000/per month
LONG TERM DISABILITY (LTD): $.33/$100 compensation
SHORT TERM DISABILITY: $.165/$10 of covered benefit of 60% of compensation after 31 days
of absence due to illness or accident. Employee must also exhaust all accumulated sick leave
before coverage starts. Coverage ends when the 180 -day LTD elimination period ends and LTD
starts. Program replaces sick leave bank. 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.
P ERA — Health Department: 14.22 percent of gross salary for County contribution and 8.5
percent of gross salary for employee contribution.
P ERA — District Attorney only: 10.5 percent of gross salary for County contribution and
20.95 percent of gross salary for employee contribution.
VOLUNTARY COVERAGES: Include supplemental life, accidental death and dismemberment,
hospital indemnity, critical illness, SunLife vision plan, and accident insurance. These plans are
100% employee paid.
102
POSITION AUTHORIZATION CHANGES
DUE TO 2023 BUDGET
FUND AND
DEPARTMENT
1000-10300
1000-11200
1000-12100
1000-12100
1000-15100
1000-15100
1000-15100
1000-15300
1000-16100
1000-16100
1000-16100
1000-16200
1000-16200
1000-16200
1000-16300
1000-16400
1000-16400
1000-16400
1000-16400
1000-16400
1000-16400
1000-16400
1000-16400
1000-16400
1000-16400
1000-17150
1000-17200
1000-17200
1000-17200
1000-17200
1000-17200
1000-17300
1000-17300
1000-17300
6400-17400
1000-21100
1000-21120
1000-21130
1000-21150
1000-21210
1000-21300
1000-21300
1000-24420
DEPARTMENT
NAME
Public Trustee
Elections
Treasurer
Treasurer
District Attorney
District Attorney
District Attorney
Victim Witness Assist
Finance
Finance
Finance
Accounting
Accounting
Accounting
Purchasing
Human
Human
Human
Human
Human
Human
Human
Human
Human
Human
CDBG
Facilities
Facilities
Facilities
Facilities
Facilities
Information Technology
Information Technology
Information Technology
Telecom
SO Administration
SO Professional Stds
SO Civil Unit
SO Records Unit
SO Contract Services
SO Victim Advocates
SO Victim Advocates
CO Courts & Transport
Resources
Resources
Resources
Resources
Resources
Resources
Resources
Resources
Resources
Resources
OLD
POSITION
Office Tech IV (G22) 1 FTE
Elections Coordinator (G40) 1
Accountant II (G36) 0.5 FTE
Office Tech III (G17) 1 FTE
Asst District Attorney (ADA) 1
None
Comm Relations Spec (G27) 1
DA Program Mgr (G37) 1 FTE
Director of F&A (G98) 1 FTE
None
Budget Manager (G55) 1 FTE
Accountant III (G43) 1 FTE
Sr Payroll Spec (G40) 1 FTE
None
Buyer (Grade 29) 1 FTE
EMP Health Spec (G39) 1 FTE
Recruiting Coord (G39) 1 FTE
HR Analyst (G35) 1 FTE
Sr Benefits Coord (G32) 1 FTE
Sr HR Specialist (G33) 1 FTE
Wellness Coord (G30) 1 FTE
Recruiter (G30) 1 FTE
Safety Specialist (G35) 1 FTE
HR Assistant II (G22) 2 FTE
Risk Manager (G44) 1 FTE
CDBG Manager (G55) 0.5 FTE
None
None
None
Electronics Tech (G36) 1 FTE
None
None
None
Network/Voice Tech (G41) 1
VOIP/Telecom Tech (G39) 1
Budget Manager (G46) 1 FTE
SO Polygrapher sworn (G39) 1
Process Sery (G20) 3x0.6 FTE
None
Patrol Deputy II (G39) 1 FTE
Victim Advocate (G24) 1 FTE
Victim Advocate (G24) 2 FTE
SO Courts Tech (G18) 2 FTE
NEW
POSITION
Deputy Public Trustee (Grade 35) 1.0 FTE
Deputy of Elections (Grade 44) 1.0 FTE
None
Accountant I (Grade 33) 1.0 FTE
Asst District Attorney (Grade 69) 1.0 FTE
DA Investigator II (Grade 40) 1.0 FTE
Community Relations Coordinator (Grade 32) 1
DA Program Manager (Grade 38) 1.0 FTE
None
Grants Manager (Grade 40) 0.5 FTE
Budget Manager (Grade 57) 1.0 FTE
Senior Accountant (Grade 48) 1.0 FTE
Payroll Supervisor (Grade 45) 1.0 FTE
Payroll Specialist (Grade 35) 1.0 FTE
Senior Buyer (Grade 36) 1.0 FTE
HR Manager — Safety (Grade 40) 1.0 FTE
HR Manager — Talent Mgmt (Grade 40) 1.0 FTE
HR Manager — App Support (Grade 40) 1.0 FTE
HRBP V - Benefits (Grade 35) 1.0 FTE
HRBP V - App Support (Grade 35) 1.0 FTE
HRBP IV — Wellness (Grade 33) 1.0 FTE
HRBP III — Recruiting (Grade 31) 1.0 FTE
HRBP III — Recruiting (Grade 31) 1.0 FTE
HRBP I — Apps Support (Grade 24) 2.0 FTE
Office Tech III (Grade 17) 1.0 FTE
Grants Manager (Grade 40) 0.5 FTE
Carpenter (Grade 25) 1.0 FTE
Electronics Technician (Grade 36) 1.0 FTE
HVAC Technician (Grade 30) 1.0 FTE
Automation Technician (Grade 41) 1.0 FTE
Caretaker (Grade 12) 1.0 FTE
Application Analyst (Grade 47) 1.0 FTE
Business Process Analyst (Grade 36) 1.0 FTE
Network/Voice Technician (Grade 43) 1.0 FTE
VOIP/Telecom Technician (Grade 41) 1.0 FTE
SO Financial Manager (Grade 50) 1.0 FTE
SO Polygrapher (Grade 22) 1.0 FTE
Process Server (Grade 20), 2.0 FTE
Records Technician (Grade 21) 2.0 FTE
None
None
SO Victim Advocate (Grade 27) 2.0 FTE
SO Courts Tech (Grade 19) 2.0 FTE
103
POSITION AUTHORIZATION CHANGES
DUE TO 2023 BUDGET (continued)
FUND AND
DEPARTMENT
1000-22100
1000-22100
1000-24100
1000-25200
1000-25200
1000-25200
1000-26100
1000-26200
1000-31100
1000-31100
1000-96200
1000-96400
2000-32200
2000-32300
2100-42110
2100-42110
2100-42110
2100-42110
2100-42110
2100-42110
2100-42200
2100-42375
2100-42410
2100-42410
2100-42410
2100-42410
2100-42410
2100-42410
2100-42410
2100-42410
2100-42410
2100-42410
DEPARTMENT
NAME
Communications
Communications
Pretrial Services
Oil & Gas Energy
Oil & Gas Energy
Oil & Gas Energy
Weed Control
OEM Emergency Mgmt
Engineering
Engineering
CSU Extension
Veterans Services
PW Motor Grader
PW Maint Support
Administration
Administration
Administration
Administration
Administration
Administration
IV -D Administration
Child Care
Child Welfare
Child Welfare
Child Welfare
Child Welfare
Child Welfare
Child Welfare
Child Welfare
Child Welfare
Child Welfare
Child Welfare
OLD
POSITION
Training Coord (G38) 1 FTE
Law/Fire Coord (G30) 1 FTE
None
Permit & Enforcement (G38) 1
Permit & Enforcement (G38) 1
Permit & Enforcement (G43) 1
Temp Seasonal (G25) 1 Temp
None
Prof Land Surveyor (G44) 1
PW Engineer I (G38) 1 FTE
Horticulture Agent (GO) 0.5
Vet Service Officer (G30)
None
None
HS Div Head -FR (G50) 1
Fraud & Claims (G25) 2 FTE
None
None
None
None
Accounting Clerk IV (G21) 2.0
Child Care Spec (G25) 1 FTE
None
None
None
Certification Specialist (G31) 1
Quality Assurance (G38) 1
None
None
None
Kinship Super (G40)
None
NEW
POSITION
Training Specialist (Grade 36) 1.0 FTE
Training Specialist (Grade 36) 1.0 FTE
Deputy Director (Grade 49) 1.0 FTE
Compliance Inspector II (Grade 35) 1.0 FTE
Permit & Enforcement II (Grade 43) 1.0 FTE
Permit & Enforcement III (Grade 45) 1.0 FTE
Service Worker III (Grade 25) 1.0 FTE
Training & Exercise Coordinator (Grade 38) 1.0
Professional Land Surveyor (Grade 45) 1.0 FTE
Professional Land Surveyor (Grade 45) 1.0 FTE
Horticulture Agent (GO) 0.6 FTE
Veterans Service Office Supervisor (Grade 32) 1
Supervisor (Grade 46) 1.0 FTE
Service Worker III (Grade 25) 3.0 FTE
Family Resource Division Head (G54) 1 FTE
Fraud & Claims Specialists (Grade 27) 2.0 FTE
Quality Supervisor (Grade 35) 1.0 FTE
Human Services Case Reviewer (Grade 25) 1.0
LTC Program Resource Spec (Grade 27) 1.0
IV -E TANF Supervisor (Grade 35) 1.0 FTE
Reimbursement & Quality Spec (Grade 23) 2.0
Child Care Specialist (Grade 27) 1.0 FTE
Collaborative Mgmt Coordinator (G36) 1.0 FTE
Permanency Caseworker (G35) 2.0 FTE
Intake Caseworker (G35) 1.0 FTE
Foster Care Coordinator (Grade 35) 1.0 FTE
Admin Support Supervisor (Grade 44) 1.0 FTE
Intake & Visitation Supervisor South (G44) 1.0
Family Support Worker South (G31) 2.0 PTE
Visitation Worker South (G35) 1.0 PTE
Kinship & Home Study Supervisor (Grade 44) 1
Administrative Staff (Grade 21) 4.0 FTE
POSITION AUTHORIZATION CHANGES
DUE TO 2023 BUDGET (continued)
FUND AND
DEPARTMENT
2500-41100
2560-41210
2560-41210
2500-41210
2560-41300
2560-41400
2560-41500
2590-41600
2600-60110
2600-60110
2600-60110
2625-61462
DEPARTMENT
NAME
PH Admin
Communications
Communications
Communications
Community Health Sery
Environmental Health
Public Health Prepared
Health Clinical Services
Area Agency on Aging
Area Agency on Aging
Area Agency on Aging
Employment Services
OLD
POSITION
0.25 FTE
Public Health Nurse (G37) 1
Outreach Worker (G20) 1 FTE
None
None
2.20 FTE
None
0.115 FTE
Sr Nutrition Super (G31) 1 FTE
None
None
None
NEW
POSITION
None
Health Education Specialist II (Grade 34) 1 FTE
Medical Assistant (Grade 17) 1.0 FTE
1.725 FTE
0.54 FTE
None
1.275 Temporary FTE
None
Senior Nutrition Supervisor (Grade 35) 1.0 FTE
APS Caseworker (Grade 35) 1.0 FTE
Single Entry Point Case Manager (Grade 23) 2.0
Career Navigation (Grade 23) 1.0 FTE
106
ALL FUNDS REVENUE
$600,000,000
$500, 000,000
$400,000,000
$300,000,000
$200, 000,000
$100, 000,000
$0
Net Property Tax
I
Other Taxes
ntergovernmenta
❑ 2022
X2023
a) 0) a) C )
U : U a)
'j O C U
a) Ct
a) c c3 a)
C) (3 m Co
O U C >,
O) .co : co
Q
2023 All Funds Revenue
Total $1,001,347,724 (2022 $811,775,768)
Fund Balance
$509,528,382
51%
Miscellaneous
$45,407,897
5%
Chg for Service
$14,633,248
1%
Licenses/Permits
$5,610,550
1%
Other Taxes
Fees $13,260,000
$20,182,750 1%
2%
Intergovernmental
$80,368,619
8%
O
2
Proprietary
Services
$39,637,756
4%
Net Property Tax
$272,718,522
27%
ALL FUNDS EXPENDITURES
$100,000,000
$90,000,000
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
1/4" ‘)"‘
El
tiC
G
O 2022
❑ 2023
�Go
� � fit Cie
0 �.�
C� * ���co
the leC
2023 EXPENDITURES
Total $426,260,050 (2022 $374,739,671)
Contingency
$10,000,000 Auxiliary
2% $3,489,661
Public Works 1%
$21,539,213
Social Services
$46,313,517
11%
Proprietary Services
$46,544,508
11%
Miscellaneous
$16,106,192
4% Human Services
$11,244,025
3%
5%
Road & Bridge
$81,898,770
19%
Capital
$24,967,602
6%
Health
$15,610,315
r 4%
Public Safety
$91,116,384
21%
Culture/Recreation
$1,180,026
0%
General Government
$56,249,837
13%
MILL LEVY
2023 TOTAL 15.038
Insurance
0.276
0
Public Works °
0.827
Contingency /
3.584
24%
Social Services
0.722
5%
Capital
1.379
2022 TOTAL 15.038
Social Services
1.012
7%
Insurance
0.3
2%
Capital
3.259
22%
Public Works
1.253
8%
9%
General
8.250
55%
General
9.180
61%
2023
SUMMARY OF FUND BALANCES
FUND
1000 General
S PECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2500 Health Department
2600 Human Services
2700 Solid Waste
7400 Weld County Trust Fund
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
4010 Communications Dev.
GROSS TOTALS
LESS INTERFUND TRANSFERS
N ET TOTAL
PROPRIETARY FUNDS:
5200 Regional Crime Lab
6000 Fleet Services
6200 Health Insurance
6300 Insurance
6400 Telecom Service
6500 Weld Finance Corp
N ET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
2022
BEGINNING
BALANCE
50,138, 372
149,380,946
7,687, 824
730,412
100,119, 958
6,147,302
772,927
4,245,410
72,006,617
35,944,813
4,950,971
$ 432,125, 552
$ 432,125,552
660,253
3,877,751
15,449,293
7,328,048
890,340
$ 28,205,685
$ 460,331,237
2022
MILL
LEVY
9.180 $
1.253
1.012
3.259
2023
BEGINNING
BALANCE
46,000,000
190,300,000
7,680, 000
730,000
100,120,000
3,700,000
773,000
3,500,000
69,100,000
50,714,000
9,461,382
14.704 $ 482,078,382
14.704 $ 482,078,382
0.334
660,000
5,300,000
13,300,000
7,300,000
890,000
0.334 $ 27,450,000
15.038 $ 509,528,382
2023
MILL
LEVY
2023
PROPERTY
TAXES
8.250 $ 149,616,962
0.827
0.722
3.584
1.379
15,000,000
13,101,560
65,000,000
25,000,000
14.762 $ 267,718,522
14.762 $ 267, 718, 522
0.276
5,000,000
0.276 $ 5,000,000
15.038 $ 272,718,522
110
Assessed Value $18,135,292,030
2023
I NTERGOV'T
REVENUE
2023
OTHER
REVENUE
2023
INTERFUND
TRANSFER
2023
AVAILABLE
FINANCING
2023
APPRO-
PRIATIONS
2023
ENDING
BALANCE
$
8,877,230 $ 45,441,279 $
21,856,459
33,211,957
560,000
6,666,674
9,196,299
44,218,332
3,000
1,814,684
592,150
1,700,000
2,500,000
975,000
11850,000
900,000
6,912,957
12,351
2,500,000
$ 249,935,471 $ 196,344,940 $
272,274,791
53,993,517
1,293,000
165,120,000
19,094,315
10,573,800
5,200,000
74,100,000
$ 76,689, 000
$ 11,311,382
81,898,770
46,313,517
563,000
10,000,000
15,394,315
9,800,800
2,157,906
2,600,000
19,745,020
5,222, 582
53,590,531
190,376,021
7,680,000
730,000
155,120,000
3,700,000
773,000
3,042,094
71,500,000
56,943,980
6,088,800
$ 80,368,619
$ 99,094,445
$ 10,325,308 $
939,585,276 $
390,040,850 $ 549,544,426
(10,325,308) (10,325,308)
(10,325,308)
$ 80, 368,619
$ 99,094,445 $
$ 929,259,968 $
379,715,542 $ 549,544,426
L.
310,000
13,078,046
24,215,748
345,000
1,688,962
970,000
18,378,046
37,515,748
12,645,000
2,578,962
310,000
13,078,046
26,122,500
5,345,000
1,688,962
660,000
5,300,000
11,393,248
7,300,000
890,000
$
$ 39,637,756 $
$ 72,087,756 $ 46,544,508 $ 25,543,248
$ 80,368,619 $ 138,732,201 $ - $ 1,001,347,724 $ 426,260,050 $ 575,087,674
111
2023 BUDGET
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
7400
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
Weld County Trust
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
4010 Communications Dev.
2023
BEGINNING
BALANCE
$ 46, 000, 000 $
GROSS TOTALS $
LESS INTERFUND TRANSFE
NET TOTAL $
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
$
$
190, 300, 000
7,680,000
730,000
100,120,000
3,700,000
773,000
3,500,000
69,100, 000
50, 714, 000
9,461,382
482, 078, 382 $
482, 078, 382 $
660,000
5,300,000
13, 300, 000
7,300,000
890,000
27,450,000
509, 528, 382
$
$
2023
PROPERTY
TAXES
149,616,962
15, 000, 000
13,101, 560
65, 000, 000
25,000,000
267, 718, 522
267, 718, 522
5,000,000
5,000,000
272,718,522
2023
INTERGOV'T
REVENUE
2023
OTHER
REVENUE
$ 8,877,230 $ 45,441,279
21,856,459
33,211,957
560,000
6,666,674
9,196,299
ll
$ 80,368,619 $
$ 80,368,619 $
$
$
il
80,368,619
$
$
44,218,332
3,000
1,814,684
592,150
1,700,000
2,500,000
975,000
1,850,000
99,094,445
99,094,445
310,000
13, 078, 046
24,215,748
345,000
1,688,962
39,637,756
138,732,201
2023
INTERFUND
TRANSFER
$
900,000
6,912,957
12,351
2,500,000
$ 10, 325, 308
(10,325,308)
$
$
$
li
Assessed Value $18,135,292,030
E 2023
AVAILABLE
FINANCING
2023
PERSONNEL
$ 249,935,471 $ 121,202,838 $
272,274,791
53, 993, 517
1,293,000
165,120,000
19, 094, 315
10, 573, 800
5,200,000
74,100, 000
76,689,000
11,311,382
18, 828, 060
32,241,200
11, 589, 581
6,216,900
2023
SERVICE/
SUPPLIES
74, 516, 892 $
62,992,710
14,072,317
563,000
10, 000, 000
3,774,234
3,583,900
2,157,906
2,600,000
2023
CAPITAL
2023
APPRO-
PRIATIONS
2023
ENDING
BALANCE
625,210 196, 344, 940 $ 53, 590, 531
78,000
30,500
19,745,020
5,222,582
81, 898, 770
46,313,517
563,000
10, 000, 000
15, 394, 315
9,800,800
2,157,906
2,600,000
19, 745, 020
5,222,582
190, 376, 021
7,680,000
730,000
155,120,000
3,700,000
773,000
3,042,094
71, 500, 000
56, 943, 980
6,088,800
$ 939,585,276 $ 190,078,579 $ 174,260,959 $ 25,701,312 $ 390,040,850 $ 549,544,426
(10,325,308) (10,325,308) (10,325,308)
$ 929, 259, 968 $ 190, 078, 579 $ 163, 935, 651 $ 25,701,312 $ 379, 715, 542 $ 549, 544, 426
970,000
18, 378, 046
37, 515, 748
12,645,000
2,578,962
1,783,212
247,232
310,000
11,294,834
26,122,500
5,345,000
1,441,730
310,000
13, 078, 046
26,122,500
5,345,000
1,688,962
660,000
5,300,000
11,393,248
7,300,000
890,000
$ 72,087,756 $ 2,030,444 $ 44,514,064 $ - $ 46,544,508 $ 25,543,248
$ 1,001,347,724 $ 192,109,023 $ 208,449,715 $ 25,701,312 $ 426,260,050 $ 575,087,674
2022 ESTIMATED
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
7400
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
Weld County Trust
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
4010 Communications Dev.
GROSS TOTALS $
LESS INTERFUND TRANSFE
NET TOTAL $
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
$
$
2022
BEGINNING
BALANCE
2022
PROPERTY
TAXES
2022
INTERGOV'T
REVENUE
2022
OTHER
REVENUE
2022
INTERFUND
TRANSFER
50,138, 372 $ 109, 869, 581 $ 17, 334,624 $ 43,235, 034 $
149, 380, 946
7,687,824
730,412
100,119, 958
6,147, 302
772,927
4,245,410
72,006,617
35, 944, 813
4,950,971
432,125,552 $
432,125,552 $
660,253
3,877,751
15,449,293
7,328,048
890,340
28,205,685
460,331,237
$
$
15, 000, 000
12,107,537
39, 000, 000
175, 977,118
175, 977,118
4,000,000
4,000,000
179, 977,118
43,199,101
31, 957, 863
512,343
6,077,674
7,711,099
53,025,000 1,288,904
6,000
42
1,647,025
674,023
1,752,621
975,000
6,286,554
4,034,011
12,351
$ 106,792,704 $ 107,601,299 $ 5,335,266
- - (5,335,266)
$ 106,792,704 $ 107,601,299 $
$ -
$ 106, 792, 704
$
$
310,000
13,656,121
21, 720, 502
325,000
1,607,107
37,618,730
145,220,029
$
$
li
Assessed Value $11,968,155,218
r 2022
AVAILABLE
FINANCING
2022
PERSONNEL
$ 220, 577,611 $ 110, 563, 060 $
261, 893, 951
51,753,224
1,248,755
100,120,000
17, 906, 012
9,170,400
5,998,031
72,006,617
75,919,813
11,237,525
1$ 827,831,939 $
(5,335,266)
$ 822,496,673 $
970,253
17, 533, 872
37,169, 795
11,653,048
2,497,447
16,914,820
30, 712, 000
ll
10,615,680
5,763,300
ii
ll
174, 568, 860
174, 568, 860
1,783,212
ii
223,507
2022
SERVICE/
SUPPLIES
63,199, 541 $
54,679,131
13,361,224
518,755
3,564,332
2,634,100
2,498,031
2,906,617
2022
CAPITAL
815,010
26,000
25,205,813
1,776,143
$ 143, 361, 731 $ 27, 822, 966
(5,335,266)
$ 138,026,465 $ 27,822,966
310,253
10,250,660
23, 869, 795
4,353,048
1,383,940
200,000
2022
APPRO-
PRIATIONS
2022
ENDING
BALANCE
174,577,611 $ 46,000,000
71, 593, 951
44,073,224
518,755
14,206,012
8,397,400
2,498,031
2,906,617
25,205,813
1,776,143
$ 345, 753, 557 $
(5,335,266)
$ 340,418,291 $
310,253
12,233,872
23, 869, 795
4,353,048
1,607,447
190, 300, 000
7,680,000
730,000
100,120,000
3,700,000
773,000
3,500,000
69,100, 000
50, 714, 000
9,461,382
482, 078, 3821
482, 078, 382
660,000
5,300,000
13, 300, 000
7,300,000
890,000
$ 69,824,415 $ 2,006,719 $ 40,167,696 $ 200,000 $ 42,374,415 $ 27,450,000
$ 892, 321, 088 $ 176, 575, 579 $ 178,194,161 $ 28, 022, 966 $ 382, 792, 706 $ 509, 528, 382
