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INCLUDED IN PAPER FILE.
REMAINDER RETAINED
ELECTRONICALLY IN TYLER.
PUBLIC WORKS
Revenue Changes
$200,000,000 -
$180,000,000
$160.000,000
$140,000,000
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$40,000,000
S20,000,000
$0
Other Taxes
$13,100,000
5%
Federal/State
$21,856,459
8%
Severance Tax
$2501000
0%
Fund Balance
$190,300,000
70%
0
0
0
0
0
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$11,300,000
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2023 Revenue
Total $272,274,791 (2022 $202,410,722)
Transfer Solid Waste
$9001000
0%
Miscellaneous
$19,118,332
I 7%
Highway Users Fee
$10,800,000
4%
Property Taxes
$15,000,000
6%
Licenses/Permits
$9501000
0%
Co 1-tKVn:ca+1 ors
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289
2022-3034
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PUBLIC WORKS
2023 EXPENDITURES
Total $81,898,770 (2022 $69,365,102)
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Bridge Construction
$8,225,670
10%
Municipalities
$3,591,243
4%
Pavement
Mangement
$10;745,561
13%
Public Works
$31,681,868
39%
Gravel Road
Management
$10,170,635
12%
Maintenance Support
$3,354,757
4%
Trucking $6,521,953
8%
Mining $6,266,481
8%
Adm instration
$1,340,602
2%
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Public Works Pavement Municipalities Bridge Gravel Road Maintenance Trucking
Mangement Construction Management Support
Mining Adminstration
SEVEN YEAR TREND
Public Works
$100
$90
$80
$70
$60
co
z
O $50
J
J
2
$40
$30
$20
$10
$0
81.5
82.8
81.9
68.91
69.365
63.67
65.08
2017
2018
2019
2020
2021
2022
2023
291
PUBLIC WORKS FUND SUMMARY
The Public Works Fund records all costs related to Weld County road and bridge construction
and maintenance. This fund is also utilized for allocation of monies to cities and towns for use in
their road and street activities. The resources for 2023 total $272,274,791 and include a fund
balance of $190,300,000. Property tax is set at $15,000,000. Specific Ownership tax is estimated
to increase slightly to $11,600,000, $300,000 more than 2022. 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 are 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 budgeted appropriations for Public Works in 2023 total $81,898,770 and are up $12,533,668.
The increase is primarily made up of three large projects in 2023 and 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,
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.
292
While the growth in the County's assessed value and economic stimulus of the energy industry in
Weld County has been positive in recent years, the downside is the County has had to add
significant resources to the Public Works budget to accommodate heavy hauling traffic, address
safety issues, and improve roads impacted by the oil and gas industry's heavy hauling on county
roads due to new exploration and population growth. A five-year Public Works Capital
Improvement Plan will continue to be updated annually and will ensure a fair and reasonable
determination of project priorities in accordance with the County's overall transportation needs,
especially in dealing with the impact of energy development and population growth in the County.
As oil and gas prices and production stabilize, looking forward to 2023 and beyond, the amount
spent on capital projects should also be stable.
The 2023 Public Works Capital Improvements Plan is available on the County web site at
http://www.co.weld.co.us/departments/public works/index.html.
293
CONCERNING LOCAL
ACCOUNTABILITY
FOR MONEY USED
FOR HIGHWAY PURPOSES
In accordance with Section 29-1-110, C.R.S., 1973, at a public hearing on the budget, Weld
County must discuss the proposed use of its allocation of highway users tax fund monies and the
County Public Works Fund and provide an opportunity for any elector to be heard on the
expenditure of such monies for the current year and for the fiscal year governed by the proposed
budget.
The proposed use of the 2023 allocation of highway user tax fund monies and county road and
bridge fund are as follows:
Gravel Road Management
Maintenance Support
$ 10,170, 635
629,365
TOTAL $ 10,800,000
294
CONSTRUCTION BIDDING FOR
STATE -FUNDED LOCAL PROJECTS
In accordance with Sections 29-1-701 through 707, C.R.S., as amended, cities or counties of
30,000 persons or more are required to bid projects over $150,000. Local governments are
required to bid competitively among private contractors for projects using Highway Users Tax
Fund money (state funded projects) and are prohibited from dividing projects into two or more
projects to evade provisions of the act.
:'State -funded public project" means any construction, alteration, repair, demolition, or
improvement by any agency of local government of any land, structure, facility, road, highway,
bridge, or other public improvement suitable for and intended for use in the promotion of the public
health, welfare, or safety and any defined maintenance project which is funded in whole, or in
part, from the highway users tax fund and which may be reasonably expected to exceed $150,000
in the aggregate for any fiscal year.
"Defined maintenance project" means any project that involves a significant reconstruction,
alteration, or improvement of any existing road, highway, bridge, structure, facility, or other public
improvement, including, but not limited to, repairing or seal coating of roads or highways or major
internal or external reconstruction or alteration of existing structures. "Defined maintenance
project" does not include routine maintenance activities such as snow removal, minor surface
repair of roads or highways, cleaning of ditches, regrading of unsurfaced roads, repainting,
replacement of floor coverings, or minor reconstruction or alteration of existing structures.
Based upon the above definitions, Weld County's Public Works 2023 budget would be allocated
as follows by the above categories:
TOTAL
Road and Bridge Construction $ 8,225,670
Gravel Road Management 10,170,635
Maintenance Support 3,354,757
Trucking 6,521,953
Mining 6,266,481
Administration 1,340,602
Pavement Management 10,745,561
Municipalities 3,591,243
Public Works:
Haul Route Program (HARP) 3,000,000
Part-time 1,777,609
Contract 26.904.259
HUTF STATE
$ 0
10,170, 635
629,365
0
0
0
0
0
LOCAL/OTHER
$ 8, 225, 670
0
2, 725, 392
6,521,953
6,266,481
1, 340, 602
10,745,561
3.591.243
0 3,000,000
0 1,777,609
0 26.904.259
TOTAL $81,898,770
$10,800,000 $71,098,770
Based on the above allocation, Weld County is not required to competitively bid any service.
However, it is anticipated that Weld County will bid out $3,581,740 in asphalt purchases and
contracts for overlays and reconstruction, chip and seal of $1,931,600, and $2,899,000 in surface
gravel for a total of $8,412,340 in bid projects for 2023. A major portion of the $26,904,259 may
also be contracted, which raises the potential bid project amount to $35,316,599. Maintenance of
effort requirement was eliminated by the 1994 State Legislature, effective with the 1995 budget
and, therefore, it is not demonstrated in this budget document.
295
PUBLIC WORKS
SUMMARY OF REVENUES
2023
Fund Org Acct
2000
2000
2000
90100 4112
90100 4130
90100 4140
Account Title
TAXES
CURRENT PROPERTY TAXES
SPECIFIC OWNERSHIP TAXES
SEVERANCE TAXES
TOTAL TAXES
PERMITS
2000 90100 4221 PERMITS
2000
2000
2000
2000
2000
90100 4316
90100 4318
90100 4334
90100 4338
90100 4340
2000 90100 4640
2000 90100 4680
INTERGOVERNMENTAL
GRAZING ACT
PAYMENT IN LIEU OF TAXES
HIGHWAY USER
MOTOR VEHICLE REG
GRANTS
TOTAL INTERGOVERNMENTAL
MISCELLANEOUS
OIL AND GAS
OTHER
TOTAL MISCELLANEOUS
TRANSFER
2000 90100 712700 TRANSFER
TOTAL PUBLIC WORKS
2022
Budget
15, 000, 000
11, 300, 000
250,000
2023
Request
15, 000, 000
11,600,000
1,5001000
2023
Recommend
15, 000, 000
11,600,000
1,5001000
2023
Final
26,550,000 28,100,000
28,100,000
625,000
300,000
80,000
10, 500, 000
375,000
24,691, 818
950,000
6,5001000
88,500
10, 800, 000
400,000
41067,959
950,000
61500,000
88,500
10, 800, 000
400,000
4,067,959
35,946,818 21,856,459
21,856,459
6,650,000
850,000
25, 500, 000
4,668,332
25,500,000
4,668,332
7,500,000 30,168,332
30,168,332
1,288,904
900,000
900,000
71,910,722 81,974,791
81,974,791
PUBLIC WORKS
SUMMARY OF EXPENDITURES
2023
Fund Org £enditure Function
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
30100 ADMINISTRATION
32100 TRUCKING
32200 GRAVEL ROAD MANAGEMENT
32300 ROAD AND BRIDGE CONSTRUCTION
32400 MAINTENANCE SUPPORT
32500 OTHER PUBLIC WORKS
32600 MINING
32700 PAVEMENT MANAGEMENT
56200 CITIES AND TOWNS
99999 CONTINGENCY
TOTAL PUBLIC WORKS
2022
Budget
1,258,937
5,703,051
8,641,054
7,302,397
2,724,416
24,414,603
6,058,822
9,670,579
3,591,243
0
2023
Request
1,269,009
6,208,000
9,738,155
7,986,643
3,208,418
31, 575,188
6,211,403
10,550,430
3,591,243
1,560,281
2023
Recommend
1,269,009
6,208,000
9,738,155
7,986,643
3,208,418
31, 575,188
6,211,403
10,550,430
3,591,243
1,560,281
2023
Final
69,365,102
81,898,770
81,898, 770 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2000
DEPARTMENT DESCRIPTION: See individual units.
ACTUAL
LAST
FY
REQUESTED
RECOMMEND
RESOURCES
BUDGETED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 15,326,540
$ 16,914,820
$ 18,828,060
$ 18,828,060
Supplies
11,893,238
17,138,400
17,923,180
17,923,180
Purchased
Services
29,087,007
31,441,882
44,999,530
44,999,530
Fixed
Charges
605,643
3,870,000
70,000
70,000
Contra
Expense
0
0
0
0
Capital
37,960
0
78,000
78,000
Gross County
Cost
$56,950,388
$ 69, 365,102
$ 81,
898, 770
$ 81,
898, 770
Revenue/Fund
Bal.
46,293,661
54,365,102
66,898,770
66,898,770
Net
County
Cost
$ 10,656,727
$ 15,000,000
$ 15,000,000
$ 15,000,000
Budgeted
Positions
166
171
175
175
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100
DEPARTMENT DESCRIPTION: The Administration division directs the activities of Public
Works, coordinates complaints, and maintains cost accounting records on projects.
RESOURCES
RECOMMEND
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
ACTUAL
LAST
FY
NEXT
FY
Personnel
Services
$ 945,846
$ 915,726
$ 921,902
$ 921,902
Supplies
103,090
132,821
132,621
132,621
Purchased
Services
172,475
210,390
214,486
214,486
Fixed
Charges
-2,190
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,219,221
$ 1,258,937
$ 1,269,009
$ 1,269,009
Revenue
0
0
0
0
Net
County Cost
$ 1,219,221
$ 1,258,937
$ 1,269,009
$ 1,269,009
Budgeted
Positions
9
8
8
8
SUMMARY OF CHANGES: Personnel Services increased $6,176 with the reclassification of two
Office Tech III positions to Office Tech IV. Supplies decreased $200 for Other Operating Supplies
as no radios will be purchased. Costs for CPR cards issued by the HR Department after training
are included this year.
Purchased Services increased a total of $4,096. Adjustments were made throughout the budget
for actual anticipated expenses with the largest changes being in Phones to add nine desk phones
at the satellite grader stations, Training due to higher conference registration fees, and the
addition of emissions training for Mining employees for the crushing plant.
FINANCE/ADMINISTRATION RECOMMENDATION: The administrative reclassifications are not
recommended based on further clarification of existing duties. All others, recommend approval.
BOARD ACTION:
299
ADMINISTRATION
(CONTINUED)
2000-30100
2022 ACCOMPLISHMENTS:
1. Started final phase of historical scanning project which is 35% complete.
2. Created reports for Cartegraph.
3. Completed fully trained backup personnel within administrative team.
2023 BUDGET GOALS AND PRIORITIES:
1. Transition away from Pubworks database to Cartegraph reporting for audit and statistical use.
2. Develop automations in Cartegraph database system to increase efficiency.
3. Improve data analysis from incident investigation/data gathering to enhance safety outcomes.
PERFORMANCE MEASURES
Work Outputs
duties
with
ACTUAL
ESTIMATED
PROJECTED
less
95%
0.265
$3.59
95% 95%
0.230 0.224
$3.62 $3.56
Perform
Efficiency
than
administrative
1% error
Measures
FTE's
Per
per 10,000/capita
cost (county
support)
capita
300
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Trucking - - 2000-32100
DEPARTMENT DESCRIPTION: The Trucking division conducts snow removal operations and
provides loading and transportation of materials and equipment to all job sites, gravel roads,
aggregate pits, stockpile sites, and capital improvement projects with 33 full time employees, 30
assigned truck tractors and 36 trailers, 4 loaders and 5 dump trucks. This department is
responsible for organizing and supervising the County Community Service Work Program and
operational supervision and management of the trucking contract.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
REQUESTED
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 2,675,806
$ 2,866,786
$ 2,866,786
$ 2,866,786
Supplies
19,669
7,000
8,000
8,000
Purchased
Services
3,048,488
2,829,265
3,333,214
3,333,214
Fixed
Charges
-1,095
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 5,742,868
$ 5,703,051
$ 6,208,000
$ 6,208,000
Revenue
0
0
0
0
Net
County Cost
$ 5,742,868
$ 5,703,051
$ 6,208,000
$ 6,208,000
Budgeted
Positions
33
33
33
33
SUMMARY OF CHANGES: Supplies increased $1,000 for anticipated increases in the cost of
goods. Purchased Services increased a total of $503,949. Vehicle Expense increased $501,949
for fuel for one additional CNG vehicle and fuel for additional diesel vehicles with the elimination
of LNG vehicles. Repair and Maintenance Other increased $2,000 due to anticipated increases
in the cost of materials.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
301
TRUCKING
(CONTINUED)
2000-32100
2022 ACCOMPLISHMENTS:
1. Satisfied material hauling needs for all Public Works divisions.
2. Stayed within the confines of the budget.
3. Completed material hauling contract.
2023 BUDGET GOALS AND PRIORITIES:
1. Strive to complete annual gravel road maintenance plan.
2. Continue to satisfy material hauling needs for all Public Works divisions.
3. Meet material hauling needs.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Out •
uts
Tons of Surface
Tons of All
Material
Gravel
Transported
Transported
437,378 430,000 430,000
658,005 670,000 670,000
Efficiency Measures
FTE's
per 10,000/capita
0.971
0.949 0.925
Per capita
cost
(county
support)
$16.89
$16.39
$17.40
302
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Gravel Road Management - 2000-32200
DEPARTMENT DESCRIPTION: The Gravel Road Management division manages a fleet of 46
motor graders, 13 water tankers, 9 rollers, 2 reclaimers, 29 grader zones, 20 satellite Public
Works facilities, and four fugitive dust/roving maintenance teams responsible for the upkeep of
gravel roads in Weld County (approximately 2,500 miles).
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 4,212,099
$ 4,452,415
$ 4,565,792
$ 4,565,792
Supplies
1,461,484
2,110,010
2,161,780
2,161,780
Purchased
Services
2,447,579
2,078,629
3,010,583
3,010,583
Fixed
Charges
-1,095
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 8,120,067
$ 8,641,054
$ 9,738,155
$ 9,738,155
Revenue
0
0
0
0
Net
County Cost
$ 8,120,067
$ 8,641,054
$ 9,738,155
$ 9,738,155
Budgeted
Positions
52
52
53
53
SUMMARY OF CHANGES: Personnel Services are up a total of $113,377 and reflect the salary
and benefits of a supervisor position at a Grade 46 to be able to split the vast mileage covered by
one current supervisor.
Supplies increased $51,770 for anticipated increased costs for dust palliative material and
supplies for satellite grader stations. Purchased Services is up $931,954. Utilities increased
$22,500 to better reflect historic costs for utilities at the grader stations. Vehicle Expense
increased $909,454 for additional fuel for the new supervisor vehicle and purchasing more diesel
fuel with the elimination of LNG vehicles.
FINANCE/ADMINISTRATION RECOMMENDATION: The supervisor position is a policy issue
for the board. Recommend approval.
BOARD ACTION:
303
GRAVEL ROAD MANAGEMENT
(CONTINUED)
2000-32200
2022 ACCOMPLISHMENTS:
1. Stayed within division's budget in all accounts.
2. Upgraded and improved gravel roads throughout Weld County.
3. Addressed all citizen concerns in a timely manner.
2023 BUDGET GOALS AND PRIORITIES:
1. Maintain accurate and complete information in Cartegraph for reporting purposes.
2. Work within the confines of the Gravel Road Management budget.
3. Maintain accurate accounting and reporting for HUTF and GASB.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Outputs
Miles
of
Topical
Application
147 148
158
Miles
of
Full
Depth
Application
65 70 70
Miles
of
Road
Rehabilitation
24 25 28
Miles
of
Gravel
Replenished
426 395 415
Lane
Miles
of Gravel
Roads
Maintained
166,985
170,000
168,000
Lane
Miles
of Snow
Removed on Gravel
34,714 50,000 55,000
Roads
Efficiency
Measures
FTE's
per 10,000/capita
1.529
1.495
1.486
Per capita
cost (county
support)
$23.88 $24.84
$27.30
304
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Bridge Construction - - 2000-32300
DEPARTMENT DESCRIPTION: The Bridge Construction division consists of 33 full time
employees and 11 seasonal positions, with over $5 million of reportable equipment. It is organized
as a Bridge section, Construction section, and Drainage section which perform a variety of tasks
in those areas. This unit also supports snow and ice control and conducts tree removal on county
rights -of -way.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
CURRENT
FY
REQUESTED
NEXT
FY
RECOMMEND
NEXT
FY
Personnel
Services
$ 2,759,365
$ 3,055,651
$ 3,055,651
$ 3,055,651
Supplies
1,574,646
3,076,250
3,374,525
3,374,525
Purchased
Services
1,082,378
1,125,496
1,511,467
1,511,467
Fixed
Charges
-1,095
45,000
45,000
45,000
Capital
9,453
0
0
0
Gross County
Cost
$ 5,424,748
$ 7,302,397
$ 7,986,643
$ 7,986,643
Revenue
2,659
0
0
0
Net
County Cost
$ 5,422, 088
$ 7,302,397
$ 7,986,643
$ 7,986, 643
Budgeted
Positions
32
33
33
33
SUMMARY OF CHANGES: Supplies are up a total of $298,275. Road Construction Supplies is
up $56,700 for increased costs for bulk cement. Other Operating Supplies increased $14,250
due to higher costs for riprap, concrete and waterproofing material for bridges. Cost of Goods
Sold increased $227,325 due to the higher cost of steel products such as culverts and culvert
bands. A large increase in the cost of re -decking bridges is also anticipated.
Purchased Services is up $385,971 as Vehicle Expense increased as more diesel fuel will be
purchased with the elimination of LNG vehicles.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
305
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
2022 ACCOMPLISHMENTS:
1. Maintained zero restricted bridges in Weld County.
2. Completed Bridge Inspection Certification.
3. Completed replacement of all culverts ahead of road construction and maintenance overlay
projects.
2023 BUDGET GOALS AND PRIORITIES:
1. Complete essential findings on bridges to maintain zero restricted bridges.
2. Complete road construction projects within budget.
3. Complete semi-annual inspection of minor bridges by employees certified in bridge inspection.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Miles
Bridge
Culverts
of
Projects
Road
Replaced
Construction
Completed
Completed
10.25 11.0
5
83
85
15.0
6 7
85
Efficiency Measures
FTE's
per 10,000/capita
0.941
0.949 0.925
Per capita
cost
(county
support)
$15.95
$20.99 $22.39
306
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Maintenance Support - - 2000-32400
DEPARTMENT DESCRIPTION: The Maintenance Support division all traffic control
maintenance, management of signs, barricades, construction project signing, and roadway
striping county -wide. The unit conducts routine and sustained snow removal operations as
needed.