2021 ACTUAL
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
Ir FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
7400
2021
BEGINNING
BALANCE
2021
PROPERTY
TAXES
2021
I NTERGOV'T
REVENUE
2021
OTHER
REVENUE
2021
INTERFUND
TRANSFER
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
Weld County Trust Fund
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
4010 Communicationsl Dev.
$
34, 342, 366
116,230,691
4,963,009
678,542
51,201,678
5,547,809
778,441
4,689,661
65,935,803
10,644,133
IMI
107,360,916 $ 23,665,138 $
19,963,003
12,207,915
IMI
47,427,076
IMI
34,247,908
IMI
30,378,458
35,097,041
562,906
6,144,875
9,075,926
920,994
GROSS TOTALS $ 295,012,133 $ 221,206,818 $105,845,338 $
LESS INTERFUND TRANSFERS - - NET TOTAL $ 295,012,133 $ 221,206,818 $105,845,338 $
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
NET TOTAL - IS FUNDS
660,253
3,963,324
17,396,130
2,842,785
859,460
IMI
45,025,775 $
37,960,755 1,798,427
IMI
1,957
1,491,204
2,155,953
308,944
2,239,698
7,704,219
1,313,250
5,395,952
3,018,859
12,351
7,000,000
103,597,707 $ 11,829,637
- (11,829,637)
103,597,707 $
3,496,513
IMI
$ 25,721,952 $ 3,496,513 $ - $
229,868
12,762,410
21,674, 926
468,819
1,606,061
IMI
3,200, 000
36,742,084 $ 3,200,000
GROSS TOTAL ALL FUNDS $ 320,734,085 $ 224,703,331 $105,845,338 $ 140,339,791 $ 3,200,000
Assessed Value $14,965,262,185
2021
AVAILABLE
FINANCING
2021 2021
PERSONNEL SERVICE/
SUPPLIES
2021
CAPITAL
2021
APPRO-
PRIATIONS
2021
ENDING
BALANCE
$ 210,394,195 $ 102,601,442 $ 54,834,037 $
206,331,334
52,267,965
1,243,405
100,119,958
16,867,496
10,175,662
6,929,359
73,640,022
54,126,285
5,395,952
15, 326, 540
31,017,134
8,980,681
5,836,965
41,585,888
13,563,007
512,993
IMI
1,577,566
3,565,770
2,683,949
1,633,405
2,820,344 160,255,823 $ 50,138,372
37,960
161,947
18,181,472
444,981
56,950,388
44,580,141
512,993
10,720,194
9,402, 735
2,683, 949
1,633,405
18,181,472
444,981
149,380,946
7,687,824
730,412
100,119,958
6,147,302
772,927
4,245,410
72, 006,617
35, 944, 813
4,950,971
$ 737,491,633 $ 163,762,762 $ 119,956,615 $ 21,646,704 $ 305,366,081 $ 432,125,552
(11,829,637) (11,829,637) (11,829,637)
$ 725,661,996 $ 163,762,762 $ 108,126,978 $ 21,646,704 $ 293,536,444 $ 432,125,552
890,121
16,725,734
39,071,056
10,008,117
2,465,521
1,529,142
218,549
229,868
11,318,841
23,621,763
2,680,069
1,356,632
IMI
229,868
12,847,983
23,621, 763
2,680, 069
1,575,181
660,253
3,877,751
15,449,293
7,328,048
890,340
$ 69,160,549 $ 1,747,691 $ 39,207,173 $ - $ 40,954,864 $ 28,205,685
$ 794,822,545 $ 165,510,453 $ 147,334,151 $ 21,646,704 $ 334,491,308 $ 460,331,237
GOVERNMENT FUNDS
2021-2023
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Licenses and Permits
Intergovernmental
Miscellaneous
Fees
Charges for Services
Total Estimated Financial Sources
EXPENDITURES
Current:
General Government
Public Safety
Public Works
Public Health and Welfare
Human Services
Culture and Recreation
Miscellaneous
Capital Outlay
Contingency/Reserves
Total Use of Resources
Net Increase (Decrease) in Fund Balance
Fund Balance at Beginning of the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves
Contingencies/Reserves Appropriated
but Unspent
ACTUAL
2021
241,172,605
3,995,462
105, 845, 338
42, 396, 537
21,690,100
15,549,821
$ 430,649,863
56,464,396
82,810,568
64, 922, 709
55, 300, 335
9,402,735
2,343,454
3,665,794
18,626,453
$
$ 293,536,444
137,113,419
$ 295,012,133
PROJECTED
2022
187,687,118
5,133, 550
106, 792, 704
59,635,158
17, 757, 300
13,365,291
$ 390, 371,121
55,211,958
85, 895, 963
93,133,164
58,562,412
8,490,625
1,094,219
10,206,984
27,822,966
$
$ 340,418,291
49,952,830
$ 432,125,552
BUDGET
2023
278,269,989
5,610,550
80,368,619
47, 737, 926
20,182,750
14,633,248
$ 446, 803, 082
56,249,837
91,116, 384
103,437,983
61,923,832
11,244,025
1,180, 026
19, 595, 853
24,967,602
$ 10, 000, 000
$ 379, 715, 542
67, 087, 540
$ 482, 078, 382
$ 432,125, 552 $ 482, 078, 382 $ 549,165, 922
10, 000, 000
Fund Balance at End of Year - with
Contingencies/Reserves $ 432,125,552 $ 482,078,382 $ 559,165,922
PROPRIETARY FUNDS
2021-2023
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Intergovernmental
Transfers
Charges for Services
Total Estimated Financial Sources
EXPENDITURES
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
Total Use of Resources
Net Increase (Decrease) in Fund Balance
Fund Balance at Beginning of the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves
Contingencies/Reserves Appropriated
but Unspent
ACTUAL PROJECTED
2021 2022
$ 3,496,513 $
3,200,000
36,742,084
4,000,000 $
37,618,730
$ 43, 438, 597 $
BUDGET
2023
5,000,000
39, 637, 756
41, 618, 730 $
$ 229,868 $
12, 847, 983
23,621,763
2,680,069
1,575,181
$
44, 637, 756
310,253 $
12, 233, 872
23, 869, 795
4,353,048
1,607,447
40, 954, 864 $
2,483,733
25,721,952
28,205,685
310,000
13, 078, 046
26,122,500
5,345,000
1,688,962
42, 374, 415 $
(755,685)
28,205,685
27, 450, 000
il
46, 544, 508
(1,906,752)
27, 450, 000
25, 543, 248
Fund Balance at End of Year - with
Contingencies/Reserves $ 28,205,685 $ 27,450,000 $ 25,543,248
119
WELD COUNTY
TOTAL TAXABLE PROPERTY
2022 ASSESSED VALUES
TO BE USED FOR 2023 BUDGET
2021 Final 2022 Preliminary
Class
Vacant
Residential
Commercial
Industrial
Agricultural
Natural Rsc
Oil & Gas
State Assd
Total Value:
Less TIF Value
Net Total:
Assessed Value
124,826,670
2,71 9,1 98,300
1, 322, 702, 560
1 7351 1792,660
214,215,170
32,550,700
5,428,275,740
1,244,638,800
$ 12,438,200,600
$ 470,045,382
$ 11,968,155,218
14000
12000
10000
8000
6000
4000
2000
Value Changes 2021-2022
-a s\��o �1d ��� i
�e Go P� O
Class
Assessed Value
100,832,610
2,7591511 7 350
1,353,855,250
1,332,006,620
205,660,910
34,203,900
11,501,797,060
1,491,736,000
$ 18,779,603,700
$ 644,311,670
$ 18,135,292,030
Change $
(23,994,060)
40,313,050
31,152,690
(19,786,040)
(8,554,260)
1,653,200
6,073,521 7320
247,097,200
$ 6,341,403,100
$ 174,266,288
$ 6,167,136,812
Change %
-19.22%
1.48%
2.36%
- 1.46%
- 3.99%
5.08%
111.89%
19.85%
50.98%
37.07%
51.53%
Assessed Value By Class
2022
State Assd
8%
Oil & Gas
61%
Residential
15%
Commercial
7%
Industrial
7%
NAgricultural
1%
Natural Rsc
0%
120
NET PROGRAM COST
NET COST
ALLOCATED
SUPPORT
TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD
PUBLIC TRUSTEE
CLERK & RECORDER
ELECTIONS
TREASURER
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
SHERIFF
CORONER
CLERK TO THE BOARD
TOTAL
MANDATED:STATE/FEDERAL COUNTY COST
INMATE SERVICES AND SECURITY
COURTS AND TRANSPORTATION
COMMUNITY CORRECTIONS
SOCIAL SERVICES
HUMAN RESOURCES
PUBLIC HEALTH
TOTAL
CRITICAL -- NON -MANDATED COUNTY COST
PUBLIC SAFETY INFORMATION SYSTEM
CRIME LAB
POLICE SERVICES (LEVEL)
SHERIFF CONTRACT SERVICES
COMMUNICATIONS -COUNTY -WIDE
OFFICE EMERGENCY SERVICES
DRUG TASK FORCE
TOTAL
$ 948,210 $
(130,939) $
(5,753,527) $
1,373,786 $
(7,568,009) $
4,080,036 $
56,268 $
7,795,130 $
7,795,174 $
1,560,816 $
701,130 $
421,272
12,412
1,305,426
153,785
676,837
6,948
758,670
2,529,686
506,211
113,708
$ 1,369,482
(118, 527)
(4,448,101)
1,527,571
(7,568,009)
4,756,873
63,216
8,553,800
10, 324, 860
2,067,027
814,838
$ 10, 858, 075 $
6,484,954 $ 17, 343, 029
$ 34,189, 425
4,835,092
0
13;736,646
12,351
6,035,292
$
6,490,406
274,704
3,739,220
722,971
1,503,771
$ 40, 679, 831
4,835,092
274,704
17, 475, 866
735,322
7,539,063
$ 58, 808, 806
$
12, 731, 072
$ 71, 539, 878
$ 859,788 $
697,690 $
12,163, 857 $
(4,629) $
3,219,388 $
415,707 $
351,259 $
- $
120,741
2,637,469
290,474
6,390
859,788
818,431
14, 801, 326
(4,629)
3,219,388
706,181
357,649
$ 17, 703, 060 $
3,055,073
$ 20, 758,133
NET PROGRAM COST
NET COST
ALLOCATED
SUPPORT
TOTAL
LOCAL DISCRETION
INNOVATION & TECHNOLOGY PROJECTS
PLANNING & ZONING/BLDG INSP
OIL AND GAS ENERGY
COMMUNITY DEVELOPMENT BLOCK GRANT
ANIMAL CONTROL/CODE ENFORCEMENT
NOXIOUS WEEDS
EXTENSION SERVICE
VETERANS SERVICES
AIRPORT
MENTAL HEALTH
MISSILE SITE PARK
COUNTY FAIR
DEVELOPMENTALLY DISABLED
SENIOR COORDINATORS
VICTIM/WITNESS ASSISTANCE
JUVENILE DIVERSION
VICTIM ADVOCATES
WASTE WATER MANAGEMENT
ECONOMIC DEVELOPMENT
PUBLIC INFORMATION
GEOGRAPHICAL INFORMATION SYSTEM
COMMUNITY AGENCY GRANTS
PARKS AND TRAILS
ISLAND GROVE BUILDING
JUSTICE SERVICES
WORK RELEASE
ADULT DIVERSION
WELD PLAZA BUILDING
BRIGHT FUTURES
ASSET & RESOURCE MANAGEMENT
TOTAL
PUBLIC WORKS
ENGINEERING
TOTAL
CAPITAL:
EQUIPMENT
BUILDINGS
TOTAL
SUPPORT FUNCTION
COUNTY ATTORNEY
FACILITIES
FINANCE & ADMINISTRATION
ACCOUNTING
PURCHASING
HUMAN RESOURCES
TELECOM SERVICES
INSURANCE
NON -DEPARTMENTAL
BUILDING RENTS
INFORMATION TECHNOLOGY
PRINTING & SUPPLY
TOTAL
0
971,513
810,095
0
266,449
1,106,401
502,113
162,945
0
216,000
0
168,763
38,225
40,000
659,957
23,485
71,119
10,000
1,300,000
365,750
188,055
65,000
277,000
171,263
1,474,998
1,416,416
136,337
(80, 938) $
2,796,043 $
5,137,885 $
- $
599,469
218,635
53,166
171,361
37,265
12,890
381
7,003
127,248
16,173
1,508
24,502
400,694
I.
I.
355,100
238,666
1,570,982
1,028,730
0
266,449
1,159, 567
673,474
200,210
12,890
216,000
381
175,766
38,225
40,000
787,205
39,658
71,119
10,000
1,301,508
390,252
588,749
65,000
277,000
171,263
1,830,098
1,655,082
136,337
(80, 938)
2,796,043
5,137, 885
$18,294,874 $
2,264,063
$ 20, 558, 937
$ 15, 000, 000 $ 4,709,202 $
21, 539, 213 $ 735,372
19, 709, 202
22, 274, 585
$ 36, 539, 213 $ 5,444,573 $
41, 983, 786
$ - $
28, 372, 582 $
I.
I.
$
28, 372, 582
$ 28, 372, 582 $
- $ 28, 372, 582
$ 1,256,622
10, 271, 658
623,974
1;147,108
361,426
2,569,137
0
5,000,000
918,750
0
10,934,649
277,607
$ (1,256,622) $
(10, 271, 658)
(623,974)
(1,147,108)
(361,426)
(2,569,137)
0
(5,000,000)
(918, 750)
0
(10, 934, 649)
(277, 607)
0
0
0
0
0
0
0
0
0
0
0
$ 33,360,931 $ (33,360,931) $
SEVEN YEAR TREND
Beginning Fund Balance
600,000,000
500,000,000
400,000,000
300,000,000
200,000,000
100,000,000
509,528,382
423,450,500
�r�
270,834,578
i
125, 217,000
121,860,000 114,260,000
' 92,690,000 /
F
0 !�
2017 2018 2019 2020 2021*
2022 2023
*Note: In 2020, Weld County created the Weld County Trust Fund from the $63
million procedes of the sale of a hospital property. The Weld County Trust Fund
accounts for the assets held by the Weld Trust, a Colorado nonprofit corporation.
The earnings of the fund are being used to fund Bright Futures student grants
each year.
123
SEVEN YEAR TREND
County Expenditures
$100
$90
$80
$70 J
$60
O $50
2
$40
$ 30 -�
$20
$10-Z
$ 0
o General Government
❑ Public Safety
❑ Road and Bridge
❑ Health and Welfare
CO
CO
CO
LU
2017
J
N-
CO
L)
cc
co
2018
N
N
O
2019
O
co
cad
N-
zeo
LU
CO
CO
N-
2020
LU
O
co
4;ez
O)
c
2021
2022
2023
N-
V I
CO
124
County Citizens
rn
Assessor
County
Council
Board of County
Commissioners
Sheriff
Corrections, Law Enforcement .,
Animal Control, Forensic Lab,
Task Force, Code Enforcement
Clerk and
Recorder
Recording, Motor Vehicle, Elections
County
Attorney
Department of
Finance and
Administration
Commissioner
Coordinator
r
Accounting
Budget
Capital Projects
Contract Administration
Grant Administration
Finance Division
Human Resources
Printing and Supply
Purchasing
Public Information Office
Risk Management
Special Projects
Treasurer's Office
Information Services
GIS and Mapping
Telecom Services
Public Safety IT
Clerk to the Board
Housing Authority
1
Department of
Public Health and
Environment
Commissioner
Coordinator
Health Administration
Environmental Health
Public Health Services
Health Communication,
Education and Planning
Board of Public Health
Coroner
Justice Services
Communications
Wireless
Communications
Department of
Public Works
Commissioner
Coordinator
Engineering
Road and Bridge
Facilities
Veterans Services
Office of Emergency
Management
Fleet Services
Department of
Planning Services
Commissioner
Coordinator
Planning and Zoning
Building Inspection
Board of Adjustment
International Building Code
Planning Commission
Utility Board
Oil and Gas Energy
County Extension
Office
Fair Board
Department of
Human Services
Commissioner
Coordinator
Human Services
Social Services
AAA
Child Support
Assistance Payments
Child/Adult Protection
Employment Services
i
Red = Elected
Positions
125
SUMMARY OF
COUNTY FUNDED FULL TIME EQUIVALENTS (FTE)
2023
LAST
ACTUAL
PROPOSED
REQUEST
CURRENT TO
FINAL
CURRENT
DEPARTMENT
BUDGET
BUDGET
2023
YEAR 2022
2023
YEAR 2021
CHANGE
GENERAL
FUND:
Office
of
the
Board
6.000
6.000
6.000
6.000
Public
Information
4.000
4.000
4.000
4.000
County
Attorney
5.000
5.000
5.000
5.000
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
59.000
.
59.000
59.000
59.000
Elections
7.000
7.000
.
7.000
7.000
I
I
Treasurer
10.000
10.000
10.000
10.000
Assessor
38.500
39.500
39.500
39.500
County
Council
1.000
1.000
1.000
1.000
District
Attorney
64.000
64.000
65.000
65.000
+ 1.000
Juvenile
Diversion
1.500
1.500
1.500
1.500
Restorative
Justice
0.000
0.000
0.000
0.000
Victim
Witness
14.000
16.000
16.000
16.000
Finance
and
Administration
3.000
3.000
2.500
2.500
- 0.500
Accounting
7.750
7.750
8.000
8.000
+ 0.250
Purchasing
3.000
3.000
3.000
3.000
Human
Resources
15.000
18.000
18.000
18.000
Planning
and
Zoning
15.000
25.000
25.000
25.000
Community
(CDBG)
Develop
1.500
1.500
1.500
I
1.500
I
Facilities
38.000
43.000
45.000
45.000
+ 2.000
Information
Services
51.000
52.000
54.000
54.000
+ 2.000
Printing
and Supply
4.000
4.000
4.000
4.000
SO
Admin
Patrol
17.000
16.000
16.000
16.000
SO
Admin
Detention
31.000
30.000
30.000
30.000
SO
Prof.
Standards
10.000
12.000
12.000
12.000
SO
Civil
Unit
7.000
7.000
7.200
7.200
+ 0.200
SO
Support
Services
3.000
3.000
3.000
3.000
SO
Records
Unit
12.000
12.000
14.000
14.000
+ 2.000
SO
Evidence
Unit
2.000
2.000
2.000
2.000
Sheriff
Patrol
62.000
62.000
62.000
62.000
Sheriff
Investigations
19.000
20.000
20.000
20.000
Municipal
Contract
2.000
2.000
.
1.000
1.000
- 1.000
Animal
Enforcement
Control/Code
3.000
3.000
3.000
3.000
126
LAST
ACTUAL
PROPOSED
BUDGET
2023
CURRENT TO
FINAL
REQUEST
CURRENT
DEPARTMENT
BUDGET
2023
YEAR 2022
YEAR 2021
CHANGE
Crime
Lab
5.000
5.000
5.000
5.000
Victim
Advocates
3.000
3.000
2.000
2.000
- 1.000
Drug
Task
Force
2.000
2.000
2.000
2.000
Inmate
Services
20.000
20.000
20.000
20.000
Security
223.000
229.000
229.000
229.000
Courts
and
Transport
35.000
35.000
35.000
35.000
Communications
78.000
84.000
84.000
84.000
PS
Information
Systems
10.000
10.000
10.000
10.000
PS Wireless
Communications
1.000
_
1.000
1.000
1.000
Coroner
11.400
12.000
12.000
12.000
Justice
Services
15.500
_
14.500
15.500
15.500
+ 1.000
Work
Release
21.000
21.000
21.000
21.000
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
9.000
7.000
7.000
7.000
Noxious
Weeds
2.000
2.000
3.000
3.000
+ 1.000
Office
of
Emergency
Mgt.
4.000
4.000
5.000
5.000
+ 1.000
General
Engineering
39.000
29.000
29.000
29.000
Missile
Site
0.000
0.000
0.000
0.000
Bright
Futures
0.000
0.000
0.000
0.000
Extension
Service
12.375
12.375
12.375
12.375
Fair
1.250
1.250
1.250
1.250
Veteran's
Office
3.000
2.000
2.000
2.000
TOTAL
GENERAL
1,038.925
1,059.775
1,067.725
1,067.725
+ 7.950
FUND
PUBLIC
WORKS:
Administration
9.000
8.000
8.000
8.000
Trucking
33.000
33.000
33.000
33.000
Motor
Graders
52.000
52.000
53.000
53.000
+ 1.000
Bridge
Construction
32.000
33.000
33.000
33.000
Maintenance
Support
12.000
12.000
15.000
15.000
+ 3.000
Mining
7.000
7.000
7.000
7.000
Pavement
Management
21.000
26.000
26.000
26.000
TOTAL
PUBLIC
WORKS
166.000
171.000
175.000
175.000
+ 4.000
127
LAST
ACTUAL
PROPOSED
BUDGET
2023
CURRENT TO
FINAL
REQUEST
CURRENT
DEPARTMENT
BUDGET
2023
YEAR 2022
YEAR 2021
CHANGE
HEALTH
FUND:
Administration
12.000
12.625
12.375
12.375
- 0.250
Health
Communication
17.125
14.000
17.725
17.725
+ 3.725
Environmental
Services
30.275
38.100
35.90
35.90
- 2.200
Health
Preparedness
2.000
17.450
18.725
18.725
+ 1.275
Public
Health
Services
41.200
30.075
30.500
30.500
+ 0.425
102.600
112.250
115.225
115.225
+ 2.975
TOTAL
HEALTH
FUND
SOCIAL
SERVICES
374.000
374.000
392.000
392.000
+ 18.000
81.000
87.000
89.000
89.000
+ 2.000
HUMAN
SERVICES
FLEET
SERVICES
19.000
19.000
19.000
19.000
TELECOM
SERVICES
2.000
2.000
2.000
2.000
GRAND
TOTAL
1,783.525
1,825.025
1,859.95
1,859.95
+ 34.925
128
GENERAL FUND
Revenue Changes
$160,000,000
$140,000,000
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$0
❑ 2022 ❑ 2023
kre
tie
cog p'�r
tee`' .���` ,��'�`' •`c$" J,�e`' O45 �o
�C O Q�c e� . `•(% 'Jeo. o� �o�e�St
coo ��t �C V
I
Cr
2023 Revenue
Total $249,935,471 (2022 $213,139,239)
Intergovernmental
$8,877,230
4')/0
Fees
$19,957,750
8%
Other Taxes
$160,000
0%
fc
1
Property Tax
$149,616,962
60%
Licenses/Permits
$3,819,800
1%
Charges for Services
$11,770,048
50/0
Fines/Forfeitures
$136,000
0(3/0
Miscellaneous
$9,597,681
4%
r Fund Balance
$46,000,000
18%
GENERAL FUND
EXPENDITURE CHANGES
$100,000,000
$90,000,000
$80,000,000
$70,000,000
$60,000,000 - _
$50,000,000 _
$40,000,000 _
$30,000,000 -
$20,000,000 -
$10,000,000 -
$0
O2022 ❑ 2023
Public Safety General Gov.
Heath &
Welfare
Human Serv.
Misc.
Auxilary Culture/Rec. Public Works
2023 Expenditures
Total $196,344,940 (2022 $172,318,272)
General Gov.
$56,249,837
29%
Health &
Welfare
$6,251,292
3%
Human Serv.
$1,455,576
1%
Misc.
$15,625,951
8%
Public Safety
$91,116,384
46%
Auxilary
$3,489,661
2%
Culture/Rec.
$617,026
0%
Public Works
$21,539,213
11%
130
SEVEN YEAR TREND
General Government
$60
$55
$50
$45
$40
$35
co
z
O $30
J
J
2
$25
$20
$15
$10
$0
co
co.
r
co
O
en
O
h
r
Co
a)
O
LU
r
N
Lei
cds
LU
2017 2018 2019 2020 2021 2022 2023
131
SEVEN YEAR TREND
Public Safety
$100
91.12
$90 --
-
85.895
$80 --
$70
$60
co
O
J
2 $50
$40
$30
$20
$10
79.08
77.01
68.89 69.05
58.14
2017 2018 2019 2020 2021 2022 2023
SEVEN YEAR TREND
Health & Welfare
$80
72.02
$70
$60
$50
co
z
O
J
2
$40
$30
$20
$10
60.22
64.33
67.69
67.24
2017 2018 2019 2020 2021 2022 2023
GENERAL FUND SUMMARY
The General Fund is funded at the level of $196,344,940, up $24,026,668, or 13.94% from 2022.
The largest increases are specific to Facilities, Human Resources, Engineering, Economic
Development, Information Technology, Wellness, and Public Safety. Facilities is up $689,248, or
7.2%, largely due to two (2) new positions and new or expanded facilities and projects which
results in increased need for staffing, supplies and purchased services. Human Resources is
increasing by $168,741 in software, contract services, and advertising and recruitment expenses.
Engineering has a total expenditure increase of $3,509,401 for project expenses necessary for
the anticipated IGAs, designs, rights -of -way and improvement requirements in 2023. Across
numerous departments are significant increases in software maintenance contract costs.
Wellness program is being budgeted in the General Fund for the first time at a cost of $620,700.
Asset and Resource Management is up $472,594 due to equipment leases and depreciation
costs. In 2023, $1,300,000 has been budgeted to cover the consultant, legal, 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 is down $261,421 with the
transition of the retiring director, and Elections is down $946,343 since 2023 will be an off-year
election year and will only have one coordinating election in 2023.
Information Technology is up $915,378 with $217,125 for two new positions, and supplies
increased by $660,825 due to replacement and maintenance of components scheduled for 2023
in the capital plan, increased prices for technology items and equipment, and $243,575 is a result
of increased software maintenance expenses. Purchased Services includes $1.2 million for IT
projects submitted by other departments for the 2023 fiscal year. Public Safety IT Supplies is up
$533,909 due to the software costs.
Public Safety functions are up $5,220,421, or 6.08%. The overall Sheriffs Office recommended
budget is up in net county costs by $1,770,909 or a 3.0% increase. The Sheriffs Personnel
Services increased by $475,419 and $465,652 can be attributed to the sworn deputy overtime
calculation adjustment, approved by the Board in May 2022. Sheriff supplies are up $216,281 and
purchased services for the Sheriff are up $1,180,020 due to increased costs of contracts for
service in the jail, including medical services and inmate food services, vehicle costs, and body -
worn camera maintenance.
The General Fund's subsidy to the Public Health Department is up $355,017 primarily due to the
3% mid -year 2022 COLA and anticipated 5% COLA and pay step increases for 2023. An increase
of $9,559,316 is included for other General Fund departments for the same mid -year 2022 3%
COLA, and 5% additional COLA increase and step increases in 2023. Health insurance rates will
be increased 5% for employees and 15% for the county in 2023. This will be the first health
insurance rate increase in the last nine years.
The available resources to the General Fund are $249,935,471, compared to $213,139,239 in
2022, up $36,796,232. Property taxes are budgeted at $149,616,962, up $39,747,381. Revenues
from interest earnings remain unchanged at $4,000,000 for 2023. Intergovernmental revenues
are down $8,457,394, most of which is due to the drop in the American Rescue Act grant money
of $9,600,000. Charges for Services are up $1,773,757, mostly from funding for Communications
and change in the accounting method for Public Safety IT revenues. Much of this revenue is offset
by a corresponding increase in expenditures. Fines from traffic enforcement are down $35,000
from 2022 due to less traffic enforcement resulting from SB 20-217. Licenses and permits are up
$95,000 from 2022, with $205,000 attributed to the reduction from oil and gas energy fees, offset
by increases in Building Inspection fees. Indirect cost recovery is up $568,073 due to Social
Services' allocation. Rents from the Weld Plaza are down $273,710 due to the largest tenant not
renewing their lease for 2023. There are increases in Recording Fees ($1,500,000) and
134
Treasurer's Fees ($950,000). All other revenues are relatively stable with little change.
The beginning fund balance is anticipated to be $46,000,000 for 2023. An estimated ending fund
balance of $53,590,531. is projected for year-end. The fund balance amount serves as an
additional contingency amount during the fiscal year. This fund balance amount is consistent with
the anticipated ending fund balances for the last few years. It is prudent fiscal management for
Weld County to maintain an anticipated fund balance of this level to respond to unforeseen needs
of the citizens of Weld County in 2023 and future years.
135
GENERAL FUND
SUMMARY OF REVENUES
2023
Fund Ora Acct
1000 90100 4112
1000 90100 4116
1000 90100 4117
1000 90100 4140
1000 90100 4150
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1120
1130
1000
1000
1000
1000
1000
1000
1000
116021
116022
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
90100 4215
17100 4221
25200 4221
25100 4222
25100 4224
25100 4226
26200
21300
90100
15100
21200
21260
24410
15200
15300
15300
15300
17150
21260
21300
24200
24410
26200
96400
24220
24220
90100
90100
90100
21300
24415
90100
90100
90100
90100
90100
90100
90100
90100
90100
4311
4320
4320
4336
4336
4336
4336
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4351
4352
4353
4354
4354
4355
4358
4359
4360
4361
4362
4363
4364
4365
Account Title
TAXES
CURRENT PROPERTY TAXES
PROPERTY TAX ADJUSTMENT
PERSONAL PROPERTY TAX INCENTIVE
SEVERANCE TAXES
TOBACCO PRODUCTS
TOTAL TAXES
LICENSES AND PERMITS
LICENSES, LIQUOR/DANCE
PERMITS
PERMITS
BUILDING
ELECTRICAL
PLAN CHECK
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
FEMA REIMBURSEMENT
FEDERAL GRANTS
FEDERAL GRANTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
TOWN OF FREDRICK
THORNTON
BRIGHTON URBAN RENEWAL AUTHORIT
CITIES AND TOWNS
CITIES AND TOWNS
ERIE URBAN RENEWAL AUTHORITY
FORT LUPTON URA
MEAD URA (MURA)
RA)
EAGLE BUSINESS PARK URA
EVANS URA
NORTH FIRESTONE URA
WYNDAM HILL URA
DACONO URA
CENTRAL FIRESTONE URA
TOTAL INTERGOVERNMENTAL
2022
Budget
109, 869, 581
160,000
2023
Request
146,908,429
ii
160,000
2023
Recommend
146,908,429
ii
160,000
2023
Final
110,029,581
147,068,429
147,068,429
4,800
400,000
620,000
1,3001000
900,000
500,000
4,800
350,000
415,000
1,500,000
900,000
650,000
4,800
350,000
415,000
1,500,000
900,000
650,000
3,724,800
3,819,800
3,819,800
85,979
86,700
9,600,000
124,960
25,000
10,000
11,000
153,000
114,070
409,245
112,366
1,057,287
29,000
59,118
121,612
308,000
76,000
28,560
3,103,548
0
12
74,465
241,104
36,000
500,000
4,800
29,563
161,613
86,422
0
184,843
740
406,137
93,480
85,979
79,433
0
127,270
15,000
4,000
10,000
153,000
140,000
355,357
142,000
1,0361772
22,000
33,670
136,758
284,979
173,046
28,560
0
3,9661229
10
74,465
241,104
0
800,000
4,800
29,563
161,613
86,422
0
184,843
740
406,137
93,480
85,979
79,433
0
127,270
15,000
4,000
10,000
153,000
140,000
355,357
142,000
1,036,772
22,000
33,670
136,758
284,979
173,046
28,560
0
3,9661229
10
74,465
241,104
0
800,000
4,800
29,563
161,613
86,422
0
184,843
740
406,137
93,480
17,334,624
8,877,230
8,877,230
GENERAL FUND
SUMMARY OF REVENUES
2023
Fund Ora Acct
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
11200
15100
15200
17200
17350
17600
21100
21110
21130
21150
21210
22100
22400
22500
24100
24125
24150
24410
26100
90100
13100
17600
24100
4410
4410
4410
4410
4410
4410
4410
4410
4410
4410
4410
4410
4410
4410
4410
4410
4410
4410
4410
4420
4430
4430
4430
1000 21200 4510
1000 90100 4510
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
90100 4610
17250 4624
22100 4624
90100 4624
90100 4650
21110 4670
21260 4670
22100 4670
24410 4670
24420 4670
23200 4680
12100 4720
10300 4730
11100 4730
12100 4730
13100 4730
21110 4730
22100 4730
90100 4740
Account Title
CHARGES FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
PARKING
SALE OF SUPPLIES
SALE OF SUPPLIES
SALE OF SUPPLIES
TOTAL CHARGES FOR SERVICES
FINES
FINES
FINES
TOTAL FINES
MISCELLANEOUS
EARNINGS ON INVESTMENTS
RENTS FROM BUILDINGS
RENTS FROM BUILDINGS
RENTS FROM BUILDINGS
OVERHEAD
REFUND OF EXPENDITURE
REFUND OF EXPENDITURE
REFUND OF EXPENDITURE
REFUND OF EXPENDITURE
REFUND OF EXPENDITURE
OTHER
TOTAL MISCELLANEOUS
FEES, CABLE, FRANCHISE
ADVERTISING FEES
OTHER FEES
OTHER FEES
OTHER FEES
OTHER FEES
OTHER FEES
OTHER FEES
FEES, CABLE FRANCHISE
TOTAL FEES
TOTAL GENERAL FUND
2022
Budget
2023
Rea uest
2023
Recommend
2023
Final
350,000
60,000
4,000
0
3,500
220,000
95,000
30,000
150,000
5,000
313,914
61550,097
364,530
307,400
35,000
964,350
10,000
500,000
6,000
19,000
500
4,000
4,000
350,000
60,000
4,000
200
3,500
180,000
95,000
30,000
150,000
46,000
159,661
7,156,654
1,835,547
320,986
35,000
750,000
10,000
550,000
6,000
19,000
500
4,000
4,000
350,000
60,000
4,000
200
3,500
180,000
95,000
30,000
150,000
46,000
159,661
7,156,654
1,8351547
320,986
35,000
750,000
10,000
550,000
6,000
19,000
500
4,000
4,000
9,996,291
11,770,048
11,770,048
135,000
36,000
100,000
36,000
100,000
36,000
171,000
136,000
136,000
4,000,000
1,017,785
143,463
490,072
5,331,908
1,500
40,000
516,915
4,000
40,000
65,000
41000,000
744,075
118,256
502,983
51899,981
1,500
40,000
516,915
4,000
35,000
65,000
4,000,000
744,075
118,256
502,983
5,899,981
1,500
40,000
516,915
4,000
35,000
65,000
11,650,643
11,927,710
11,927,710
8,000
390,550
91000,000
718001000
60,000
160,000
32,750
81,000
50,000
340,000
10, 500, 000
8,750, 000
60,000
140,000
32,750
85,000
50,000
340,000
10, 500, 000
8,750,000
60,000
140,000
32,750
85,000
17,532,300
19,957,750
19,957,750
170,439,239
203,556,967
203,556,967
GENERAL FUND
SUMMARY OF EXPENDITURES
2023
Fund Org Expenditure Function
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1120
11031
1130
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
116021
116022
1000
1000
1000
1000
1000
1000
1000
10100
10150
10200
10300
10400
11100
11200
11300
12100
13100
14100
15100
15200
15300
15300
15300
15300
16100
16200
16300
16400
16450
17100
17150
17200
17250
17300
17350
17600
21100
21110
21120
21130
21140
21150
21160
21200
21205
21210
21230
21260
21300
21410
22100
22400
22500
23200
24100
24125
24150
24200
24220
24220
24410
24415
24420
25100
25200
26100
26200
GENERAL GOVERNMENT
OFFICE OF THE BOARD
PUBLIC INFORMATION
COUNTY ATTORNEY
PUBLIC TRUSTEE
CLERK TO THE BOARD
COUNTY CLERK
ELECTIONS AND REGISTRATION
MOTOR VEHICLE
TREASURER'S OFFICE
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
JUVENILE DIVERSION
VICTIM WITNESS
VICTIM WITNESS
VICTIM WITNESS
VICTIM WITNESS
FINANCE
ACCOUNTING
PURCHASING
HUMAN RESOURCES
WELLNESS PROGRAM
PLANNING OFFICE
COMMUNITY DEV BLOCK GRANT
FACILITIES DEPARTMENT
WELD PLAZA
INFORMATION SERVICES
GEOGRAPHICAL INFORMATION SYSTEM
PRINTING AND SUPPLY
TOTAL GENERAL GOVERNMENT
PUBLIC SAFETY
ADMINISTRATION
BOOKING
PROFESSIONAL STD
CIVIL
SUPPORT SERVICES
RECORDS UNIT
EVIDENCE UNIT
PATROL
INVESTIGATIONS
CONTRACT SERVICES
ORDINANCE ENFORCEMENT
REGIONAL LAB
VICTIM ADVOCATES
DRUG TASK FORCE
COMMUNICATIONS SERVICE
PUBLIC SAFETY INFORMATION SYSTEM
PUBLIC SAFETY WIRELESS COMM
COUNTY CORONER
JUSTICE SERVICES
WORK RELEASE
ADULT DIVERSION
COMMUNITY CORRECTIONS-ADMIN
COMMUNITY CORRECTIONS -SERVICES
COMMUNITY CORRECTIONS -SERVICES
INMATE SERVICES
SECURITY
COURTS AND TRANSPORTATION
BUILDING INSPECTION
OIL AND GAS ENERGY
WEED AND PEST
OFFICE OF EMERGENCY MANAGEMENT
TOTAL PUBLIC SAFETY
2022
Budget
934,275
362,160
1,256,622
156,492
698,591
987,951
2,670,129
3,759,664
1,243,281
4,119,029
54,268
7,852,123
191,514
775,703
409,245
0
112,366
885,395
1,186,737
358,826
2,400,396
0
2,618,435
1,057,287
9,582,610
870,426
10,019,271
187,555
461,607
2023
Request
948,210
365,750
1,256,622
209,061
701,130
991,628
1,723,786
3,754,845
1,231,991
4,140, 536
56,268
7,982,400
180,485
798,492
355,357
1,465
142,000
623,974
1,147,108
361,426
2,569,137
620,700
2,527,888
1,036,772
10,271,858
663,137
10,934,649
191,555
461,607
2023
Recommend
948,210
365,750
1,256,622
209,061
701,130
991,628
1,723,786
3,754,845
1,231,991
4,140, 536
56,268
7,982,400
180,485
798,492
355,357
1,465
142,000
623,974
1,147,108
361,426
2,569,137
620,700
2,527,888
1,036,772
10,271,858
663,137
10,934,649
191,555
461,607
2023
Final
55,211,958
56,249,837
56,249,837
0
2,116,238
2,563,065
2,378,278
538,008
1,263,323
928,010
252,268
9,053,874
2,671,213
296,585
242,491
766,541
241,951
347,912
10, 027, 019
1,051,396
307,400
1,598,635
1,387,741
2,166,416
146,337
121,612
3,103,548
0
8,216,617
24,454,805
4,802,580
1,868,608
1,241,805
1,031,079
71T§08
85,895,963
2,181,813
2,594,150
2,696,645
590,686
1,339,616
1,023,501
253,913
9,553,127
2,725,730
155,032
266,449
763,690
184,222
351,259
10, 722, 977
2,695,335
320,986
1,625,816
1,513,998
2,166,416
146,337
136,758
0
3,966,229
8,677,713
24,738,041
4,870,092
1,843,625
1,225,095
1,112,401
674,732
91,116, 384
2,181,813
2,594,150
2,696,645
590,686
1,339,616
1,023,501
253,913
9,553,127
2,725,730
155,032
266,449
763,690
184,222
351,259
10, 722, 977
2,695,335
320,986
1,625,816
1,513,998
2,166,416
146,337
136,758
0
3,966,229
8,677,713
24,738,041
4,870,092
1,843,625
1,225,095
1,112,401
674,732
91,116,384 0
GENERAL FUND
SUMMARY OF EXPENDITURES
2023
Fund Org Expenditure Function
2022 2023 2023 2023
Budget Request Recommend Final
PUBLIC WORKS
1000 31100 ENGINEERING 18,029,812
CULTURE AND RECURATION
1000 50200 PARKS AND TRAILS 253,000
HEALTH AND WELFARE
1000 56110 SENIOR PROGRAMS
1000 56120 WASTE WATER
1000 56130 DEVELOPMENTALLY DISABLED
1000 56140 MENTAL HEALTH
1000 56160 COUNTY CONTRIBUTION
TOTAL HEALTH AND WELFARE
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL
1000 90150 COMMUNITY AGENCIES GRANTS
1000 90160 BRIGHTER WELD
1000 96100 EXTENSION
1000 96200 FAIR
1000 96400 VETERANS
1000 96500 ISLAND GROVE BUILDINGS
1000 96600 ASSET AND RESOURCE MANAGEMENT
1000 99999 CONTINGENCY
TOTAL MISCELLANEOUS
TOTAL GENERAL FUND
40,000
10,000
38,225
291,000
5,692,626
21,539,213 21,539,213
277,000 277,000
40,000
10,000
38,225
216,000
6,047,643
40,000
10,000
38,225
216,000
6,047,643
6,071,851 6,351,868 6,351,868 0
0 1,515,000 1,300,000
918,750 918,750 918,750
15,000 85,000 65,000
275,763 2,796,043 2,796,043
467,755 502,113 502,113
168,763 168,763 168,763
190,665 191,505 191,505
153,701 171,263 171,263
4,665,291 5,137, 885 5,137, 885
0 9,559,316 9,559,316
6,855,688 19,530,638 19,510,638 0
172,318,272 196,579,940 196,344,940 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100
DEPARTMENT DESCRIPTION: 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
RECOMMEND
BUDGETED
REQUESTED
NEXT
FY
NEXT
FY
LAST
FY
CURRENT
FY
Personnel
Services
$ 813,389
$ 826,030
$ 826,030
$ 826,030
Supplies
1,033
1,900
1,900
1,900
Purchased
Services
88,037
106,345
120,280
120,280
Contra
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 902,459
$ 934,275
$ 948,210
$ 948,210
Revenue
0
0
0
0
Net
County
Cost
$ 902,459
$ 934,275
$ 948,210
$ 948,210
Budgeted
Positions
6.00
6.00
6.00
6.00
SUMMARY OF CHANGES: Total budget increased by $13,935 due to increased costs for
Memberships and Dues ($10,935) and an increase to travel ($3,000) to accommodate fuel
expenses and lodging increases over the past year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
140
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
2022 ACCOMPLISHMENTS:
1. Decisions made reflected fiscally conservative policies and keep Weld County debt free.
2. Kept 7.0 mill property tax credit in place to benefit Weld County residents.
3. Addressed continuing inflation and job market struggles by approving a midyear 3% COLA.
2023 BUDGET GOALS AND PRIORITIES:
1. Continue 7.0 mill property tax credit for residents.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's
per 10,000/capita
0.176 0.172
0.168
Per capita
cost
(county
support)
$2.65 $2.69
$2.66
141
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.
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
RESOURCES
CURRENT
FY
NEXT
FY
Personnel
Services
$ 295,534
$ 313,546
$ 313,546
$ 313,546
Supplies
23,735
24,599
28,089
28,089
Purchased
Services
10,367
24,015
24,115
24,115
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 329,636
$ 362,160
$ 365,750
$ 365,750
Revenue
0
0
0
0
Net
County Cost
$ 329,636
$ 362,160
$ 365,750
$ 365,750
Budgeted
Positions
4.0
4.00
4.00
4.00
SUMMARY OF CHANGES: Supplies increased by $3,490 to cover an increase in GovDelivery
software maintenance. Purchased Services increased by $100 to cover additional media
subscriptions and publication expenses. No other changes requested.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
142
PUBLIC INFORMATION
(CONTINUED)
1000-10150
2022 ACCOMPLISHMENTS:
1. Increased subscribers to county newsletters.
2. Increased followers and engagement on county social media.
3. Assisted county departments on larger -scale projects, such as recruiting and CodeRED.
2023 BUDGET GOALS AND PRIORITIES:
1. Continue to use resources and funding to support county's recruitment efforts.
2. Continue to use resources and funding to inform the public on county projects and info.
3. Continue to use resources and funding to enhance Weld County as a place to live and visit.
PERFORMANCE MEASURES
ACTUAL
PROJECTED
ESTIMATED
Work Out
• uts
County
Roots
Newsletter
Issues
26
26 26
County
Roots
Newsletter
viewership
3,924
4,120
4,316
Other
county newsletters
5
5 5
Intranet Articles/Employee
Communication 76
76 76
News
Releases
60
60 60
Social
Media:
Facebook
followers
29,743
30,635 31,527
Social
Media:
Likes
2,080
2,142
2,184
Twitter
Measures
Efficiency
per 10,000/capita
0.118
0.115
0.112
FTE's
Per
capita
cost (county
support)
$0.97
$1.04
$1.03
143
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000-10200
DEPARTMENT DESCRIPTION: The County Attorney renders opinions on constitutional
questions, defends any lawsuits against Weld County, and brings civil actions for enforcement of
County regulations. The three full-time assistant county attorneys share the responsibilities of the
office.
RESOURCES
RECOMMEND
BUDGETED
REQUESTED
NEXT
FY
ACTUAL
LAST
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 829,400
$ 895,012
$ 895,012
$ 895,012
Supplies
3,758
1,720
1,720
1,720
Purchased
Services
269,526
359,890
359,890
359,890
Fixed
Charges
-1,956
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,100,728
$ 1,256,622
$ 1,256,622
$ 1,256,622
Revenue
0
0
0
0
Net
County Cost
$ 1,100,728
$ 1,256,622
$ 1,256,622
$ 1,256,622
Budgeted
Positions
5
5
5
5
SUMMARY OF CHANGES: No changes requested for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
144
COUNTY ATTORNEY
(CONTINUED)
1000- 10200
2022 ACCOMPLISHMENTS:
1. Met all requests for legal services.
2. Kept up with workload.
2023 BUDGET GOALS AND PRIORITIES:
1. Provide timely and accurate legal advice and service in a manner that the departments
appreciate.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Out • uts
Number
Number
Number
Efficiency
of
of
of
new requests
new mental
new code
Measures
violations
health
for
legal
cases
assistance
500
120
500
70
120
500
70
120
70
FTE's
per
10,000/capita
0.147 0.144
0.140
Per
Number
capita
cases
of
cost
agenda
(county
per
FTE
requests/D&N/mental
support)
$3.24
175
$3.61
175
$3.52
175
145
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
RECOMMEND
BUDGETED
REQUESTED
NEXT
FY
LAST
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 141,574
$ 148,492
$ 173,936
$ 173,936
Supplies
25
1,000
1,000
1,000
Purchased
Services
22,166
7,000
34,125
34,125
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 163,765
$ 156,492
$ 209,061
$ 209,061
Revenue
521,130
390,550
340,000
340,000
Net
County Cost
$ - 357,365
$ - 234,058
$ - 130,939
$ - 130,939
Budgeted
Positions
L 2.5
2.5
2.5
2.5
SUMMARY OF CHANGES: Revenues are down due to the rising cost of mortgages and the
ending of the refinance boom. In June 2022, the BOCC approved an increase of salary expenses
($25,444) to accommodate a market -based salary adjustment for staff. Purchased Services
increased a total of $27,125 to account for a chargeback of 0.25 FTE ($18,125) from the
Treasurer's Office to assist with back-up accounting functions of the Public Trustee unit, $3,000
for QuickBooks annual subscription, and $6,000 was added for printing and sending out notices.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
146
PUBLIC TRUSTEE
(CONTINUED)
1000-10300
2022 ACCOMPLISHMENTS:
1. Transitioned from in department printing and mailing to utilizing the services of the Weld
County print shop.
2. Cross -trained both the deputy Public Trustee and a member of the Treasurer's staff to the
Public Trustee accounting function due to an upcoming retirement.
2023 BUDGET GOALS AND PRIORITIES:
1. Complete treasurer accountant training for the PT.
PERFORMANCE MEASURES
Work Outputs
ACTUAL
PROJECTED
ESTIMATED
61
33,001
0.074
-$1.05
330
22,334 19,200
0.072
-$0.67 -$0.37
350
0.070
Foreclosures
Releases
Efficiency
Started
Measures
per
10,000/capita
cost
(county
support)
FTE's
Per
capita
147
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
LAST
FY
RECOMMEND
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 562,105
$ 612,230
$ 612,230
$ 612,230
Supplies
32,531
54,936
56,475
56,475
Purchased
Services
18,888
31,425
32,425
32,425
Fixed
Charges
-8,297
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 605,227
$ 698,591
$ 701,130
$ 701,130
Revenue
13,255
0
0
0
Net
County Cost
$ 591,972
$ 698,591
$ 701,130
$ 701,130
Budgeted
Positions
7.75
7.00
7.00
7.00
SUMMARY OF CHANGES: The budget request is up $2,539. Supplies are up $1,539 for
adjustments to computer software maintenance. Purchased Services are up $1,000 for
advertising and legal notices in anticipation of Code revisions.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
148
CLERK TO THE BOARD
(CONTINUED)
1000-10400
2022 ACCOMPLISHMENTS:
1 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. Supported the Assessor's Office with the annual County Board of Equalization process within
the statutory deadlines.
3. Retained a full office staff and implemented additional cross -training and succession planning.
2023 BUDGET GOALS AND PRIORITIES:
1. Onboard additional departments (Human Resources, Justice Services) to implement use of
the Contract Management System.
2. Upgrade software, as necessary (Power2Pay), to ensure compatibility with the new
County -wide ERP system.
3. Increase office efficiency through ongoing staff training and cross -coverage.
PERFORMANCE MEASURES
Work Outputs
appeals
optically
support)
processed
transcribed
ACTUAL
ESTIMATED
PROJECTED
160
scanned 3,694
316
0.228
$1.74
$3,699.83
190
3,500
0.201
$2.01
$3,676.79
175
3,900
50 500
0.196
$1.97
$4,006.46
Number
Number
Number
of
of
of
documents
BOE
meetings/hearings
Measures
Efficiency
FTE's
Per
Cost
per
per 10,000/capita
cost
meeting/hearing
(county
capita
149
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
LAST
FY
RECOMMEND
NEXT
FY
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
Personnel
Services
$ 764,315
$ 804,227
$ 804,227
$ 804,227
Supplies
6,552
106,299
109,976
109,976
Purchased
Services
41,852
77,425
77,425
77,425
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 812,719
$ 987,951
$ 991,628
$ 991,628
Revenue
10,226,736
9,000,000
10,500,000
10,500,000
Net
County Cost
$ - 9,414,017
$ - 8,012,049
$ - 9,508,372
$ - 9,508,372
Budgeted
Positions
7
FTE
3
FTE
Recording
Admin.
6
FTE
3
FTE
Recording
Admin.
6
FTE
3
FTE
Recording
Admin.
6
FTE
3
FTE
Recording
Admin.
SUMMARY OF CHANGES: The $3,677 increase in supplies can be attributed to the increase of
software maintenance expenses. No other changes were requested.
Revenues are up $1,500,000 over 2022 based on growth.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
150
CLERK AND RECORDER
(CONTINUED)
1000-11100
2022 ACCOMPLISHMENTS:
1. Continued to streamline self-service options to reduce in -person visits.
2. Further developed the Tyler Recoding software.
3. Completed the document code reduction project.
2023 BUDGET GOALS AND PRIORITIES:
1. Purchase services or items using the recording technology fund to improve customer service.
2. Continue to meet statutory guidelines.
3. Continue receive a high customer service rating.
PERFORMANCE MEASURES
Work Out
• uts
produced
licenses
recorded
—
issued
Recording
per
ACTUAL
ESTIMATED
PROJECTED
123,302
121,025
12,330
1,899
0.294
$2.39
129,467
127,076
135,940
133,430
2,089
0.259
$2.84
14,385
15,104
2,297
0.252
$2.78
Number
Number
Number
of
of
of
documents
copies
marriage
Measures
Efficiency
FTE's
Per
Number
per 10,000/capita
of
contribution
documents
recorded
capita
FTE
151
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.
ACTUAL
LAST
FY
BUDGETED
RESOURCES
REQUESTED
RECOMMEND
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 552,968
$ 1,327,653
$ 829,884
$ 829,884
Supplies
242,083
934,375
527,740
527,740
Purchased
Services
221,835
385,601
328,662
328,662
Fixed
Charges
3,864
22,500
37,500
37,500
Capital
0
0
0
0
Gross County Cost
$ 1,020,750
$ 2,670,129
$ 1,723,786
$ 1,723,786
Revenue
476,342
350,000
350,000
350,000
Net
County Cost
$ 544,408
$ 2,320,129
$ 1,373,786
$ 1,373,786
Budgeted
Positions
7.0
7.0
7.0
7.0
SUMMARY OF CHANGES: The decrease of $946,343 is typical in an odd year where only one
election is scheduled in the fall of 2023. All expenses associated with the multiple elections have
been removed. No other changes recommended.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
152
ELECTIONS (CONTINUED)
1000- 11200
2022 ACCOMPLISHMENTS:
1. Conducted Primary Election.
2. Conducted General Election.
3. Followed best practices for daily/monthly procedures of voter list maintenance, equipment,
and cyber security.
2023 BUDGET GOALS AND PRIORITIES:
1. Complete Board of County Commissioner redistricting.
2. Conduct Coordinated Election.
3. Further professional development of election staff.
PERFORMANCE MEASURES
Work Outputs
transactions
from
support)
elections
ACTUAL ESTIMATED
PROJECTED
405,980
$812,869
0.206
$1.60
57,997
426,279
$350,000
0.201
$6.67
60,897
447,593
$350,000
0.196
$3.85
63,942
Number
Revenue
Efficiency
of
generated
voter
Measures
FTE'S
Per
per
10,000/capita
cost
(county
per
capita
Transactions
FTE
153
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
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 2,796,986
$ 3,353,581
$ 3,353,581
$ 3,353,581
Supplies
19,956
51,639
45,820
45,820
Purchased
Services
314,847
354,444
355,444
355,444
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,131,789
$ 3,759,664
$ 3,754,845
$ 3,754,845
Revenue
0
0
0
0
Net
County
Cost
$ 3,131,
789
$ 3,759,664
$ 3,754,845
$ 3,754,845
Budgeted
Positions
45
4
Full-time
Temporary
46 Full-time
4 Temporary
46 Full-time
4 Temporary
46 Full-time
4 Temporary
SUMMARY OF CHANGES: The overall request is down $4,819. The decrease in supplies is to
reduce the budget to historical spending. The increase in Purchased Services is to account for
secure document destruction (shredding). No significant changes requested.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
154
MOTOR VEHICLE
(CONTINUED)
1000-11300
2022 ACCOMPLISHMENTS:
1. Increased the number of appointments available to the public every day.
2. Identified that renewal kiosks continue to be the most productive in the state.
3. Provided more E -Services on our website to reduce in -office visits.
2023 BUDGET GOALS AND PRIORITIES:
1. Look for additional purchased services to save employee time so they may assist more
customers.
2. Continue coordination with Department of Revenue for future developments to enhance
customer service.
3. Enhance community outreach to educate the public.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Out. uts
Number
FORT
of
LUPTON
titles/registrations
BRANCH
OFFICE:
issued
Number
400,641
420,673
441,707
DEL
of
marriage
BRANCH
licenses
issued
Number
334 340 346
CAMINO
OFFICE:
of
marriage
179
licenses issued
183
187
Efficiency Measures
FTE'S
10,000/capita
—
DMV
1.353 1.322
1.290
per
Per capita
Number
of
cost
titles/registrations
issued
per
FTE
$9.21
8,903
$10.81
9,415
$10.53
9,602
155
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
LAST
FY
REQUESTED
BUDGETED
RECOMMEND
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 836,376
$ 902,281
$ 902,281
$ 902,281
Supplies
127,091
131,000
136,685
136,685
Purchased
Services
148,988
210,000
211,150
211,150
Fixed
Charges
0
0
-18,125
-18,125
Capital
0
0
0
0
Gross County Cost
$ 1,112,455
$ 1,243,281
$ 1,231,991
$ 1,231,991
Revenue
8,383,740
7,808,000
8,800,000
8,800,000
Net
County
Cost
$ - 7,271,285
$ - 6,564,719
$ - 7,568,009
$ - 7,568,009
Budgeted
Positions
10
10
10
10
SUMMARY OF CHANGES: Personnel Services remains the same. The Treasurer's Office
restructured positions with the BOCC's approval in June 2022 and remain within the budgeted
amount for Personnel Services. Supplies increased by $5,685 and is accounted for as an increase
to Software Maintenance costs as provided by IT. Purchased Services increased by a total of
$1,150. Postage was increased by $4,000, and small cuts were made throughout the remaining
categories to offset the request. Revenues were increased to account for the increased workload
and fees collected as a result.
The new Fixed Charges indicates the chargeback from the Public Trustee's Office for 0.25 FTE
of an employee's time to back up that Public Trustee's office.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
156
TREASURER
(CONTINUED)
1000-12100
2022 ACCOMPLISHMENTS:
1. Transitioned to new check scanning system which allows for disseminated and remote work
processing on checks being electronically deposited by us.
2. Adopted EBOX — a service that converts all bill pay checks for taxes into electronic documents
for purposes of posting payments into the Treasurer system and all related funds are
electronically deposited directly by the payment bank.
3. Began transition to a new online payment portal which will consolidate vendors, create email
notifications from the vendor for subsequent payments, increase payment options and allow
for one-off payments remotely for specialty products such as moving permits and
authentications.