RESOURCES
ACTUAL
LAST
FY
RECOMMEND
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 1,046,550
$ 1,088,366
$ 1,307,582
$ 1,307,582
Supplies
655, 849
1,392,745
1,526,340
1,526 340
Purchased
Services
246,416
243,305
296,496
296,496
Fixed
Charges
-1,095
0
0
0
Capital
0
0
78,000
78,000
Gross County Cost
$ 1,947,720
$ 2,724,416
$ 3,208,418
$ 3,208,418
Revenue
0
0
0
0
Net
County Cost
$ 1,947,720
$ 2,724,416
$ 3,208,418
$ 3,208,418
Budgeted
Positions
12
12
15
15
SUMMARY OF CHANGES: Personnel Services are up a total of $219,216 with the addition of
three Service Worker III positions, including salaries, benefits and outerwear reimbursement. The
positions will be utilized between increases for the paint crew, signage and traffic control.
Supplies increased a total of $133,595. Road Construction Supplies are up $15,000 due to
additional costs for ice slicer and deicer for snow and ice control. Other Operating Supplies
increased $33,890 for the purchase of high build traffic paint and a new type of glass beads for
reflectivity. Cost of Goods Sold is up $84,705 due to higher costs for steel posts, increased costs
for yellow and white striping paint and an increase in the cost of snow fencing. Purchased Services
increased a total of $53,191, which is mostly due to increases in vehicle expenses and fuel.
Capital was added for $78,000 for the purchase of one digital sign printer, laminator and Graphtec
cutter to print signs in-house and reduce costs for sign making materials.
FINANCE/ADMINISTRATION RECOMMENDATION: The three positions, additional vehicles
and sign printer are all policy issues for the board. Recommend approval.
BOARD ACTION:
307
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
2022 ACCOMPLISHMENTS:
1. Identified, inventoried and GPS located all sign, thermal markings, and snow fence assets
within Cartegraph.
2. Conducted inspections of all thermal markings, snow fence assets and approximately 6,500 of
the 10,000 signs in Weld County.
3. Incorporated Cartegraph procedures to include inventory management and completed the
biannual internal audits.
2023 BUDGET GOALS AND PRIORITIES:
1. Implement plan to identify asset replacements (signs, thermal markings, snow fencing).
2. Reduce inventory of sign facing materials while improving production capabilities through new
sign making equipment/technology.
3. Improve workflow through technology automations to better address priorities.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Out•
uts
Stop
Miles
Scheduled
Signs
of
Pavement
Repaired
Construction
Striped
Closures
553 550 700
746 746 746
73 95 100
Efficiency Measures
FTE's
per 10,000/capita
0.353 0.345 0.421
Per capita
cost (county
support)
$5.73 $7.83 $8.99
308
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Other Public Works - - 2000-32500
DEPARTMENT DESCRIPTION: Other Public Works accounts for reserve/temporary employees
for seasonal work and contract payments for bridge grants and road construction projects are
included in this budget unit.
RESOURCES
ACTUAL
LAST
FY
RECOMMEND
REQUESTED
BUDGETED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 1,042,306
$ 1,656,739
$ 1,670,929
$ 1,670,929
Supplies
0
0
0
0
Purchased
Services
5,529,430
18,957,864
29,904,259
29,904,259
Fixed
Charges
24,500
3,800,000
0
0
Capital
0
0
0
0
Gross County Cost
$ 6,596,236
$ 24,414,603
$ 31,575,188
$ 31,575,188
Revenue
0
0
0
0
Net
County
Cost
$ 6,596,236
$ 24,414,603
$ 31,575,188
$ 31,575,188
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF 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), and 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.
Fixed Charges for $3,800,000 for Bridge 19/46.5A was moved to the Infrastructure Projects line
item.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
309
OTHER PUBLIC WORKS
(CONTINUED)
2000-32500
2022 ACCOMPLISHMENTS:
1. Completed the HRP and LVR programs within budget.
2. Updated project specifications to protect the County from possible change orders.
3. Performed more in-house lab tests.
2023 BUDGET GOALS AND PRIORITIES:
1. Complete HRP and LVR programs within budget.
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 Outputs
Bridge
Rehabilitation
Projects
5 5 2
Efficiency Measures
FTE's
per
10,000/capita
0 0 0
Per capita
cost (county
support)
$19.40
$70.19
$88.52
310
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Mining - - 2000-32600
DEPARTMENT DESCRIPTION: The Mining division is responsible for mining, crushing, and
screening of gravel in county -owned quarries.
ACTUAL
LAST
FY
REQUESTED
RESOURCES
BUDGETED
RECOMMEND
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 561,879
$ 609,974
$ 609,974
$ 609,974
Supplies
3,895,396
5,112,874
5,113,874
5,113,874
Purchased
Services
417,878
335,974
487,555
487,555
Fixed
Charges
3,113
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,878,266
$ 6,058,822
$ 6,211,403
$ 6,211,403
Revenue
0
0
0
0
Net
County Cost
$ 4,878,266
$ 6,058,822
$ 6,211,403
$ 6,211,403
Budgeted
Positions
7
7
7
7
SUMMARY OF CHANGES: Supplies increased $1,000 for Other Operating Supplies due to
anticipated higher costs of tools.
Purchased Services is up a total of $151,581. Vehicle Expense increased $147,581 based on
diesel fuel costs and estimated repair costs. Repair and Maintenance Other is up $4,000 due to
anticipated higher costs for materials.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
311
MINING
(CONTINUED)
2000-32600
2022 ACCOMPLISHMENTS:
1. Contracted crushing for needed materials.
2. Upgraded mining equipment.
3. Fulfilled crushing needs.
2023 BUDGET GOALS AND PRIORITIES:
1. Conduct safety and MSHA training.
2. Pursue future material resources for County crushing needs.
3. Continue to produce quality materials for Weld County needs.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Tons
Tons
of
of
Pit
Road
Run
Base
Material
Produced
Processed 520,445 510,000 510,000
368,345 357,000 357,000
Efficiency
Measures
FTE's
per 10,000/capita
0.206 0.201
0.196
Per capita
cost (county
support)
$14.35
$17.42
$17.41
312
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Pavement Management -- 2000-32700
DEPARTMENT DESCRIPTION: The Pavement Management division performs paved road
maintenance involving asphalt patching, potholes, and paving operations. It is also responsible
for pavement testing, concrete curb and gutter, crack fill, seal coat, and gravel shoulder
improvements as well as snow removal operation as needed.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 1,885,614
$ 2,269,163
$ 2,269,163
$ 2,269,163
Supplies
3,995,503
5,306,700
5,606,040
5,606,040
Purchased
Services
1,579,340
2,069,716
2,650,227
2,650,227
Fixed
Charges
16,405
25,000
25,000
25,000
Capital
0
0
0
0
Gross County Cost
$ 7,476,862
$ 9,670,579
$ 10,550,430
$ 10,550,430
Revenue
0
0
0
0
Net
County Cost
$ 7,476,862
$ 9,670,579
$ 10,550,430
$ 10,550,430
Budgeted
Positions
21
26
26
26
SUMMARY OF CHANGES: Supplies are up $299,340 as Road Construction Supplies was
increased due to higher costs for asphalt, paving fabric, chips and chip seal oil.
Purchased Services are up $580,511 as Contract Payments increased $295,000 for construction
signing and traffic control due to difficulties in hiring employees for this function. Other
Professional Services increased $90,000 for pavement data collection not completed in 2022.
Vehicle Expense increased $195,511 for anticipated repair costs and increased diesel fuel
purchases with the elimination of LNG vehicles.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
313
PAVEMENT MANAGEMENT
(CONTINUED)
2000-32700
2022 ACCOMPLISHMENTS:
1. Completed the maintenance overlay, chip seal, crack seal, concrete and slurry seal programs.
2. Completed the setup and data entry for scenario builder in Cartegraph.
3. Transitioned chip seal program from a 3/8" chip to 1/2" chip which should result in a longer life
span for the HMA roads.
2023 BUDGET GOALS AND PRIORITIES:
1. Complete all Pavement Management projects on time and under budget.
2. Set up a 3 -year plan for maintenance overlay, FDR projects, chip seal, slurry seal & crack fill.
3. Research new projects/ideas to help off -set the rising cost of products used in pavement
maintenance/preservation.
PERFORMANCE MEASURES
ACTUAL
PROJECTED
ESTIMATED
Work Out
• uts
Miles
of
Paving
27.80
29.50
29.00
Miles
of
Milling
25.30
23.90
28.00
Miles
of
Chip
Seal
40.30
42.30
45.00
Miles
of
Crack
Seal
32.98
45.00
45.00
Miles
of
Sand & Slurry
Seal
18.60
13.25
15.00
Measures
Efficiency
per 10,000/capita
0.618
0.747
0.729
FTE's
Per
capita
cost (county
support)
$21.99
X27.80
$29.58
314
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Grants -In -Aid to Cities and Towns - - 2000-56200
DEPARTMENT DESCRIPTION: In accordance with Section 43-2-202, C.R.S., 1973, 50 percent
of the mill levy collected by the County on assessed values within incorporated municipalities to
maintain county roads is paid to municipalities.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 0
$ 0
$
0
$ 0
Supplies
0
0
0
0
Purchased
Services
3,350,746
3,591,243
3,591,243
3,591,243
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,350,746
$ 3,591,243
$ 3,591,243
$ 3,591,243
Revenue
0
0
0
0
Net
County
Cost
$ 3,350,746
$ 3,591,243
$ 3,591,243
$ 3,591,243
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget is based upon the final assessed value of the municipalities
with the 2023 mill levy applied.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
315
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND _
BUDGET UNIT TITLE AND NUMBER: Non -Departmental Revenue - - 2000-90100
DEPARTMENT DESCRIPTION: The Non -Departmental Revenue budget unit accounts for
revenue generated by Public Works Fund.
RESOURCES
BUDGETED
CURRENT
FY
RECOMMEND
REQUESTED
NEXT
FY
ACTUAL
LAST
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Purchased
Services
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue/Fund
Balance
$ 46,289,377
$ 48,906,158
$ 66,974,791
$ 66,974,791
Net
County Cost
$ 23,219,986
$ 20,000,000
$ 15,000,000
$ 15,000,000
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The resources for 2023 total $272,274,791 which includes a fund
balance of $190,300,000. Property tax is set at $15,000,000 and 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, an
increase of $18,850,000 from 2022, The increase is because of the rebounding oil and gas
market from the decline of 2020. There is $900,00 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. PI LT 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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
316
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999
DEPARTMENT DESCRIPTION: Contingency funds will be used to cover recommended salary
increase amounts.
RESOURCES
RECOMMEND
NEXT
FY
CURRENT
BUDGETED
FY
REQUESTED
ACTUAL
LAST
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 1,506,281
$ 1,506,281
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 1,560,281
$ 1,560,281
Revenue
0
0
0
0
Net
County
Cost
$ 0
$ 0
$ 1,560,281
$ 1,560,281
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The 2023 salary increases are a policy issue for the Board and
included here are funds for step increases due employees in 2023 and cost of living increases. In
July 2022, the Board of County Commissioners approved a 3% mid -year 2022 cost of living
increase which is included in the contingency along with the originally planned 5% salary cost of
living amount included in this budget. The budget also reflects an increase of 15% in health
insurance costs. There are no other benefit changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
317
318
SOCIAL SERVICES
Revenue Changes
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
N. CI)
Ce, It
LO r
IC O
O r
r Cl;'
C4 r
r EA
CO
o 2022 ❑ 2023
0
O
0
at
O
0
0
Co
CO
Property taxes
Federal/State Fund Balance
2023 Revenue
Total $53,993,517 (2022 $48,965,400)
Fund Balance
$7,680,000
14%
Federal/State
$33,211,957
62%
Property taxes
$13,101,560
24%
SOCIAL SERVICES
2023 Expenditures
Total $46,313,517 (2022 $44,065,400)
Core Services
$2,711,200
6%
TANF $4,158,000
9%
Miscellaneous
$418,750
1%
NAD
$84,1
0%
$20,000,000
$18,000,000
$16,000,000
$14,000,000
$12,000,000
$10, 000, 000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
Child Support Admin
$3,532,400
7%
O O
O O
71- O
N 06
00 LO
r r
ES- w
0 O
O O
LO N
O6 -r
N r
Lo I-
N N
U) E
Child Welfare
$17,210,000
37%
LEAP $0
0%
Administration
$15,117,617
33%
Adult Protection
$1,220,000
Day Care
$1,861,450
4%
0
E6
r
CO
r
O O
Ef} Ea
N-
CO
r
r
il-
3%
02022 02023
O
O
O O
O
CO N
CO r
CD 09- e
O O
O
N
Cfl
N---
‘71- CD
O co
N _
Ef} Efl
O
O O
00 O
r
O CO
O7 LO
Ef} CO
1 [ 1
SEVEN YEAR TREND
Social Services
$50
$45
$40
$35
$30
co
z
O $25
J
J
2
$20
$15
$10
45.78 45.89
40.94
36.68
43.48
46.31
44.065
2017 2018 2019 2020 2021 2022 2023
SOCIAL SERVICES FUND SUMMARY
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. Fund balance may potentially be
used 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 the county's programs. The county continues to expedite
verification of eligibility of applicants for programs and work with local industry representatives to
identify employment opportunities. Wherever possible, the county is returning many of the direct
services provided 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 the 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 divisions. The passage of House Bill 22-1259 increased
the monthly amount of Basic Cash Assistance (BCA) paid to all Colorado Works BCA recipients
by 10% in the first year 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.
322
SOCIAL SERVICES FUND
ESTIMATED REVENUE
2023
County Administration
Non -Program Revenue
Other Programs
Child Support Administration
TANF-Colorado Works
Aid to the Needy Disabled
Child Care
Old Age Pension
Child Welfare
Core Services
Adult Protective Services
LEAP
General Assistance
Sub -Total
Federal/State Reimbursement
Claims Collection Incentives
TANF Adjustment
Usage of Deferred Revenues
Sub -Total Revenue
Potential Use of Fund Balance
County Property Tax / Penalties
Total Revenue
FEDERAL
AND STATE
$ 8,887,754
0
270,000
2,800,000
2,672,917
0
1,270,000
347,500
13,575,000
1,899,700
854,000
0
0
COUNTY
$ 6,229, 863
- 208,200
- 10,000
732,400
1,485,083
84,100
591,450
9,450
3,635,000
811,500
366,000
0
10,000
$ 32,576,871 $ 13,736,646
$ 32,576,871
430,000
205,086
0
S 33,211,957
0
13,101,560
$ 46,313 }517
TOTAL
$ 15,117,617
- 208,200
260,000
3,532,400
4,158,000
84,100
1,861,450
356,950
17,210,000
2,711,200
1,220,000
0
10,000
$ 46,313,517
SOCIAL SERVICES FUND
MANDATED FEDERAL AND STATE PROGRAMS
Assistance Payment Programs: Most assistance payment programs are mandated by the
federal or state government. Consequently, local government is limited as to what can be done
to reduce costs from these programs.
Federally State
Mandated Mandated
Temporary Assistance to Needy Families
Aid to the Needy Disabled
Old Age Pension
General Assistance*
Colorado Works
X
Optional
* State law allows counties the option of having a general assistance
program and, if established, to determine the benefit level.
X
X
X
Optional
Social Service Programs: Social service programs administered by the department are
mandated by federal or state law; however, local governments have a higher degree of
managerial flexibility with these programs.
Child Protection — Casework Services
Youth Services — Casework Services
Federally State
Mandated Mandated
X
X
X
X
Administration: Costs associated with administration include compensation for direct services
through caseworkers, technicians and support staff. In addition, overhead such as rent, utilities,
travel, supplies, and equipment are funded through administrative allocations. The State
establishes administrative allocations and reimburses at various rates depending on the type of
expenditure and program. Expenditures greater than allocation are not guaranteed to be
reimbursed. Generally, they are at least partially reimbursed through the use of transferred TANF
funds, surplus distribution, or Federal pass-thru revenues.
324
SOCIAL SERVICES
SUMMARY OF REVENUES
2023
Fund Org Acct
Account Title
TAXES
2100 42111 4112 CURRENT PROPERTY TAXES
2100
2100
2100
2100
2100
2100
2100
2100
2100
2100
42110 4336
42111 4336
42115 4336
42200 4336
42365 4336
42375 4336
42380 4336
42410 4336
42415 4336
42450 4336
INTERGOVERNMENTAL
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
TOTAL I NTERGOVERM ENTAL
TOTAL SOCIAL SERVICES
2022
Budget
12,107,537
7,700,000
655,746
187,000
2,8701000
2,697,317
1,450, 000
257,800
13,750,000
1,700,000
690,000
2023
Request
13,101,560
818871754
635,086
270,000
2,8001000
2,672, 917
1,270,000
347,500
13, 575, 000
1,899,700
854,000
2023
Recommend
13,101,560
8,887,754
635,086
270,000
2,8001000
2,672,917
1,270,000
347,500
13, 575, 000
11899,700
854,000
2023
Final
31,957,863
33,211,957
33,211,957
44,065,400
46,313,517
46,313,517
SOCIAL SERVICES
SUMMARY OF EXPENDITURES
2023
Fund Org £enditure Function
2100
2100
2100
2100
2100
2100
2100
2100
2100
2100
2100
2100
42110 ADMINISTRATION -REGULAR
42111 NON PROGRAM REVENUE
42115 OTHER PROGRAMS
42200 CHILD SUPPORT ADMINISTRATION
42365 COLORADO WORKS
42370 NEEDY AND DISABLED
42375 DAY CARE & ADMINISTRATION
42380 OLD AGE PENSION
42410 CHILD WELFARE & ADMINISTRATION
42415 PLACEMENT ALTERNATIVE CARE
42450 ADULT PROTECTION
42700 GENERAL ASSISTANCE
2022
Budget
13,018,500
-236,200
256,300
3,901,800
4,182,400
93,000
2,046,200
266,400
16,996,900
2,528,500
988,100
23,500
2023
Request
15,117,617
-208,200
260,000
3,532,400
4,158, 000
84,100
1,861,450
356,950
17,210,000
2,711,200
1,220,000
10,000
2023
Recommend
15,117,617
-208,200
260,000
3,532,400
4,158, 000
84,100
1,861,450
356,950
17,210,000
2,711,200
1,220,000
10,000
2023
Final
44,065,400
46,313,517
46,313,517 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2100
DEPARTMENT DESCRIPTION: See individual units.
ACTUAL
LAST
FY
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
Personnel
Services
$31,017,134
$30,712,000
$32,241,200
$32,241,200
Supplies
325,951
2,480,400
310,500
310,500
Purchased
Services
8,577,456
5,833,500
8,867,817
8,867,817
Fixed
Charges
5,545,811
5,781,200
5,791,600
5,791,600
Capital
0
0
0
0
Contra
Expense
- 886,212
- 741,700
- 897,600
- 897,600
Gross
County
Cost
$44,580,140
$44,065,400
$46,313,517
$46,313,517
Revenue
Fund
Balance
1
32,586,962
31,957,863
33,211,957
33,211,957
Net
County Cost
$11,993,178
$12,107,537
$13,101,560
$13,101,560
Budget
Positions
373.0
374.0
392.0
392.0
SUMMARY OF CHANGES: See Individual Budget Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units.
BOARD ACTION: See Individual Budget Units.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
327
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: County Administration - - 2100-42110
DEPARTMENT DESCRIPTION: The County Administration budget unit includes expenditures
for Staff Compensation and Operations attributable to Food Assistance, Medicaid, Common
Support programs, and Fraud Investigation. The State establishes an allocation that limits the
reimbursement for administrative expenditures.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
7,658,822
$ 6,883,500
$ 7,710,000
$ 7,710,000
Supplies
- 393,061
437,300
- 400,000
- 400,000
Purchased
Services
1,883,411
1,117,800
3,253,617
3,253,617
Fixed Charges
4,997,005
4,579,900
4,570,000
4,570,000
Contra
Expense
- 16,887
0
- 16,000
- 16,000
Gross
County
Cost
$ 14,129,290
$ 13,018,500
$ 15,117,617
$ 15,117,617
Revenue
8,482,241
7,700,000
8,887,754
8,887,754
Net County Cost
$ 5,647,049
$ 5,318,500
$ 6,229,863
$ 6,229,863
Budget
Positions
169.0
169.0
172.0
172.0
SUMMARY OF CHANGES:
The 2023 budget includes the addition of two positions, Quality Supervisor and Case Reviewer,
in the Assistance Payments Division. It also includes the addition of one position, Program
Resource Specialist, in the Area Agency on Aging Division. The Eligibility Determination functions
of the Department are anticipating significant shifts in workflow as the Public Health Emergency
nears its official declaration of termination. Once this occurs, eligibility workers will be required to
restore each case to an "ongoing" mode, replacing the current modifications made necessary by
the PHE. Once that initial surge of work is completed, workload is anticipated to return to
heightened, but more stable levels.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
additional positions.