2023 BUDGET GOALS AND PRIORITIES:
1. Utilize TREADS software — a workflow software to reduce training and improve standards for
Treasurer's deeds.
2. Select a vendor for chat services for the Treasurer's office
3. Reorganize and reclassify staff to better meet the internal needs of the office as the work
processing has changed in recent years.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Out •
ufs
Property
Investments
Tax
Collected
$989M
$514M
$968M
$440M
$1,000M
$520M
Efficiency Measures
FTE's
per 10,000/capita
0.294 0.287 0.280
Per capita
expenditure
$3.27 $3.57 $3.45
157
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.
ACTUAL
LAST
FY
BUDGETED
RESOURCES
REQUESTED
NEXT
FY
RECOMMEND
NEXT
FY
CURRENT
FY
Personnel
Services
$ 3,288,265
$ 3,601,125
$ 3,601,125
$ 3,601,125
Supplies
208,661
295,610
307,067
307,067
Purchased
Services
351,534
222,294
232,344
232,344
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,848,460
$ 4,119,029
$ 4,140,536
$ 4,140,536
Revenue
157,484
60,500
60,500
60,500
Net
County Cost
$ 3,690,976
$ 4,058,529
$ 4,080,036
$ 4,080,036
Budgeted
Positions
38.5
39.5
39.5
39.5
SUMMARY OF CHANGES: Changes in the category of Supplies reflect increased costs for
software subscriptions at $11,457. Appraisal software costs are based on parcel count and the
increased number of parcels results in increased software fees. Changes in the purchased
services category totaled $10,500 and include of an increased number of mailings and increased
postage.
FINANCE/ADMINISTRATION RECOMMENDATION: Approve as recommended.
BOARD ACTION:
158
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Out• uts
Number
property,
of
OG
parcels
equipment
(including
and
personal
SA)
208,000 211,000
213,500
'
Number
of new
land accounts
144,100
149,000
154,000
Calls
Answered 18,000
18,000
18,000
Telephone
Number of
administrative
updates
to database 152,000
155,000
158,000
Authorities
537 542 560
Tax
Ownership
transfers
by account
35,700 36,700 38,000
Number
of
Permits reviewed 11,000
9,500 10,000
New
Construction
units added
5,100 5,150
5,300
Sales
Verification 17,000
17,500 18,000
Efficiency
Measures
FTE's
per 10,000/capita
1.132
1.136
1.107
Per
capita
cost
(county
support)
$10.86
$11.67
$11.44
Cost
per
parcel
$17.75
$19.23
$19.11
Parcels
Per
FTE
5,403 5,342 5,405
Measures
(desired results)
Effectiveness
Deed
Processing
(days)
5 5 5
Time
Requests
for Information
per
825 825 825
FTE
Percent
of
Properties
Site
Reviewed
5% 5% 5%
Assessment
market
Levels
value
compared
to
100%
100%
100%
159
ASSESSOR
(CONTINUED)
1000-13100
2022 ACCOMPLISHMENTS:
1. Implemented an online mill levy submission form for tax authorities resulting in improved
efficiency and reduction in risk of error.
2. Developed management dashboards in PowerBl for better workload monitoring and
accountability.
3. Redesigned website for improved functionality with tax estimator and prioritization of data
based on user needs.
2023 BUDGET GOALS AND PRIORITIES:
1. Successfully revalue all property with increased efficiency including mass modeling of
commercial sales and income data.
2. Implement technology to manage increased ownership transfer workload with efficiency and
error reduction.
3. Prepare taxpayers for significant value increases through effective communication.
160
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.
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
RESOURCES
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 21,536
$ 24,068
$ 24,068
$ 24,068
Supplies
0
300
300
300
Purchased
Services
534
29,900
31,900
31,900
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 22,070
$ 54,268
$ 56,268
$ 56,268
Revenue
0
0
0
0
Net
County Cost
$ 22,070
$ 54,268
$ 56,268
$ 56,268
Budgeted
Positions
1
PT
1
PT
1
PT
1
PT
SUMMARY OF CHANGES: There is a $2,000 increase to Purchased Services to cover the
increased cost of advertising and legal notices. No other changes were requested.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
161
SEVEN YEAR TREND
District Attorney
9
8
7
5
v)
Z
O
5
4
2017
2018
2019
2020
2021
2022
2023
SEVEN YEAR TREND
District Attorney Local Cost
8 7.8
7.67
7.26
7
6
5
1)
2 4
O
ai
3
2
1
0
5.46
2017
6.15
6.21
7.07
2018 2019 2020 2021 2022 2023
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.
ACTUAL
LAST
FY
RECOMMEND
NEXT
FY
RESOURCES
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
Personnel
Services
$ 6,803,265
$ 7,557,518
$ 7,669,544
$ 7,669,544
Supplies
55,753
42,080
55,344
55,344
Purchased
Services
238,556
252,525
257,512
257,512
Fixed
Charges
-192
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 7,097,382
$ 7,852,123
$ 7,982,400
$ 7,982,400
Revenue
180,234
184,960
187,270
187,270
Net
County Cost
$ 6,917,148
$ 7,667,163
$ 7,795,130
$ 7,795,130
Budgeted
Positions
64.00
64.00
65.00
65.00
SUMMARY OF CHANGES: Personnel Services includes the addition of 1.0 FTE as a DA
Investigator II position (Grade 40), a total increase of $104,434 for salary and benefits. There is
also a requested reclassification of the Community Relations Specialist from Grade 27 to a
Grade 32, which accounts for an additional $7,592. The Assistant District Attorney's salary is also
requested to be adjusted, based on a determination of equity by the Board.
Supplies have increased by $13,264, of which $2,000 is for the new position and the remaining
increase of $11,264 is for software maintenance. Purchases Services also increased by $4,987
and is attributed to increased fuel and vehicle maintenance ($8,016), phones ($5,054) and
postage ($5,450), and is offset by a reduction in depreciation of -$13,395.
FINANCE/ADMINISTRATION RECOMMENDATION: The new position and reclassifications are
policy issues for the board. Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
164
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
RECOMMEND
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
LAST
FY
NEXT
FY
Personnel
Services
$ 180,552
$ 132,973
$ 128,216
$ 128,216
Supplies
1,389
200
764
764
Purchased
Services
17,738
58,341
51,505
51,505
Fixed
Charges
0
0
0
0
Gross County Cost
$ 199,679
$ 191,514
$ 180,485
$ 180,485
Revenue
201,409
157,000
157,000
157,000
Net
County Cost
$ - 1,730
$ 34,514
$ 23,485
$ 23,485
Budgeted
Positions
1.5
1.5
1.5
1.5
SUMMARY OF CHANGES: With the loss of the Restorative Justice provider that had been
contracted, Purchased Services have decreased. The revenue from the state Diversion Allocation
that was budgeted for professional services has been going toward salaries instead of Restorative
Justice services until a new contracted provider is found for the county. Supplies were increased
based on historical spending.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
165
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.
ACTUAL
LAST
FY
RECOMMEND
REQUESTED
BUDGETED
RESOURCES
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 1,077,469
$ 1,266,664
$ 1,266,664
$ 1,266,664
Supplies
770
300
300
300
Purchased
Services
143,661
30,350
30,350
30,350
Fixed
Charges
645,189
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,867,089
$ 1,297,314
$ 1,297,314
$ 1,297,314
Revenue
1,219,577
635,681
637,357
637,357
Net
County Cost
$ 647,512
$ 661,633
$ 659,957
$ 659,957
Budgeted
Positions
14.0
16.0
16.0
16.0
SUMMARY OF CHANGES: Personnel: The VW Unit currently has 16 FTE staff. No new
positions have been requested for 2023; however, one position has been requested for a
reclassification from a Grade 37 to Grade 44. Two positions at Step 9 will be retiring in late 2022
and the beginning of 2023, so it is anticipated there will be an overall cost savings to the unit.
Purchased Services: Multiple areas in Victim Witness are beginning to move toward electronic
communication. It is anticipated that Crime Victim Compensation will begin an on-line portal for
victim applications in 2023. Also, more victims are requesting their victim notification letters
through email rather than US mail. While the amount budgeted has not been modified in 2023,
costs for postage, paper and printing should decrease. Presently these categories remain the
highest costs outside of salary and phones.
In 2021, the unit incorporated multiple cell phones for staff accessibility. At the same time, the
Victim/Witness unit deleted multiple lines that were no longer needed due to cell phones. The
combination of these two steps resulted in the unit's ability to maintain the current budget costs
and not incur an increase.
Revenue: Revenue for the program comes from the following sources: VALE grant ($142,000),
VOCA Grant ($323,052), VOCA In Direct Funds ($32,305), VALE Administrative Fund ($80,000),
VALE Federal Administrative ARPA Funds ($15,000), Crime Victim Compensation Administrative
Funds ($45,000).
166
VICTIM WITNESS ASSISTANCE
(CONTINUED)
1000-15300
SUMMARY OF CHANGES (CONTINUED):
The VOCA grant was submitted in February 2022 for the 2023/2024 funding cycle. While a 3%
COLA and 4% health benefit estimate was included in the grant request, it will not cover the full
cost of anticipated COLA and or health increases for 2023. The VALE grant for 2023 was
submitted at an increased $6,000 ($142,000) to help assist the increased costs. In addition,
federal ARPA funds have been allocated by the state for 2023 and 2024. It is anticipated that this
will bring in new revenue in administrative funds of $10,000. The amount of administrative funds
for Local VALE and Crime Victim Compensation have not completely rebounded to pre-COVID
levels but continue to rise.
FINANCE/ADMINISTRATION RECOMMENDATION: The reclassification of the DA Program
Manager is supported from Grade 37 to Grade 38 for a total increase of $2,576 and is a policy
issue for the board. Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
167
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.
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
RESOURCES
CURRENT
FY
NEXT
FY
Personnel
Services
$ 601,248
$ 873,495
$ 506,974
$ 506,974
Supplies
45
300
300
300
Purchased
Services
3,838
11,600
116,700
116,700
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 605,131
$ 885,395
$ 623,974
$ 623,974
Revenue
0
0
0
0
Net
County Cost
$ 605,131
$ 885,395
$ 623,974
$ 623,974
Budgeted
Positions
2.00
3.00
2.50
2.50
SUMMARY OF CHANGES: Total budget reflects the reduction of 1.0 FTE of the Director of
Finance and Administration upon retirement and the increase of 0.5 FTE for the Grants Manager.
The Grant Manager position was approved by the Board in March 2022 and split between Finance
and the CDBG Program (Org 17150). The increase in Purchased Services is reflected in $5,100
increase for travel and training and up to $100,000 for contracted services for technical assistance
during this transition in 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: The contract services are a policy issue for
the board. Recommend approval.
BOARD ACTION:
168
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-1 6100
2022 ACCOMPLISHMENTS:
1. Achieved the 2022 GFOA budget award with no comments from reviewers for improvement.
2. Chose the Enterprise Resource Planning (ERP) provider through significant evaluation.
2023 BUDGET GOALS AND PRIORITIES:
1. Begin implementation of the Enterprise Resource Planning (ERP) project.
2. Receive Triple Crown from GFOA for presentations of Budget, Audited Financials and Popular
Annual Financial Report.
3. Implement quarterly Finance collaboration meetings with departments.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out
• uts
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
0.059 0.086 0.070
Per capita
cost
(county
support)
$1.78
$2.55 $1.75
169
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200
DEPARTMENT DESCRIPTION: The Accounting Department is in charge of 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
REQUESTED
RECOMMEND
BUDGETED
ACTUAL
LAST
FY
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 969,384
$ 977,027
$ 913,058
$ 913,058
Supplies
148,665
165,710
168,050
168,050
Purchased
Services
28,910
44,000
66,000
66,000
Fixed
Charges
195
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,147,154
$ 1,186,737
$ 1,147,108
$ 1,147,108
Revenue
0
0
0
0
Net
County Cost
$ 1,147,154
$ 1,186,
737
$ 1,147,108
$ 1,147,108
Budgeted
Positions
7.75
7.75
8.0
8.0
SUMMARY OF CHANGES: The overall change to the budget is a decrease of $39,629.
Personnel Services decreases by $63,969, utilizing the decrease of 0.75 FTE vacancy savings
from the retired Controller position to restructure. In June 2022, the BOCC approved a
reclassification of the Lead Payroll Specialist (Grade 40) to a Payroll Supervisor (Grade 45) and
an increase of 1.0 FTE for a new Payroll Specialist, Grade 35. The budget request includes a
request to promote one Accountant III position (Grade 43) to a Senior Accountant position
(Grade 48) for a total cost of $7,003. Supplies increased by $2,340, attributed directly to the
software maintenance costs increasing for 2023. Travel and Training increased by $22,000 to
bolster public accounting training and certifications for upkeep with federal regulation for the
accounting and payroll positions.
FINANCE/ADMINISTRATION RECOMMENDATION: The reclassification is a policy issue for
the board, and new FTE and the payroll position changes were approved by the Board in June
2022. Recommend approval.
BOARD ACTION:
170
ACCOUNTING
(CONTINUED)
1000- 16200
2022 ACOMPLISHMENTS:
1. Completed the transition to the new Controller.
2. Submitted the 2021 Audited Financial Statements for Award.
3. Worked with the Public Information Office to create and submit for a Popular Annual
Financial Report (PAFR) Award.
2023 BUDGET GOALS AND PRIORITIES:
1. Work to meet the strategic goals of the new ERP system.
2. Reduce the number of check cycles each week.
3. Continue the trend of an annual audit with no major exceptions or findings.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Out • uts
Number
Average
Number
Total
Ledger
Intergovernmental
of Account
number
of employees
of
Payable
employees
trained
funds
warrants
on
paid
General
issued
16,720
$72.9M
1,816
138
17,440
$83.9M
1,920
150
16,770
$83.9M
1,920
150
Efficiency Measures
FTE's
per 10,000/capita
0.228 0.223 0.224
Per capita
Account
A/P
FTE
Payable
cost
(county
warrants
support)
per
week
$3.37 $3.41
per 330 340
$3.22
330
Employees
paid monthly
per
Payroll
FTE
1,211
1,280 1,280
171
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Purchasing - - 1000-16300
DEPARTMENT DESCRIPTION: The Purchasing department is responsible for all purchases
whether by formal bid, telephone proposal, or quotation. The department maintains vendor bid
list for all types of bidding and seeks approval from the Board of County Commissioners on all
bids over $25,000.
ACTUAL
LAST
FY
RECOMMEND
NEXT
FY
BUDGETED
REQUESTED
RESOURCES
CURRENT
FY
NEXT
FY
Personnel
Services
$ 326,122
$ 350,776
$ 350,776
$ 350,776
Supplies
271
250
400
400
Purchased
Services
2,670
7,800
10,250
10,250
Fixed
Charges
0
0
0
0
Gross County Cost
$ 329,063
$ 358,826
$ 361,426
$ 361,426
Revenue
0
0
0
0
Net
County Cost
$ 329,063
$ 358,826
$ 361,426
$ 361,426
Budgeted
Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: Salaries remain the same for 2023, utilizing vacancy savings and
new staff to restructure one position to a Senior Buyer at a Grade 36, which was approved by the
Board in June 2022. Advertising and phones are down $500 each. These funds were reallocated
to Printing and Duplication for future trainings for county staff ($1,000). Office supplies have
increased $150 for the purchase of a new cart, heavy duty stapler, and label maker.
Purchased Services is increasing by $2,450, with an additional $1,000 for training to stay on top
of federal procurement regulations. Also, $250 has been added for mileage, and $1,000 has been
added to Printing and Duplication to provide training materials for County staff.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
172
PURCHASING
(CONTINUED)
1000-16300
2022 ACCOMPLISHMENTS:
1. Conducted Purchasing Policy Training for over 120 county employees.
2. Reclassified one of the Buyer positions to a Senior Buyer.
3. Transferred administration of travel arrangements and conference registrations to Human
Services.
2023 BUDGET GOALS AND PRIORITIES:
1. Provide additional purchasing training for county staff.
2. Attend training to stay on top of federal procurement regulations.
3. Take more of an active role with the various departments' purchasing activities.
4. Start tracking the total amount spent on change orders.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Number of
Number of
formal
Purchase
bids
Orders
presented
placed
to
BOCC 104
808
200 150
950 950
Efficiency Measures
FTE'S
per 10,000/capita
0.088 0.086 0.084
Per capita
No. of
formal
cost
bids/FTE
(county
support)
presented
to
$0.97 $1.03
BOCC 35
$1.01
67
50
173
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.
RECOMMEND
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 1,471,717
$ 1,884,796
$ 1,845,709
$ 1,845,709
Supplies
354,546
421,250
485,478
485,478
Purchased
Services
102,386
89,350
237,950
237,950
Fixed
Charges
0
5,000
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,928,649
$ 2,400,396
$ 2,569,137
$ 2,569,137
Revenue
0
0
0
0
Net
County Cost
$ 1,928,649
$ 2,400, 396
$ 2,569,137
$ 2,569,137
Budgeted
Positions
15
18
18
18
SUMMARY OF CHANGES: The total 2023 budget request reflects an increase of $168,741.
Personnel Services has gone down by $39,087 with restructuring completed in July 2022 and
was approved by the BOCC. Supplies increased by $64,228 because of increases in the software
maintenance expenses anticipated for 2023. Purchased Services increased by $148,600. This
increase is due to $100,000 to be bid for services for a compensation analysis tool and employee
surveys, which is a new expense. Purchased Services increased $22,000 for advertising and
recruiting expenses, $4,900 for printing and postage, and $20,000 for training on federal
regulations, leadership development and other requirements for the new positions.
FINANCE/ADMINISTRATION RECOMMENDATION: The $100,000 for new contract services is
a policy issue for the board. Recommend approval.
BOARD ACTION:
174
HUMAN RESOURCES
(CONTINUED)
1000-16400
2022 ACCOMPLISHMENTS:
1. Hired a new HR Director and Deputy Director — fully staffed team.
2. Successfully implemented a mid -year COLA.
3. Identified the ERP vendor of choice.
2023 BUDGET GOALS AND PRIORITIES:
1. Begin implementation of a new ERP program.
2. Complete an RFI for county -wide compensation analysis.
3. Distribute Total Compensation Reports to all employees Quarter 1 of 2023.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outs
uts
Authorized
County
positions
(FTE'S)
1,782
1,823 1,860
Occupied
FTE'S
1,690
1,700
1,800
Personnel
processed
Employees
Action
Notices
(PAN's)
5,481
4,872
5,000
Terminated/Resigned/Retired
302 292 270
Employees
Hired
309 300 307
Turnover
Rate 18% 18%
18%
Efficiency Measures
FTE'S
per 10,000/capita
0.441
0.517
0.505
Per capita
Personnel
cost
served
(county
per
support)
FTE
$5.67
113
$6.90 $7.20
94 100
175
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
FY
LAST
CURRENT
BUDGETED
FY
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
48,000
48,000
Purchased
Services
0
0
572,700
572,700
Fixed
Charges
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 620,700
$ 620,700
Revenue
0
0
0
0
Net
County Cost
$ 0
$ 0
$ 620,700
$ 620,700
Budgeted
Positions
0.0
0.0
0.0
0.0
SUMMARY OF CHANGES: This program was separated out for the 2023 budget from the Health
Insurance Fund. The program includes mental health contract ($200,000), first responder
counseling ($150,000), SIGMA cardiovascular program ($200,000), and training expenses for
CPR/First Aid certifications and other employee serving needs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
176
WELLNESS PROGRAM
(CONTINUED)
1000-16450
2022 ACCOMPLISHMENTS:
1. Created the Wellness Program in the General Fund.
2. Implemented onsite Employee Mental Well -Being Program.
3. Completed and Established Sheriffs Office Physical Abilities Test.
2023 BUDGET GOALS AND PRIORITIES:
1. Increase Confidential Counseling to have more than 400 Direct Hours.
2. Book IOME Mental Well -Being onsite counseling at least 50% for weekly brief intervention
sessions.
3. Expand SIMGA cardiovascular program to other departments.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
inBody
Wellness
Confidential
Incentive
Scans
Counseling
Program
Individual
Completion
Contacts
1,722
963
169
1,000
1,750
215
1,050
1,800
300
Efficiency Measures
Per capita
cost
(county
support)
$0.00 $0.00 $1.74
177
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
CURRENT
BUDGETED
FY
REQUESTED
RECOMMEND
ACTUAL
FY
LAST
NEXT
FY
NEXT
FY
Personnel
Services
$ 1,944,487
$ 2,745,967
$ 2,745,967
$ 2,745,967
Supplies
2,020
17,672
15,750
15,750
Purchased
Services
838,921
384,372
291,556
291,556
Contra
Account
-291,568
-529,576
-525,385
-525,385
Gross County Cost
$ 2,493,860
$ 2,618,435
$ 2,527,888
$ 2,527,888
Revenue
355,043
400,000
350,000
350,000
Net
County Cost
$ 2,138,817
$ 2,218,435
$ 2,177,888
$ 2,177,888
Budgeted
Positions
15.0
25.0
25.0
25.0
SUMMARY OF CHANGES: The total budget request is down $40,547 to account for small budget
cuts needed to offset the reduction in revenues planned for 2023. The largest reduction is the
chargeback between Engineering and Planning which resulted from the 2021 move of
Development Review staff to Planning. No significant changes for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
178
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Current
Plannin
• Work Outputs
Number
of
total
applications
submitted
438
425
400
Number
of administrative land
use cases
344
425
450
(ZP's,
SPR's,
etc.)
Grading
Permits
70
76
75
Access
Permits
575
590
585
IA's /
RMA's
60
68
65
Number
of
FHDP
and
FP
(Flood
Dev.
38
55
50
Hazard
Permits)
WOGLA
(Oil
and Gas
Location
Assessments)
65
0*
0*
LAP
(Location
Assessment for
Pipelines)
5
0*
0*
Lon_q Range Planning
Work Out
• uts
Special
Projects
1
4
1
Walk
in's
1,014
1,000 1,000
Pre -Application
Meetings
330
320
300
Code
Revisions
4
4
2
Comp
Plan
Amendments/
Sub Area
plans
0
1
2
Technical Support
Work Out • uts
Public
Hearings
(PC
and
BOCC)
41 / 89 45 / 113
45 / 115
Total
Case Clean
Up
(RE,
SE,
USR,
Subdivisions)
20
10
10
Staff Outreach
Meetings
2
2
2
Town/County
Compliance
Planning
Work Out
•
uts
Number
of Complaints
328
328
330
Number
of violations
opened
374
321
320
Number
of
violations
closed
371
210
250
Average number of County Court
hearings
164
140
150
(Vouchers)
23
12
15
Measures
Efficiency
FTE's
per 10,000/capita
0.441
0.719
0.701
Per
capita
cost (county
support)
$6.29 $6.38 $6.11
179
PLANNING AND ZONING
(CONTINUED)
1000-17100
2022 ACCOMPLISHMENTS:
1. Hired a Planning Manager.
2. Moved Development Review Team from Public Works to Planning Services.
3. Implemented several code changes to streamline permitting.
2023 BUDGET GOALS AND PRIORITIES:
1. Maintain existing staff levels.
2. Continue to provide training for professional staff.
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
LAST
FY
RECOMMEND
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 93,969
$ 145,565
$ 145,565
$ 145,565
Supplies
98
6,000
5,000
5,000
Purchased
Services
15,798
48,435
56,789
56,789
Fixed
Charges
0
857,287
829,418
829,418
Capital
0
0
0
0
Gross County Cost
$ 109,865
$ 1,057,287
$ 1,036,772
$ 1,036,772
Revenue
159,185
1,057,287
1,036,772
1,036,772
Net
County
Cost
$ - 49,320
$ 0
$ 0
$ 0
Budgeted
Positions
1
1
Full
PT
1
1
Full
PT
1.5
1.5
SUMMARY OF CHANGES: On March 7, 2022, the Board of County Commissioners approved
a change of the part time position to be allocated as full-time, and split funding with a 0.5 FTE
position in Finance as the Grant Manager position at a Grade 40. Only 0.5 FTE will be allocated
to CDBG, and help other departments as needed. All other changes are included in the grant
allocation as determined by the grant requirements.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
2022 ACCOMPLISHMENTS:
1. Awarded $833,000 in grants to the Firestone Via Transit program ($90,000), City of Evans
($693,000) for the Idaho Street project to improve infrastructure, sidewalks and drainage, and
City of Evans ($50,000) for a Water Efficiency program.
2. Established connections with all municipalities in Weld County and with local non -profits.
3. Made significant progress on building the Weld County CDBG Program.
2023 BUDGET GOALS AND PRIORITIES:
1. Ensure grant funding awarded to various projects is spent according to federal regulations.
2. Assist municipalities that were awarded funds to spend those funds for the most impact.
3. Use unencumbered funds set aside for administrative costs to the best advantage possible.
181
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
RECOMMEND
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT
FY
LAST
FY
Personnel
Services
$ 3,092,307
$ 3,952,449
$ 4,083,669
$ 4,083,669
Supplies
645,212
919,141
716,290
716,290
Purchased
Services
5,157,
767
4,989 020
5,501
899
5,501 899
Fixed
Charges
66,417
22,000
70,000
70,000
Contra
Account
- 85,789
-300,000
-100,000
-100,000
Capital
0
0
0
0
Gross County Cost
$ 8,875,914
$ 9,582,610
$ 10,271,858
$ 10,271,858
Revenue
6,292
0
200
200
Net
County Cost
$ 8,869,622
$ 9,582,610
$ 10,271,658
$ 10,271,658
Budgeted
Positions
38.0
43.0
45.0
45.0
SUMMARY OF CHANGES: Requested budget is up by $689,248, or 7.2%, largely due to
inflationary escalations across all sectors, including energy.
Personnel Service is up by $131,220 through inclusion of two security positions that became full
time staring 4th quarter of 2022 ($70,234), the addition of a caretaker for the new Sheriff Office
Training Center and Shooting Range ($60,613), and a potential upgrade from a Grade 36 to a
Grade 41 ($373) for an Electronic Tech.
Supplies are down $202,851 due to reallocations of some expenses to contracted services and
adjustments based on historical spending. Purchased Services are up by $512,879 because of
because of across-the-board inflationary impacts to utilities, contracts, and fuel, as well as
adjustments to spending to reflect historical usage.
Fixed costs are up $48,000 due to inflationary impacts to Machinery & Equipment Rental and
Miscellaneous purchases. Contra account decreased as no grant revenues are anticipated in
2023. Revenues are forecasted at $200 due to Missile Site Campground being closed to camping
with the RV dump station fees being only revenue source.
182
FACILITIES
(CONTINUED)
1000-17200
FINANCE/ADMINISTRATION RECOMMENDATION: The new position and reclassification are
policy issues for the board. Recommend approval.
BOARD ACTION: In 2022, the board approved a mid -year request for 3.0 FTE, to include a
Carpenter (Grade 25), HVAC Technician (Grade 30) and Electronics Technician (Grade 36). The
total increase of $281,450 will be included in the final budget.