BOARD ACTION:
328
COUNTY ADMINISTRATION
(CONTINUED)
2100-42110
PERFORMANCE MEASURES
ACTUAL
PROJECTED
ESTIMATED
Work
Outputs
Case
Load (Average)
—
Food Assistance
14,019
15,250
16,500
Case
Load (Average)
—
Medicaid
45,134
47,200 45,000
Measures
Efficiency
Food
Assistance
Timeliness
-Applications
98.2%
97.9% 98.0%
Food
Assistance
97.1%
91.0%
98.0%
Timeliness-RRR
Medical
Assistance
Timeliness
-Applications
N/A
97.1% 95.0%
Medical
Assistance
Timeliness-RRR
N/A
99.7% 95.0%
per 10,000/capita
4.970
4.858 4.822
FTE's
Per
capita
cost
$ 16.61
$ 15.29
$ 17.47
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
329
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2100-42111
DEPARTMENT DESCRIPTION: The Non -Program Revenue budget unit includes property
taxes, Claim -Collection Incentives, TANF Adjustment, TANF MOE Reduction, and Miscellaneous
Revenue Sources.
ACTUAL
RECOMMEND
NEXT
FY
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
LAST
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
- 213,722
- 236,200
- 208,200
- 208,200
Gross County
Cost
$ - 213,722
$ - 236,200
$ - 208,200
$ - 208,200
Revenue
464,247
655,746
635,086
635,086
Net
County Cost
$ 14,651,363
$ 12,107,537
$ 13,101,560
$ 13,101,560
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES:
Property tax is budgeted at $13,101,560 for 2023. The difference is a combination of special
revenue from various department programs. The TANF Adjustment is $ 205,086. Incentives
earned as the result of claims collections for Food Assistance, Medicaid, TANF, and State -Only
programs are estimated to be $ 430,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
330
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Other Programs - - 2100-42115
DEPARTMENT DESCRIPTION: The Other Programs budget unit was established for minor or
temporary programs for the Department of Social Services. It includes Employment First, Medical
Exams, Food Stamps Refunds, AFDC Retained Collections, and Collaborative Management.
ACTUAL
RECOMMEND
NEXT
FY
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
LAST
FY
Personnel
Services
$ 123,984
$ 235,900
$ 260,000
$ 260,000
Supplies
33
9,800
1,500
1,500
Purchased
Services
8,197
2,600
7,700
7,700
Fixed Charges
6,296
12,800
5,800
5,800
Contra
- 6,493
- 4,800
-15,000
-15,000
Gross County
Cost
$ 132,017
$ 256,300
$ 260,000
$ 260,000
Revenue
152,511
187,000
270,000
270,000
Net
County Cost
$ - 20,494
$ 69,300
$ -10,000
$ -10,000
Budget
Positions
2
2
3
3
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023 other
than the addition of a position for Collaborative Management
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
additional position.
BOARD ACTION:
331
OTHER PROGRAMS
(CONTINUED)
2100-42115
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Case
Load —
Employment
First
Program 56 162
180
Efficiency Measures
FTE's
per 10,000/capita
0.059 0.057 0.084
Per
capita
cost (county
support)
$ 0.000 $0.200 $0.000
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
332
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Support Administration - - 2100-42200
DEPARTMENT DESCRIPTION: The Child Support Administration program is designed to obtain
and enforce child support and medical support for dependent children to offset part of the TANF
and foster care costs. In addition, child support and medical support are enforced for non-TANF
clients based on court orders.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 2,994,784
$ 3,200,000
$ 3,000,000
$ 3,000,000
Supplies
31,077
323,000
29,000
29,000
Purchased
Services
552,962
339,700
506,500
506,500
Fixed Charges
40,987
45,000
39,000
39,000
Contra
Expense
-45,483
- 5,900
- 42,100
- 42,100
Capital
0
0
0
0
Gross
County
Cost
$ 3,574,327
$ 3,901,800
$ 3,532,400
$ 3,532,400
Revenue
2,842,046
2,870,000
2,800,000
2,800,000
Net County Cost
$ 732,281
$ 1,031,800
$ 732,400
$ 732,400
Budget
Positions
31
31
31
31
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
333
CHILD SUPPORT ADMINISTRATION
(CONTINUED)
2100-42200
PERFORMANCE MEASURES
ACTUAL ES
TIMA
TED PROJECTED
Work Outputs
Case
Money
Orders
Load
distributed
Established/Modified
to
families
7,524
$23,445,022
285/372
7,872 8,000
$23,500,000 $25,000,000
240/290 250/300
Efficiency Measures
FTE's
per
10,000/capita
0.912
0.891
0.869
Per capita
cost (county
support)
$ 2.15
$ 2.97 $ 2.05
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
334
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER:
Temporary Assistance to Needy
Families and Administration (TANF) - - 2100-42365
DEPARTMENT DESCRIPTION: The TANF program accounts for assistance payment grants
for eligible recipients of the TANF program. It also has administrative funding for TANF staff
and operating costs.
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
RESOURCES
NEXT
FY
CURRENT
FY
Personnel
Services
$ 2,636,277
$ 2,622,300
$ 2,575,000
$ 2,575,000
Supplies
283,112
589,500
265,000
265,000
Purchased
Services
1,369,825
877,500
1,250,000
1,250,000
Fixed
Charges
81,305
104,100
80,000
80,000
Contra
Expense
- 8,281
- 11,000
- 12,000
- 12,000
Capital
0
0
0
0
Gross County Cost
$ 4,362,238
$ 4,182,400
$ 4,158,000
$ 4,158,000
Revenue
3,451,765
2,697,317
2,672,917
2,672,917
Net
County
Cost
$ 910,473
$ 1,485,083
$ 1,485,083
$ 1,485,083
Budget
Positions
15
14
14
14
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
335
TANF ADMINISTRATION
(CONTINUED)
2100-42365
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Benefit
Employment
Case
Loads
Assistance
(Average)
Case
603 625 675
Load 750 890 930
Efficiency Measures
Per capita
cost (county support)
$ 2.68 $ 4.27
$ 4.16
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
336
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled - - 2100-42370
DEPARTMENT DESCRIPTION: The Aid to Needy Disabled program account for assistance
grants for eligible disabled and Medicaid benefits for SSI clients.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
REQUESTED
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Fixed Charges
97,953
104,400
95,500
95,500
Contra
Account
- 19,921
- 11,400
- 11,400
- 11,400
Gross
County
Cost
$ 78,032
$ 93,000
$ 84,100
$ 84,100
Revenue
3,340
0
0
0
Net
County
Cost
$ 74,692
$ 93,000
$ 84,100
$ 84,100
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES:
No significant changes are anticipated in this program for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
337
AID TO NEEDY DISABLED
(CONTINUED)
2100-42370
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work
Outputs
Case
Load 116 120
150
Efficiency Measures
Timeliness
Per
capita
of Application
cost
(county
/
support)
RRR
100%
$
99% 99%
0.22 $ 0.27 $ 0.24
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
338
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375
DEPARTMENT DESCRIPTION: The Child Care program provides day care services for children
from TANF and "income eligible" households.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
REQUESTED
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 948,665
$ 890,200
$ 915,000
$ 915,000
Supplies
2,880
135,800
0
0
Purchased
Services
974,514
1,011,800
940,000
940,000
Fixed Charges
7,629
8,400
8,000
8,000
Contra
Expense
- 565
0
- 1,550
- 1,550
Capital
0
0
0
0
Gross County
Cost
$ 1,933,123
$ 2,046,200
$ 1,861,450
$ 1,861,450
Revenue
1,263,656
1,450,000
1,270,000
1,270,000
Net County Cost
$ 669,467
$ 596,200
$ 591,450
$ 591,450
Budget
Positions
7.0
6.0
6.0
6.0
SUMMARY OF CHANGES: This program could see significant changes in 2023 and in coming
years as it transitions to the newly -created Department of Early Childhood. House Bill 22-1295
instituted several changes to the rules governing how day care services are authorized and
delivered. The full impact of those changes will take some time to quantify.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
339
CHILD CARE
(CONTINUED)
2100-42375
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Case
Efficiency
Load 750 890 930
Measures
FTE's
per 10,000/capita
0.206 0.172 0.168
Per capita
cost (county
support)
$ 1.97
$ 1.71
$ 1.66
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
340
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Old Age Pension - - 2100-42380
DEPARTMENT DESCRIPTION: The Old Age Pension program provides money payments to
eligible seniors who meet income, resource and age tests. Program costs are reimbursed
approximately 99.5 percent by the state. Administrative costs are reimbursed 100 percent.
ACTUAL
RECOMMEND
NEXT
FY
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
LAST
FY
Personnel
Services
$ 264,878
$ 183,000
$ 275,000
$ 275,000
Supplies
47,036
54,900
50,000
50,000
Purchased
Services
31,905
26,600
30,000
30,000
Fixed Charges
3,328
3,200
3,300
3,300
Contra
Expense
- 1,360
-1,300
- 1,350
- 1,350
Gross County
Cost
$ 345,787
$ 266,400
$ 356,950
$ 356,950
Revenue
338,761
257,800
347,500
347,500
Net
County Cost
$ 7,026
$ 8,600
$ 9,450
$ 9,450
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated for this program in 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
341
OLD AGE PENSION
(CONTINUED)
2100-42380
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work
Outputs
Case
Load 667 670 700
Efficiency Measures
Timeliness
Per
capita
of Application
cost
(county
/
support)
RRR
100%
$
99% 99%
0.02 $ 0.03 $ 0.03
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
342
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES _
BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410
DEPARTMENT DESCRIPTION: The Child Welfare and Administration program delivers
services to children and families at risk of or involved in the Child Welfare system in order to
assure safety, permanency and wellbeing.
ACTUAL
RECOMMEND
NEXT
FY
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
LAST
FY
Personnel
Services
$ 13,348,321
$ 13,800,000
$ 14,300,000
$ 14,300,000
Supplies
340,495
819,800
350,000
350,000
Purchased
Services
2,907,232
2,392,100
2,750,000
2,750,000
Fixed Charges
374,756
423,100
370,000
370,000
Contra
Expenses
- 537,984
- 438,100
-560,000
-560,000
Gross County
Cost
$ 16,432,820
$ 16,996,900
$ 17,210,000
$ 17,210,000
Revenue
12,627,742
13,750,000
13,575,000
13,575,000
Net
County Cost
$ 3,805,078
$ 3,246,900
$ 3,635,000
$ 3,635,000
Budget
Positions
141
148
157
157
SUMMARY OF CHANGES: Requesting the addition of nine new positions in the Child Welfare
and Family Resource Divisions including One South County Intake/Visitation Center Supervisor,
four Administrative Staff to serve as support for Caseworkers, two South County Part-time Family
Support workers, one South County Part-time Visitation Worker, and one Title IV -E / TANF
Supervisor.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the nine
positions. Funding to cover the positions will come from the Child Welfare Block Grant.
BOARD ACTION:
343
CHILD WELFARE AND ADMINISTRATION
(CONTINUED)
2100-42410
2022 ACCOMPLISHMENTS:
1. 229 youth involved in the Child Welfare system remained home. 47 others were reunified with
their parents, following placement. This represents 58.5% of all children with whom the
Department was involved.
2. 145 youth who were removed from homes where placed with relatives. 89% of all children and
youth with whom the Department had involvement either remained home or were placed with
relatives.
2023 BUDGET GOALS AND PRIORITIES:
1. Develop a process that will enable us to refill vacant positions and equip those hired into the
positions with the training needed to serve families sooner than has been possible, previously.
2. Expand effective Supervised Visitation practices to make such services more available to South
Weld County residents.
3. Identify, recruit, train, and certify qualified and motivated individuals to serve the placement,
respite, and therapeutic needs of children and youth involved in the Child Welfare system.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Average Case
Efficiency Measures
Load 2,220 2,331
2,447
FTE's
per 10,000/capita
4.147
4.255 4.401
Per capita
cost (county
support)
$ 11.19
$ 9.33 $ 10.19
344
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415
DEPARTMENT DESCRIPTION: The Core Services program is designed to safely maintain
children at home or return children to home through services for children and parents, including,
but not limited to, therapy and parental education.
ACTUAL
RECOMMEND
NEXT
FY
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
LAST
FY
Personnel
Services
$ 2,106,679
$ 2,079,600
$ 2,156,200
$ 2,156,200
Supplies
0
8,400
0
0
Purchased
Services
0
0
0
0
Fixed Charges
584,768
473,500
585,000
585,000
Contra
Expense
-32,925
- 33,000
- 30,000
- 30,000
Gross County
Cost
$ 2,658,522
$ 2,528,500
$ 2,711,200
$ 2,711,200
Revenue
2,068,098
1,700,000
1,899,700
1,899,700
Net
County Cost
$ 590,424
$ 828,500
$ 811,500
$ 811,500
Budget
Positions
0
0
0
0
SUMMARY OF CHANGES: No significant changes are anticipated for this program in 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
345
CORE SERVICES
(CONTINUED)
2100-42415
PERFORMANCE MEASURES
Work
Outputs
ACTUAL
ESTIMATED
PROJECTED
526 552
$ 1.74 $ 2.38
579
$ 2.28
Case
Load
Measures
Efficiency
Per capita
cost
(county support)
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
346
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Adult Protective Services - 42450
DEPARTMENT DESCRIPTION: Adult Protective Services offers protective services to prevent,
reduce, or eliminate the current or potential risk of mistreatment, exploitation, or self -neglect to
the at -risk adult using community based services and resources, health care services, family and
friends when appropriate, and other support systems.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 934,683
$ 817,500
$ 1,050,000
$ 1,050,000
Supplies
14,380
101,900
15,000
15,000
Purchased
Services
117,743
41,900
120,000
120,000
Fixed Charges
34,505
26,800
35,000
35,000
Capital
0
0
0
0
Gross
County
Cost
$ 1,101,311
$ 988,100
$ 1,220,000
$ 1,220,000
Revenue
854,187
690,000
854,000
854,000
Net County Cost
$ 247,125
$ 298,100
$ 366,000
$ 366,000
Budget
Positions
8
8
9
9
SUMMARY OF CHANGES: No significant changes are anticipated for this program in 2023. An
additional Adult Protection position has been added.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
additional position.
BOARD ACTION:
347
ADULT PROTECTIVE SERVICES
(CONTINUED)
2100-42450
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Referrals
Reviewed 1,016
1,127
1,249
Efficiency
Measures
FTE's
per
10,000/capita
0.235 0.230 0.252
Per capita
cost (county
support)
$ 0.73 $ 0.86 $ 1.03
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
348
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Low Income Energy Assistance Program
BUDGET UNIT TITLE AND NUMBER: and Administration - - 2100-42610/42620
DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance
Program. This program is 100 percent federally funded.
ACTUAL
RESOURCES
BUDGETED
RECOMMEND
NEXT
FY
REQUESTED
NEXT
FY
CURRENT
FY
LAST
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
38,316
0
0
0
Fixed Charges
0
0
0
0
Contra
Expenses
-2,591
0
0
0
Gross County
Cost
$ 35,725
$ 0
$ 0
$ 0
Revenue
38,371
0
0
0
Net
County Cost
$ - 2,646
$ 0
$ 0
$ 0
Budget
Positions
0
0
0
0
SUMMARY OF CHANGES: Beginning October 1, 2016, this program was contracted at the State
level to Discover Goodwill. Weld County's only participation in the program is that of referral and
marketing.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
349
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: General Assistance - - 2100-42700
DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants for
Federal/State categorical assistance programs and help for some medical indigents. This
program is entirely funded by the County and expenditures from this program are not covered by
TAN F, OAP, AND, etc.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
10,631
23,500
10,000
10,000
Contra
Expense
0
0
0
0
Capital
0
0
0
0
Gross
County
Cost
$ 10,631
$ 23,500
$ 10,000
$ 10,000
Revenue
0
0
0
0
Net County Cost
$ 10,631
$ 23,500
$ 10,000
$ 10,000
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated for this program in 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
350
GENERAL ASSISTANCE
(CONTINUED)
2100-42700
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work
Outputs
Case
Load Average —
Family
Preservation 15
10
10
Efficiency Measures
Per capita
cost
(county support)
$ 0.03 $ 0.07 $ 0.03
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
351
1
T
352
HEALTH FUND
Revenue Changes
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
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CO
Chg for Services Federal/State Fund Balance General Fd Trfs Licenses& Miscellaneous Solid Waste Trfs
Permits
2023 Revenue
Total $19,094,315 (2022 $17,906,012)
Fund Balance
$3,700,000
19%
Federal/State
$6,666,674
35%
Chg for Services
$807,300
4%
General Fd Trfs
$6,035,292
I 32%
Licenses& Permits
$840,750
4%
Miscellaneous
$166,634
1%
Solid Waste Trfs
$877,665
5%
HEALTH FUND
2023 Expenditures
Total $15,394,315 (2022 $14,206,012)
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
Nee
•
Health
Communication
$2,745,247
18%
Administration_
$220,000
1%
Environmental
Health Services
$5,199,907
34%
Community Health
Services
$1,867,137
12%
Clinical Services
$3,505,362
23%
Health
Preparedness
$1,856,662
12%
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SEVEN YEAR TREND
Health Subsidy
2017
2018
2019
2020
2021
2022
2023
Department of Public Health & Environment Summary
Mission: We serve Weld County by cultivating partnerships to promote public health and
environmental quality through the delivery of relevant, innovative and cost-effective services.
Vision: Everyone in Weld County has the opportunity to live their healthiest lives.
Values: Determination * Excellence * Integrity
Department Summary
The Weld County Department of Public Health and Environment (WCDPHE) provides for the
health, safety, and welfare of Weld County citizens through the seven core Public Health Services
established by the State Board of Health and ten essential Public Health Services. The
department plays a key role in administering federal, state, and local programs and services in
our local communities on which our residents rely every day.
THE 10 ESSENTIAL
PUBLIC HEALTH
SERVICES
To protect and promote
the health of all people in
all communities
The 10 Essential Public
Health Services provide a
framework for public health
to protect and promote the
health of all people in all
communities. To achieve
optimal health for all, the
Essential Public Health
Services actively promote
policies, systems, and
services that enable good
health and seek to remove
obstacles and systemic and
structural barriers, such as
poverty, racism, gender
discrimination, and other
forms of oppression, that
have resulted in health
inequities. Everyone should
have a fair and just
opportunity to achieve good
health and well-being,
u
C
be
a
Build and maintain a
strong organizational
infrastructure for
public health
Improve and innovate
through evaluation,
research, and quality
improvement
Build a diverse and
skilled workforce
Enable
equitable
access
Assess and
monitor
population
health
Equity
Utilize legal
and regulatory
actions.
Investigate.
diagnose. and
address health
hazards and root
causes
Communicate
effectively to inform
and educate
Strengthen, support, and
mobilize communities
and partnerships
Create.
champion* and
implement
policies. plans,
and laws
au
n
0
I
Created 2020
The department continually uses local data collected through its Community Health Survey to
help drive strategic planning, partner engagement, and efforts to address health inequities in Weld
County. As a nationally accredited health department, WCDPHE is committed to leading
population health improvement via a chief community health strategist approach where the
department engages with various external community groups and organizations to help address
emerging and chronic health issues.
356
The department is just completing year two of a three-year strategic plan. Current work is focused
on recruitment and retention of qualified public health staff, quality improvement initiatives and
developing community partnerships. WCDPHE will begin year three continuing its focus on
continued quality improvement, workforce development, and partner engagement. At the end of
2023, the department will undergo a new three-year strategic planning process that will be driven
by the need to expand capabilities for long-term public health planning and flexibility to address
local or emerging priorities with evidence -based approaches to drive better health outcomes and
shared prosperity in our community.
While safeguarding the public's health and well-being, the WCDPHE team continues to be
responsible stewards of public funds. The FY2023 budget proposal continues to reflect the
department's fiscally conservative approach to carefully managing the county's tax dollars and
available state, federal and private financial resources as they provide high -quality, cost-efficient,
and readily accessible services to residents and businesses in Weld County.
Proposed Budget
The Health Department's 2023 proposed expenditures are $15,394,315, anticipated revenues are
$9,359,023, and net county cost is targeted at $6,035,292, as determined by the Weld County
Director of Finance and Administration and the Board of County Commissioners. The
department's available funding is allocated among its four divisions: Finance and Administration
[including Vital Records], Health Education, Communication and Planning, Environmental Health
Services [including Emergency Preparedness], and Clinical and Community Health Services.
2023 Budget Highlights
Revenues across the department are projected to increase by approximately 6.6% in 2023. This
is primarily attributable to increases in grant revenue in our Health Education, Communication
and Planning division. We will see increased federal pass -through and state funding as a result
of initiatives that focus on investment in building core public health infrastructure and capacity to
create resilient local public health systems nationwide. Locally, the department will be using this
funding to support work force development activities including staff development and increasing
staff capacity, which includes the addition of five Promotoras, or lay community health workers,
who will play a key role in addressing public health challenges for underserved communities by
identifying, mitigating, and lessening health disparities in our community. The department will also
receive grant funding that enables staff to work with communities and municipal governments to
identify effective land -use code modifications and affordable housing policies that can be
implemented by municipal governments to increase affordable housing options in Weld County.
Our Clinical and Community Health Divisions will see slight increases in grant revenue, primarily
in the Community Health section. In our Emergency Preparedness section, the FY 2023 budget
reflects continued state and federal funding for the pandemic response, as well as preparedness
activities focusing on strategies to address surge needs to respond rapidly and effectively to future
pandemics and other high consequence biological threats. Revenues will be decreased slightly
by 3.2% in our Environmental Health lab mainly due to the elimination of medical testing in 2022.
This decrease in revenue will be offset by a corresponding decrease in expenditures as well.
The FY2023 budget projects an increase in personnel costs of approximately 9% department
wide. As we continue through the incredibly tight labor market, personnel costs are increasing
both locally and nationally. To remain competitive and retain and recruit qualified staff, personnel
costs across all sectors of the county have increased as staff wages are adjusted to align more
closelywith the labor market. Weld county has been responsive to these changes and continues
to monitor and adjust as appropriate to maintain adequate staffing in its departments.
357
The 2023 budget will only reflect minimal shifts in staff (FTE) and personnel costs from division
to division as compared to the realignments of staff and programs across the department in 2020
and 2021, as operations and reorganizations stabilized in 2022. As the severity and number of
COVID-19 cases decrease overall, the department is seeing a decline in contact tracing and case
investigation activities but continues to be alert to the possibility that we may still experience
variable and somewhat unpredictable staffing changes over the next year. The Health Education,
Communication and Planning division will have the largest increase of 3.725 FTE over 2022
budgeted FTE. This is due to the addition of 5 part-time grant -funded Promotoras (lay community
health workers), one new grant funded Health Communication Specialist to staff the housing and
land use grant, and one new Public Health Initiatives Supervisor in 2022, which is a county -funded
position. The Environmental Health Division will have a reduction in FTE due to the elimination of
the medical lab program in 2022.
Total projected supplies and purchased services expenditures are increasing by 9.5% and 3.8%,
respectively, as compared to the 2022 budget. The Health Education, Communication and
Planning division will see the largest increase in these two categories. This is a result of the
implementation of two new grant programs in the division in 2022 and the corresponding grant
deliverables. The biggest increase will be in purchased services due to the local collaboration
requirement in our housing and land use grant and our resulting subcontract with United Way as
a local collaborating agency. These expenditures will be offset by increased grant revenue in the
division. Due to increasing inflation experienced over the past few years, and specifically the
historically high rate of inflation experienced in 2022, we are anticipating that our supplies and
purchased services costs will increase accordingly in 2023.
In 2023, the department's small and capitalized equipment costs will increase minimally as we
replace equipment that becomes worn and outdated.
358
PUBLIC HEALTH
SUMMARY OF REVENUES
2023
Fund Or Acct
2560 41400 4210
2560 41400 4221
2560
2590
2591
2592
2597
2599
2560
2500
251010
2517
2521
2522
2523
2525
2526
2528
253310
255211
2560
256410
2565
2580
258110
2589
2591
2592
2593
2594
2596
2597
252710
2500
2560
2562
255810
2500
2560
2590
2591
2592
2597
2590
2591
2592
2597
41400
41600
41600
41600
41600
41600
41400
41100
41210
41210
41210
41210
41210
41210
41210
41210
41300
41300
41400
41400
41400
41500
41500
41500
41600
41600
41600
41600
41600
41600
41210
41100
41400
41400
41300
4321
4321
4321
4321
4321
4321
4336
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4356
4356
4356
4356
41100 4410
41400 4410
41600 4410
41600 4410
41600 4410
41600 4410
41600 4415
41600 4415
41600 4415
41600 4415
Account Title
LICENSES AND PERMITS
LICENSES
PERMITS
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
MEDICAID
MEDICAID
MEDICAID
MEDICAID
MEDICAID
MEDICAID
REIMBURSEMENTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
COUNTIES
COUNTIES
COUNTIES
COUNTIES
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
INSURANCE REIMBURSEMENT
INSURANCE REIMBURSEMENT
INSURANCE REIMBURSEMENT
INSURANCE REIMBURSEMENT
TOTAL CHARGE FOR SERVICES
2022
Budget
351,000
432,750
2023
Rea uest
372,000
468,750
2023
Recommend
372,000
468,750
2023
Final
783,750
840,750
840,750
73,000
21,700
140,000
75,000
7,500
150,000
5,000
404,871
164,830
300,056
13,450
0
167,000
149,276
0
68,216
207,506
995,911
30,020
108,553
1,500
70,069
210,208
1,450,000
322,336
243,620
236,631
33,000
40,382
55,000
111,548
5,680,275
50,000
85,305
86,186
0
21,700
140,000
75,000
7,500
150,000
5,000
825,318
173,172
300,056
13,450
141,473
167,000
0
265,737
82,992
319,054
995,911
20,800
125,000
3,000
62,627
211,579
1,5001000
322,336
243,620
236,631
33,000
26,911
55,000
0
6,035,292
52,000
0
90,807
0
21,700
140,000
75,000
7,500
150,000
5,000
825,318
173,172
300,056
13,450
141,473
167,000
0
265,737
82,992
319,054
995,911
20,800
125,000
3,000
62,627
211,579
1,500,000
322,336
243,620
236,631
33,000
26,911
55,000
0
6,035,292
52,000
0
90,807
11,757,949
12,701,966
12,701,966
195,000
357,400
60,850
50,000
67,000
5,000
36,650
28,000
38,000
3,400
220,000
298,400
60,850
50,000
67,000
5,000
36,650
28,000
38,000
3,400
220,000
298,400
60,850
50,000
67,000
5,000
36,650
28,000
38,000
3,400
841,300
807,300
807,300
PUBLIC HEALTH
SUMMARY OF REVENUES
2023
Fund Ora Acct
Account Title
2022
Budget
2023
Rea uest
2023
Recommend
2023
Final
2560
2525
2590
2591
2592
2593
2594
2595
4510
4680
4690
4690
4690
4690
4690
4690
41400
41210
41600
41600
41600
41600
41600
41600
MISCELLANEOUS
FINES
OTHER
DONATIONS
DONATIONS
DONATIONS
DONATIONS
DONATIONS
DONATIONS
TOTAL MISCELLANEOUS
TRANSFER
2560 41400 712700 TRANSFER
TOTAL PUBLIC HEALTH
6,500
0
125
13,500
350
750
500
250
6,500
144,659
125
13,500
350
750
500
250
6,500
144,659
125
13,500
350
750
500
250
21,975
166,634
166,634
801,038
877,665
877,665
14,206,012 15,394,315 15,394,315
360
PUBLIC HEALTH
SUMMARY OF EXPENDITURES
2023
Fund Org
2500
251010
2517
2520
2521
2522
2523
2525
2526
252710
2528
2530
253310
255211
255810
2560
2562
256410
2565
2580
258110
2589
2590
2591
2592
2593
2594
2595
2596
2597
41100
41210
41210
41210
41210
41210
41210
41210
41210
41210
41210
41300
41300
41300
41300
41400
41400
41400
41400
41500
41500
41500
41600
41600
41600
41600
41600
41600
41600
41600
£eenditure Function
ADMINISTRATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
COMMUNITY HEALTH SERVICES
COMMUNITY HEALTH SERVICES
COMMUNITY HEALTH SERVICES
COMMUNITY HEALTH SERVICES
ENVIROMENTAL
ENVIROMENTAL
ENVIROMENTAL
ENVIROMENTAL
PUBLIC HEALTH PREPAREDNESS
PUBLIC HEALTH PREPAREDNESS
PUBLIC HEALTH PREPAREDNESS
PUBLIC HEALTH CLINICAL SERVICES
PUBLIC HEALTH CLINICAL SERVICES
PUBLIC HEALTH CLINICAL SERVICES
PUBLIC HEALTH CLINICAL SERVICES
PUBLIC HEALTH CLINICAL SERVICES
PUBLIC HEALTH CLINICAL SERVICES
PUBLIC HEALTH CLINICAL SERVICES
PUBLIC HEALTH CLINICAL SERVICES
TOTAL PUBLIC HEALTH
2022
Budget
195,000
164,889
328,369
990,556
20,026
0
176,062
169,286
0
128,910
70,038
151,671
387,742
1,078,003
107,483
4,770,596
137,071
123,843
5,787
75,349
271,070
1,458,858
585,036
947,506
914,851
378,394
151,405
34,351
40,011
343,849
2023
Request
220,000
194,848
345,459
1,261,699
24,277
160,523
181,206
179,370
307,048
0
90,817
126,618
547,566
1,079,704
113,249
5,049,001
0
142,768
8,138
100,040
248,907
1,507,715
827,367
882,801
847,399
420,850
166,790
42,647
32,509
284,999
2023
Recommend
220,000
194,848
345,459
1,261,699
24,277
160,523
181,206
179,370
307,048
0
90,817
126,618
547,566
1,079,704
113,249
5,049,001
0
142,768
8,138
100,040
248,907
1,507,715
827,367
882,801
847,399
420,850
166,790
42,647
32,509
284,999
2023
Final
14,206,012
15,394,315
15, 394, 315 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH & ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2500
DEPARTMENT DESCRIPTION: See individual units.
ACTUAL
LAST
FY
RESOURCES
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 8,980,681
$ 10,615,680
$ 11,589,581
$ 11,589,581
Supplies
427,882
1,030,408
1,128,088
1,128,088
Purchased
Services
1,226,831
2,589,974
2,688,167
2,688,167
Fixed
Charges
1,013,574
1,450,416
1,636,219
1,636,219
-1,090,721
-1,506,466
-1,678,240
-1,678,240
Contra
Expense
Capital
161,947
26,000
30,500
30,500
Gross County Cost
$ 10, 720,194
$ 14,
206, 012
$ 15,
394, 315
$ 15,
394, 315
Revenue/Fund
Bal.
11,281,274
8,525,737
9,359,023
9,359,023
Net
County
Cost
$ - 561,080
$ 5,680,275
$ 6,035,292
$ 6,035,292
Budgeted
Positions
101.125
112.250
115.225
115.225
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Outputs
See individual
Efficiency Measures
budget
units
FTE's
per 10,000/capita
2.974 3.227 3.230
Per capita
cost (county
support) $ - 1.65
$16.33
$16.92
362
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Mission Statement: We serve Weld County by cultivating partnerships to promote public
health and environmental quality through the delivery of relevant, innovative, and cost-
effective services.
o Goal 1: Achieve organizational excellence through an engaged, connected, and
skilled workforce.
o Goal 2: Cultivate a culture of continuous quality improvement to advance
excellence in business practices, programs and services.
o Goal 3: Foster engagement in community partnerships to achieve optimal public
health outcomes.
NOTE: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT HAS A
COMPREHENSIVE STRATEGIC PLAN AVAILABLE ONLINE AT:
https://www.weldgov.com/files/sharedassets/public/departments/health-and-
environment/documents/wcdphe strategic -plan 2021-23.pdf
Weld
Health
2021-2023
Strategic
Plan
Summary
Goal
HS1:
Achieve
organizational
excellence
through
an engaged, connected, and skilled
workforce.
OUTCOMES*
DESIRED
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
1.
Advance
internal
work
positive
•
Improve
engagement
employee
Strategic
objectives
plan
finalized
goals
and
in Q1
Nine
have
strategic action
been developed
items
to
culture
and
•
Ensure core competencies
for
2021.
SIT
teams began
accomplish
the
objectives
employee
engagement.
public
met
through
health
the
professionals
are
meeting
and
monthly
have continued
in Q2,
in
by
1
Strategic
leadership
and the
Goal
2. Invest
development
in
team
and
implementation
WORKFORCE
of
the
2022.
Implementation
(SIT)
Team
Team
and are outlined
inter
-programmatic
DEVELOPMENT
PLAN
in the
strategic
plan.
collaboration.
•
Improve
internal
collaboration
3.
Expand
internal
and navigation
leadership
•
Develop
a culture
of
effective
capabilities.
communication
transparency
and
ACTIONS
TAKEN
1.
Workgroup
1
launched
a survey in April
2022 with
a response
rate of
nearly
87% of
permanent employees.
Results
presented
department
wide at
all
department
staff
meeting
in early
June 2022.
2. Workgroup
1 will
meet in mid -June to
further
evaluate
results
and
prepare
suggestions
for leadership
team regarding
possible
areas of
improvement
in both
recruitment and retention.
3. Workgroup
2 has discussed creating
training
templates
and tracking
forms
as well
as a "toolbox"
of
resources
for
staff
to use
for training
and development
purposes.
4. Workgroup
2 has reviewed relevant
training/conference
request
forms and made updates.
5. Workgroup
2
has started updating
the
department's
existing
Workforce
Development
Plan,
beginning with
required
trainings
for divisions and individuals.
Goal
programs,
HS2:
Cultivate
and
services.
a culture
of
continuous
quality
improvement
to advance excellence
in business
practices,
OUTCOMES*
DESIRED
PRELIMINARY
OBJECTIVE/KEY
PERFORMANCE
ACTUAL
ESTIMATED
PERFORMANCE
INDICATOR(S)
1.
Ensure effective
•
Refine
and operationalize
the
Strategic
plan
goals
and
Six strategic action items
delivery
of
public
QUALITY
IMPROVEMENT
objectives
finalized
in Q1
have been developed
to
health
programs to
PLAN
2021.
SIT
teams
began
accomplish
the
objectives
the community
•
Improve
the efficiency
and
meeting
monthly
in Q2,
by leadership
and
the
Goal
through
strategic
effectiveness
of
WCDPHE
and
have continued in
2 SIT
Team and outlined
in
evaluation
and
programs and services
2022.
the strategic
plan.
continuous
quality
improvement
ACTIONS
TAKEN
1. As
pad
of
a quality
improvement
initiative,
and in alignment
with
Public
Heatlh
Accreditation
Board
(PHAB)
reaccreditation
requirements,
Workgroup
3
launched
a
four -week
customer
satisfaction
survey
for the
department's
customers.
There
were a
total
of
539 complete
responses.
Results
were
presented
department
-wide in an all
-
department
staff
meeting in early
June 2022.
2. Workgroup
3
further
evaluated
the
results
and identified
potential
"action
items"
for each
division.
No
major
improvements
and/or QI
projects
were immediately
undertaken
following
the survey analysis.
364
3.
4.
Workgroup
approved,
internally.
QI
Champions
3 created
the
final
(two
QI
staff
a
template
QI
template
members)
will
for
be
will
staff
presented
continue
to
follow
to
to
and
staff
be a
will
with
resource
present
the expectation
and
it
follow
to
the
up
leadership
that teams
on any
team
will
proposed
begin
for
approval.
QI
utilizing
projects.
Once
it
Goal
HS3:
Foster
engagement
in community
partnerships
to achieve
optimal
public
health
outcomes.
OUTCOMES*
DESIRED
PRELIMINARY
OBJECTIVE/KEY
PERFORMANCE
ACTUAL
ESTIMATED
PERFORMANCE
INDICATOR(S)
1.
Prioritize
primary
•
Invest
in and
prioritize
Strategic
plan
goals
and
Nine
strategic action items
prevention and
meaningful
community
objectives
finalized
in Q1
have been developed
to
interventions
engagement
2021.
SIT
teams began
accomplish
the
objectives
directed to
meeting monthly
in Q2,
by leadership
and the
Goal
disproportionate
•
Provide community education
and
have continued in
3 SIT
Team and are
health
impacts
in
and outreach
2022.
outlined
in the
strategic
the community
plan.
2
Ensure
•
Partner
to implement
collaborative
and
COMMUNITY
HEALTH
responsive
ASSESSMENT/
presence in the
COMMUNITY
HEALTH
Weld
County
IMPROVEMENT
PLAN
community
3. Advocate
to
improve
health
care
and behavioral
health
access in
Weld
County
ACTIONS
TAKEN
1.
Workgroup
4
sent
out a
pilot
survey to
5
key
partners
and received response
from 4.
Questions
covered
key
partnership
criteria,
satisfaction,
level
of
partnership,
and open-ended
questions
to assess
strengths/barriers/opportunities.
2. Workgroup
4
completed
an analysis/review
of
the
results
of
the internal
assessments that
were completed
by the
Workgroup
at the end of
2021
when determining who
were our
key
partners.
Findings were
that
partnership
assessments of
current working
relationships
were very similar
and in alignment.
3. Workgroup
4 members shared
results
of
the
survey with
their
respective
divisions and developed
a
list
of
division
level
partners who
would
receive the
survey. Workgroup
4 members are analyzing
results
and
will
be
presenting
to
the divisions.
4.
Staff
are
participating
in the
Thriving
Weld
coalition
and working
with
current
partners and
developing
new
relationships
with
others
to create action
plans
and work
plans
to address
housing and mental
health
issues, which
were identified
as
health
priorities
in our community.
5.
Health
Education, Communication &
Planning
staff
began drafting
the
2022-2024 Community
Health
Improvement
Plan
(CHIP),
focusing on the
two
priority
areas of
housing and mental
health.
*Desired outcomes based on staff input.
365
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Administration Services - - 2500-41100
DEPARTMENT DESCRIPTION: Overall administration of the Department of Public Health and
Environment, including fiscal management, budgeting, procurement, data and records
management, contract and grant management, personnel, public relations, and facilities
management. Vital records (birth and death certificates) are issued by Deputy Registrars upon
request in both the Greeley and Southwest Weld offices.
RESOURCES
ACTUAL
FY
LAST
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 978,283
$ 1,283,130
$ 1,444,115
$ 1,444,115
Supplies
18,448
31,950
45,870
45,870
Purchased
Services
251,522
296,245
315,096
315,096
Fixed
Charges
0
0
0
0
Contra
Expense
-1,006,705
-1,416,325
-1,604,581
-1,604,581
Capital
0
0
19,500
19,500
Gross County Cost
$ 241,548
$ 195,000
$ 220,000
$ 220,000
Revenue
2,749,829
195,000
220,000
220,000
Net
County Cost
$ -2,508,281
$ 0
$ 0
$ 0
Budgeted
Positions
10.000
12.625
12.375
12.375
SUMMARY OF CHANGES:
PERSONNEL SERVICES: There is a $160,985 projected increase in Personnel Services costs
for 2023. This increase is attributable to wage increases that will come with step increases and a
possible COLA for 2023. The FTE's were reduced by 0.25 FTE.
SUPPLIES & PURCHASED SERVICES: Supplies and Purchased Services costs are increasing
by $32,771 total as the department expects increased expenditures due to implementation of the
Department's strategic plans, new workforce development initiatives and the planned moves
among divisions when the Planning Department acquires their own building in 2023.
CONTRA EXPENDITURES: As the division's overhead increases, there will be an increase of
$188,256 in contra -expenditures that will be reallocated to the divisions of the Health Department.