2022 ACCOMPLISHMENTS:
1. Completed 11,795 work orders and periodic maintenance tasks.
2. Completed construction of new Sheriffs Office Training Center and Shooting Range and
remodeled building for Planning Department and Oil & Gas Energy Department.
3. Designed and/or constructed over 90 capital improvement and special projects.
2023 BUDGET GOALS AND PRIORITIES:
1. Ensure construction projects and improvement projects stay within budget.
2. Complete maintenance requests within 30 days of work order submission.
3. Complete periodic maintenance requests in accordance with industry standards.
PERFORMANCE MEASURES
Work Outputs
(PMs)
feet
repair
maintained
maintenance
support)
work
orders
work
ACTUAL
ESTIMATED
PROJECTED
1,750,894
11,975
$26.09
1.118
$5.07
1,750,894
275
11,816
$27.55
1.136
$5.47
275
1,765,194
12,000
$28.80
1.262
$5.82
300
Number
Number
Number
of
of
orders
of
square
preventative
tracked
Measures
Efficiency
FTE'S
Per
Cost
per
per 10,000/capita
cost
square
(county
foot
capita
183
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
LAST
FY
RECOMMEND
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
8,139
0
15,300
15,300
Purchased
Services
720,397
870,426
585,745
585,745
Fixed
Charges
0
0
62,092
62,092
Capital
0
0
0
0
Gross County Cost
$ 728,536
$ 870,426
$ 663,137
$ 663,137
Revenue
1,422,054
1,017,785
744,075
744,075
Net
County Cost
$ - 693,518
$ - 147,359
$ - 80,938
$ - 80,938
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: In 2021, most tenants had moved out of the building. Subsequently,
Weld County terminated property management contract and assumed all management,
maintenance, and repair of the building directly. This accounts for the decrease in Purchased
Services of $284,681. As such, the Weld Plaza Building budget unit was adjusted to account for
the revenues from remaining leases.
Supplies were increased to $15,300 to account for janitorial purchases as needed. Purchased
Services includes all utilities and contracted services, as well as $100,000 for property
maintenance repairs. Fixed charges were increased to $62,092 to account for a portion of the
county's insurance coverage ($42,642) and $19,450 for tenant possessory interest taxes that are
paid by landlord through lease terms. Revenue was reduced by $273,710 due to tenant loss.
Changes resulting in Net County Cost with increased credit/profit by $80,938.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
184
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Information Technology - - 1000-17300
DEPARTMENT DESCRIPTION: Information Technology provides the technology involving the
development, maintenance, and use of computer systems, software, networks, and
telecommunications for the processing and distribution of data support services to Weld County.
RESOURCES
ACTUAL
LAST
FY
RECOMMEND
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 6,618,164
$ 7,175,952
$ 7,398,855
$ 7,398,855
Supplies
3,146,422
3,247,112
3,907,937
3,907,937
Purchased
Services
917,632
1,141,207
1,342,857
1,342,857
Fixed
Charges
0
0
0
0
Contra Account
-2,206,459
- 2,250,000
-2,250,000
-2,250,000
Capital
815,848
705,000
535,000
535,000
Gross County Cost
$ 9,291,607
$ 10,019,271
$ 10,934,649
$ 10,934,649
Revenue
0
0
0
0
Net
County Cost
$ 9,291,607
$ 10,019,271
$ 10,934,649
$ 10,934,649
Budgeted
Positions
51.0
52.0
54.0
54.0
SUMMARY OF CHANGES: The total budget is increasing by $915,378. Of this increase,
$222,903 is accounted for in Personnel Services for two new FTE and one reclassification. The
positions consist of one Business Process Analyst at a Grade 36 for $96,214 and one Accella
focused Application Analyst at Grade 47 for $120,911. There is also a reclassification requested
for a Network/Voice Tech from a Grade 41 to 43, resulting in a $5,778 increase.
Supplies increased by $660,825 due to replacement and maintenance of components scheduled
for 2023 in the capital plan, increased prices for technology items and equipment, and $243,575
of increased software maintenance expenses. Purchased Services includes $1.2 million for IT
projects submitted by other departments for the 2023 fiscal year.
FINANCE/ADMINISTRATION RECOMMENDATION: The two positions and reclassification are
a policy issue for the board. Recommend approval.
BOARD ACTION:
185
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
2022 ACCOMPLISHMENTS:
1. Accela Citizen Access (ACA) - This project seeks to improve functionality, ease of use and
efficiency for the public when utilizing the Accela Citizen Access (ACA) platform. Emphasis
will be on improvements in system navigation, searching, application submission, on-line
payments, and the overall citizen experience.
2. Cyber Recovery (Air Gap) Purchase and Implement a Dell EMC Cyber Recovery solution that
provides airgap functionality to the County's existing data protection IDPA 5800 and IDPA
4400.
3. Enterprise Resource Planning RFP — Moving from a multi system environment to a single
ERP solution will help streamline County processes across the board.
4. Public Safety System (CentralSquare) — Implemented a new public safety system to provide
improved Computer Aided Dispatch (CAD), Jail Management System (JMS), and Record
Management System (RMS).
2023 BUDGET GOALS AND PRIORITIES:
1 Provide additional support personnel including a Business Process Analyst (PMO) and Accela
Analyst (Application) to address workload and streamline processes.
2. Continue 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. Cyber Security — Updating and evaluating resources used to provide more effective and
efficient visibility into and management of client endpoints.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Out • uts
Number
of
Computing
Devices Supported
3,600 3,750 3,750
Number of
Personal
Computer
systems
installed/replaced
2
225 50 250
Number
of
Managed
Projects 150
150
150
IT
Number
of
Support
Calls/Month
1,300
1,400
1,400
Technical
Number
of
Virtual
Servers
Managed
315 325 325
Number of
Application
Managed
125
130 130
Measures
Efficiency
FTE'S
per 10,000/capita
1.500 1.495
1.514
Per
capita
cost
(county
support)
$27.33 $28.80 $30.66
186
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
Mission Statement (Information Technology): The mission of the Weld County Information
Technology (IT) Department is to provide responsive, adaptive, transformative, innovative, and
cost-effective information technology solutions and services. This assists County departments
and offices to successfully achieve their objectives. IT will assist with the implementation and
support of technology solutions empowering the citizens of Weld County to access information
and mission critical services in a comprehensive, responsive and effective manner.
Goal 1: — Information Technology Security
IT security is a mission critical function that has a shared accountability across all departments
and offices within the County. Developing and maintaining a robust IT Security framework that is
built on industry best -practice, instills trust and confidence in the departments and offices of the
County from the citizens of Weld County. IT security is an iterative process that we must remain
vigilant with our efforts in support of and in how we communicate the importance of IT Security to
all business units and offices within the County.
Goal 2: — Adopting Cloud Services
Weld County embraces the spirit and the potential value -add of Cloud Computing. Weld County
IT will use a thoughtful, blended and transparent approach when implementing these technologies
and services and will guide the County on the uses and benefits of Cloud Computing. This will
allow us to leverage the potential increases in system availability, application stability, security
and functionality of services associated to Cloud Computing.
Goal 3: — Consolidation and Optimization
Network, Voice, Data Center, Enterprise Applications and Storage environments are a critical
component of the Weld County IT infrastructure. Traditional data centers have substantial
electrical, cooling and cabling requirements. Hardware and software virtualization technologies
provide the ability to consolidate these environments. This consolidation assists Weld County IT
with keeping capital and operational expenses lower, while still providing a highly available and
robust network and server environment. Consolidating network and voice services allows the
County to leverage investments into core network technologies and provides a more robust and
functional County phone system. Implement advanced features that will optimize call centers for
Human Services, Information Technology and other County offices and departments. Providing a
comprehensive application portfolio for the County will assist IT, departments and offices with
planning future upgrades, professional development, potential of consolidating enterprise
applications and staffing levels.
Goal 4: — Budget and Cost Control
Leading with responsive, innovative and cost-effective services is a core value of the County. IT
is an important part of this value and focusing on cost control, cost reduction and budget
transparency is an important part of our mission. This should be done internal to IT, but also
focusing on other departments and offices technology to ensure we are investing in proven
applications and hardware that integrate into the existing environment as well as achieving the
business need.
Goal 5: — Human Resource / Talent Management
Hiring and retaining quality IT team members enables higher levels of service and professionalism
to County offices and departments. Creating a work environment that is open and communicative
assists with the recruiting of qualified IT professionals. Implementing a flexible schedule allows
for team members to achieve a work/life balance and ultimately expands the hours of support
187
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
provided by IT to the County. Working within the County framework, develop a 5 -year
compensation plan for the IT department. Having a compensation plan provides team members
the ability to plan and forecast their career path. This plan, along with investing in team member's
professional development builds continuity and a consistent team knowledge base.
Goal 6: — Strategic IT Planning
Providing a technology roadmap and strategic plan for the County will prepare the IT department
and other areas of the county, specifically the Board of County Commissioners, with a framework
that can be referenced and measured against for years to come. IT strategic planning must be a
comprehensive process that includes all areas of the County. Meeting with the business units and
understanding their needs is a key component to ensuring the technology and associated
infrastructure aligns with the needs of the County departments and the citizens they support. The
plan is intended to be dynamic in nature, so that as technology changes, so too can the way we
support it. Key items associated to the strategic plan are; annual review of the Capital
Improvement Plan (CIP), review of qualifying domains, and ensuring the IT strategic plan aligns
with the overall County mission.
Goal 7: — Mobility
Anytime / anywhere computing is a requirement for all technology enabled organizations. The
ability to have a mobile workforce is critical in today's world, along with providing a mobile friendly
technology environment that is functional across all types of mobile devices and operating
systems. County departments and offices have the need to move seamlessly from the office, to
the field, to home and beyond. This mobility needs to be done in a secure and functional way that
is fully supported by the IT department and the associated application vendors the County uses
to perform its specific functions.
Goal 8: — Disaster Recovery and Business Continuity
Information Technology provides the foundation for many of the County's critical services.
Disaster recovery and business continuity planning are a part of every successful organization.
Determining mission critical IT services is a collaborative process and involves all departments
and offices within the County. We must be able to communicate, process critical County functions
such as payroll, and deliver services to the citizens of Weld County during disasters. The ability
to recover critical services is dependent upon hardware, software and key personnel. An
environment that is geographically located far enough from the County is ideal and should take
into account a regional type of disaster. A detailed DR/BC plan should be developed and then
reviewed annually by IT, County departments and the Commissioners.
Goal 9: — Geographic Information Systems (GIS)
The GIS domain is a strategic enterprise platform of technology with a high operational impact.
Its users seek to create, collect, maintain and distribute high quality, accurate and complete
geospatial data and services. The County will raise the awareness of both the beneficial business
applications of GIS and seek to cultivate the advanced analytical use of the technology amongst
its users.
NOTE: INFORMATION TECHNOLOGY HAS A COMPREHENSIVE STRATEGIC
PLAN AVAILABLE ONLINE AT:
http://wci.weld.gov/DepartmentLinks/InformationTechnology/index.html
188
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
LAST
FY
RECOMMEND
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
168,447
182,695
187,195
187,195
Purchased
Services
3,609
4,860
4,360
4,360
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 172,056
$ 187,555
$ 191,555
$ 191,555
Revenue
1,768
3,500
3,500
3,500
Net
County Cost
$ 170,288
$ 184,055
$ 188,055
$ 188,055
Budgeted
Positions
0
0
0
0
SUMMARY OF CHANGES: The budget is up $4,000 as a result of increases in the ESRI Annual
maintenance contract. The contract increased by $10,000 but is offset by the elimination of $6,000
for ArcGIS online user licenses. No other changes recommended.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
189
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
2022 ACCOMPLISHMENTS:
1. Enabled users in multiple departments to manage, display, and analyze geospatial data
utilizing the most current desktop and web GIS technologies. This includes the deployment of
ArcGIS Pro software and continued development of ArcGIS Enterprise and ArcGIS Online
dashboards and applications.
2. Improved and streamlined publicly available applications including the mobile parcel viewer.
3. Managed, maintained, and updated 63 datasets in the GIS Hub open data platform.
2023 BUDGET GOALS AND PRIORITIES:
Priority (1) pertains to the re -negotiation of our ELA with ESRI, which typically is a 3 -year
agreement. Priority (2) pertains to working with departments such as Public Works and Planning,
to make sure that the technology they are using is current and aligns to their business
needs. Priority (3) pertains to applications such as the Property Portal and also integrations such
as implementing GIS more completely in Accela.
1. Establish fiscally responsible multi -year agreements with vendors to ensure continued access
to the most current and relevant technology.
2. Analyze County Department needs and strategically deploy technologies to improve
operational efficiencies and optimize the use and management of geospatial data.
3. Analyze County Enterprise needs and implement new integrations or solutions meeting the
needs of multiple County Departments and the public.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Out
• uts
#
#
#
Efficiency
Parcels
Parcels
Available
in
Updated
Coverage
Measures
Database
(Layers)
in GIS
148,069
4,454
152,463
75
155,513
4,394
80
3,049
85
FTE'S
per 10,000/capita
0.000 0.000 0.000
Per capita
costs
(County
support)
$0.50 $0.53 $0.53
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of
Information Services, see goals for Budget Unit 1000-17300.
190
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.
ACTUAL
LAST
FY
RECOMMEND
NEXT
FY
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
Personnel
Services
$ 316,118
$ 331,607
$331,607
$331,607
Supplies
39,024
74,000
74,000
74,000
Purchased
Services
37,251
56,000
56,000
56,000
Fixed
Charges
0
0
0
0
Capital
9,995
0
0
0
Gross County Cost
$ 402,388
$ 461,607
$461,607
$461,607
Revenue
176,613
224,000
184,000
184,000
Net
County
Cost
$ 225,775
$ 237,607
$277,607
$277,607
Budgeted
Positions
4
4
4
4
SUMMARY OF CHANGES: No changes requested for 2023. Revenues are down $40,000 over
2023 as departments purchase office supplies directly from vendor contracted by the county.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
191
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
2022 ACCOMPLISHMENTS:
1. Assisted Clerk and Recorder as well as Public Trustee for processing mailings, saving time
and money for both departments.
2. Reduced print costs on envelopes by 34% by printing internally.
3. Maintained ongoing maintenance and replacement schedule for all county multi -functional
devices for maximum efficiency and use.
2023 BUDGET GOALS AND PRIORITIES:
1. Increase knowledge of what the Print Shop does to all departments.
2. Remain ahead of supply and demand.
3. Continue saving departments money for printing and postage expenses.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print
Mail
Supply
Orders 1,575
Pieces 350,167
Orders 234
1,476
416,075
300
400,000
1,500
250
Efficiency Measures
FTE's
per 10,000/capita
0.118
0.115
0.112
Per Capita
cost (county
support)
$0.66 $0.68 $0.78
192
SEVEN YEAR TREND
Sheriffs Office Local Costs
$70
$60
$50
$40
ca
O
J
$30
$20
$10
$0
58.59
60.37
51.31
43.34
37.67
46.94
54.68
2017 2018 2019 2020 2021 2022 2023
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
FY
LAST
BUDGETED
CURRENT
FY
REQUESTED
NEXT
FY
RECOMMEND
NEXT
FY
Personnel
Services
$ 47,487,
964
$ 49,
082, 729
$ 49,
558,148
$ 49,
558,148
Supplies
1,385,058
2,097,615
2,313,896
2,313,896
Purchased
Services
9,276,670
9,938,405
11,118,425
11,118,425
Fixed Charges
-85,000
-85,000
-85,000
-85,000
Capital
57,548
100,010
60,210
60,210
Gross
County
Cost
$ 58,122, 240
$ 61,133,
759
$ 62, 965, 679
$ 62, 965, 679
Revenue
3,517,906
2,539,232
2,600,243
2,600,243
Net
County Cost
$ 54, 604, 334
$ 58, 594, 527
$ 60, 365,436
$ 60, 365,436
Budget
Positions
460.0
463.0
463.2
463.2
SUMMARY OF CHANGES: The Sheriffs Office is requesting an increase of $1,770,909, or 3.0%,
to Net County Cost for 2023. A summary of the notable changes and brief justifications are listed
below:
Revenues:
Revenues are projected to increase in 2023 by $61,011, or 2.4%, compared to 2022.
• $115,766 in Intergovernmental Revenue due to a projected decrease in Grant funding for
VOCA, VALE, ICAC and Coverdell. The USDA Forest Service Law Enforcement Coverage will
be discontinued in 2023. Municipal Payments for inmate stays in the jail have decreased
because COVID is impacting the operational capacity of the courts. The court system is
currently not operating at "normal" standards, which results in lesser jail revenue.
• $63,253 decrease in Charges for Services, including a $154,253 decrease in contract services
for AIMS Community College (Org 21210), an increase of $41,000 for records services (Org
21150) which adjusts the budget to current actuals and an increase of $50,000 in Inmate
Services revenue (Org 24410) due to increased commission revenue.
• $35,000 decrease in fine revenue in the Patrol Unit.
• $5,000 decrease in refund revenue to adjust budget to current actual.
• Jail revenue from municipalities is up $300,000 as municipalities return to pre-COVID
utilization.
• $20,000 less in booking fees based on 2020 and 2021 actuals.
The pandemic impacted and is still forecasted to affect the Sheriffs Office operation.
194
SHERIFF'S OFFICE
Summary, Continued
Personnel:
The Sheriff's Office personnel cost is increasing from 2022 to 2023 by less than 1%. Budget
forecast reflects an overall $475,419 increase in personnel expenses which includes $465,652
for the sworn deputy overtime calculation adjustment approved by Board of Commissioners in
May 2022. The amount is spread over all Orgs that employ sworn deputies. The remainder of
$9,767 is the net effect of:
• Requesting 2 FTE SO Records Technicians for the Records Department (Org 21150) to
minimize the extensive backlog taken over from Greeley Police Department.
• Adding 0.2 FTE to the Civil Unit (Org 21130) by converting 3 x 0.6 FTE part time SO Civil
P rocess Servers into 2 FTEs with full benefits, which should result in less turnover.
• The Contract Services Org 21210, which covers the AIMS Community College law
enforcement service coverage, will be reduced to 1 FTE following the change in the 2023 AIMS
contract. The second FTE that is currently providing coverage at AIMS will be absorbed within
an open Patrol position with zero impact on the 2023 budget.
• The Victim Services Unit (Org 21300) will reduce staffing by 1 FTE Victim Advocate position
due to anticipated grant funding reduction. The Sheriff's Office is requesting a reclassification
of the existing Victim Advocates once they have met specific experience specifications.
Supplies:
S upplies are increasing by $216,281 or 10.3%.
• $36,556 in Computer Software cost for additional licenses price increases for existing licenses.
• $103,967 in Firearms and firearm supply cost due to inflated price increases for
ammunition/firearms and $30,000 for supplies at the new training range.
• $44,430 in Other Operating Supply cost including increased demand for fentanyl resistant
gloves in the jail.
• $17,900 in small equipment for remodel of the Courts area.
• $13,200 in Uniforms & Clothing cost due to outfitting of uniforms for Body -Worn Cameras.
P urchased Services:
P urchased services are increasing by $1,180,020 or 11.9%
• $480,503 increase for the Jail Medical Services contract.
• $353,503 increase for Vehicle Costs (Repair, Maintenance, Fuel).
• $296,121 increase for Contract payments including an addition of $311,742 in yearly Body -
Worn Camera maintenance and digital storage plan.
• $25,121 in Other Professional Services, which includes $68,252 increase for jail kitchen
services, $12,694 increase in the Courts Security services, $13,000 K9 medical service cost
reallocated from "Other Purchased Services" account, $5,000 increase in the interpreter and
transcription services, and $74,000 decrease because the jail chaplain salary is being allocated
to the 7030 Inmate Fund.
• $11,960 in Subscriptions due to price increases and $5,000 for an ASL interpreter subscription
that was captured under "Prof Services" account in the past.
• $11,570 in Repair and Maintenance of Equipment including new license plate reader and drone
maintenance and an overall increase in existing equipment maintenance plans.
195
SHERIFF'S OFFICE
Summary, Continued
Capital — Equipment Requests:
Capital Equipment expenses are decreasing by $39,800 or 40%. The Capital Equipment cost
in the amount of $60,210 for 2023 is projected as follows:
• $17,200 replacement of 2 Night Vision Scopes for the Patrol Division, Org 21200.
• $10,520 new ballistic ram, a safer alternative for the Patrol deputies, Org 21200.
• $9,540 Dual Chamber Drying Cabinet to handle smaller evidence items in the Evidence Unit,
Org 21160.
• $8,900 replacement of the DME Forensic Workstation in the Regional Lab, Org 21260.
• $14,050 replacement of 2 CEIA USA Walk Through Metal Detectors at the Courts Unit, Org
24420.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual unit requests.
BOARD ACTION: See individual unit requests.
COMBINED GOAL/DESIRED OUTCOMES
2021/2022 ACCOMPLISHMENTS:
1. Maintained WCSO operations throughout a myriad of challenges including COVID, continuing
anti -law enforcement legislation, and staffing challenges.
2. Completed new Physical Training Course and started construction on a new Training Center.
3. Implemented 281 additional Body -Worn Cameras for Detention and Court Deputies.
2023 BUDGET GOALS AND PRIORITIES:
1. Maintain and improve level of service for our citizens.
2. Focus on employee recruitment and retention in a rapidly changing, post-COVID workforce.
3. Strive to minimize the impact that inflation has on operational costs through aggressively
seeking the most competitive pricing, finding alternative solutions, and identifying additional
grant opportunities.
196
SHERIFF'S OFFICE
DETENTIONS DIVISION
COMBINED GOAUDESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Sheriffs
Detentions
wholesome
Office
environment
Division
Mission
Mission
that
Statement:
returns
Statement:
"To
people
provide
"To
to
effective
accept
the community
and
public
lawfully
better,
safety
hold
or
services with
prisoners in
no worse, than
a
honor
safe,
they
and integrity."
humane and
arrived."
OUTCOMES
DESIRED
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO
Inmates
facility
DD
1-1:
rules
comply
and
with
(1)
Average
day in the
number
jail.
of
rule
violations
per
3
5
8
regulations
(2) The
number
per day in
of
the
serious
jail.
rule
violations
2
2
3
SO
DD
1-2:
(1)
The
number of
meals
served.
Food service operations
736,436
750,000
765,900
are
and
diet
hygienic,
sanitary
provide a nutritional
(2) The
illnesses
operations.
number
attributed
of
documented
to
food
inmate
service
0
0
0
(3) The
the
about
number
inmate
food
of
service
in the
inmate
decided
past
12
grievances
in favor
months.
of
3
6
9
SO
Actual
DD
1-3:
secure
bed
(1)
The
past
average
12 months
daily
divided
jail
population
by
the
total
in
the
jail
occupancy
reasonable
capacity
is
operational
within
number
available
of
general
in the
past
population
12
months.
beds
45%
55%
60%
2021
(2) The
grievances
conditions.
added
number
additional
of
about
sustained
confinement
beds
inmate
(954/1335)
6
10
12
SO
DD
1-4:
(1)
The
number of
inmates with
positive
Inmates
a continuum
care
consistent
have
of
access
health
with
that
to
initial
HIV
or
tests
MRSA.
for
TB,
Hepatitis
A,
B, or C,
9
5
6
available
community
in the
(2) The
suicide
number
or
of
homicide.
inmate
deaths
due to
0
0
0
(3)
Number
encounters
of
healthcare
provider
3,216
3,275
3,300
SO
DD
1-5:
Safe
facility
number
ensure
operation
with
of
Inmate
the
employees
safety.
of
proper
the
to
(1)
The
up
number
to work
of
a shift
Deputy
in
overtime
the jail.
sign-
3,840
4,000
4,200
197
SHERIFF'S OFFICE
DETENTIONS DIVISION
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
OUTCOMES
DESIRED
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO
DD
1-6:
(1)
Number
of
sexual
assaults
reported
in
An investigation
conducted
documents
and
sexual
is
assault
(2)
the
Number
jail
population.
of
reported
sustained sexual
6
10
10
or threats
reported
in the
assaults
in
the
jail
population.
0
0
0
'ail.
SO
DD
1-7:
(1)
Percentage of
personal
searches
Contraband
is minimized.
conducted on intakes
into
facility.
100%
100%
100%
It
present
is detected
in
the
when
facility.
(2)
Percentage
found
searches
while
of
conducting
on
intakes
times
contraband
into
personal
the facility.
is
>.1%
>.1%
>.1%
(3)
Percentage
found
population
on
of
inmates
outside
time contraband
or
of
property
booking.
is
in jail
100%
100%
100%
OUTCOMES
DESIRED
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO
DD
2-1:
(1)
The
average number of
offenders
Secure
are
effectively
used
county
efficiently
jail
beds
and
released
admission
from
jail
per
day.
within
24
hours of
7
8
10
(2)
The
per
average
day for
number
pre-trial
of
detention
jail
beds used
519
550
600
(3)
per day
The
average
for
jail
number of
sentences.
jail
beds used
82
90
100
(4)
The
per
average
day by
number
DOC or
of
Parole.
jail
beds used
142
50
30
198
SHERIFF'S OFFICE
PATROL DIVISION
COMBINED GOAUDESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Patrol
Division
Mission
Statement:
"To
provide
effective
public
safety
services with
honor and integrity."
OUTCOMES
DESIRED
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO
Proactively
reduce
PD
1-1:
crime
work
to
Total
Reported
number
to CBI
of
Violent
per
10,000
Crimes
population.
5.65
4.86
4.07
Total
number of
Property
Crimes
34.85
34.04
33.23
Reported
to CBI
per 10,000
population.
Total
population
patrol
division
FTEs
per
10,000
2.9
2.92
2.98
SO
PD
1-2:
Total
submissions
to the
crime lab
1,888
2,000
2,100
Identify
trends
crime
and
(Assigned)
effectiveness
forensic
of
science
to
Total
cases generated
(completed)
1,699
1,800
1,900
reduce crime
Total
pieces of
evidence
processed
18,014
19,000
20,000
SO
PD
1-3:
Total
traffic
accidents in Sheriff's
Office
225
318
300
Traffic
Safety
Jurisdiction
Total
traffic
tickets
(State
and
MTC)
2,368
2,525
2,600
Total
written
warnings
5,636
5,700
5,575
Alcohol
related
crashes
in Sheriff's
Office
Jurisdiction
7
4
1
Traffic
fatalities
(all
Weld
County)
55
52
49
SO
PD
1-4:
Maximize
the rate
of
property
recovery by
Recovered
Recovered
Recovered
Recover victim
monitoring
the
reported
value
of
$2,683,949
$3,975,605
$4,174,385
property
recovered
property
in relation
to the
22.6%
48% increase
5% increase
reported
value
of
stolen
property
decrease
(reported
in
NIBR
for Sheriff's
Office
Stolen
Stolen
jurisdiction).
Stolen
$9,549,646
$9,072,164
$3,955,613
141%
increase
5% decrease
47%
decrease
Theft
Theft
Theft
Recovery
Recovery
Recovery
Rate
Rate
Rate
42%
46%
68%
SO
PD
1-5:
Service of
process
civil
Total
civil
process served/attempted.
5,001
5,251
5,513
199
SHERIFF'S OFFICE
PATROL DIVISION
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
OUTCOMES
DESIRED
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO
PD
2-1:
Advocate contacts
for Sheriff's
Office
Inform
restorative
services
to
community
them
victims
available
in
the
of
Service area
1,058
1,110
1,166
SO
PD
2-2:
Number
of
required
violent
sexual
offender
Appropriate
dissemination
public
safety
of
notifications.
Number
of
registered
sex offenders
for
2
2
2
information
jurisdictions
unincorporated
Weld
serviced
County
by the
and
Weld
the
County
398
420
420
Sheriff's
Office
for sex offender
registration.
200
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Administration Patrol - - 1000-21100
DEPARTMENT DESCRIPTION: The Administration Patrol Unit supports other budget units
within the Sheriff's Office. This budget unit provides for policy development, formulation of written
directives and overall direction by the Sheriff and upper agency staff. Typical activities performed
within this budget unit include clerical staff support, agency service billing, agency procurement,
Human Resources Department support, and lobby counter service access to the public.
ACTUAL
LAST
FY
REQUESTED
RECOMMEND
RESOURCES
BUDGETED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 1,822,989
$ 1,919,812
$ 1,919,812
$ 1,919,812
Supplies
52,215
93,970
120,075
120,075
Purchased
Services
115,941
102,456
141,926
141,926
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,991,145
$ 2,116,238
$ 2,181,813
$ 2,181,813
Revenue
107,353
95,000
95,000
95,000
Net
County Cost
$ 1,883,792
$ 2,021,238
$ 2,086,813
$ 2,086,813
Budget
Positions
17.0
16.0
16.0
16.0
SUMMARY OF CHANGES: Net County Cost is increasing by $65,575. This increase is reflected
in $26,105 for aged printer replacements, a $39,470 increase in vehicle costs and an overall cost
increase on goods and services due to a higher inflation factor.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
201
SHERIFF A DMINIS TRA TION PATROL
(CONTINUED)
1000-21100
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Outputs
Press
Releases
(PIO)
110
120
125
Social
Media
Posts (PIO)
265 275
285
Coordinated
Interviews
(PlO)
25 25
30
Press Conference/Media
Events
(PIO)
1
1
2
Vin Checks
1,487
1,780
1,840
Fingerprints
4,123
5,170
5,400
Concealed
Permits Issued
5,696 6,430 7,500
Handgun
CORA/CCJRA
Requests
and
Releases
115
145
165
Efficiency Measures
per
10,000/capita
0.500 0.460 0.449
FTE's
Per
Capita
Net
County
Cost
$5.54 $5.81 $5.85
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
202
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
LAST
FY
BUDGETED
REQUESTED
NEXT
FY
RECOMMEND
NEXT
FY
CURRENT
FY
Personnel
Services
$ 2,016,401
$ 2,107,579
$ 2,107,579
$ 2,107,579
Supplies
244,622
392,931
426,741
426,741
Purchased
Services
17,648
52,560
59,830
59,830
Fixed Charges
0
0
0
0
Capital
0
9,995
0
0
Gross County Cost
$ 2,278,671
$ 2,563,065
$ 2,594,150
$ 2,594,150
Revenue
207,178
191,500
171,500
171,500
Net
County Cost
$ 2,071,493
$ 2,371,565
$ 2,422,650
$ 2,422,650
Budget
Positions
31.0
30.0
30.0
30.0
SUMMARY OF CHANGES: 2023 Net County Cost is projected to increase by $51,085. This
includes $33,810 in supply cost to cover an increased demand for Personal Protective
Equipment and $7,270 in Purchased Services due to an increased cost in maintenance plans
for the fingerprint machines. Revenue is decreasing by $20,000 due to a decrease in bookings.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval
BOARD ACTION:
203
SHERIFF BOOKING UNIT
(CONTINUED)
1000-21110
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Output
Inmate
Book
-In
8,263 10,000
11,000
Inmate
Book
-Out 8,241 9,950 10,950
Jail
Inmate
mail
outs 29,518
30,000 30,500
Jail
Inmate
mail
ins 29,691 30,000 30,500
Personal
Remote
Inmate
Visitation
9,168
9,400 9,600
Personal
Onsite Inmate
Visitation
3,175
3,375 3,575
Professional
Onsite Inmate
Visitation 11,127
11,350
11,550
Fingerprinting
of
Public
3,933 4,100
4,300
Measures
Efficiency
per 10,000/capita
0.912
0.862 0.841
FTE's
Per
Capita
Net
County
Cost $6.09 $6.82 $6.79
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
204
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 Sheriffs Office practice and procedure are
aligned.
BUDGETED
RECOMMEND
ACTUAL
LAST
FY
REQUESTED
NEXT
FY
RESOURCES
CURRENT
FY
NEXT
FY
Personnel
Services
$ 1,151,019
$ 1,318,455
$ 1,328,847
$ 1,328,847
Supplies
84,877
176,601
177,540
177,540
Purchased
Services
306,843
883,222
1,190,258
1,190,258
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,542,739
$ 2,378,278
$ 2,696,645
$ 2,696,645
Revenue
0
0
0
0
Net
County Cost
$ 1,542,739
$ 2,378,278
$ 2,696,645
$ 2,696,645
Budget
Positions
10.0
12.0
12.0
12.0
SUMMARY OF CHANGES: 2023 Net County Cost is projected to increase by $318,367.
Personnel cost is increasing by $10,392 due to the sworn deputy overtime calculation adjustment.
Purchased Services is reflecting an increase of $307,036, which is driven by the data storage
cost and maintenance plan of the additional 281 Body -Worn Cameras (BWC) implemented in
2022 for Detention and Court deputies. The 2022 purchase of the BWCs was funded by State of
Colorado grant funds.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
205
SHERIFF PROFESSIONAL STANDARDS
(CONTINUED)
1000-21120
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Output
Polygraph
142 168 180
90 95 100
Hiring
(hours)
Provided
to WCSO 60,075 60,795 64,275
Training
Academies
8 8 9
Use of force
348 280 300
Investigations 32 35 37
Measures
Efficiency
per 10,000/capita
0.294 0.345 0.336
FTE's
Per Capita
Net
County
Cost $4.54 $6.84 $7.56
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
206
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
RECOMMEND
REQUESTED
NEXT
FY
NEXT
FY
LAST
FY
CURRENT
FY
Personnel
Services
$ 488,213
$ 506,301
$ 552,003
$ 552,003
Supplies
0
500
0
0
Purchased
Services
30,804
31,207
38,683
38,683
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 519,017
$ 538,008
$ 590,686
$ 590,686
Revenue
137,138
150,000
150,000
150,000
Net
County
Cost
$ 381,879
$ 388,008
$ 440,686
$ 440,686
Budget
Positions
7.0
7.0
7.2
7.2
SUMMARY OF CHANGES: 2023 Net County Cost is increasing by $52,678. Personnel cost will
rise by $45,702 which includes $1,550 due to the sworn deputy overtime calculation adjustment
and $44,152 to convert three 0.6 FTE part time positions into 2 full time FTEs, resulting in an
overall 0.2 FTE increase.
Purchased Services reflects an increase of $7,476 covering the projected increase in vehicle cost
(fuel & maintenance).
FINANCE/ADMINISTRATION RECOMMENDATION: The two new FTE are a policy issue for
the board. Recommend approval.
BOARD ACTION:
207
SHERIFF CIVIL UNIT
(CONTINUED)
1000-21130
PERFORMANCE MEASURES
Work Outputs
Orders
Cost
ESTIMATED
ACTUAL
PROJECTED
5,001
440
for ceased
0.206
$1.12
9
5,251
656
10
0.201
$1.12
5,513
688
10
0.202
$1.24
Civil
Process
Sales
& equipment)
Measures
Served
(Court
Evictions
Sheriffs
property
Efficiency
per 10,000/capita
Net
County
FTE's
Per
Capita
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
208
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
LAST
FY
BUDGETED
RECOMMEND
NEXT
FY
REQUESTED
CURRENT FY
NEXT
FY
Personnel
Services
$ 418,161
$ 282,801
$ 282,801
$ 282,801
Supplies
605,024
977,612
1,051,865
1,051,865
Purchased
Services
3,964
2,910
4,950
4,950
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 1,027,149
$ 1,263,323
$ 1,339,616
$ 1,339,616
Revenue
3,360
0
0
0
Net
County
Cost
$ 1,023,789
$ 1,263,323
$ 1,339,616
$ 1,339,616
Budget
Positions
7.0
3.0
3.0
3.0
SUMMARY OF CHANGES: 2023 Net County Cost is increasing by $76,293. The majority lies
within the supply cost category, which went up by $74,253. The cost of firearms and firearm supply
has significantly risen from 2021 to 2022 due to higher prices and shifting cost from Org 21120,
Professional Standards, to Support Services Org 21140. Uniform cost is also increasing by
$13,200 due to overall inflation. Purchased Services have slightly increased due to higher phone
cost based on historical data.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
209
SHERIFF SUPPORT SERVICES
(CONTINUED)
1000-21140
PERFORMANCE MEASURES
ACTUAL
ESTIMATED PROJECTED
Work
output
Projects
Contractor Compliance,
Managed
(Quality
Completion
Control, Safety Standards, 7
Timelines)
6 6
Facilities
Managed
(Maintenance Coordination and
contract compliance
on SO Buildings
and
Property)
11
12
13
Vendor
technologies
Contacts
associated
Managed
with building
(Hardware, software, 5
and services)
5 6
Work
Orders (submitted and reviewed)
2,581
2,787 3,009
New
Equipment
Procurement and
Issue
Hire
(QM)90
95 100
Critical
Equipment
and
Firearm Inventory
(QM)
12
12
12
Measures
Efficiency
FTE's
per
10,000/capita
0.206 0.086 0.084
Per Capita
Net
County
Cost
$3.01 $3.63 $3.76
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.
210
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.
ACTUAL
LAST
FY
REQUESTED
RECOMMEND
RESOURCES
BUDGETED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 779,951
$ 847,220
$ 986,032
$ 986,032
Supplies
14,224
17,160
21,395
21,395
Purchased
Services
30,117
63,630
16,074
16,074
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 824,292
$ 928,010
$ 1,023,501
$ 1,023,501
Revenue
10,187
5,000
46,000
46,000
Net
County
Cost
$ 814,105
$ 923,010
$ 977,501
$ 977,501
Budget
Positions
12.0
12.0
14.0
14.0
SUMMARY OF CHANGES: 2023 Net County Cost is increasing by $54,491. Personnel reflects
an increase of $138,812 due to adding 2 additional FTEs at Grade 21 who will focus on minimizing
the existing records backlog. Supplies will increase by $4,235 for equipment. Purchased Services
will decrease by $47,556 because transcription services cost was moved over to Patrol Org
21200.
Revenue reflects an increase of $41,000 based on historical revenue collection.
FINANCE/ADMINISTRATION RECOMMENDATION: The two new positions are a policy issue
for the board. Recommend approval.
BOARD ACTION:
211
SHERIFF RECORDS UNIT
(CONTINUED)
1000-21150
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Outputs
Weld
County Incidents
Entered
51,357
54,951
58,798
Weld
County Criminal
Reports
Processed 6,274 6,713
7,183
Warrants
—
Added/Modified/Cleared
19,851
21,240
22,727
CORA/CCJRA
Requests
and
Releases
2,925 3,129 3,349
Records
Revenue
$9,034 $9,666 $10,343
Measures
Efficiency
per 10,000/capita
0.353 0.345
0.392
FTE's
Per
Capita
Net
County
Cost
$2.39 $2.65
$2.74
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: In the first year of full
operation, 2021, Records processed reports increased in total over 2020 actuals by 4.7%, and in
a 4 -year trend showed an 8.9% increase over 2018 actuals. Current level of active Warrants was
up 30% in 2021 over 2020. Projected growth of new items is estimated at 7% on average.
212
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.
ACTUAL
LAST
FY
REQUESTED
RECOMMEND
RESOURCES
BUDGETED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 147,361
$ 150,033
$ 150,033
$ 150,033
Supplies
25,935
74,010
62,820
62,820
Purchased
Services
6,485
28,225
31,520
31,520
Fixed
Charges
0
0
0
0
Capital
0
0
9,540
9,540
Gross County Cost
$ 179,781
$ 252,268
$ 253,913
$ 253,913
Revenue
25,814
0
0
0
Net
County
Cost
$ 153,967
$ 252,268
$ 253,913
$ 253,913
Budget
Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES: 2023 Net County Cost is increasing by $1,645 due to adjusting the
phone budget to historical cost. Supplies are decreasing by $11,190 because small equipment
needs have decreased. Purchased Service costs are increasing by $3,295 due to additional
vehicle cost. Capital of $9,540 will purchase a dual chamber drying cabinet to store smaller
evidence items and to improve effectiveness of the current space.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
213
SHERIFF EVIDENCE UNIT
(CONTINUED)
1000-21160
PERFORMANCE MEASURES
ACTUAL
ESTIMATED PROJECTED
Work Outputs
Total
Evidence Items
in Inventory
80,900 88,759 95,185
New
Physical
Evidence Items
4,906 5,053 5,205
New
Digital
Evidence Items
4,394 4,526
4,661
Total
New
Evidence Items
9,300 9,579 9,866
Items
Disposed
or
Destroyed
860 1,100
1,500
Efficiency Measures
FTE's
per 10,000/capita
0.059 0.057 0.056
Per
Capita
Net
County
Cost $0.45
$0.73 $0.71
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: In the first year of full
operation, 2021, Evidence submissions were down in total over 2020 actuals by 1.7%, but the 4 -
year trend showed an 8% increase over 2018 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.
214
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
BUDGETED
REQUESTED
RECOMMEND
ACTUAL
LAST
FY
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 7,359,756
$ 7,767,566
$ 7,851,670
$ 7,851,670
Supplies
138,176
133,258
167,158
167,158
Purchased
Services
1,274,360
1,121,296
1,506,579
1,506,579
Fixed
Charges
0
0
0
0
Capital
0
31,754
27,720
27,720
Gross County Cost
$ 8,772,292
$ 9,053,874
$ 9,553,127
$ 9,553,127
Revenue
173,755
160,000
115,000
115,000
Net
County
Cost
$ 8,598,537
$ 8,893,874
$ 9,438,127
$ 9,438,127
Budgeted
Positions
62.0
62.0
62.0
62.0
SUMMARY OF CHANGES: 2023 Net County Cost is projected to increase by $544,253. The
increase is reflected in $84,104 more personnel cost due to the sworn deputy overtime calculation
adjustment. Supply cost is forecasted to increase by $33,900 for deputy equipment. Purchased
Services reflect an increase of $385,283 which includes $312,076 in higher vehicle cost
(maintenance, repair, fuel and depreciation), $13,000 increased cost for K9 insurance plans,
48,000 for transcription services, additional phone charges for the Body -Worn Camera SIM cards,
increased towing rates and higher medical cost for SANE exams.
Revenue has decreased by $45,000 to align closer to actual revenue collection. Deployments for
High Visibility and Click it or Ticket have slightly decreased, resulting in less cost reimbursement
from the State. Revenue from fines show a slow upward trend compared to pandemic years 2020
and 2021.
Capital cost of $27,720 includes a ballistic ram in the amount of $10,520 for the Patrol SWAT
team. The ram provides a safer alternative for the deputy. In addition, the Patrol SWAT team will
purchase 2 night -vision scope replacements for a total of $17,200.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
215
SHERIFF'S PATROL
(CONTINUED)
1000-21200
2021/2022 ACCOMPLISHMENTS:
1. Launched the Faro (3D crime scene scanner) team & further developed and enhanced the
sUAS (drone) program.
2. Arrested a suspect in the Kay Day cold case homicide from 1979 and successfully deployed
SWAT and Detectives to Julesburg rescuing a kidnap victim and arresting a homicide
suspect.
3. Calls for service increased by 10%, arrests increased by 5%, maintained a rate of 57%
cases solved in investigations.
4. Strike Team recovered $505,405 in stolen vehicles, $752,892 in stolen property, and made
85 arrests from the 260 cases worked in 2021 and YTD 2022.
2023 BUDGET GOALS AND PRIORITIES:
1. Continue to adjust patrol operations to remain compliant with recent legislation with the focus
on returning as close to pre-COVID and pre -legislation operations as possible.
2. Adjust operations to maximize service while minimizing budget impact.
3. Focus on retention of patrol deputies.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED PROJECTED
Work Out •
uts
Adult
Arrest
1,634
1,700 1,775
Juvenile
Arrest 19
15 10
Traffic
Stops
8,582
8,650 8,800
Total
Warnings
5,636
5,300 4,980
Total
Traffic
Dispatched
Calls
for Service 51,311
52,080 52,861
Measures
Efficiency
per 10,000/capita
1.823
1.782 1.738
FTE's
Per capita
net cost $25.29 $25.57 $26.46
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
216
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
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 2,294,334
$ 2,487,530
$ 2,514,805
$ 2,514,805
Supplies
11,187
18,100
39,465
39,465
Purchased
Services
132,377
165,583
171,460
171,460
Fixed
Charges
0
0
0
0
Capital
28,300
0
0
0
Gross County Cost
$ 2,466,198
$ 2,671,213
$ 2,725,730
$ 2,725,730
Revenue
10,218
0
0
0
Net County Cost
$ 2,455,980
$ 2,671,213
$ 2,725,730
$ 2,725,730
Budgeted
Positions
19.0
20.0
20.0
20.0
SUMMARY OF CHANGES: 2023 Net County Cost is increasing by $54,517. This includes
$27,275 increase in personnel cost due to the sworn deputy overtime calculation adjustment.
Supply costs increased $21,365 which accounts for the new yearly 3D scanner software license
and an overall price increase for other software licenses needed in the Investigations Unit.
Purchased Services expense increase by $5,877 because of a price increase for investigation
subscriptions.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
217
SHERIFF'S INVESTIGATIONS UNIT
(CONTINUED)
1000-21205
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases Assigned
Cases Solved
277
159
344
197
375
214
Efficiency Measures
FTE's
per 10,000/capita
0.559 0.575 0.561
Per capita
net cost
$7.22 $7.68 $7.64
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
218
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.
ACTUAL
LAST
FY
CURRENT
BUDGETED
FY
RECOMMEND
RESOURCES
REQUESTED
NEXT
FY
NEXT
FY
Personnel
Services
$ 270,744
$ 250,400
$ 133,533
$ 133,533
Supplies
0
0
0
0
Purchased
Services
36,587
46,185
21,499
21,499
Contra
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 307,331
$ 296,585
$ 155,032
$ 155,032
Revenue
309,551
313,914
159,661
159,661
Net
County Cost
$ -2,220
$ - 17,329
$ -4,629
$ -4,629
Budget
Positions
2.0
2.0
1.0
1.0
SUMMARY OF CHANGES: The 2023 AIMS Community College service contract was adjusted
to 1 FTE coverage going forward. Therefore, Personnel cost will be decreasing by $116,867 and
revenue will decrease by $154,253.
Purchased Services will decrease by $24,686 including the reduction of vehicle maintenance
cost from two to one patrol vehicles. The vehicle cost for the second vehicle was shifted to the
Patrol Org 21200. Net County cost reflects a positive amount which will cover administrative cost
for 1 FTE including uniforms, firearms and training.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
219
MUNICIPAL CONTRACT ENFORCEMENT
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
Work Out • uts
Calls
ACTUAL
PROJECTED
ESTIMATED
126
0.059
-$0.01
3
0
132
0.057
-$0.05
2
0
138
0.028
-$0.01
3
0
Number
Adult
Juvenile
Arrests
of
Arrests
Dispatched
Measures
Efficiency
FTE's
Per
per
10,000/capita
net
cost
capita
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
220
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.
ACTUAL
LAST
FY
RECOMMEND
NEXT
FY
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
Personnel
Services
$ 191,995
$ 199,717
$ 199,717
$ 199,717
Supplies
941
6,300
8,590
8,590
Purchased
Services
110,793
121,474
143,142
143,142
Fixed
Charges
-85,000
- 85,000
-85,000
-85,000
Capital
0
0
0
0
Gross County
Cost
$ 218,729
$ 242,491
$ 266,449
$ 266,449
Revenue
0
0
0
0
Net
County Cost
$ 218,729
$ 242,491
$ 266,449
$ 266,449
Budgeted
Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: 2023 Net County Cost is increasing by $23,958. This increase is
made up of $2,290 in supplies and $21,668 in Purchased Services for cost increases within the
Weld County Humane Society contract and increased vehicle cost (fuel and maintenance).
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
221
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out • uts
Number
Animals
of
Transported
dispatched
to
calls
Shelter
2,728 2,864 3,007
372 390 410
Efficiency
Measures
FTE's
per 10,000/capita
0.088 0.086 0.084
Per capita
cost
(county
support)
$0.64 $0.70 $0.75
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
222
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.
BUDGETED
REQUESTED
RECOMMEND
ACTUAL
LAST
FY
RESOURCES
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 556,509
$ 598,200
$ 598,200
$ 598,200
Supplies
47,516
52,076
53,326
53,326
Purchased
Services
120,405
107,465
103,264
103,264
Fixed Charges
0
0
0
0
Capital
17,036
8,800
8,900
8,900
Gross County Cost
$ 741,466
$ 766,541
$ 763,690
$ 763,690
Revenue
77,088
79,000
66,000
66,000
Net
County Cost
$ 664,378
$ 687,541
$ 697,690
$ 697,690
Budget
Positions
5.0
5.0
5.0
5.0
SUMMARY OF CHANGES: 2023 Net County Cost is increasing by $10,149 due to $13,000 less
in forecasted grant revenue and State reimbursement for lab overtime. Supply expense is
increasing by $1,250 due to increase software cost. Purchased Services is anticipated to
decrease by $4,201 because equipment maintenance and repair is adjusted to be in line with
historical actuals.
Capital includes $8,900 to replace the DME forensic workstation.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
223
REGIONAL FORENSIC LABORATORY
(CONTINUED) 1000-21260
PERFORMANCE MEASURES
ACTUAL
PROJECTED
ESTIMATED
Work
Outputs
Partner
agency
agency cases
cases completed
submitted/
partner
1,510/ 1,699
1,600/
1,800
1,700
/ 1,900
Total
cases submitted
to
the
NCRFL/
Total
1,888
/
2,000 /
2,100
/
cases submitted to CBI
Lab System.
18,014
19,000
20,000
Court
Testimony
Appearances
22
35
40
Measures
Efficiency
per
10,000/capita
(20
8
0.147
0.144
0.140
FTE's
FTE's,
GPD/WCSO)
Per capita
cost (county support)
$1.95
$1.98
$1.96
Effectiveness Measures
(desired results)
Quality
Audit
— Vault/
Personal
Evidence/
69
69
69
Internal
Proficiency
(Test
Run/Errors)
20 / 0
21 / 0
21
/ 0
Testing
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: The Northern Colorado
Regional Forensic Laboratory (NCRFL) is a consortium of 5 law enforcement agencies that have
combined lab staff, along with CBI staff housed in Greeley, to provide forensic services to the
Northern Colorado region, primarily to the participating agencies.
Over the next year we will be aggressively working to lessen our latent print backlog, provide
continued education training to our staff members and decrease our turn -around times for
biological sciences and digital media submissions.
224
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.
ACTUAL
LAST
FY
RECOMMEND
NEXT
FY
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
Personnel
Services
$ 207,609
$ 217,863
$ 163,116
$ 163,116
Supplies
2,431
5,000
4,800
4,800
Purchased
Services
14,712
19,088
16,306
16,306
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 224,752
$ 241,951
$ 184,222
$ 184,222
Revenue
174,726
181,818
113,103
113,103
Net
County Cost
$ 50,026
$ 60,133
$ 71,119
$ 71,119
Budgeted
Positions
3.0
3.0
2.0
2.0
SUMMARY OF CHANGES: 2023 Net County Cost is projected to increase by $10,986.
Personnel cost is decreasing by $54,747 due to 1 FTE reduction and the request to upgrade the
remaining Advocate positions to a higher grade once they have met set specifications. Supply
and Purchased Services costs are slightly decreasing by $200 and $2,782 respectively.
Revenue is decreasing by $68,715 due to the projection that VALE and VOCA grant awards will
be reduced in 2023 and municipality revenue will no longer offset cost. The Sheriff's Office is
discontinuing Victim Services coverage for eight municipalities.
FINANCE/ADMINISTRATION RECOMMENDATION: The reduction of one position was
approved by the board in June 2022. The reclassifications are a policy issue for the board.
Recommend approval.
BOARD ACTION:
225
VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Out •
uts
Number
Victims
of
served
victims
and
per 10,000/capita
witnesses
served 1,058
31.30
1,110
32.08
1,166
32.86
Efficiency
Measures
FTE's
per 10,000/capita
0.088 0.086 0.056
Per capita
cost
(county
support)
$0.15
$0.17
$0.20
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
226
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.
ACTUAL
BUDGETED
RECOMMEND
RESOURCES
REQUESTED
NEXT
FY
LAST
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 273,838
$ 276,912
$ 280,259
$ 280,259
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
$ 344,086
$ 347,912
$ 351,259
$ 351,259
Revenue
0
0
0
0
Net
County Cost
$ 344,086
$ 347,912
$ 351,259
$ 351,259
Budgeted
Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES: 2023 Net County Cost is projected to increase by $3,347 due to an
increase in personnel cost and includes the sworn deputy overtime calculation adjustment.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
227
MULTI -JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Out •
uts
Criminal
Cases Opened
165
170
178
Drug Arrests
102
110
118
Search
Warrants
Executed
48 52 56
Cocaine Seizures (Pounds)
18.59
20.00 22.00
Methamphetamine
Seizures (Pounds)
31.38
34.00
36.00
Marijuana Seizures (Pounds)
671.17
675.00 680.00
Meth
Lab Seized
0 1
1
Measures
Efficiency
per 10,000/capita
0.059 0.057 0.056
FTE's
Per capita
cost
(county
support)
$1.01
$1.00
$0.98
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
228
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.
ACTUAL
LAST
FY
BUDGETED
REQUESTED
NEXT
FY
RECOMMEND
RESOURCES
CURRENT
FY
NEXT
FY
Personnel
Services
$ 1,700,650
$ 1,895,042
$ 1,895,042
$ 1,895,042
Supplies
42,177
48,050
55,326
55,326
Purchased
Services
6,195,047
6,273,525
6,727,345
6,727,345
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 7,937,874
$ 8,216,617
$ 8,677,713
$ 8,677,713
Revenue
1,004,065
823,000
848,979
848,979
Net
County Cost
$ 6,933,809
$ 7,393,617
$ 7,828,734
$ 7,828,734
Budgeted
Positions
20.0
20.0
20.0
20.0
SUMMARY OF CHANGES: 2023 Net County Cost is increasing by $435,117. Supply cost
increases slightly and Purchased Services increases by $453,820 due to a rise in medical cost.