REVENUE: Birth and death certificate issuance volume is anticipated to increase in 2023, with
revenue projected at $220,000, an increase of $25,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Approve as recommended.
BOARD ACTION:
366
HEALTH ADMINISTRATION
(CONTINUED)
2500-41100
PERFORMANCE MEASURES
Work Outputs
Combined Offices:
Birth Certificates issued
Death Certificates issued
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
ACTUAL ESTIMATED PROJECTED
7,414 9,400 6,500
11,135 10,100 9,500
0.294
$0.71
0.363
$0.56
0.347
$0.62
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Review Summary.
367
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2500-41100
DEPARTMENT DESCRIPTION: Non -program revenues from the State per capita health funds.
ACTUAL
LAST
FY
RECOMMEN
RESOURCES
BUDGETED
REQUESTED
NEXT
FY
D
NEXT
CURRENT
FY
FY
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
875,796
404,871
825,318
825,318
Net
County Cost
$ -875,796
$ - 404,871
$ -825,318
$ -825,318
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Non -program revenue from Local Planning and Support, formerly
known as Per Capita, to support essential public health services is projected to increase by
$420,477, or 104%. This is due to additional support being temporarily provided by the State to
support local public health agencies. Furthermore, this additional funding started in 2021 as pad
of ARPA funding from the federal government, which explains the large difference between last
fiscal year's actual revenues and the current year's budgeted revenues.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
368
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Health Communication Section - - 2520-41210
DEPARTMENT DESCRIPTION: Health Education, Communication, and Planning (HECP)
includes county and grant funded health communication/prevention programs that promote
healthy behaviors to reduce the burden of chronic disease. The HECP team coordinates the
Community Health Survey and the Community Health Improvement Plan. HECP serves as the
liaison with the media for the Health Department. The HECP team provides support internally for
producing educational materials, reports, and local health data. Furthermore, HECP partners with
the community to implement strategies that promote and support healthy behaviors. These
include improving access to healthy foods and recreation for all residents, cardiovascular disease
and diabetes prevention, health screening and lifestyle education; and healthy behaviors for teens
to prevent unintended pregnancy, tobacco use prevention, and traffic safety. HECP also
coordinates national accreditation for the department.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
Supplies
$ 1,107,551
12.497
$ 1,408,721
$ 1,771 411
$ 1,771,411
41.018
72.097
72.097
Purchased Services
106.645
399.364
625.209
625.209
Fixed Charges
Contra Expense
Gross County Cost
122.876
0
$ 1,349,569
199.033
0
$ 2,048 136 $
276.530
0
2,745 247
276.530
0
$ 2,745 247
Revenue
732.973
974.376
1,288,539
1,288 539
Net County Cost
$ 616,596
$ 1,073,760 $
1,456,708
$ 1,456,708
Budget
Positions
10.79
14.000
17.725
17.725
SUMMARY OF CHANGES: Overall, Net County Costs for the Division will be $382,948 higher
due to adding over three new positions and the increase of costs with new grant deliverables. In
addition, the HECP Division will be relocated and there will be additional costs with relocating and
refurbishing office space.
PERSONNEL SERVICES: Personnel Services increased by $362,690 due to the addition of new
staff and new work deliverables. The net result is the addition of 3.725 FTE. Costs will be covered
by grant funding.
SUPPLIES, PURCHASED SERVICES and FIXED CHARGES: Projected expenditures related to
Supplies has increased by $31,079 due to increased staffing and the HECP Division being
relocated and refurbishing office space. Purchased Services increased by $225,845 as a result
of increased work deliverables, staffing, and workforce development. Fixed Charges also
increased by $77,497 due to the increased staffing and workplan deliverables.
369
HEALTH COMMUNICATION SECTION
(CONTINUED)
2520-41210
REVENUE: Overall, Revenue is projected to increase by $314,163 due to an increase of state
grant support and the addition of new grant funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Approve as recommended, including the
three positions funded by grants.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
results
by
the
support)
data
classes,
fatalities
for
adults
ACTUAL
ESTIMATED
PROJECTED
programs 190,000
12/1,000
— CHA data
770,000
69%
.317
$1.81
54
12/1,000
200,000
800,000
54
12/1,000
69%
.402
$3.09
210,000
830,000
53
70%
.497
$4.08
#
News
residents
release
reached
exposure
Effectiveness
Reduction
Reduction
Number
15
-
17
of
in motor
in teen
yr. olds
obese/overweight
Measures
vehicle
birth
--
MCH
rate
Efficiency
FTE's
Per
per
10,000/capita
cost (county
capita
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
370
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Community Health Services - - 2530-41300
DEPARTMENT DESCRIPTION: The Community Health Services division provides
comprehensive services that improve theoverall health of Weld County. These services include:
enhancing parenting skills and building strong family units; connecting community members to
needed resources; ensuring children and youth with special needs are getting the health care
they need; reducing adverse effects of lead poisoning; building strong partnerships with
community organizations through interactive collaboration; and reducing health inequities by
ensuring our most vulnerable community members have access to resources and services.
ACTUAL
BUDGETED
REQUESTED
RECOMMEND
RESOURCES
CURRENT
FY
NEXT
FY
LAST
FY
NEXT
FY
Personnel
Services
$ 1,078,555
$ 1,230,359
$ 1,398,818
$ 1,398,818
Supplies
12,695
42,472
41,675
41,675
Purchased
Services
171,862
281,688
214,313
214,313
Fixed Charges
137,190
170,380
212,331
212,331
Contra
Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,400,302
$ 1,724,899
$ 1,867,137
$ 1,867,137
Revenue
1,077,487
1,289,603
1,405,772
1,405,772
Net
County Cost
$ 322,815
$ 435,296
$ 461,365
$ 461,365
Budgeted
Positions
26.000
12.960
13.500
13.500
SUMMARY OF CHANGES: Overall, net county costs in the Community Health Services division
will increase by $26,069, or 6.0%, in 2023 primarily due to salary and personnel costs increasing
and projected electronic medical records costs with a new system.
PERSONNEL SERVICES: Personnel expenditures are projected to increase by $168,459, or
13.7%, due to salary increases and COLA. A 0.540 FTE increase is included in this budget
that is grant funded.
SUPPLIES, PURCHASED SERVICES and FIXED CHARGES: Projected expenditures related
to Supplies, Purchased Services and Fixed Charges will decrease by $26,221 due to
decreased requirements.
REVENUE: Overall revenue is expected to increase in 2023 by $116,169, attributable to
increased grant funding overall.
FINANCE/ADMINISTRATION RECOMMENDATION: Approve as recommended, including the
0.540 FTE position funded by grants.
BOARD ACTION:
371
COMMUNITY HEALTH SERVICES
(CONTINUED)
2530-41300
PERFORMANCE MEASURES
Work Outputs ACTUAL ES TIMA TED PROJECTED
Presumptive Eligibility — Clients Contacted 50 20 20
Nurse -Family Partnership for First -Time Mothers
Client Visits
Mothers and Infants Served
Total Time Spent with Clients (hours)
Maternal and Child Health — HOP — CC
Clients Served
Direct Referrals Received
Client Visits
Community Outreach
Clients Assisted
Outreach Events
Community Partner Meetings
3,120 2,950 3,000
350 350 350
3,218 3,000 3,000
560 300 300
200 250 250
500 300 300
400 500 500
35 80 80
45 40 40
Efficiency Measures
FTEs per 10,000/capita
Per capita cost (county support)
0.765
$0.95
0.373
$1.25
0.378
$1.29
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Environmental Health Services - - 2560-41400
DEPARTMENT DESCRIPTION: The primary mission of the Environmental Health Services
division is to protect and perpetuatethe public health of the citizens of the county with scientific risk
assessments, the development of policies, monitoring and inspections, consultation, and the
enforcement of regulations designed to protect food, water, and air supplies. Services include
technical assistance and consultation, monitoring and sampling, inspection and enforcement,
education and outreach, and planning activities. The laboratory's purpose is to process medical
and water samples.
ACTUAL
RESOURCES
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
LAST
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 2,604,763
$ 3,521,547
$ 3,638,108
$ 3,638,108
Supplies
178,129
339,665
375,845
375,845
Purchased
Services
417,772
709,575
699,531
699,531
Fixed
Charges
327,283
541,651
560,082
560,082
Contra
Expense
-83,841
-90,141
-73,659
-73,659
Capital
8,054
15,000
0
0
Gross County Cost
$ 3,452,160
$ 5,037,297
$ 5,199,907
$ 5,199,907
Revenue
2,032,005
2,302,066
2,229,115
2,229,115
Net
County
Cost
$ 1,420,155
$ 2,735,231
$ 2,970,792
$ 2,970,792
Budgeted
Positions
30.275
38.10
35.90
35.90
SUMMARY OF CHANGES: Net county cost is proposed to increase by $235,561. The increased
cost is primarily due to a slight increase in personnel services and decreased revenue from the
elimination of some lab services.
REVENUE: A decrease in revenue is projected as we have eliminated the medical portion of our
laboratory. Transfers from the solid waste fund are slightly increased from 2022 as days of
operation were expanded along with hiring additional staff to operate the sites. Retail food and
institution (childcare and body art) license revenue is projected to remain comparable to 2022.
Septic permits are expected to remain comparable to 2022.
PERSONNEL SERVICES: The division observed a decrease of 2.20 full time equivalent (FTE)
staff. The elimination of medical laboratory resulted in a 1.2 FTE reduction while reassignment of
staff member to another division resulted in the remaining 1 FTE reduction.
373
ENVIRONMENTAL HEALTH SERVICES
(CONTINUED)
2560-41400
SUMMARY OF CHANGES (Continued): SUPPLIES, PURCHASED SERVICES, AND FIXED
CHARGES: Supplies increased by 11% and is in line with increases we have seen due to inflation
over the previous year and upcoming projected increases. Purchased services also decreased
by $10,044 (-1.42%). The decrease was related to decreased costs in data processing services
along with reduction in repair and maintenance costs from elimination of some laboratory
functions. Fixed charges increased by $18,431 (3.4%), as a result of increased overhead.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Changes to the lab
function and staffing were previously approved by the Board mid -year 2022.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Food inspections, activities, complaints
Laboratory analyses
Household Hazardous Waste Disposed
Environmental Planning Reviews
OWTS permits and inspections
Waste inspections, complaints, spill reports
Biosolids inspections, activities, complaints
Institutions Inspections
Outbreak Investigations
Reportable Disease Investigations
Tuberculosis Blood and Skin Test Completed
Rabies PEP Coordination
Community Partner Meetings
Community Presentations
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL
2,152
12,754
448,105
479
1,399
307
190
145
213
38,017
140
10
1,125
4
0.890
$4.18
ESTIMATED
2,450
15,000
440,000
700
1,300
200
185
160
25
5,000
400
20
80
25
1.095
$7.86
PROJECTED
2,450
10,000
455,000
500
1,300
250
185
160
30
5,000
400
10
80
25
1.006
$8.33
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
374
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Preparedness - - 2580-41500
DEPARTMENT DESCRIPTION: Public Health Preparedness utilizes grants and county funding
to enhance the ambient level of emergency preparedness, both internally (county organization)
and externally (constituents). This unit is charged with preparing for, and responding to, incidents
and events which threaten the quality and quantity of life within the purview of health and
environment; developing exercises and evaluating various plans, procedures and protocols
associated with emergency preparedness; is investigating disease, along with regional
bioterrorism laboratory duties and functions; housing the county -wide Health Alert Network,
communications and warning operations; and is engaging in local, regional, state and national
collaborative efforts associated with these disciplines.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
REQUESTED
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 2,233,573
$ 1,416,540
$ 1,397,693
$ 1,397,693
Supplies
38,103
9,650
29,456
29,456
Purchased
Services
103,557
131,008
137,381
137,381
Fixed
Charges
307,612
248,079
292,132
292,132
Capital
153,893
0
0
0
Gross County Cost
$ 2,836,738
$ 1,805,277
$ 1,856,662
$ 1,856,662
Revenue
2,799,662
1,730,277
1,774,206
1,774,206
Net
County
Cost
$ 37,076
$ 75,000
$ 82,456
$ 82,456
Budgeted
Positions
2.0
17.450
18.725
18.725
SUMMARY OF CHANGES: Overall, net county costs for Public Health Preparedness are
projected to increase in 2023 by $7,456, or 9.9%.
REVENUE: Overall revenue is expected to increase in 2023 by $43,929 due to grant funding for
COVID-19 response activities.
PERSONNEL SERVICES: Personnel expenditures are projected to decrease by $18,847. FTE is
up by 1.275 for COVID-19 temporary workers and the department observed some salary savings
in our Emergency Preparedness and Response grant from rehiring at lower grade.
SUPPLIES, PURCHASED SERVICES and FIXED CHARGES: Projected expenditures related to
supplies have increased by $19,806, which is primarily related to costs associated with COVID-19
response. Purchased services has increased a modest $6,373. Fixed charges have increased by
$44,053, which is due to increased overhead costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
increase of 1.275 FTE's for COVID-19 temporary workers
BOARD ACTION:
375
PUBLIC HEALTH PREPAREDNESS
(CONTINUED)
2500-41500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTEs per 10,000 capita
Per capita cost (county support)
0.059
$0.11
0.502
$0.22
0.525
$0.23
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See
following Department of Public Health and Environment Budget Unit Request
Health goals
Summary.
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Clinical Services - - 2590-41600
DEPARTMENT DESCRIPTION: The Clinical Services division holds clinics for immunizations,
family planning, international travel health, STI's, foster child physicals, and women's health. It
provides immunizations, screening, counseling, communicable disease surveillance,
containment, treatment, and teaching. Provides home visits for health promotion, evaluation,
health assessment, and community activities.
ACTUAL
RECOMMEND
RESOURCES
REQUESTED
BUDGETED
NEXT
FY
LAST
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 977,957
$ 1,755,383
$ 1,939,436
$ 1,939,436
Supplies
165,879
565,653
565,653
565,653
Purchased
Services
175,504
772,094
694,129
694,129
Fixed
Charges
120,570
291,273
295,144
295,144
0
0
0
0
Contra
Expense
Capital
0
11,000
11,000
11,000
Gross County
Cost
$ 1,439,910
$ 3,395,403
$ 3,505,362
$ 3,505,362
Revenue
1,013,522
1,629,544
1,616,073
1,616,073
Net
County
Cost
$ 426,388
$ 1,765,859
$ 1,889,289
$ 1,889,289
Budgeted
Positions
15.20
17.115
17.000
17.000
SUMMARY OF CHANGES: Overall, net county costs in the Public Health Clinical Services
division will increase by $123,430, or 7.0%, in 2023 primarily due to salary and personnel costs
increasing.
PERSONNEL SERVICES: Personnel expenditures are projected to increase by $184,053, or
10.5%, due to salary step increases and COLA. FTE's are down 0.115 due to grant funding.
SUPPLIES, PURCHASED SERVICES and FIXED CHARGES: Projected expenditures related
to Supplies, Purchased Services and Fixed Charges will decrease by $74,094, or 4.5%, in
2023. This is due to decreasing use of purchased services.
REVENUE: Overall revenue is expected to decrease in 2023 by $13,471.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
377
PUBLIC HEALTH CLINIC SERVICES
(CONTINUED)
2590-41600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Immunization/Communicable Disease Program
Immunization Visits
Vaccinations Given (North)
Vaccinations Given (South)
Outreach Events
Telethon Contacts -Outreach Calls
3,250 2,500 3,500
4,750 3,800 4,200
1,000 800 800
15 12 30
4,500 4,000 4,000
Travel Immunization/I693 Clinic Visits 275 200 200
Travel Vaccines Given 425 200 200
Family Planning Visits 3,100 3,000 3,000
MD Clinic Visits 20 60 60
Sexually Transmitted Infections Visits 500 450 450
Women's Wellness Connection (WWC) Visits 200 200 200
WISEWOMAN Visits 225 200 200
WWC — Targeted Outreach — Clients Contacted 700 700 700
Community Outreach (Women's Health/Foster) 25 25 25
Efficiency Measures:
FTEs per 10,000/capita
Per capita cost (county support)
0.447
$1.25
0.492
$5.08
0.477
$5.30
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
378
SEVEN YEAR TREND
Human Services
9.8
$10
co
z
O
si
2017
2018
2019
2020
2021
2022
2023
379
HUMAN SERVICES FUND SUMMARY
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.
Being totally reliant upon State and Federal funding sources, Human Services continues to
operate in an uncertain environment. The Human Services Fund budget has been constructed
based upon the best available information on the funding levels. It is very likely that many of the
amounts will be changed between now and the actual execution of the 2023 budget. As fiscal
pressures are dealt with at the Federal and State levels, changes could be forthcoming that will
affect this funding.
The primary programs of Human Services are associated with the Workforce Innovation and
Opportunity Act (WIOA), formerly the Workforce Investment Act (WIA), funded under the
Department of Labor, Employment and Training Administration. This program is anticipating
$2,488,900 for 2023. In addition, the Job Service contract will be $1,470,000 up $584,800.
Funding for this program should remain fairly constant going forward, depending on budget
control measures enacted at the Federal level.
The Human Services Fund is totally funded through state and federal programs, with the
exception of the local match for the Area Agency on Aging program, which amounts to $12,351.
Other programs of the Human Services Fund remain relatively stable programmatically with the
following 2023 funding levels:
Area Agency on Aging
Senior Nutrition
CSBG
$4,328,900
$ 1,107,500
$ 405,500
In the above programs, Weld County must continue to be responsive and reactive to federal and
state administrative and budget changes in 2023.