Revenue is projected to increase by $25,979 because service charges are adjusted closer to
actual levels.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES: Included in Security Unit (1000-24415) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
229
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
FY
LAST
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
RECOMMEND
NEXT
FY
Personnel
Services
$ 23,965,458
$ 24,244,389
$ 24,533,842
$ 24,533,842
Supplies
98,086
84,849
77,738
77,738
Purchased
Services
160,371
125,567
126,461
126,461
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 24,223,915
$ 24,454,805
$ 24,738,041
$ 24,738,041
Revenue
1,245,011
500,000
800,000
800,000
Net
County Cost
$ 22,978,904
$ 23,954,805
$ 23,938,041
$ 23,938,041
Budgeted
Positions
223.0
229.0
229.0
229.0
SUMMARY OF CHANGES: 2023 Net County Cost is projected to decrease by $16,764.
Personnel cost will increase by $289,453 due to the sworn deputy overtime calculation
adjustment. Supply cost decreases by $7,111 because the ammunition cost was moved to the
Support Services Org 21140. Purchased Services is slightly decreasing.
Jail revenue from municipalities is up $300,000 as municipalities return to pre-COVID utilization.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
230
SECURITY UNIT
(CONTINUED)
1000-24415
2021/2022 ACCOMPLISHMENTS:
1. Inmate bookings increased by 8`)/0.
2. Set example for the State in processing of online court hearings and weekend bond hearings.
3. Completed extensive jail kitchen remodel.
2023 BUDGET GOALS AND PRIORITIES:
1. Adjust jail operations to provide the same level of service with a reduced workforce due to the
current vacancy rate.
2. Remodel the jail booking area to increase efficiency in the booking process and have
adequate space for booking operations.
3. Focus on retention and recruitment of detention deputies to maintain current staffing levels
and fill open positions.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
PLEASE NOTE: Detentions Division Efficiency Measures are calculated by combining Booking
Unit (21110), Inmate Services (24410), Security Unit (24415) and Courts and Transportation Unit
(24420). These are the numbers used for calculations:
Total FTE in Detentions Division:
2017: 232
2018: 265
2019: 279
2020: 286
2021: 309
2022: 314
2023: 314
County Population:
2017 (Past):
2018 (Past):
2019 (Past):
2020 (Past):
2021 (Actual):
304,600
314 350
323 650
331,893
340,020
2022 (Estimated): 347,860
2023 (Projected): 356,700
Per Capita Net Cost:
2017 Past: $24,972,838
2018 Past: $28,898,686
2019 Past: $31,333,165
2020 Past: $34,348,350
2021 Actual: $36,474,547
2022 Estimated $38,482,567
2023 Projected $39,024,517
231
SECURITY UNIT
(CONTINUED)
1000-24415
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL ESTIMATED
PROJECTED
Work
Output
Avg. Secure Jail
Population
603 725 850
Number
of Offenders
to
Transported
Court
Appearances
17,534
18,000
18,500
New
Detention
Deputies
Entering
Basic
72 80 90
Training
Jail
Incidents
2,574 2,700 3,000
Jail
Hearings
248
275
300
Videos copied
345
375
400
Efficiency
Measures
Detention
Division
FTEs
per 10,000
Capita
9.088 9.027 8.803
Per Capita
Net
County
Cost
$107.27
$110.63
$109.40
Average
Medical
Cost
Per Inmate
Daily
$21.21
$17.81
$16.71
Avg.
Food Cost
Per Inmate
Daily
$4.82 $4.24 $3.84
Secure
Facility
Occupancy
Rate 43%
52% 60%
at 570/1335
at 700/1335
at
800/1,335
232
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.
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
RESOURCES
NEXT
FY
CURRENT
FY
Personnel
Services
$ 3,842,976
$ 4,012,909
$ 4,060,857
$ 4,060,857
Supplies
17,647
17,198
47,057
47,057
Purchased
Services
649,968
723,012
748,128
748,128
Fixed
Charges
0
0
0
0
Capital
12,212
49,461
14,050
14,050
Gross County
Cost
$ 4,522,803
$ 4,802,580
$ 4,870,092
$ 4,870,092
Revenue
32,462
40,000
35,000
35,000
Net
County Cost
$ 4,490,341
$ 4,762,580
$ 4,835,092
$ 4,835,092
Budgeted
Positions
35.0
35.0
35.0
35.0
SUMMARY OF CHANGES: The 2023 Net County Cost is increasing by $72,512. Personnel Cost
increases by $47,948, including $44,782 for the sworn deputy overtime calculation adjustment
and $3,166 in salary and fringe to reclass the SO Court & Transport Tech from Grade 18 to a
Grade 19, approved by the Board of Commissioners in May 2022. Supply Cost is going to
increase by $29,859 for additional court equipment used on a day-to-day basis and due to the
court unit remodel. Purchased Services is increasing by $25,116 due to an increase in the
Security contract service cost. Capital purchases is decreasing by $35,411 because the unit will
buy 2 metal detectors that are cheaper than the 2 replacement x-ray machines that were
purchased in 2022. Revenue is projected to decrease by $5,000 based on a decrease in 2022
extradition refunds.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES: Included in Security Unit (1000-24415) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
233
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Jail Space - - 1000-24440
DEPARTMENT DESCRIPTION: The budget unit provides contract jail space for inmates in other
counties' facilities due to the overcrowding of Weld County's jail.
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
RESOURCES
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
0
0
0
0
SUMMARY OF CHANGES: Current trends do not indicate there will be a need for contracted
jail space to supplement on -site jail capacity. This indication, however, is based upon reasonable
forecasts about the future and does not account for unforeseen impacts on jail utilization during
2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES: See Security Unit budget for details.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
234
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.
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
RESOURCES
CURRENT
FY
NEXT
FY
Personnel
Services
$ 7,005,887
$ 7,978,596
$ 8,689,159
$ 8,689,159
Supplies
32,154
38,559
43,375
43,375
Purchased
Services
2,243,848
2,009,864
1,990,443
1,990,443
Fixed
Charges
0
0
0
0
Contra Account
-2,190
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 9,279,699
$ 10,027,019
$ 10,722,977
$ 10,722,977
Revenue
5,736,203
7,243,225
7,824,575
7,824,575
Net
County Cost
$ 3,543,496
$ 2,783,794
$ 2,898,402
$ 2,898,402
Budgeted
Positions
78
84
84
84
SUMMARY OF CHANGES: Gross costs are up $695,958, but net county costs are only up
$114,608. Personnel services includes a 5% COLA and 5% market adjustment fora total increase
of $710,563. Supplies are up $4,816 and Purchased services are down $19,421 primarily in
contract services. Revenues are up $581,350 in charges for services using the new 40%
user/60% county cost sharing formula and a full 12 months of the new E911 tariff fee of $1.72 per
phone/ month. Tower rentals are down $25,207 at $118,256 with a user cancelling a lease on the
Ft. Lupton tower.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
235
COMMUNICATIONS
(CONTINUED)
1000-22100
2022 ACCOMPLISHMENTS:
1. Completed reaccreditation through International Academies of Emergency Dispatch.
2. Assumed control of Guard Terminal while maintaining a high level of service.
3. Successfully implemented Central Square computer -aided dispatch.
2023 BUDGET GOALS AND PRIORITIES:
1. Ensure ninety percent of all 9-1-1 calls answered within fifteen seconds.
2. Ensure ninety-five percent of all 9-1-1 calls answered within twenty seconds.
3. Implement detailed continuity of operations plans and test quarterly.
PERFORMANCE MEASURES
ACTUAL
PROJECTED
ESTIMATED
Work Out
• uts
E-911
Calls
138,799
128,000
145,000
Non
-911
Calls
285,649 308,000 310,000
CAD
Incidents for
Law and
Fire/Ambulance 388,370 415,000
425,000
EMD
Calls
23,239 21,900
26,000
Wireless
Subscriber
Service
298 600 400
Tickets
Efficiency Measures
FTE's
per 10,000
per Capita
2.294 2.415
2.355
Per Capita
Cost
- Operating
Budget
$10.42
$8.00 $8.13
EMD
Call
per
FTE
298 261
310
CAD
Incident
per
4,979 4,940 5,060
FTE
236
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Communication System Development - -1000-22200
DEPARTMENT DESCRIPTION: The budget unit includes capital outlay for development of the
county -wide communications system and replacement plan for radios.
ACTUAL
LAST
FY
RESOURCES
BUDGETED
RECOMMEND
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted
Positions
0
0
0
0
SUMMARY OF CHANGES: In 2018, a Ten -Year Capital Plan for the Weld County
Communications infrastructure and facilities was developed. Beginning January 1, 2019, the
increased E-911 surcharge from 70 cents to $1.20 per month will raise an estimated additional
$1.85 million per year. From the E-911 surcharge amount each year $1,850,000 will be dedicated
to fund the Ten -Year Communications Capital Plan. The capital plan totals $22.25 million. No
funding will be placed in this budget in future years for communications equipment with the new
funding plan for the 2023-2032 Communications Capital Plan.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
237
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Public Safety Information System - - 1000-22400
DEPARTMENT DESCRIPTION: Public Safety Information System provides a comprehensive,
integrated criminal justice system serving multiple public safety agencies including computer -
aided dispatch, criminal records management, jail records management, and prosecution system.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 1,274,945
$ 1,351,890
$ 1,435,076
$ 1,435,076
Supplies
1,193,567
697,800
1,231,709
1,231,709
Purchased
Services
162,207
28,550
28,550
28,550
Fixed
Charges
0
0
0
0
Contra Account
0
-1,026,844
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,630,719
$ 1,051,396
$ 2,695,335
$ 2,695,335
Revenue
1,373,551
364,530
1,835,547
1,835,547
Net
County Cost
$ 1,257,168
$ 686,866
$ 859,788
$ 859,788
Budgeted
Positions
10.0
10.0
10.0
10.0
SUMMARY OF CHANGES: Net county costs are up $172,922. Personnel services are up
$83,186 to cover a 5% COLA and step increases. Software costs are up $533,909 due to the
conversion to the new CentralSquare public safety system.
Due to an accounting change the revenues are up $1,471,017 and the contra account has been
reduced by $1,026,844 because it is now part of the revenue amount. Net change in the revenue
and contra account combined was an increase of $444,173. Revenues are derived from the
Greeley Police Department for the records management system ($459,343), E911 CAP system
($1,342,007) and other police departments using the records management system ($34,197).
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
238
PUBLIC SAFETY INFORMATION SYSTEM
(CONTINUED)
1000-22400
2022 ACCOMPLISHMENTS:
1. Implemented CentralSquare with RMS, JMS, CAD, Mobile.
2. Completed Cyber Recovery air gap protection.
3. Completed Public Safety DR failover.
2023 BUDGET GOALS AND PRIORITIES:
1. Upgrade DR Storage.
2. Integrate CentralSquare First -In.
3. Implement Micro segmentation firewall.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED PROJECTED
Work Out •
uts
Service
Tickets
3,750 5,000 5,000
Efficiency Measures
FTE'S
per 10,000/capita
0.294
0.287 0.280
Per capita
cost (county
support)
$3.70 $1.97
$2.41
239
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
LAST
FY
BUDGETED
RECOMMEND
REQUESTED
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 103,544
$ 129,490
$ 129,257
$ 129,257
Supplies
605
8,045
8,045
8,045
Purchased
Services
6,674
26,923
26,823
26,823
Fixed
Charges
- 913
142,942
156,861
156,861
Contra Account
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 109,910
$ 307,400
$ 320,986
$ 320,986
Revenue
249,200
307,400
320,986
320,986
Net
County Cost
$ -139,290
$ 0
$ 0
$ 0
Budgeted
Positions
1.0
1.0
1.0
1.0
SUMMARY OF CHANGES: Gross county costs and revenues are both up $13,586 for zero net
county costs. Personnel services are down $233 even with cost of living and step increases due
to a new incumbent in the position. Supplies are unchanged, and purchased services are down
$100 in training costs. Fixed costs that include county overhead and depreciation are up $13,919.
Revenues include $319,800 for full cost recovery for radio maintenance services.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
240
PUBLIC SAFETY WIRELESS COMMUNICATIONS
(CONTINUED)
1000-22500
2022 ACCOMPLISHMENTS:
1. Completed full radio system upgrade.
2. Completed Comm Shop to Radio System implementation and tie in.
3. Updated all backhaul equipment to current version to maintain security standards.
2023 BUDGET GOALS AND PRIORITIES:
1. Close all priority service tickets within 24 hours.
2. Close all service tickets within 30 days.
3. Complete full department staff certification.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED PROJECTED
Work Out •
uts
Service
Tickets
872 900 900
Efficiency Measures
FTE'S
per 10,000/capita
0.029 0.029 0.028
Per capita
cost (county
support)
-$0.41 $0.00 $0.00
241
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
LAST
FY
BUDGETED
RECOMMEND
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 1,163,453
$ 1,206,952
$ 1,206,952
$ 1,206,952
Supplies
18,249
46,948
46,948
46,948
Purchased
Services
421,449
344,735
371,916
371,916
Fixed
Charges
0
0
0
0
Capital
58,500
0
0
0
Gross County Cost
$ 1,661,651
$ 1,598,635
$ 1,625,816
$ 1,625,816
Revenue
23,000
65,000
65,000
65,000
Net
County Cost
$ 1,638,651
$ 1,533,635
$ 1,560,816
$ 1,560,816
Budgeted
Positions
11.4
12.0
12.0
12.0
SUMMARY OF CHANGES: Two areas of increase include the cost of a small SUV for the
coroner. This will increase the professionalism of the office by allowing the coroner/medical
examiner to attend death scenes in a county vehicle opposed to his personal vehicle. The second
area to point out is the increased professional fees associated with autopsies. The base
pathologist fee has increased from $900 to $990 per autopsy. The 5% discount for services
provided by the coroner will continue to be honored. The base transcription fee has increased
from $50 to $60 per autopsy.
FINANCE/ADMINISTRATION RECOMMENDATION: The vehicle request is a policy issue for
the board. Recommend approval.
BOARD ACTION:
242
CORONER
(CONTINUED)
1000-23200
2022 ACCOMPLISHMENTS:
1. Became fully staffed with all death investigators ABMDI eligible for certification.
2. Reduced autopsy related expenditures by actively managing each case.
3. Implemented the use of CORHIO, an electronic medical record database system. This has
increased the efficiency of our case review and decision making process.
2023 BUDGET GOALS AND PRIORITIES:
1. Continue to actively manage autopsy cases to achieve <25% autopsy rate.
2. Continue to provide quality medical examiner services to Weld County and neighboring
communities.
3. Establish an in-house training program utilizing subject knowledge experts and provide such
training to local agencies.
4. Achieve 100% ABMDI certified death investigation staff.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Total
Number
Number
number
of cases
of full
of cases
autopsies
investigated
reviewed 1,658
895
241
1,725
1,725
950 950
250 250
Efficiency Measures
FTEs
per 10,000/capita
0.335 0.345 0.336
Per
Cost
capita
per
cost
autopsy
(county
(with
support)
toxicology)
$4.82
$1,350
$4.41
$1,205*
$4.38
$1,130*
*County -employed autopsy assistant is now working in the new County facility.
243
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.
BUDGETED
RECOMMEND
NEXT
FY
RESOURCES
REQUESTED
ACTUAL
LAST
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 1,171,557
$ 1,252,391
$ 1,378,648
$ 1,378,648
Supplies
12,497
40,000
40,000
40,000
Purchased
Services
100,234
95,350
95,350
95,350
Gross County Cost
$ 1,284,288
$ 1,387,741
$ 1,513,998
$ 1,513,998
Revenue
21,809
39,000
39,000
39,000
Net County Cost
$ 1,262,479
$ 1,348,741
$ 1,474,998
$ 1,474,998
Budgeted
Positions
15.50
14.50
15.50
15.50
SUMMARY OF CHANGES: FTE and Personnel Services increase by 1.0 FTE to create a Deputy
Director position to help support the entire Justice Services department functions. The total
increase for the Grade 49 position salary and benefits totals $126,257. No other changes
requested.
FINANCE/ADMINISTRATION RECOMMENDATION: The deputy director position is a policy
issue for the board. Recommend approval.
BOARD ACTION:
244
PRETRIAL SERVICES
(CONTINUED)
1000-24100
2022 ACCOMPLISHMENTS:
1. Transitioned to mostly all electronic workflows.
2. Revalidated and implemented pretrial release risk -assessment tool and updated pretrial
release recommendation and supervision decision -making framework with judicial officials.
3. Reorganized two (2) FTE to lead/supervisory functions.
2023 BUDGET GOALS AND PRIORITIES:
1. Continue to minimize variable costs to help manage expense of operating the jail.
2. Continue evidence based pretrial release risk assessment and supervision practices of
defendants in the community.
3. Assure defendant court appearance and law abidance.
4. Implement Deputy Director function throughout entire department (if approved).
PERFORMANCE MEASURES
Work Out
• uts
Pretrial
due
Risk
Screening
to
case
output
dispositions.
Assessments
Supervision
set
Courts'
reduction
at the
uptick
significantly
Assessments
jail
in supervision
(ADP)
due
and
by
to
the
ACTUAL
ESTIMATED
PROJECTED
2,624* 2,650*
1,696* 1,748*
680*
.456
$3.71
2,700
1,750
700* 725
.417 .435
$3.88 $4.14
Pretrial
Defendants
Domestic
*Risk/DVAssessments
pandemic
Courts
service
extending
Efficiency
-
Services
Violence
and
but
demands
criminal
on
restrictions
unprecedented
Measures
per 10,000/capita
net
cost
FTE's
Per
capita
245
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Work Release - - 24125 (Formerly 1000-24425)
DEPARTMENT DESCRIPTION: Section 18-1.3-106, C.R.S., allows for the operation of jail
alternative programs to be used by the court in sentencing. This unit offers a cost-effective
alternative to secure custody for low risk offenders.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 1,789,989
$ 1,920,428
$ 1,920,428
$ 1,920,428
Supplies
20,513
28,890
28,890
28,890
Purchased
Services
157,355
217,098
217,098
217,098
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,967,857
$ 2,166,416
$ 2,166,416
$ 2,166,416
Revenue
425,285
964,350
750,000
750,000
Net
County Cost
$ 1,542,572
$ 1,202,066
$ 1,416,416
$ 1,416,416
Budgeted
Positions
21.0
21.0
21.0
21.0
SUMMARY OF CHANGES: No changes requested for 2023 except revenues are decreased to
$750,000 due to less utilization from court backlog.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
246
Work Release / Electronic Monitoring
(Continued)
1000-24125
2022 ACCOMPLISHMENTS:
1. Developed, trained, and implemented CentralSquare.
2. Re -Bid for electronic home monitoring equipment and supervision services.
3. Continue to maintain high successful sentence/placement completion rates.
2023 BUDGET GOALS AND PRIORITIES:
1. Deliver safe, community -based sentencing alternatives to create variable costs avoidance
and savings and effective programs and employment opportunities for offender clientele.
2. Fully integrate new CentralSquare management system.
3. Implement Deputy Director function throughout entire department (if approved).
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out
• uts
Avg.
Avg.
Work
Electronic
Release
Clients
Home
Monitoring
- ADP
ADP
90* 100*
150* 100*
125-150
100-125
-
Efficiency Measures
FTE's
per 10,000/capita
0.618
0.604 0.589
Per capita
net
cost
$4.54 $3.46 $3.97
*Due to COVID-19 pandemic the past two years, the Work Release facility population dropped
significantly and now it's slowly starting to rebound. Electronic Home Monitoring program
placements increased drastically but have since leveled to more normal numbers. Forecasting
return to more balanced utilization rates in 2023.
247
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.
ACTUAL
LAST
FY
RECOMMEND
BUDGETED
REQUESTED
RESOURCES
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 88,160
$ 145,337
$ 145,337
$ 145,337
Supplies
0
500
500
500
Purchased
Services
10,073
500
500
500
Fixed
Charges
0
0
0
0
Gross County Cost
$ 98,233
$ 146,337
$ 146,337
$ 146,337
Revenue
12,226
10,000
10,000
10,000
Net
County Cost
$ 86,007
$ 136,337
$ 136,337
$ 136,337
Budgeted
Positions
1.50
1.50
1.50
1.50
SUMMARY OF CHANGES: No changes requested for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICA TORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
248
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Community Corrections - 24200 & 24220
DEPARTMENT DESCRIPTION: Community Corrections Boards in Colorado are 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 community corrections programs. The Weld County Community
Corrections Board, under the authority of the Board of Commissioners of Weld County, and
through the department, sub -contracts with 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 administration of
community corrections.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 195,965
$ 83,160
$
97,127
$ 97,127
Supplies
1,566
1,501
2,027
2,027
Purchased
Services
3,055,971
3,115,448
3,980,829
3,980,829
Fixed
Charges
28,026
25,051
23,004
23,004
Capital
0
0
0
0
Gross County Cost
$ 3,281,528
$ 3,225,160
$ 4,102,987
$ 4,102,987
Revenue
3,500,575
3,225,160
4,102,987
4,102,987
Net
County Cost
$ -219,
047
$ 0
$ 0
$ 0
Budgeted
Positions
1.4
1.4
1.4
1.4
SUMMARY OF CHANGES: State allocation for the placement of adult offenders for these
services for SFY 22/23 includes: $3,591,950 for Residential Diversion, Transition, Condition of
Probation and Condition of Parole placements (144 beds); $123,279 for Non -Residential
Diversion services (35 slots); $103,000 for Offender Treatment Support Services; $148,000 for
Facility Payment funding to lessen vendor staff turnover and promote evidence -based
programming; and $136,758 for Community Corrections Board and Department administration
and oversight. Personnel Services costs increased to account for COLA and accurate accounting
of benefits. Fixed Charges reduced to further support Personnel Services.
The lease for the space rented by vendor has remained stagnant the past two (2) years. The
lease is being increased to cover the increase in utilities and is expected to increase by $12,925,
for a budgeted amount of $316,349 for 2023. This amount is listed as a revenue under Budget
Unit #1000-90100.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
249
COMMUNITY CORRECTIONS ADMINISTRATION
(CONTINUED)
1000-24200 & 24220
2022 ACCOMPLISHMENTS:
1. Received, managed, and processed all state -allocated funds.
2. Screened all offender referrals from Courts and the DOC/Parole for possible placement and
low recidivism of offenders placed in the program.
3. Continued taxpayers' savings by providing less expensive and effective alternatives to jail
and prison incarceration for offenders.
2023 BUDGET GOALS AND PRIORITIES:
1. Remain a self -supported, grant -funded function.
2. Consider re -bid of services.
3. Renew Master Contract with the State, implement new performance based contracting
measures, and continue auditing of program.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Out • uts
Intervention
Total
Community
Average
Daily
Populations
Correction
Services:
of Offender
150*
150* 160
Populations
Residential
Diversion
and
by
Diversion,
IRT
Type
Placements
-
Residential
Non
-Residential
Transition,
Efficiency Measures
FTE's
per 10,000/capita
0.041
0.040 0.039
*COVID-19 impacted services and reduced offender populations
250
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 insure minimum requirements
are met. The Department also assists Weld County citizens in understanding and applying the
International Building Code for utmost construction safety.
ACTUAL
FY
LAST
REQUESTED
BUDGETED
RECOMMEND
NEXT
FY
RESOURCES
NEXT
FY
CURRENT
FY
Personnel
Services
$ 1,326,383
$ 1,348,289
$ 1,348,289
$ 1,348,289
Supplies
72,434
149,778
106,030
106,030
Purchased
Services
57,829
63,752
56,274
56,274
Fixed
Charges
291,568
306,789
333,032
333,032
Capital
0
0
0
0
Gross County Cost
$ 1,748,214
$ 1,868,608
$ 1,843,625
$ 1,843,625
Revenue
2,311,233
2,700,000
3,050,000
3,050,000
Net
County Cost
$ -563,019
$ -831,392
$ -1,206,375
$ -1,206,375
Budgeted
Positions
14.00
14.00
14.00
14.00
SUMMARY OF CHANGES: Small budget cuts were requested. The largest change is the
reduction of software maintenance ($41,748 decrease). No other significant changes requested.
Revenues are up $350,000 in building inspections ($200,000) and plan checks ($150,000).
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
251
BUILDING INSPECTION
(CONTINUED)
1000-25100
2022 ACCOMPLISHMENTS:
1. Assisted several Fire Districts with the adoption of the 2018 IFC.
2. Successfully implemented the 2018 state mandated energy codes.
3. Hired a Building Official.
2023 BUDGET GOALS AND PRIORITIES:
1. Maintain existing budget levels.
2. Rollout ePlan Review for electronic document review.
3. Continue to provide training for building inspectors and plan reviewers.
PERFORMANCE MEASURES
ACTUAL
PROJECTED
ESTIMATED
Field
Inspection
Work Out• uts
Number
of
Building
Permits Issued
2,265 2,210
2,200
Number
of
inspections
performed
28,082 28,500 28,000
Avg. # of
inspections
per Inspector
22.47
23.29 23.15
Number of
Inspectors
5 5 5
Number miles
driven by Inspectors
131,500
125,000
130,000
Walk-ins
6,271
5,200 6,840
Number
of
Plan
Reviews 2,125
1,850
2,000
Number
of
Plan
Examiners
3 3 3
Number
of
Building
Compliance
violations 73 65 60
Number
of
Building
Complaints
68 50 60
Number
Compliance
cases closed
49 50 84
Number of
Building
Compliance
Officers
1
1
1
252
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
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 878,012
$ 766,182
$ 766,182
$ 766,182
Supplies
18,100
24,200
34,000
34,000
Purchased
Services
377,530
451,423
424,913
424,913
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 1,273,642
$ 1,241,805
$ 1,225,095
$ 1,225,095
Revenue
421,176
620,000
415,000
415,000
Net
County Cost
$ 852,466
$ 621,805
$ 810,095
$ 810,095
Budgeted
Positions
9.0
7.0
7.0
7.0
SUMMARY OF CHANGES: Supplies increased due to computer software addition (ePlanSoft)
and price increases totaling $10,800. Budget cuts were requested in Office Supplies and Small
Equipment to help offset the costs. Purchased Services were reduced due to chargebacks from
Planning and Environmental Health to more accurately reflect the percentages worked on OGED
items. The budget request includes a reclassification of two Permit and Enforcement Specialist
positions totaling approximately $11,173. The increase is offset by the vacancy of a third Permit
and Enforcement Specialist position.
Revenue was adjusted down to align more with levels seen in 2021 and what had been processed
to date in 2022.
FINANCE/ADMINISTRATION RECOMMENDATION: The reclassifications are a policy issue for
the board. Recommend approval.
BOARD ACTION:
253
OIL AND GAS ENERGY
(CONTINUED)
1000-25200
2022 ACCOMPLISHMENTS:
1. Signed IGA with City of Evans — OGED will help assist with oil & gas permitting within the City
boundaries.