380
HUMAN SERVICES
SUMMARY OF REVENUES
2023
Fund Org Acct
2650
2625
2625
2625
2625
2625
2625
2625
2625
2625
2625
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
265995
267895
267895
267895
267895
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
265995
2560
61751
61400
61420
61422
61450
61451
61460
61461
61470
61480
61505
61700
61705
61710
61730
61740
61745
61750
61755
61760
61765
61770
61775
61875
61935
61940
61945
61780
61601
61610
61620
61630
61785
61835
61840
61841
61845
61850
61866
61880
61885
61890
61895
61900
61905
61915
61925
61930
4314
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4320
4321
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
4340
Account Title
INTERGOVERNMENTAL
USDA
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
FEDERAL GRANTS
MEDICAID
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
61790 4340 GRANTS
61701 711000 TRANSFER
TOTAL INTERGOVERNMENTAL
2645 61200 4410
2646 61300 4410
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICES
DONATIONS
2650 61750 4690 DONATIONS
TOTAL HUMAN SERVICES
2022
Budget
36,860
477,400
243,552
191,548
153,458
444,042
484,630
42,000
45,979
354,591
107,800
27,849
77,170
167,089
44,380
19,044
12,917
341,250
153,140
12,000
20,700
1,000
5,000
75,654
3,220
32,784
60,996
2,3521510
48,461
40,390
104,845
104,304
1,000
146,677
154,726
92,735
29,795
75,254
135,883
69,914
87,406
160,693
52,884
3,320
23,018
138,732
29,380
175,629
47,490
12,351
2023
Request
62,080
851,000
42 3, 515
333,085
104,300
301,800
804,797
42,000
76,355
588,848
77,300
103,449
79,915
173,030
45,958
19,721
13,376
551,250
257,920
19,000
4,800
1,000
300
77,389
4,033
41,065
76,402
2,188,815
65,943
54,960
142,667
141,930
16,500
150,042
158,275
94,862
30,478
76,980
139,000
71,518
89,411
164,379
54,097
3,396
23,546
141,915
30,054
179,658
44,185
12,351
2023
Recommend
62,080
851,000
423,515
333,085
104,300
301,800
804,797
42,000
76,355
588,848
77,300
103,449
79,915
173,030
45,958
19,721
13,376
551,250
257,920
19,000
4,800
1,000
300
77,389
4,033
41,065
76,402
2,188,815
65,943
54,960
142,667
141,930
16,500
150,042
158,275
94,862
30,478
76,980
139,000
71,518
89,411
164,379
54,097
3,396
23,546
141,915
30,054
179,658
44,185
12,351
2023
Final
7,723,450
9,208,650
9,208,650
255,100
272,600
175,500
180,400
175,500
180,400
527,700
355,900
355,900
146,250
236,250
236,250
8,397,400
9,800,800
9,800,800
381
HUMAN SERVICES
SUMMARY OF EXPENDITURES
2023
Fund Org
2625
2625
2625
2625
2625
2625
2625
2625
2625
2625
2645
2646
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
265995
265995
267895
267895
267895
267895
61400
61420
61422
61450
61451
61460
61461
61470
61480
61505
61200
61300
61700
61705
61710
61730
61740
61745
61750
61751
61755
61760
61765
61770
61775
61785
61835
61840
61841
61845
61850
61866
61875
61880
61885
61890
61895
61900
61905
61915
61925
61930
61935
61940
61945
61780
61790
61601
61610
61620
61630
Expenditure Function
WORKFORCE INNOVATION & OPPORTUNIT
WIOA DISLOCATED WORKER
WIOA DW ENHANCED
WIOA YOUTH IN SCHOOL
WIOA YOUTH OUT OF SCHOOL
WAGNER/PEYSER
SUMMER JOB HUNT
MIGRANT SEASONAL FARM WORKER - 10°A
EMPLOYMENT SUPPORT FUND
WIOA PERFORMANCE INCENTIVE
EDUCATION LAB
AMERICORPS
AREA AGENCY ON AGING
AAA PART B LEGAL
AAA PART B OMBUDSMAN
AAA PART B COUNSELING
AAA PART B OUTREACH
AAA PART B TRANSPORTATION
AAA PART C 1
AAA NSIP
I P
AAA C 2
AAA PART D
AAA CHF
F
AAA ELDER ABUSE
AAA SPECIAL OMBUDSMAN
AAA CCT
T
AAA STATE ADMIN
AAA STATE INFORMATION AND ASSISTANC
AAA STATE HEALTH PROMOTIONS
AAA STATE EDUCATION
AAA STATE OMBUDSMAN
AAA STATE CASE MANAGEMENT
AAA STATE COUNSELING
AAA STATE CHORE
AAA STATE TRANSPORTATION
AAA STATE PART C1
AAA STATE PART C2
AAA STATE SHELF STABLE MEALS
AAA STATE VISUALLY IMPAIRED
AAA STATE DENTAL VISION & HEARING
AAA STATE PART E RESPITE
AAA STATE SOUTH COUNTY RVNA
AAA PART E GRANDPARENTING
AAA PART E CAREGIVER
AAA PART E RESPITE
SINGLE ENTRY POINT
HOME CARE ALLOWANCE
CSBG EF
CSBG ADMIN
CSBG AAAA LINKAGES
CSBG EMERGENCY SERVICES
TOTAL HUMAN SERVICES
2022
Budget
477,400
222,154
212,946
152,011
445,490
496,722
42,000
45,068
343,409
107,800
255,100
272,600
40,200
77,170
167,089
44,380
19,044
12,917
487,500
36,860
153,140
12,000
20,700
1,000
5,000
1,000
146,677
154,726
92,735
29,795
75,254
135,883
75,654
69,914
87,406
160,693
52,884
3,320
23,018
138,732
29,380
175,629
3,220
32,784
60,996
2,352,510
47,490
48,461
40,390
104,845
104,304
2023
Request
851,000
387,180
369,420
93,189
312,911
786,300
42,000
76,775
606,925
77,300
175,500
180,400
115,800
107,181
118,790
61,639
26,450
17,940
787,500
62,080
257,920
19,000
4,800
1,000
300
16,500
162,115
169,696
102,386
30,308
84,820
113,775
63,345
65,590
73,185
136,516
44,280
4,319
25,516
159,830
24,600
224,719
5,084
49,141
67,275
2,188,460
44,540
68,875
54,960
129,965
151,700
2023
Recommend
851,000
387,180
369,420
93,189
312,911
786,300
42,000
76,775
606,925
77,300
175,500
180,400
115,800
107,181
118,790
61,639
26,450
17,940
787,500
62,080
257,920
19,000
4,800
1,000
300
16,500
162,115
169,696
102,386
30,308
84,820
113,775
63,345
65,590
73,185
136,516
44,280
4,319
25,516
159,830
24,600
224,719
5,084
49,141
67,275
2,188,460
44,540
68,875
54,960
129,965
151,700
2023
Final
8,397,400
9,800,800
9,800,800 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summary - All Budget Units in Human Services Fund
DEPARTMENT DESCRIPTION: See Individual Units.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
NEXT
FY
REQUESTED
CURRENT
FY
NEXT
FY
Personnel
Services
$ 5,836,965
$ 5,763,300
$ 6,216,900
$ 6,216,900
Supplies
410,865
332,000
428,600
428,600
Purchased
Services
2,949,287
2,198,
900
2,941,300
2,941,300
Fixed Charges
205,617
103,200
214,000
214,000
Gross County
Cost
$ 9,402,734
$ 8,397,400
$ 9,800,800
$ 9,800,800
Revenue
8,710,742
8,385,049
9,788,449
9,788,449
Net
County Cost
$ 691,992
$ 12,351
$ 12,351
$ 12,351
Budget
Positions
81
87
89
89
SUMMARY OF CHANGES: See Individual Budget Units
OBJECTIVES: See Individual Budget Units
BOARD ACTION: See Individual Budget Units.
383
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser - - 2625-61460 [Formerly 60000-2626]
DEPARTMENT DESCRIPTION: The Wagner/Peyser program administers all Job Service
activities in Weld County. It includes the Migrant Seasonal Farm Worker (MSFW) Program, which
partners with community organizations, employers, and agricultural workers to coordinate farm
labor, ensure fair labor and OSHA standards are being followed, and ensure farmworkers are
receiving job seeker services.
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
RECOMMEND
ACTUAL
LAST
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 1,096,707
$ 805,800
$ 1,170,000
$ 1,170,000
Supplies
15,103
12,400
22,500
22,500
Purchased
Services
171,004
53,100
227,500
227,500
Fixed Charges
45,918
13,900
50,000
50,000
Gross County
Cost
$ 1,328,732
$ 885,200
$ 1,470,000
$ 1,470,000
Revenue
1,342,626
885,200
1,470,000
1,470,000
Net
County Cost
$ - 13,894
$ 0
$ 0
$ 0
Budget
Positions
18
22
22
22
SUMMARY OF CHANGES: Beginning in July, 2021, the department initiated a contract with the
Colorado Department of Labor and Employment for the Colorado Workforce Development
Council Upskilling Grant, otherwise known as the Reskilling, Upskilling, New-Skilling Program. A
Career Navigation and Coaching Collaborative Program, implementing the provisions under
House Bill 21-1264, was put in place with the contract.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
384
HUMAN SERVICES WAGNERIPEYSER
(CONTINUED)
2625-61460
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Wagner-Peyser
MSFW
Total
Registrants
Clients
served 9,692 24,064
84
26,737
72 80
Efficiency
Measures
Per
capita
cost
$ 3.91
$ 2.54
$ 4.12
Effectiveness
Measures
(desired results)
Entered
Employment
Rate -2nd Qtr After
Exit
48.89% 51.30%
57.00%
Entered
Employment
Rate -4t"
Qtr After
Exit
79.73% 58.50% 65.00%
Median
Participant
Earnings $ 6,637 $ 5,040 $ 5,600
MSFW
—
Referred
to Jobs 46.43% 11.07%
12.30%
MSFW
—
Provided
Staff
Assisted
Services 89.29% 27.90%
31.00%
MSFW
—
Referred
to
Supportive
Services 82.14%
0.99% 1.10%
MSFW
—
Career
Guidance
83.33%
4.50% 5.00%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
385
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt - 2625-61461 [Formerly 60000-2627]
DEPARTMENT DESCRIPTION: The Summer Job Hunt program administers youth employment
activities, such as fairs, events, workshops, and one-on-one needs -based appointments to
increase job search and obtainment skills for youth, year-round.
ACTUAL
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
RECOMMEND
NEXT
FY
LAST
FY
Personnel
Services
$ 37,409
$ 39,600
$ 39,600
$ 39,600
Supplies
82
0
0
0
Purchased
Services
2,727
1,400
1,400
1,400
Fixed Charges
1,782
1,000
1,000
1,000
Gross
County Cost
$ 42,000
$ 42,000
$ 42,000
$ 42,000
Revenue
42,000
42,000
42,000
42,000
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients
served 2,094
2,430
2,700
Efficiency
Measures
Per capita
cost $ 0.12
$ 0.12
$ 0.12
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
386
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
WIOA (Adult) 2625-61401
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2636]
DEPARTMENT DESCRIPTION: The Adult WIOA program provides employment and training
for eligible adults.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 593,938
$ 340,000
$ 555,000
$ 555,000
Supplies
4,216
7,400
6,000
6,000
Purchased
Services
274,692
130,000
270,000
270,000
Fixed Charges
21,573
0
20,000
20,000
Gross
County
Cost
$ 894,419
$ 477,400
$ 851,000
$ 851,000
Revenue
893,304
477,400
851,000
851,000
Net
County
Cost
$ 1,115
$ 0
$ 0
$ 0
Budget
Positions
4
5
5
5
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023 other
than an increase in the grant funding for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
387
HUMAN SERVICES WIOA (ADULT)
(CONTINUED)
2625-61401
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients
served 270 270 300
Efficiency
Measures
Per capita
cost $ 2.63 $ 1.37
$ 2.39
Effectiveness Measures (desired results)
Entered
Employment
Rate -2nd Qtr After
Exit
68.97% 69.75% 77.50%
Entered
Employment
Rate -4t" Qtr After
Exit 64.84% 68.13%
75.70%
Median
Participant
Earnings $ 6,723 $ 6,377 $ 7,086
Credential
Measurable
Rate
Skill
81.40%
Gains 67.14%
63.00% 70.00%
56.25% 62.50%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
388
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
WIOA (Youth) 2625-61450/61451
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2637]
DEPARTMENT DESCRIPTION: The Youth WIOA program provides employment and training
programs for in -school and out -of -school youth.
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
RESOURCES
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 230,378
$ 427,300
$ 237,000
$ 237,000
Supplies
1,206
3,500
4,300
4,300
Purchased
Services
154,142
166,700
157,000
157,000
Fixed Charges
6,779
0
7,800
7,800
Gross County Cost
$ 392,507
$ 597,500
$ 406,100
$ 406,100
Revenue
392,504
597,500
406,100
406,100
Net
County Cost
$ 2
$ 0
$ 0
$ 0
Budget
Positions
8
8
8
8
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023.
Grant funding was reduced for the new fiscal year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
389
HUMAN SERVICES WIOA (YOUTH)
(CONTINUED)
2625-61450
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Youth
served 178
172
191
Efficiency
Measures
Per capita
Effectiveness
cost
Measures
(desired results)
$ 1.15
$ 1.72
$ 1.14
Entered
Employment
Rate -2nd Qtr After
Exit
73.44% 61.20%
68.00%
Entered
Employment
Rate
-4t" Qtr
After
Exit
64.71
% 64.80% 72.00%
Median
Earnings
$4,242
$3,150
$3,500
Credential
Measurable
Attainment
Skill
rate (Younger Youth)
Gains
63.64% 51.30%
60.56% 54.90%
57.00%
61.00%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
390
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
10% Incentive Grant (CIMS) 2625-61505
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2639]
DEPARTMENT DESCRIPTION: The CIMS grant provides grant funding used to foster the
development and continuous improvements of the Weld County region workforce system.
ACTUAL
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
RECOMMEND
NEXT
FY
LAST
FY
Personnel
Services
$ 19,668
$ 66,200
$ 31,900
$ 31,900
Supplies
2,371
1,500
14,000
14,000
Purchased
Services
11,367
40,100
31,400
31,400
Gross County Cost
$ 33,406
$ 107,800
$ 77,300
$ 77,300
Revenue
33,406
107,800
77,300
77,300
Net
County
Cost
$ 0
$ 0
$ 0
$ 0
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per
Effectiveness
capita
cost
Measures
(Desired
Results)
$ 0.10
$ 0.31
$ 0.22
Performance
Incentive
Rating
6 / 10
Yes
9 / 10
Yes
10
/ 10
Yes
High
Board
Performing
Workforce
Rating
Development
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
391
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
WIOA (Dislocated Worker Prog)
BUDGET UNIT TITLE AND NUMBER: 2625-61420/61430/61440 Formerly 60000-2643]
DEPARTMENT DESCRIPTION: The Dislocated Worker Program WIOA program provides
retraining for laid off clients.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 603,028
$ 342,600
$ 600,000
$ 600,000
Supplies
3,956
2,400
6,800
6,800
Purchased
Services
142,439
90,100
128,500
128,500
Fixed Charges
22,530
0
21,300
21,300
Gross
County
Cost
$ 771,953
$ 435,100
$ 756,600
$ 756,600
Revenue
771,953
435,100
756,600
756,600
Net
County
Cost
$ 0
$ 0
$ 0
$ 0
Budget
Positions
3
2
2
2
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023 other
than an increase in the grant funding for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
392
HUMAN SERVICES WIOA (DISLOCATED WORKER)
(CONTINUED)
2625-61420
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Outputs
Clients
served
79 90 100
Measures
Efficiency
Per capita
cost
$ 2.27 $ 1.25
$ 2.12
Measures (desired results)
Effectiveness
Employment
rate Q2 After
Program
Exit
78.38%
68.76% 76.40%
rate
Q4 After
Program
Exit
73.58% 69.21% 76.90%
Employment
Median
Participant
Earnings
$ 11,510
$ 6,120
$ 6,800
Credential
Rate
68.42% 61.20%
68.00%
Measurable
Skills
Gain
78.57% 52.74% 58.60%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
393
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Educational Lab - 2645-61200 [Formerly 60000-2645]
DEPARTMENT DESCRIPTION: The Educational Lab program covers the cost of operating the
Computer Education Lab.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 115,855
$ 200,000
$ 116,000
$ 116,000
Supplies
26,486
15,100
32,500
32,500
Purchased
Services
20,612
30,000
21,000
21,000
Fixed Charges
5,726
10,000
6,000
6,000
Gross
County
Cost
$ 168,679
$ 255,100
$ 175,500
$ 175,500
Revenue
168,676
255,100
175,500
175,500
Net
County
Cost
$ 3
$ 0
$ 0
$ 0
Budget
Positions
3
3
3
3
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023.
Grant funding was reduced for the new fiscal year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work
Outputs
results)
ACTUAL
ESTIMATED
PROJECTED
759
$ 0.50
540
$ 0.73
54
600
$ 0.49
60
Clients
Efficiency
served
Measures
Per
Effectiveness
capita
cost
Measures (desired
School
Equivalency
42
High
(HSE)
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
394
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: AmeriCorps Prog - 2646-61300 [Formerly 60000-2646]
DEPARTMENT DESCRIPTION: The AmeriCorps Program is a youth corps work program.
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
RESOURCES
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 133,616
$ 230,000
$ 130,000
$ 130,000
Supplies
18,107
8,000
20,000
20,000
Purchased
Services
30,413
29,600
27,400
27,400
Fixed Charges
2,764
5,000
3,000
3,000
Gross County Cost
$ 184,900
$ 272,600
$ 180,400
$ 180,400
Revenue
105,864
272,600
180,400
180,400
Net
County Cost
$ 79,036
$ 0
$ 0
$ 0
Budget
Positions
1
1
1
1
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023.
Grant funding was reduced for the new fiscal year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
program
(desired results)
ACTUAL
PROJECTED
ESTIMATED
$
13 29
0.54 $ 0.78
90%
$
100%
32
0.51
Participants
Efficiency
in
Measures
Per
capita
cost
Measures
Effectiveness
Clients
completing
program
100%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
395
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Admin.) 2650-61700
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2651]
DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior
programs of the Area Agency on Aging.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 67,686
$ 32,200
$ 97,000
$ 97,000
Supplies
167
2,500
400
400
Purchased
Services
10,063
5,500
15,000
15,000
Fixed Charges
1,721
0
3,400
3,400
Gross
County
Cost
$ 79,637
$ 40,200
$ 115,800
$ 115,800
Revenue
67,286
27,849
103,449
103,449
Net
County
Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Budget
Positions
4
5
5
5
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023 other
than an increase in the grant funding for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Programs administered
11
11
11
Efficiency Measures
Per capita
cost (other)
$ 0.23 $ 0.12 $ 0.32
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
396
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
AAA (Support) 2650-61705/61710/61715/61720/61725/
BUDGET UNIT TITLE AND NUMBER: 61730/61735/61740/61745 [Formerly 60000-2652]
DEPARTMENT DESCRIPTION: The AAA grant provides several contracted services to the
older adults including legal counseling, ombudsman services, homemaker services, personal
care, peer counseling, outreach, and transportation.
ACTUAL
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
RECOMMEND
NEXT
FY
LAST
FY
Personnel
Services
$ 32,338
$ 119,700
$ 65,000
$ 65,000
Supplies
24,149
30,300
35,000
35,000
Purchased
Services
216,966
165,600
230,000
230,000
Fixed Charges
1,400
5,000
2,000
2,000
Gross County Cost
$ 274,853
$ 320,600
$ 332,000
$ 332,000
Revenue
266,352
320,600
332,000
332,000
Net
County Cost
$ 8,501
$ 0
$ 0
$ 0
Budget
Positions
5
5
5
5
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
397
HUMAN SERVICES AREA ON AGING
(CONTINUED)
60000-2652
PERFORMANCE MEASURES
Work Outputs
personal
Senior
care
(desired
Outreach
results)
ACTUAL
ESTIMATED
PROJECTED
1,379
5,998
6,253
$
638
231
880
0.81
Yes
1,625
1,353
5,645
1,000
5,911
$
172
Yes
1,800
1,400
6,000
1,100
6,000
0.92 $
200
0.93
Yes
Outreach
Peer
Legal
Counseling
consultation/representation
—
and
Services
Measures
Hispanic
Homemaker
Ombudsman
Transportation
Efficiency
Per
capita
cost
Measures
Effectiveness
Work
output
goals
are
maintained
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
398
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Congregate Meal Program)
BUDGET UNIT TITLE AND NUMBER: 2650-61750 [Formerly 60000-2653]
DEPARTMENT DESCRIPTION: The Congregate Meal Program grant provides meals to the
senior population at 22 nutrition sites around the county.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 198,026
$ 116,500
$ 197,000
$ 197,000
Supplies
12,616
12,200
13,000
13,000
Purchased
Services
583,262
358,200
570,500
570,500
Fixed Charges
6,905
600
7,000
7,000
Gross
County
Cost
$ 800,809
$ 487,500
$ 787,500
$ 787,500
Revenue
813,180
487,500
787,500
787,500
Net
County
Cost
$ - 12,371
$ 0
$ 0
$ 0
Budget
Positions
3
3
3
3
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023 other
than an increase in the grant funding for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Meals
served
79,583 78,482
70,000
Efficiency
Measures
Per
capita
cost $ 2.36 $ 1.40
$ 2.21
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
399
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Home Delivered Meals)/NSIP
BUDGET UNIT TITLE AND NUMBER: 2650-61751/61755 [Formerly 60000-2654]
DEPARTMENT DESCRIPTION: The Home Delivered Meals grant provides home delivered
meals through Meals on Wheels.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
1,620
0
0
0
Purchased
Services
284,786
190,000
320,000
320,000
Gross County
Cost
$ 286,406
$ 190,000
$ 320,000
$ 320,000
Revenue
286,406
190,000
320,000
320,000
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023 other
than an increase in the grant funding for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
(desired results)
ACTUAL
ESTIMATED
PROJECTED
38,720
$ 0.85
Yes
42,112
$ 0.55
Yes
43,000
$ 0.90
Yes
Meals
Efficiency
Served
Measures
Per
Effectiveness
Work
capita
output
cost
Measures
goals
are
maintained.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
400
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Health Services) 2650-61760
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2655]
DEPARTMENT DESCRIPTION: This Health Services grant provides health services to the
senior community. This grant supports evidence -based health programs.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
REQUESTED
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 16,233
$ 11,700
$ 16,000
$ 16,000
Supplies
61
0
0
0
Purchased
Services
1,974
200
2,000
2,000
Fixed Charges
1,007
100
1,000
1,000
Gross
County
Cost
$ 19,275
$ 12,000
$ 19,000
$ 19,000
Revenue
19,275
12,000
19,000
19,000
Net
County
Cost
$ 0
$ 0
$ 0
$ 0
Budget
Positions
1
1
1
1
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL
ESTIMATED PROJECTED
Work Outputs
Clients
served
182 239 300
Efficiency
Measures
Per capita
cost $ 0.06 $ 0.03 $ 0.05
Effectiveness Measures (desired results)
Work
output
goals
are maintained
Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
401
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Co. Health Foundation)
BUDGET UNIT TITLE AND NUMBER: 2650-61765 [Formerly 60000-2656]
DEPARTMENT DESCRIPTION: The Colorado Health Foundation grant provides health services
to the senior community, providing long-term care information and assistance for individuals 18
years of age and older.
ACTUAL
RESOURCES
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
RECOMMEND
NEXT
FY
LAST
FY
Personnel
Services
$ 1,688
$ 2,200
$ 1,800
$ 1,800
Supplies
0
16,900
0
0
Purchased
Services
254
1,600
3,000
3,000
Fixed Charges
0
0
0
0
Gross
County Cost
$ 1,942
$ 20,700
$ 4,800
$ 4,800
Revenue
0
20,700
4,800
4,800
Net
County Cost
$ 1,942
$ 0
$ 0
$ 0
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023.
Grant funding was reduced for the new fiscal year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Efficiency
Measures
Per capita
cost $ 0.01
$ 0.06 $ 0.01
Effectiveness Measures (desired results)
Work
output
goals
are maintained Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
402
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Elder Abuse Grant)
BUDGET UNIT TITLE AND NUMBER: 2650-61770 [Formerly 60000-2657]
DEPARTMENT DESCRIPTION: The Elder Abuse grant provides for educational training to the
community on elder abuse.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 337
$ 1,000
$ 1,000
$ 1,000
Supplies
0
0
0
0
Purchased
Services
2
0
0
0
Fixed Charges
12
0
0
0
Gross County
Cost
$ 351
$ 1,000
$ 1,000
$ 1,000
Revenue
351
1,000
1,000
1,000
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Ombudsman Services 880 1,000
1,100
Efficiency
Measures
Per capita
cost $ 0.001
$ 0.003 $ 0.003
Effectiveness Measures
(desired results)
Education
of
long term staff
Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
403
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Special Ombudsman)
BUDGET UNIT TITLE AND NUMBER: 2650-61775 [Formerly 60000-2658]
DEPARTMENT DESCRIPTION: The Special Ombudsman funds supplement the ombudsman
program.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 0
$ 5,000
$ 100
$ 100
Supplies
0
0
100
100
Purchased
Services
0
0
100
100
Fixed Charges
0
0
0
0
Gross
County
Cost
$ 0
$ 5,000
$ 300
$ 300
Revenue
0
5,000
300
300
Net
County
Cost
$ 0
$ 0
$ 0
$ 0
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023.
Grant funding for the new fiscal year was reduced.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL
ESTIMATED PROJECTED
Work Outputs
Complaints
investigated
309 350 400
Efficiency
Measures
Per capita
cost $ 0.000 $ 0.014
$ 0.001
Effectiveness Measures (desired results)
Work
outputs
are maintained
Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
404
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Single Entry Point/HCA)
BUDGET UNIT TITLE AND NUMBER: 265995-61780/61790 [Formerly 60000-265995]
DEPARTMENT DESCRIPTION: The Single Entry Pint grant provides case management
services to Medicaid eligible clients.
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
RESOURCES
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 1,863,469
$ 2,300,000
$ 2,100,000
$ 2,100,000
Supplies
6,283
25,500
6,000
6,000
Purchased
Services
59,382
7,100
60,000
60,000
Fixed Charges
66,067
67,400
67,000
67,000
Gross County Cost
$ 1,995,201
$ 2,400,000
$ 2,233,000
$ 2,233,000
Revenue
2,199,946
2,400,000
2,233,000
2,233,000
Net
County Cost
$ - 204,745
$ 0
$ 0
$ 0
Budget
Positions
28
28
30
30
SUMMARY OF CHANGES: The budget includes the addition of two Single Entry Point Case
Manager Positions for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the two
requested positions.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work
Outputs
Clients
Efficiency
served 2,744
Measures
2,942 3,050
Per
Effectiveness
capita
cost
Measures (desired results)
$ 5.87 $ 6.90 $ 6.26
Divert
Medicaid
Eligible
clients
from 2,744 2,942 3,050
Institutional
care
to cost
effective
home care
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
405
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (CCT) - - 2650-61785
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2660]
DEPARTMENT DESCRIPTION: The CCT funding includes minor funding sources that
supplement the aging programs, including Colorado Choice Transition (CCT).
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 6,623
$ 1,000
$ 7,000
$
7,000
Supplies
24,925
0
8,000
8,000
Purchased
Services
1,312
0
1,500
1,500
Fixed Charges
214
0
0
0
Gross
County
Cost
$ 33,074
$ 1,000
$ 16,500
$ 16,500
Revenue
-8,522
1,000
16,500
16,500
Net
County
Cost
$ 41,596
$ 0
$ 0
$ 0
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023 other
than an increase in the grant funding for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients
served 26 15
20
Efficiency
Measures
Per capita
cost $ 0.10
$ 0.00 $ 0.05
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
406
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (State Funds)- 2650-61835-61930
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2671]
DEPARTMENT DESCRIPTION: State General Fund appropriation intended to mirror Federal
Funding of the Older Americans Act and includes: Administration, Information and Assistance;
Health promotions; Education; Ombudsman; Homemaker; Personal Care; Outreach, Case
Management; Counseling; Chore; Transportation; Congregate Meals; Home -Delivered Meals;
Visually Impaired; Dental -Vision -Hearing; and Respite.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
NEXT
FY
REQUESTED
NEXT
FY
CURRENT
FY
Personnel
Services
$ 591,059
$ 532,700
$ 610,000
$ 610,000
Supplies
251,020
184,500
240,000
240,000
Purchased
Services
705,937
734,500
615,000
615,000
Fixed Charges
17,507
0
20,000
20,000
Gross County
Cost
$ 1,565,523
$ 1,451,700
$ 1,485,000
$ 1,485,000
Revenue
1,570,545
1,451,700
1,485,000
1,485,000
Net
County Cost
$ - 5,022
$ 0
$ 0
$ 0
Budget
Positions
2
3
3
3
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
ACTUAL
PROJECTED
ESTIMATED
Served 182 196 250
21,026 59,542 62,000
$ 4.60 $ 4.17 $ 4.16
Dental/Vision/Hearing
Other
clients
Clients
served
Measures
Efficiency
Per capita
cost
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
407
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
AAA — Part E-Grandparenting/Caregiver Support/Resp
BUDGET UNIT TITLE AND NUMBER: 2650-61935/61940/61945 [Formerly 60000-2673]
DEPARTMENT DESCRIPTION: This program provides support to family members who are
caring for relatives at home.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RECOMMEND
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 46,365
$ 28,500
$ 45,000
$ 45,000
Supplies
23
300
0
0
Purchased
Services
69,389
68,000
75,000
75,000
Fixed Charges
1,506
200
1,500
1,500
Gross
County
Cost
$ 117,283
$ 97,000
$ 121,500
$ 121,500
Revenue
112,261
97,000
121,500
121,500
Net
County
Cost
$ 5,022
$ 0
$ 0
$ 0
Budget
Positions
1
1
1
1
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Care giver Support
- units
of services
5,235 4,987
5,000
Efficiency Measures
Per capita
cost $ 0.34 $ 0.28 $ 0.34
Effectiveness Measures
(desired results)
Maintain
requirements
of grant
Yes Yes Yes
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
408
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Comm. Services Block Grant - - 267895 - 61600-61650
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-267895]
DEPARTMENT DESCRIPTION: The Community Services Block grant supports case
management and emergency funding assistance for low-income individuals and families who are
struggling with homelessness who are migrants or elderly. The goal is to address barriers to self-
sufficiency by supporting services which address employment, education, housing, budgeting,
nutrition, and health.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
NEXT
FY
REQUESTED
NEXT
FY
CURRENT
FY
Personnel
Services
$ 182,540
$ 161,300
$ 197,500
$ 197,500
Supplies
18,473
9,500
20,000
20,000
Purchased
Services
208,565
127,200
185,000
185,000
Fixed Charges
2,207
0
3,000
3,000
Gross County
Cost
$ 411,785
$ 298,000
$ 405,500
$ 405,500
Revenue
446,509
298,000
405,500
405,500
Net
County Cost
$ - 34,724
$ 0
$ 0
$ 0
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2023 other
than an increase in the grant funding for 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
409
COMMUNITY SERVICES BLOCK GRANT
(CONTINUED)
267895-61600
PERFORMANCE MEASURES
ACTUAL
PROJECTED
ESTIMATED
Work Outputs
individuals
Provide
household,
sufficiency
emergency
and
maintain
of the
families
household
and
or improve
to
health
stabilize
services
the
the
self-
to
314
250
250
Provide case management
and employment
support
to
families
and disabled
populations
134
300
300
Parents / Caregivers
home environments
who
improve
their
99
75
75
experiencing
homelessness
who
Households
obtained safe temporary
shelter
143
100
100
who
housing
maintained
safe and
for 90 days 119
106
106
Households
affordable
Measures
Efficiency
Per capita
cost
$ 1.21
$ 0.86
$ 1.14
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
410
SPECIAL REVENUE FUNDS
Special Revenue Funds are established to account for taxes or other earmarked revenue of the
county which finance specified activities as required by law or administrative action.
CONTINGENCY FUND:
The Contingency Fund is funded with fund balance dollars at the level of $10,000,000. A
beginning fund balance of $100,120,000 is anticipated. An ending fund balance of $165,120,000
is projected, assuming no contingency funds are needed in 2023. The fund balance will serve as
a stabilization reserve for fluctuating revenues due to Weld County's heavy dependency on oil
and gas assessed values that can fluctuate dramatically from year to year due to production levels
and price changes. Besides serving as a general contingency reserve, the fund is available to
mitigate impacts from the oil and gas industry, such as unanticipated road and bridge heavy
hauling impacts.
SOLID WASTE FUND:
The projected 2023 revenue estimate is $1,700,000, down $300,000 due to eliminating a full
year's revenues from the Buffalo Hills Landfill since it is being annexed by Keenesburg. Total
annual lost will be approximately $550,000 and part of the loss was recognized in the 2022 budget
revenue estimate. Department of Public Health and Environment costs for the Household
Hazardous Waste program is projected to be $651,508. $80,000 is budgeted for community
clean-ups and $90,000 to fund the roadside trash pick-up program with Useful Public Service
clients. $226,157 is funded for solid waste inspections and monitoring by the Health Department.
$295,241 is budgeted for indirect costs. $900,000 is budgeted for repair work on county roads
impacted by landfill traffic. Beginning fund balance of $3,500,000 will be reduced by $457,906 in
2023 to $3,042,094. $85,000 is funded for code enforcement of littering.
CONSERVATION TRUST FUND:
The Conservation Trust Fund is budgeted at $563,000 based upon the anticipated operating costs
for 2023. The budget reflects funding of Island Grove Park only. Revenues are from the Colorado
Lottery proceeds.
WELD COUNTY TRUST FUND:
The Weld County Trust Fund accounts for the assets held by the Weld Trust, a Colorado nonprofit
corporation recognized by the Internal Revenue Service (IRS) as an exempt charitable
organization under code section 501 (c)(3), for charitable purposes to benefit the citizens of Weld
County. The earnings of the fund are being used to fund Bright Futures student grants each year.
EMERGENCY RESERVE FUND:
The Emergency Reserve Fund was established per Amendment One (TABOR), passed
November 3, 1992. The amendment requires that an emergency reserve be created to be used
for declared emergencies only. With the adoption of the new accounting rules under GASB 54
the three percent (3%) TABOR emergency reserve required by Article X, Section 20(5) of the
Colorado Constitution shall be a restricted fund balance in the General Fund in an amount equal
to eight -million dollars or three percent of the TABOR revenue limit, whichever is greater. This
Emergency Reserve Fund will no longer be used to budget or account for the TABOR emergency
reserve.
411
CONSERVATION TRUST
SUMMARY OF REVENUES
2023
Fund Or Acct Account Title
2200 73700 4332 LOTTERY
2200 73700 4610 EARNINGS ON INVESTMENTS
2022
Budget
2023
Rea uest
2023
Recommend
2023
Final
500,000
6,000
560,000
3,000
560,000
3,000
506,000
563,000 563,000
CONSERVATION TRUST
SUMMARY OF EXPENDITURES
2023
Fund Org Expenditure Function
2200 73700 CONSERVATION TRUST
TOTA CONSERVATION TRUST
2022 2023 2023 2023
Budget Request Recommend Final
518,755 563,000
563,000 0
518,755 563,000 563,000 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND
BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund - - 2200-73700
DEPARTMENT DESCRIPTION: The Conservation Trust Fund accounts for revenue received
from the State of Colorado to be used for the acquisition, development, and maintenance of new
conservation sites within Weld County.
RESOURCES
ACTUAL
LAST
FY
REQUESTED
RECOMMEND
BUDGETED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$
0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
512,993
518,755
563,000
563,000
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 512,993
$ 518,755
$ 563,000
$ 563,000
Revenue
563,863
506,000
563,000
563,000
Net
County Cost
$ -50,870
$ 12,755
$ 0
$ 0
SUMMARY OF CHANGES: Revenue from the Colorado Lottery is being projected at $560,000
and $3,000 from interest earnings. For 2023, the budget for the county buildings at Island Grove
Park is proposed at $690,600. Revenue from rents and facility use fees for 2023 is estimated at
$127,600. The county payment for 2023 maintenance is proposed at $563,000, which is an
increase of $44,245, or 8.5%, from the 2022 payment. The increase is primarily in salaries and
utilities and in rental revenues. The workload in the Island Grove buildings is changing to more
and more requests from Extension and 4-H for use of the facility. With the usage change and less
paid rental usage projected, the rental revenues are expected to be $127,600, which is $63,400
below the 2022 estimate.
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
414
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
Historically, the following is the amount of money received annually since the lottery started:
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
$ 194,698
195,304
151,033
138,069
162,736
154,074
130,764
136,726
200,103
220,219
264,371
205,534
327,162
312,024
356,262
373,962
286,971
358,802
361,050
391,780
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
$ 385,070
361,926
371,213
453,233
423,260
430,795
408,648
386,999
376,031
411,891
450,659
404,589
358,431
487,550
436,368
429,897
513,355
472,538
562,906
The funds have been used for maintenance and development of Island Grove Park and the
Missile Site Park, with the exception of the following items:
Entity Purpose
1983:
Greeley
1984:
Greeley
1985:
Greeley
1986:
Greeley
LaSalle
Ault
Dacono
Windsor
Ft. Lupton
Independence Stampede
Civic Auditorium
Civic Auditorium
Civic Auditorium
Civic Auditorium
Community Center
Park System
Park Improvements
Park Improvements
Pearson Park Sports Complex
Headquarters Facility
Amount
$ 141,464
$ 143,000
$ 90,000
$
51,500
10,000
7,500
3,000
6,000
10,000
5,000
Since 1987 all funds have gone to the two county parks. Beginning in 2002, only Island
Grove Park has been funded.
415
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
In 1984, the Board adopted the following criteria, in priority order, for the use and allocation of
Weld County lottery funds. This policy remains in force today:
1. To maintain and develop the two existing county parks.
2. Projects must enhance the quality of life for the citizens of Weld County.
3. Projects must contribute to, or compliment, the economic development activities
of Weld County.
4. Projects must have an area impact or significance.
5. Funds used for local community projects must have substantial local support.
6. Outside of existing county parks, no operating funds shall be contributed to
projects.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Island
Efficiency
Grove
Measures
Park
Visitors 300,000 370,000 420,000
Per capita
Cost
Per
cost
Visitor
(county support)
$1.51
$1.71
$1.49
$1.40
$1.58
$1.34
BOARD ACTION: Approved as recommended.
416
CONTINGENCY FUND
SUMMARY OF REVENUES
2023
Fund Ora Acct Account Title
2300 90300 4112 CURRENT PROPERTY TAXES
2022
Budget
MI
2023
Request
65,000,000
2023
Recommend
65,000,000
2023
Final
MI
65,000,000
65,000,000
CONTINGENCY
SUMMARY OF EXPENDITURES
2023
Fund Org Expenditure Function
2022 2023 2023 2023
Budget Request Recommend Final
2300 90300 CONTINGENT 10,000,000
TOTAL CONTINGENCY
10, 000, 000 10, 000, 000
10,000,000 10,000,000 10,000,000 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONTINGENCY FUND
BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300
DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen
expenditures or revenue short -falls.
RESOURCES
RECOMMEND
NEXT
FY
CURRENT
BUDGETED
FY
REQUESTED
ACTUAL
LAST
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
0
10,000,000
10,000,000
10,000,000
Capital
0
0
0
0
Gross County Cost
$ 0
$ 10,000,000
$ 10,000,000
$ 10,000,000
Revenue/Fund
Bal.
-47,427,076
-10,000,000
-55,000,000
-55,000,000
Net
County Cost
$ 47,427, 076
$ 0
$ 65, 000, 000
$ 65, 000, 000
SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $10,000,000 with
funds from the fund balance. A beginning fund balance of $100,120,000 is anticipated. An ending
fund balance of $165,120,000 is projected, assuming no contingency funds are needed in 2023.
The fund balance will serve as a stabilization reserve for fluctuating revenues due to Weld
County's heavy dependency on oil and gas assessed values that can fluctuate dramatically from
year to year due to production levels and price changes. Besides serving as a general contingency
reserve, the fund is available to mitigate impacts from the oil and gas industry, such as
unanticipated road and bridge heavy hauling impacts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
419
EMERGENCY RESERVE
SUMMARY OF REVENUES
2023
Fund Or g Acct Account Title
2400 53100 4112 CURRENT PROPERTY TAXES
2022
Budget
MI
2023
Request
MI
2023
Recommend
2023
Final
EMERGENCY RESERVE
SUMMARY OF EXPENDITURES
2023
Fund Org Expenditure Function
2400 53100 EMERGENCY RESERVE
2022 2023 2023 2023
Budget Request Recommend Final
0 0 0 0
0 0
0 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND
BUDGET UNIT TITLE AND NUMBER: Emergency Reserve - - 2400-53100
DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per Amendment
One (TABOR), passed November 3, 1992, which requires that an emergency reserve be
established to be used for declared emergencies only, and that each local government shall
reserve for 1993, 1 percent or more, for 1994, 2 percent or more, and for all later years, 3 percent
or more of the fiscal year spending, excluding bonded debt service. Caused reserves apply to
the next year's reserve.
RESOURCES
ACTUAL
RECOMMEND
BUDGETED
REQUESTED
NEXT
FY
LAST
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net
County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: With the adoption of the new accounting rules under GASB 54, the
three percent (3%) TABOR emergency reserve required by Article X, Section 20(5) of the
Colorado Constitution shall be a restricted fund balance in the General Fund in an amount equal
to eight -million dollars or three percent (3%) of the TABOR revenue limit, whichever is greater.
This Emergency Reserve Fund will no longer be used to budget or account for the TABOR
emergency reserve.
FINANCE/ADMINISTRATION RECOMMENDATION: Concur with policy per GASB 54.
BOARD ACTION: Reaffirmed policy per GASB 54.
422
SOLID WASTE
SUMMARY OF REVENUES
2023
Fund Or g Acct Account Title
CHARGE FOR SERVICES
2700 90200 4410 CHARGE FOR SERVICES
TOTAL SOLID WASTE
2022
Budget
2,000,000
2023
Request
1,700,000
2023
Recommend
1,700,000
2023
Final
2,000,000 1,700,000 1,700,000
SOLID WASTE
SUMMARY OF EXPENDITURES
2023
Fund Org Expenditure Function
2700 21240 TRANSFER
2700 90200 SOLID WASTE
2700 90200 TRANSFER
TOTAL SOLID WASTE
2022
Budget
85,000
323,089
2,089,942
2023
Request
85,000
295,241
1,777,665
2023
Recommend
85,000
295,241
1,777,665
2023
Final
2,498,031
2,157,906
2,157,906 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Code Enforcement - - 2700-21240
DEPARTMENT DESCRIPTION: The Solid Waste Fund accounts for code enforcement for
littering, illegal dumping, and roadside trash pick-up program.