2. Implemented Ord. 2021-017, revised 1041 WOGLA Code, without any delays to permitting.
3. Implemented Ord. 2022-01, revised LAP Code, without any delays to permitting.
2023 BUDGET GOALS AND PRIORITIES:
1. Retain qualified staff.
2. Expand the role of OGED to be more inclusive of all oil & gas development.
3. Continue to evaluate the 1041 WOGLA & LAP permitting processes to pursue internal
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 Out • uts
LAP
WOGLA
Sundry
Inspections
Permits
requests
permits
128
9 13
21 35
90
0 10
12
100
125
40
Efficiency Measures
FTE's
per 10,000/capita
0.265 0.201
0.196
Per capita
cost
(county
support)
$2.51
$1.79 $2.27
254
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100
DEPARTMENT DESCRIPTION: The Noxious Weeds division is responsible for noxious weed
control and enforcement in the County.
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
NEXT
FY
RESOURCES
REQUESTED
CURRENT
FY
NEXT
FY
Personnel
Services
$ 491,793
$ 528,073
$ 554,210
$ 554,210
Supplies
52,964
78,980
78,830
78,830
Purchased
Services
367,239
399,526
424,861
424,861
Fixed
Charges
14,060
24,500
24,500
24,500
Capital
0
0
30,000
30,000
Gross County Cost
$ 926,056
$ 1,031,079
$ 1,112,401
$ 1,112,401
Revenue
51,036
6,000
6,000
6,000
Net
County Cost
$ 875,020
$ 1,025,079
$ 1,106,
401
$ 1,106,
401
Bud eted
g
Positions
2
FTE
2
FTE
3
FTE
3
FTE
10
PT
10
PT
9
PT
9
PT
SUMMARY OF CHANGES: Personnel Services increased a total of $26,137. Salaries increased
$23,812 with the conversion of one temporary Landowner Specialist to a full-time Service
Worker III position and additional outerwear reimbursement for the full-time employee. Overtime
increased $2,325 based on anticipated needs.
Supplies decreased $150 for Uniforms and Clothing as one seasonal employee is now full-time.
Purchased Services increased a total of $25,335. Other Professional Services was increased
$18,200 for anticipated increases for tree trimming and removal costs. Vehicle Expense increased
$7,135 based on anticipated repair costs.
Capital increased $30,000 for the purchase of one unmanned aircraft system to map weeds,
inspect and document roads, culverts, bridges and projects in and out of natural disasters.
FINANCE/ADMINISTRATION RECOMMENDATION: The change of one seasonal to a full-time
FTE and the unmanned aircraft are policy issues for the board. Recommend approval.
BOARD ACTION:
255
NOXIOUS WEEDS
(CONTINUED)
1000-26100
2022 ACCOMPLISHMENTS:
1. Implemented the ReSTORE grant.
2. Transitioned from Pubworks to Cartegraph for documentation purposes.
3. Worked with more than 400 landowners providing noxious weed education.
2023 BUDGET GOALS AND PRIORITIES:
1. Hire a full-time, year-round staff member to improve outreach.
2. Coordinate an educational training for Weld County municipality spray staff.
3. Work within confines of the budget to carry out regular spraying and mowing activities.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Out
• uts
Mowing
Spraying
Acres
Sprayed
Lane
Lane
Miles
Miles
2,394
8,203
1,287
2,400
7,500
1,000
2,400
7,500
1,000
Efficiency Measures
FTE's
per 10,000/capita
0.059 0.057 0.084
Per capita
cost
(county
support)
$2.57 $2.95 $3.10
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.
ACTUAL
LAST
FY
REQUESTED
RECOMMEND
RESOURCES
BUDGETED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 595,827
$ 465,245
$ 569,323
$ 569,323
Supplies
29,790
36,124
36,524
36,524
Purchased
Services
79,743
209,239
68,885
68,885
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 705,360
$ 710,608
$ 674,732
$ 674,732
Revenue
262,560
161,979
259,025
259,025
Net
County Cost
$ 442,800
$ 548,629
$ 415,707
$ 415,707
Budgeted
Positions
4.0
4.0
5.0
5.0
SUMMARY OF CHANGES: The BOCC approved the addition of a Training and Exercise
Coordinator in May 2022. This position is supported by grant funding through the Hazardous
Materials Emergency Planning Grant through DHSEM. The additional grant funding includes
$83,262 for salaries and is included in the revenue. The EMPG grant was increased by $13,284
based on a review of the grant program and the State realigning the grant program to support
counties. There are some minor increases in line -item costs for office supplies ($400) for an
additional employee. Purchased Services decreased by $140,354 by eliminating contract
payments and by increasing Personnel in 2021, 2022 and 2023 and removing $500 for budgeted
services not being used.
Overall, with the additional grant funding for 2023, the OEM budget shows a reduction in net cost
of $132,922.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
257
OFFICE OF EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
2022 ACCOMPLISHMENTS:
1. Updated to the Comprehensive Emergency Management Plan.
2. Completed the first Integrated Preparedness Plan for the County.
3. Integrated the Health Department Emergency plans into the Comprehensive Emergency
Management Plan.
2023 BUDGET GOALS AND PRIORITIES:
1. Integrate Hazmat and Access and Functional needs into all drills and exercises.
2. Develop of hazard analysis reports for high hazard chemical facilities.
3. Implement the Integrated Preparedness Plan.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Out • uts
Number
Number
Number
Efficiency
of
of
of inspections
drills
people
Measures
and
exercises
participating
and/or
in
reports
drills
120
12
6 12
500
24
24
750
36
FTE's
per
10,000/capita
0.118
0.115
0.140
Per capita
cost
$1.30
$1.58
$1.17
258
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.
• GOAL 1. Enhance capability necessary to protect the community from all hazards.
1. Enrich outreach initiatives to create "Culture of preparedness" in Weld County.
2. Ensure and improve the level of preparedness through training and exercise
opportunities.
3. Bolster planning efforts through cooperative collaboration with community partners.
• GOAL 2. Increase response capability necessary to improve life safety, property
protection and environmental preservation.
1. Heighten the level of readiness through emerging technologies.
2. Expand public, private, non-profit and faith -based partnerships to strengthen response
capabilities.
3. Assess, identify, maintain and enhance resources for emergency response.
• GOAL 3. Implement initiatives to engage the whole community in order to more
effectively recover from disasters.
1. Enhance community partnerships to identify and resolve unmet needs.
2. Review and enhance short and long-term recovery methods.
3. Pioneer new techniques for more accurate and timely damage assessments.
• GOAL 4. Build a more resilient community through innovative mitigation strategies.
1. Identify and apply new research to accurately assess possible risks and hazards to
the community.
2. Leverage various funding sources to complete mitigation projects.
NOTE: OFFICE OF EMERGENCY MANAGEMENT HAS A COMPREHENSIVE STRATEGIC
PLAN AVAILABLE ONLINE AT: http://www.co.weld.co.us/Departments/OEM/index.html
259
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: General Engineering - - 1000-31100
DEPARTMENT DESCRIPTION: The General Engineering division provides engineering
services for bridge designs; field survey operations to establish line and grade control;
administrative and inspection work in utility and subdivision construction; laboratory tests to
determine soil properties, construction and materials quality; and all phases of highway
engineering, bridge engineering, design and construction inspection.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
REQUESTED
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 3,664,747
$ 3,427,474
$ 3,427,474
$ 3,427,474
Supplies
196,541
207,323
308,356
308,356
Purchased
Services
3,620,576
14,625,593
17,957,167
17,957,167
Capital
1,442,036
10,000
0
0
Contra
- 951, 579
-240,
578
-153,
784
-153,
784
Gross County Cost
$ 7,972,321
$ 18,029,812
$ 21,539,213
$ 21,539,213
Revenue
0
0
0
0
Net
County Cost
$ 7,972,321
$ 18,029,812
$ 21,539,213
$ 21,539,213
Budgeted
Positions
39.0
29.0
29.0
29.0
SUMMARY OF CHANGES: Supplies are up a total of $101,033. Small Items of Equipment
increased $5,080 for the purchase of a small printer/scanner/copier for the Sign Shop and larger
monitors for eight Accela users. Software Maintenance increased $97,903 due to anticipated
costs for licensing and software. Other Operating Supplies decreased $2,000 based on
anticipated purchases.
Purchased Services is up a total of $3,331,574. Memberships and Registration Fees increased
$305 to reflect radiation monitoring fees. Other Purchased Services decreased $435 as the
number of water permits has decreased by one. Engineering and Architectural increased $50,000
for engineering consultants and surveying needs. Other Professional Services increased
$135,480 for geotechnical services and roadway profilograph costs. Weather station monitoring
costs were decreased to reflect actual billings. Vehicle Expense increased $37,737 for repair and
maintenance costs. Training increased $9,613 for accident scene training. Infrastructure Projects
increased $4,566,097 due largely to right-of-way and utility costs for a new roundabout at WCR
54 and WCR 13 and right-of-way and utilities at State Highway 52 and WCR 41 intersection.
Grants and Donations decreased $1,500,706 due to current Intergovernmental agreement
obligations. There are no requests for Capital Equipment in 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
260
GENERAL ENGINEERING
(CONTINUED)
1000-31100
BOARD ACTION:
2022 ACCOMPLISHMENTS:
1. Updated project specifications to protect the County from possible change orders.
2. Established a Civil 3-D working group to ensure all users understand how the software
functions while doing certain design activities.
3. Performed more in-house lab tests.
2023 BUDGET GOALS AND PRIORITIES:
1. Reduce drawing errors by having multiple staff review the plan set.
2. Provide the most accurate cost estimates possible by using multiple cost sources.
3. Provide County generated spreadsheets for CDOT required paperwork and lab tests.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Out
• uts
Number
Number
Number
Access
Right
-of
of
of
of
Permit
-Way
designs
construction
land
Permits
use
completed
case
projects
reviews
completed
9
2
1,061
2,691
847
18
10
948
2,000
750
1,050
2,722
9
6
900
Efficiency Measures
FTE's
per 10,000/capita
1.147
0.834 0.813
Per capita
cost
$23.45
$51.83
$60.38
261
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
LAST
FY
RECOMMEND
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
58,965
253,000
277,000
277,000
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 58,965
$ 253,000
$ 277,000
$ 277,000
Revenue
0
0
0
0
Net
County Cost
$ 58,965
$ 253,000
$ 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: The Poudre River Trail request is $14,000
higher than the previous year but the IGA and maintenance agreement were agreed upon by the
board for 2022. Recommend approval.
BOARD ACTION:
262
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.
ACTUAL
LAST
FY
RECOMMEND
NEXT
FY
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
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 2022.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
263
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.
ACTUAL
LAST
FY
REQUESTED
RECOMMEND
RESOURCES
BUDGETED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$
0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
8,215
10,000
10,000
10,000
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 8,215
$ 10,000
$ 10,000
$ 10,000
Revenue
0
0
0
0
Net
County Cost
$ 8,215
$ 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 2022 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:
264
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
LAST
FY
RECOMMEND
NEXT
FY
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
38,225
38,225
38,225
38,225
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 38,225
$ 38,225
$ 38,225
$ 38,225
Revenue
0
0
0
0
Net
County Cost
$ 38,225
$ 38,225
$ 38,225
$ 38,225
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Envision is requesting $38,225, which is the same as 2022.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
265
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health - - 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Range Behavioral
Health which provides extensive mental health services to citizens in Weld County. In addition,
this budget funds client treatments in Weld County Adult Treatment Court.
RESOURCES
ACTUAL
FY
LAST
RECOMMEND
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
230,768
291,000
216,000
216,000
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 230,768
$ 291,000
$ 216,000
$ 216,000
Revenue
0
0
0
0
Net
County Cost
$ 230,768
$ 291,000
$ 216,000
$ 216,000
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: North Range Behavioral Health is requesting $191,000, which is the
same amount as 2022. $121,000 is 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.
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: Recommend approval.
BOARD ACTION:
266
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
LAST
FY
RECOMMEND
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
0
0
0
0
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 2023 since the usage justifies Social
Services paying 100%.
BOARD ACTION:
267
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.
ACTUAL
FY
LAST
RECOMMEND
NEXT
FY
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
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:
268
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).
ACTUAL
LAST
FY
REQUESTED
RECOMMEND
RESOURCES
BUDGETED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$
0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
12,351
12,351
12,351
12,351
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Revenue
0
0
0
0
Net
County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The transfer to the Human Services Fund of $12,351 is for the Area
Agency on Aging Administration match.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
Fund.
269
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
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
8,022,131
5,708,281
6,035,292
6,035,292
Capital
0
0
0
0
Gross County Cost
$ 8,022,131
$ 5,708,281
$ 6,035,292
$ 6,035,292
Revenue
0
0
0
0
Net
County Cost
$ 8,022,131
$ 5,708,281
$ 6,035,292
$ 6,035,292
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: See Health Fund for details.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund.
270
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
FY
LAST
BUDGETED
REQUESTED
RECOMMEND
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
148,750
0
1,515,000
1,300,000
Gross County
Cost
$ 148,750
$ 0
$ 1,515,000
$ 1,300,000
Revenue
279
0
0
0
Net
County Cost
$ 148,471
$ 0
$ 1,515,000
$ 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 2022 to serve Weld County. Upstate
Colorado requested $150,000, same as the past four years. Upstate wishes to continue the
additional $50,000 for the succession programing started in 2019 for 3-5 years. The additional
amount above the base funding level of $100,000 will assist in staffing overlap.
$1,300,000 has budgeted in 2023 to cover the consultant, legal, 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 the base funding for Upstate for $100,000, and the $50,000
for succession planning is a policy issue for the board. It is recommended that these requests be
paid out of the Economic Development Trust again in 2023. The Economic Development Trust
Fund is well funded with over $14 million uncommitted and can absorb this cost. Recommend the
funding for the air quality monitoring program.
BOARD ACTION:
271
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.
ACTUAL
LAST
FY
REQUESTED
RECOMMEND
RESOURCES
BUDGETED
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:
272
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
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
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
D The total maximum payment liability of the
local government under all lease -purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal
$ -0-
$ -0-
$ -0-
$ -0-
273
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
LAST
FY
RECOMMEND
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$
0
$ 0
$ 0
Supplies
184,294
68,000
68,000
68,000
Purchased
Services
666,209
635,750
610,750
610,750
Fixed
Charges
106,630
215,000
240,000
240,000
Capital
7,784
0
0
0
Gross County Cost
$ 964,917
$
918,750
$ 918,750
$ 918,750
Revenue
123,084,392
118,910,002
158,886,465
159,277,874
Net County Cost
$ - 122,119,475
$ - 117,991,252
$ - 157,967,715
$ - 158,359,124
SUMMARY OF CHANGES: There is no change to the expense side of this budget. Purchased
Services are down $25,000 with an adjustment for historical expenditure patterns among
accounts. Fixed Charges for costs miscellaneous expenses are up $25,000.
Revenues are up $40,367,872 from the current year. Property taxes are budgeted at
$149,616,962, up $39,747,381. Revenue from interest earnings is at $4,000,000 for 2023. Rents
from Buildings total $490,078 from Social Services ($166,234), Grainery farm lease ($20,400),
and Community Corrections Building ($316,349). Recovery of indirect costs is $5,899,981 and
revenues from Urban Renewal Authorities (URA) are budgeted at $708,434. American Rescue
Act grant funds are down $9,600,000 as the program has ended. Tobacco tax is $160,000. Other
smaller revenues are stable with little change. Total revenues are $159,277,874.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
274
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.
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
RESOURCES
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel Services
$ 0
$
0
$ 0
$ 0
Purchased
Services
40,000
15,000
85,000
65,000
Gross County Cost
$ 40,000
$ 15,000
$ 85,000
$ 65,000
Revenue
0
0
0
0
Net
County Cost
$ 40,000
$ 15,000
$ 85,000
$ 65,000
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Funding is included for the following community agencies:
AGENCY
Reading Great by 8
211 Information and Referral
Weld's Way Home
Total
PRIOR YEAR
$ 10,000
0
5,000
$ 15,000
REQUEST
$ 10,000
50,000
25,000
$ 85,000
RECOMMEND
$ 10,000
50,000
5,000
$ 65,000
FINAL
0
0
0
$o
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:
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.
211 Information and Referral program has requested $50,000 for the 211 information and
referral system operated by United Way. Weld provided $75,000 of CARES funding in 2020
with the expectation that no funding would be given in 2021 through 2023. The
recommendation to fund at $50,000 is given because of the collaboration between Human
Services and 211. The services indirectly offset staff needs in Human Services and the
programs provided, resulting in an overall cost savings to the county.
275
COMMUNITY AGENCY GRANTS
(CONTINUED)
1000-90150
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
Weld's Way Home has requested $25,000 for 2023. 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.
Homeless Shelters have not been funded in the past by General Fund dollars. Catholic
Charities, A Woman's Place, and Greeley Transitional House did not request General Fund
monies for 2023. 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.
276
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Weld County Bright Futures - 1000-90160
DEPARTMENT DESCRIPTION: The Weld County Bright Futures budget unit accounts for the
Weld County Bright Futures Program and the donations and tax credits that support it. The
program offers student grants from donations to eligible Weld County high school graduates,
students earning GEDs and veterans pursuing post high school education or training. Under SB
15-82 the County is authorized to allow the use of county property tax incentive payments or
credits to taxpayers contributing to the program for workforce development.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 12,648
$ 0
$ 0
$ 0
Supplies
13,500
0
0
0
Purchased
Services
254,121
275,763
296,043
296,043
Fixed
Charges
0
0
2,500,000
2,500,000
Capital
0
0
0
0
Gross County Cost
$ 280,269
$ 275,763
$ 2,796,043
$ 2,796,043
Revenue
31
0
0
0
Net
County Cost
$ 280,238
$ 275,763
$ 2,796,043
$ 2,796,043
Budgeted
Positions
0
0
0
0
SUMMARY OF CHANGES: The 2023 request includes a 5% COLA increase for the 1.5 FTE that
manages the program and has been paid out of the Weld Trust since 2021. The requested budget
also returns $8,000 for the Americorp Vista Program Fee that is to be utilized in 2023 as well.
There is an increase of $12,059 to cover expenses through a COSI (Colorado Opportunity
Scholarship Initiative) grant.
$2,500,000 has been added to cover the anticipated Bankhead Jones transfer in 2023.
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:
277
BRIGHT FUTURES
(CONTINUED)
1000-90160
PERFORMANCE MEASURES
Work Outputs
expenditure
expenditure
ACTUAL
ESTIMATED
PROJECTED
1,003
$1.75
0.000
$0.82
$5.15
1,083
M $2.17
0.000
$0.79
$6.23
M
1,137
$2.27043M
0.000
$0.83
$6.38
Students
Grant
Dollars
in
Program
Awarded
Measures
Efficiency
per
10,000/capita
administrative
student
grant
FTE's
Per
Per
capita
capita
278
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICES
BUDGET UNIT TITLE AND NUMBER: Extension - - 1000-96100
DEPARTMENT DESCRIPTION: The Extension Services Department provides adults and 4-H
youth with unbiased, research -based education for agricultural, environmental, and consumer
issues.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 406,590
$ 419,755
$ 437,613
$ 437,613
Supplies
5,276
8,300
8,300
8,300
Purchased
Services
22,694
39,700
56,200
56,200
Fixed
Charges
179
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 434,739
$ 467,755
$ 502,113
$ 502,113
Revenue
0
0
0
0
Net
County Cost
$ 434,739
$ 467,755
$ 502,113
$ 502,113
Budgeted
Positions
12.375
12.375
12.375
12.375
SUMMARY OF CHANGES: Personnel increased by $17,858 to account for up to a 10% COLA
for State staff and the contribution from the county via the MOU. Purchased Services increased
by $16,500 and includes depreciation and fuel for a newly requested vehicle ($10,000), increased
mileage reimbursement due to fuel prices ($3,500), registration fees for outreach events ($1,000)
and print materials for deliverables ($2,000).
FINANCE/ADMINISTRATION RECOMMENDATION: The vehicle is a policy issue for the board,
Recommend approval.
BOARD ACTION:
279
EXTENSION SERVICES
(CONTINUED)
1000-96100
2022 ACCOMPLISHMENTS:
1. Partnered with Washington County and CSU to hire an Agronomy Agent.
2. Elevated Extension publication.
3. Completed the community needs assessment.
2023 BUDGET GOALS AND PRIORITIES:
1. Implement Juntos 4-H program.
2. Carry out goals and programs identified in office strategic plan.
3. Achieve and receive academic faculty status for agents.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Out
• uts
4-H
enrollment
944
988 1,000
4-H
volunteers
210
188 200
4-H
outreach
(non -duplicate)
1,533
2,290 2,300
4-H
outreach
contact
hours 2,590 4,242
4,500
Master
Gardener contacts 2,337 2,000 2,400
Master
Gardener volunteer
hours 2,299 2,200 2,500
Family
outreach
& Consumer Science social media 7,000 10,000
20,000
Family
outreach
& Consumer Science in
person 481
500 550
Measures
Efficiency
per 10,000/capita
.364 .356 .347
FTE's
Per
capita
cost (county
support)
$1.28 $1.34 $1.41
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.
280
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.
ACTUAL
LAST
FY
RECOMMEND
NEXT
FY
RESOURCES
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
Personnel
Services
$ 85,010
$ 79,768
$ 79,768
$ 79,768
Supplies
20,017
20,000
20,000
20,000
Purchased
Services
0
68,995
68,995
68,995
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 105,027
$ 168,763
$ 168,763
$ 168,763
Revenue
0
0
0
0
Net
County Cost
$ 105,027
$ 168,763
$ 168,763
$ 168,763
Budgeted
Positions
1.25
1.25
1.25
1.25
SUMMARY OF CHANGES: No changes requested for funding in 2023. The only request is to
reallocate some of the existing Supplies money approved to also purchase a new animal scale
for the fair.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
281
COUNTY FAIR
(CONTINUED)
1000-96200
2022 ACCOMPLISHMENTS:
1. Started a Ranch Rodeo.
2. Brought in more vendors.
3. Increased volunteers for committees and during Fair.
2023 BUDGET GOALS AND PRIORITIES:
1. Increase entries and exhibitor numbers.
2. Add another big event to the Fair.
3. Collaborate with partners to build a new building/pavilion.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Out •
uts
Exhibits
registered
5,884 6,000 8,000
Exhibitors
registered
961
975 1,000
Attendees
3,000 4,000 5,000
Efficiency
Measures
FTE's
per 10,000/capita
.037 .036 .035
Per capita
cost
(county
support)
$0.31 $0.49 $0.47
282
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FACILITIES
BUDGET UNIT TITLE AND NUMBER: Veterans Services - - 1000-96400
DEPARTMENT DESCRIPTION: The Veterans Services division provides all types of services to
veterans of Weld County.
ACTUAL
LAST
FY
REQUESTED
NEXT
FY
RECOMMEND
RESOURCES
BUDGETED
CURRENT
FY
NEXT
FY
Personnel
Services
$ 178,793
$ 174,267
$ 178,007
$ 178,007
Supplies
343
3,500
3,500
3,500
Purchased
Services
5,128
12,898
9,998
9,998
Gross County Cost
$ 184,264
$ 190,665
$ 191,505
$ 191,505
Revenue
42,308
28,560
28,560
28,560
Net
County Cost
$ 141,956
$ 162,105
$ 162,945
$ 162,945
Budgeted
Positions
3.0
2.0
2.0
2.0
SUMMARY OF CHANGES: Personnel services are up $3,740 due to reclassification of Assistant
Veterans Service Officer (Grade 30) to Veterans Service Officer Supervisor (Grade 32).
Purchased Service is down $2,900 due to recurring accreditation training being conducted at
State level versus National level in 2023. The offsetting amounts increase the Net County cost
by $840.
FINANCE/ADMINISTRATION RECOMMENDATION: The reclassification is a policy issue for the
board. Recommend approval.
BOARD ACTION:
283
VETERANS SERVICES
(CONTINUED)
1000-96400
2022 ACCOMPLISHMENTS:
1. Successfully managed over 6,211 active veterans claims and cases.
2. Processed 178 claims in calendar year
3. Awarded 260 pending veterans claims
2023 BUDGET GOALS AND PRIORITIES:
1. Ensure 100% accurate submission of fully developed service -connected disability claims on
behalf of veterans seeking services.
2. Assist qualified veterans and dependents with enrollment into Veterans Administration health
care
3. Provide application assistance for education, burial, and survivor benefits.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active
Office
Efficiency
files
visits
6,211
1,200
Measures
4,950
1,200
6,300
1,200
FTE's
per 10,000/capita
0.088 0.057 0.056
Per capita
cost
(county
support
$0.42
$0.47 $0.46
284
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).
ACTUAL
LAST
FY
REQUESTED
RECOMMEND
NEXT
FY
RESOURCES
BUDGETED
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
133,697
153,701
171,263
171,263
Capital
805,000
0
0
0
Gross County Cost
$ 938,697
$ 153,701
$ 171,263
$ 171,263
Revenue
0
0
0
0
Net
County Cost
$ 938,697
$ 153,701
$ 171,263
$ 171,263
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Event Center's proposed budget for 2023 is $533,527. Revenue
from rents and facility use fees for 2023 is estimated to be $191,000. The County payment for the
Event Center is proposed to be $171,263, which is up $17,562, or 11.4%. The increase is due to
the increased costs of labor and utilities and anticipated higher usage with COVID not restricting
large gathering. 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.
Capital expenses in 2021 were one-time expenses for the improvements to the arena stage
($500,000) and $305,000 for the change to LED lighting in the Event Center.
The City of Greeley will also contribute $171,263 for 2023, 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:
285
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.
ACTUAL
LAST
FY
RECOMMEND
NEXT
FY
RESOURCES
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
4,433,153
4,207,017
4,700,500
4,700,500
Fixed
Charges
385,024
458,274
437,385
437,385
Capital
0
0
0
0
Gross County Cost
$ 4,818,177
$ 4,665,291
$ 5,137,885
$ 5,137,885
Revenue
0
0
0
0
Net
County Cost
$ 4,818,177
$ 4,665,291
$ 5,137,885
$ 5,137,885
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. $60,000 for engineering for water rights on
gravel pits and $29,385 for water right assessments owned by the county. $408,000 is funded for
the leases of county assets. $4,640,500 is funded for depreciation of county assets.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
286
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.
ACTUAL
LAST
FY
RECOMMEND
NEXT
FY
RESOURCES
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
Personnel
Services
$ 0
$ 0
$ 9,559,316
$ 9,559,316
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
$ 9,559,316
$ 9,559,316
Revenue
0
0
0
0
Net
County Cost
$ 0
$ 0
$ 9,559,316
$ 9,559,316
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: 2023 salary increases are a policy issue for the Board. In July 2022,
the Board approved a mid -year 3% cost -of -living adjustment to keep up with the increasing
inflation and remain competitive with surrounding local governments. There is an additional
recommended 5% cost -of -living included in the 2023 budget and funds for step increases due to
employees in 2023. In addition, there is $63,721 to bring approximately 25 part-time employees
to their comparative step rates related to their full-time counterparts.
The budget also reflects a 15% increase to county paid health insurance costs. Employees will
be asked to pay an additional 5% to their premiums as well. This is the first increase in insurance
rates in nine years.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION:
287
288
Hello