RESOURCES
REQUESTED
RECOMMEND
NEXT
FY
CURRENT
BUDGETED
FY
ACTUAL
LAST
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
85,000
85,000
85,000
85,000
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 85,000
$ 85,000
$ 85,000
$ 85,000
Revenue
0
0
0
0
Net
County Cost
$ 85,000
$ 85,000
$ 85,000
$ 85,000
SUMMARY OF CHANGES: The Code Enforcement function has been combined with the Animal
Control function in the Sheriffs Office. The cost of the code enforcement function is $85,000.
See budget unit number 1000-21230 for a detailed discussion of the program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and funding of
program from the Solid Waste surcharge.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Number
of
Complaints
772 800 800
Efficiency Measures
Per capita
cost (county
support)
$0.25 $0.24 $0.24
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public
Safety Bureau (Budget Unit 1000-21200) goals.
425
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund - - 2700-90200
DEPARTMENT DESCRIPTION: The Solid Waste Fund accounts for revenue received from a
surcharge on dumping fees at solid waste disposal sites to combat environmental problems,
promote trash clean-up, provide for the household hazardous materials program, and to further
improve and develop landfill sites within the county.
RESOURCES
ACTUAL
LAST
FY
RECOMMEND
BUDGETED
REQUESTED
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Purchased
Services
142,680
323,089
295,241
295,241
Fixed
Charges
158,191
2,089,942
1,777,665
1,777,665
Transfers
2,298,078
0
0
0
Gross County
Cost
$ 2,598,949
$ 2,413,031
$ 2,072,906
$ 2,072,906
Revenue/Fund
Bal.
2,239,698
2,498,031
1,987,906
1,987,906
Net
County Cost
$ 359,251
$ - 85,000
$ 85,000
$ 85,000
SUMMARY OF CHANGES: The projected 2023 revenue estimate is $1,700,000, down $300,000
due to eliminating a full year's revenues from the Buffalo Hills Landfill since it is being annexed
by Keenesburg. Total annual lost will be approximately $550,000.
The Department of Public Health and Environment costs for the Household Hazardous Waste
program is projected to be $651,508. $80,000 is budgeted for community clean-ups and $90,000
is budgeted to fund the roadside trash pick-up program with Useful Public Service clients.
$226,157 is budgeted for solid waste inspections and monitoring by the Health Department.
$295,241 is budgeted for indirect costs. $900,000 is budgeted for repair work on county roads
impacted by landfill traffic. Beginning fund balance of $3,500,000 will be reduced by $457,906 in
2023 to $3,042,094.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
426
SOLID WASTE FUND
(CONTINUED)
2700-90200
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Landfill
Inspections
45 45
45
Household
Surcharge
Hazardous
Collected
Material
(HHM)
$429,265
$1,949,908
$388,559 $651,508
$2,200,000 $1,700,000
Efficiency
Measures
Per capita
cost
(collected)
$7.64
$6.94
$5.81
Per capita
HHM
cost
$1.29 $1.15
$1.83
427
WELD COUNTY TRUST FUND
SUMMARY OF REVENUES
2023
Fund Ora Acct Account Title
2022
Budget
2023
Rea uest
2023
Recommend
2023
Final
7400 90100 4610 EARNINGS ON INVESTMENTS
7400 90100 711000 Transfer
2,600,000
MI
2,500,000
2,500,000
2,500,000
2,500,000
2,600,000
5,000,000
5,000,000
WELD TRUST
SUMMARY OF EXPENDITURES
2023
Fund Org Expenditure Function
2022 2023 2023 2023
Budget Request Recommend Final
7400 90100 NON DEPARTMENTAL 1,500,000
TOTAL WELD TRUST
2,600,000 2,600,000
1,500,000 2,600,000 2,600,000 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WELD COUNTY TRUST FUND
BUDGET UNIT TITLE AND NUMBER: Weld County Trust Fund - - 7400-90100
DEPARTMENT DESCRIPTION: The Weld County Trust Fund accounts for the assets held by
the Weld Trust, a Colorado nonprofit corporation recognized by the Internal Revenue Service as
an exempt charitable organization under Internal Revenue code section 501 (c)(3), for charitable
purposes to benefit the citizens of Weld County. The assets of the fund are from the sale of the
NCMC hospital in 2019. The earnings of the fund are being used to fund Bright Futures student
grants each year.
RESOURCES
RECOMMEND
BUDGETED
REQUESTED
ACTUAL
LAST
FY
NEXT
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
1,377,901
1,500,000
2,600,000
2,600,000
Capital
0
0
0
0
Gross County Cost
$ 1,377,901
$ 1,500,000
$ 2,600,000
$ 2,600,000
Revenue
4,460,016
2,600,000
5,000,000
5,000,000
Net
County Cost
$ -3,082,115
$ -1,100,000
$ -2,400,000
$ -2,400,000
SUMMARY OF CHANGES: This is the third year this budget unit will appear in the budget. The
funds for the Weld County Trust Fund are from the proceeds from the sale of the NCMC hospital
in 2019. The Board has committed the earnings from the fund, less the amount of the average of
the last five years' inflation rate, added to the corpus of the fund, to ensure it is perpetually funded.
The estimated earnings of $2,5000,000 from the trust earnings, plus the estimated $2,500,000
from Bankhead-Jones proceeds, will result in total earnings of $5,000,000. An estimated
$2,600,000 will go towards for Bright Futures student grants in 2023. This will allow $2,400,000
to be retained in corpus of the fund for an estimate ending fund balance of $71,500,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
430
SEVEN YEAR TREND
Capital Expenditures
25, 000, 000
General Capital
Communications
20, 000, 000
15, 000, 000
10, 000, 000
5,000,000
O
Lri
O
ti
N
0
2017 2018
�o
M
M
to
L
■
5,222, 582
2019 2020 2021 2022 2023
431
CAPITAL EXPENDITURES FUND SUMMARY
The Capital Funds were established to budget the financial resources used for the acquisition or
improvement of capital facilities of the county. A detailed Capital Expenditures Fund Long -Range
Capital Plan for 2023-2027 is presented in this section and relates to the specifics of the 2023
capital project budget. For the Communications Capital Development Fund, a Capital
Improvements Plan for 2023-2033 has been prepared to fund the county's communications
infrastructure.
CAPITAL EXPENDITURE FUND: 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.
Capital projects impacting the 2023 and future years' operational costs for the additional building
space, which will add approximately $160,000 per year for utilities and maintenance. The
Probation and Courthouse remodels are for cosmetic and functional improvements. No staffing
increased will be incurred by the county since Probation and Court employees are paid by the
state. Special projects and Public Works facility projects are primarily cosmetic enhancements to
buildings that will not impact operating costs but will improve the appearance and functionality of
the buildings involved.
COMMUNICATIONS CAPITAL DEVELOPMENT FUND: The Communications Capital
Development Fund accounts for various capital improvement projects for the development and
maintenance of the county communications system infrastructure. The 2023 program is funded
at $5,222,582 with $1,850,000 from the transfer of funds from the E-911 Authority per the IGA
between the E-911 Authority and Weld County approved February 16, 2021. Anticipated projects
include $3,500,000 for the TDMA migration, $442,000 for the CAD public safety IT system,
$120,000 for PC replacements in the dispatch center, $250,000 for Next Generation 911,
$500,000 for equipment in the back-up center, $220,000 for the NICE -recording system, and
$190,582 for replacement of tower equipment. A carry-over beginning fund balance of $9,461,382
is anticipated, and $6,088,800 ending reserve fund balance is anticipated at the end of 2023.
Communications capital projects impacting the future years' operational costs include the 4,000
square foot addition to the dispatch center, which will add approximately $6,000 per year for
utilities and maintenance. Other capital items are primarily replacement items and will not add
operational costs in the future.
432
CAPITAL EXPENDITURES
SUMMARY OF REVENUES
2023
Fund Or g Acct
4000 17500 4112
4000 17500 4610
Account Title
2022
Budget
2023
Rea uest
2023
Recommend
2023
Final
CURRENT PROPERTY TAXES
EARNINGS ON INVESTMENTS
4000 17500 4730 OTHER FEES
TOTAL CAPITAL EXPENDITURES
39, 000, 000
750,000
225.000
25, 000, 000
750,000
225,000
25, 000, 000
750,000
225,000
39,975,000 25,975,000 25,975,000
CAPITAL EXPENDITURES
SUMMARY OF EXPENDITURES
2023
2022 2023 2023 2023
Fund Org Expenditure Function Budget Request Recommend Final
4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 15,531,350 19,745,020 19,745,020
TOTAL CAPITAL EXPENDITURES 15,531,350 19,745,020 19,745,020 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CAPITAL EXPENDITURE FUND
BUDGET UNIT TITLE AND NUMBER: Capital Expenditures - - 4000-17500
DEPARTMENT DESCRIPTION: Capital projects for general county use. Created in accordance
with Section 29-1-301(1.2), C.R.S., April 5, 1984. Formerly Public Works - County Buildings Fund
(Fund 33).
RESOURCES
ACTUAL
LAST
FY
RECOMMEND
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
1,304,831
0
0
0
Purchased
Services
278,986
0
0
0
Capital
16,597,655
15,531,350
19,745,020
19,745,020
Gross County Cost
$ 18,181,472
$ 15, 531,350
$ 19,
745,
020
$ 19,
745,020
Revenue/Fund
Bal.
16,066,436
23,468,650
5,254,980
5,254,980
Net
County Cost
$ 34,247,908
$ 39,000,000
$ 25,000,000
$ 25,000,000
SUMMARY OF CHANGES: 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.
FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2022 funding level of
the Proposed Long -Range Capital Plan for 2023 - 2027. The actual plan is on the pages
immediately following.
BOARD ACTION:
435
COMMUNICATIONS DEVELOPMENT SYSTEMS CAPITAL FUND
SUMMARY OF REVENUES
2023
Fund Org Acct Account Title
2022 2023 2023 2023
Budget Request Recommend Final
4010 22200 4680 OTHER 1,850,000 1,850,000 1,850,000
TOTAL COMMUNICATIONS CAPITAL DEVELOPMENT
1,850,000 1,850,000 1,850,000
COMMUNICATION DEVELOPMENT SYSTEMS
SUMMARY OF EXPENDITURES
2023
Fund Org Expenditure Function
2022 2023 2023 2023
Budget Request Recommend Final
4010 22200 CAPITAL 1,776,143
5,222,582 5,222,582
TOTAL COMMUNICATION DEVELOPMENT 1,776,143 5,222,582 5,222,582 0
437
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS CAPITAL DEVELOPMENT FUND
BUDGET UNIT TITLE AND NUMBER: Communications Capital Development Fund 4010-22200
DEPARTMENT DESCRIPTION: This fund accounts for various capital improvement projects for
the development and maintenance of the county communications system infrastructure. The fund
was created in 2021 per an intergovernmental agreement (IGA) between the county and the E-
911 Authority.
ACTUAL
LAST
FY
BUDGETED
REQUESTED
RESOURCES
RECOMMEND
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$
0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Capital
444,981
1,776,143
5,222,582
5,222,582
Gross County
Cost
$ 444,981
$ 1,776,143
$ 5,222,582
$ 5,222,582
Revenue/Fund
Bal.
5,487,604
1,850,000
1,850,000
1,850,000
Net
County Cost
$ -5,042,623
$ -73,857
$ 3,372,582
$ 3,372,582
SUMMARY OF CHANGES: The Communications Capital Development Fund accounts for
various capital improvement projects for the development and maintenance of the county
communications system infrastructure. The 2023 program is funded at $5,222,582 with
$1,850,000 from the transfer of funds from the E-911 Authority per the IGA between the E-911
Authority and Weld County approved February 16, 2021. Anticipated projects include $3,500,000
for the TDMA migration, $442,000 for the CAD public safety IT system, $120,000 for PC
replacements in the dispatch center, $250,000 for Next Generation 911, $500,000 for equipment
in the back-up center, $220,000 for the NICE -recording system, and $190,582 for replacement of
tower equipment. A carry-over beginning fund balance of $9,461,382is anticipated, and
$6,088,800 ending reserve fund balance is anticipated at the end of 2023.
FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2023 funding level of
the Communications Capital Development Fund's Capital Improvements Plan for 2023-2033 to
fund the county's communications infrastructure. The actual plan is at the end of the section
immediately following.
BOARD ACTION:
438
WELD COUNTY
LONG RANGE CAPITAL PROJECTS
FIVE-YEAR PLAN
2023-2027
Presented By: Donald D. Warden
Director of Finance and Administration
September 2022
439
LONG RANGE CAPITAL PROJECTS
FIVE YEAR PLAN
2023 - 2027
INTRODUCTION:
Section 14-3 of the Weld County Home Rule Charter provides:
"The Board may require that the director of Finance and Administration submit, at
the time of submission of the annual budget, a five-year capital improvements
program and budget. Such program shall include recommended projects,
construction schedule, estimate of cost, anticipated revenue sources, methods of
financing, and such other information as may be required."
This five-year plan projects capital improvements for 2023 - 2027.
The recommended program for capital construction is intended as a guideline to be adjusted by
the Board of County Commissioners on an annual basis. It represents flexible goals for organizing
solutions to county program needs, and it is intended to provide the Board of County
Commissioners with the perspective for making fiscal policy decisions. Annual modifications in
the plan will reflect necessary adjustments and priorities, changes in programs, and
readjustments of other county fiscal requirements.
This report has four (4) sections:
1. Introduction
2. Financing Alternatives
3. 2023 - 2027 Five-year Plan
4. 2023 Budgetary Impact
The section on financing recommends a program for funding the next five years' capital
construction. This section lists the various sources of revenue currently available to the county,
and the alternatives available for financing the remainder of the capital projects program. The
2023 - 2027 five-year plan section provides a list of recommended projects and the time schedule
for the next five fiscal years. Additionally, it provides justification for the recommendation and
attempts to enumerate problems and recommended solutions for the capital improvements
program over the next five years. The project section describes each recommended project, and
provides information on the existing situation, the proposed solution, and the financing plan for
each project.
The last section of the report provides a recommended 2023 budget for the capital construction
program. It provides specific detail regarding each recommended project and the impact on the
2023 county budget.
440
FINANCING ALTERNATIVES
FINANCING
Overview:
There are a number of ways to finance capital improvement projects. Some of the most common
methods are:
1. Pay as you go:
Pay as you go is a method of financing capital projects with current revenues -- paying
cash instead of borrowing against future revenues. Pay as you go has several
advantages. First, it saves interest cost. Second, pay as you go protects borrowing
capacity for unforeseen major outlays that are beyond any current year's capacity. Third,
when coupled with regular, steady completion of capital improvements and good
documentation and publicity, pay as you go fosters favorable bond ratings when long-term
financing is undertaken. Finally, the technique avoids the inconvenience and considerable
cost associated with marketing of bond issues, advisors, counsel, printing, etc.
However, there are practical and theoretical disadvantages to a pay as you go policy.
First, pay as you go puts a heavy burden on the project year. Second, it creates awkward
fluctuating expenditure cycles which do not occur with extended financing. Third, a long -
life asset should be paid for by its users throughout its normal life, rather than all at once
by those who may not have the use of it for the full term. Finally, when inflation is driving
up construction costs, it may be cheaper to borrow and pay today's prices, rather than wait
and pay tomorrow's.
2 All borrowing policy:
An all borrowing policy or a substantial reliance on debt financing is another approach.
The annual available resources could be used entirely for debt service with the size of the
annual resources setting the limit on the amount that could be borrowed.
3 Capital reserve:
A capital reserve plan is an approach where the annual resources available could be
accumulated in one or more capital reserve funds, the amounts invested, and when any
funds become adequate to pay for a proposed project, the fund could be expended. This
is a good approach when a county has a capital requirement which can wait.
Accumulation of the necessary capital funds over a period of time is a feasible approach,
assuming a relatively stable construction dollar.
HB 82-1111, passed in 1982, specifically provides for a capital improvements trust fund
for capital reserves.
Partial pay as you go policy:
A partial pay as you go policy is a common approach. Some of the annual resources
would be used to finance capital improvements directly, and the remainder would go for
supporting a debt program. Even if a local government pursues a borrowing policy, an
initial down payment out of current revenues is a possibility. A customary five to ten
percent down is a limited pay as you go policy and assures that the voters authorizing the
approval will make a cash contribution, so all the burden will not be postponed.
442
5 Joint financing:
An ever increasing number of cities and counties are benefitting from joint development
of a project. The construction of a city/county office building and recreational areas are
examples. This avenue of funding and planning capital projects normally is advantageous
to both jurisdictions.
6 Lease/Purchase:
Local governments can utilize lease/purchase methods for needed public works projects
by having it constructed by a private company or authority. The facility is then leased by
the jurisdiction on an annual or a monthly rental. At the end of the lease period, the title
to the facility can be conveyed to the jurisdiction without any future payments. The rental
over the years will have paid the total original cost, plus interest. This method has been
used successfully in a few jurisdictions. The utilization of a building authority would fall
under this category of financing.
Numerous considerations are involved in the selection of the foregoing approaches, or some
combination thereof:
1. Political realities may preclude utilization of one or more of the above alternatives.
For example, the passage of general obligation bonds as a debt financing
mechanism has not met recent success at the polling places in most jurisdictions.
2. The pay as you go concept has three distinct advantages.
A. It provides great flexibility to the county for future periods of economic
recession or depression but does not accumulate large fixed -charge costs.
B. It avoids the payment of interest charges.
C It imposes upon public officials the full political responsibility for levy of the
taxes necessary to pay the local share of such projects.
3. The debt financing approach has the advantage of spreading the cost over a
generation of current users of public facilities, thereby imposing upon each a
significant portion of the cost of each project.
4. In an inflationary period, one must consider the extent to which prepayment for
capital outlay is warranted, when the opportunity for repayment of the principal and
interest in dollars that are less expensive can be arranged.
5. During periods of rapid rise in costs, the time delay necessary to accumulate down
payments or full pay as you go resources invites higher costs which may wipe out
most, if not all, of the advantages of non-payment of interest.
In the five-year capital projects plan, a combination of funding methods will be recommended to
finance capital construction to balance the economy of a payment in full program with the fairness
of sharing the burden among present and future taxpayers.
This recommended financial program reflects consideration of many factors, including the
availability of cash, anticipated interest rates at the time of construction, and projected inflationary
cost increases that would result from project delays.
443
DEBT FINANCING
Before discussing specific types of borrowing, it is appropriate to review some of the basic
constitutional statutory provisions which generally are applicable to debt financing.
Article XI, Section 6, of the Colorado Constitution, provides that no debt may be created by a
political subdivision of the state, unless the question of incurring such debt has been approved by
a majority of the qualified electorate voting. Any obligation paid, or contracted to be paid, out of
a fund that is a product of a tax levy is a debt within the means of the Constitution (Trinidad vs.
Haxby, 136 Colorado 168, 315 p 2d 204 -- 1957).
In addition to voter approval, Article XI, Section 6, requires the debt be incurred by adoption of a
legislative measure which is irrevocable until the indebtedness is fully paid or discharged. The
ordinance must:
1. Set forth the purpose for which the bond proceeds will be applied, and
2. Provide for the levy of the tax which, together with such other revenues as may be
pledged, will be sufficient to pay the principal and interest of the debt.
The Constitution delegates to the Legislature the duty to establish statutory limitations on the
incurrence of debt. The total amount of debt which a county may incur may not exceed three
percent (3%) of the assessed value in the county, which is nearly $350 million dollars in Weld
County.
Section 4 of Article X, Section 20 (TABOR Amendment), requires voter approval for any form of
multi -year debt. It states that an election is required: "Except for the refinancing of district bonded
debt at a lower interest rate or adding new employees to existing district pension plans, creation
of any multiple -fiscal year direct or indirect district debt or other financial obligation whatsoever
without adequate present cash reserves pledged irrevocable and held for payments in all future
fiscal years."
In addition to the state statute, Section 14-6 of the Weld County Home Rule Charter specifies:
"The incurring of indebtedness by the county and the issuance of evidences of
such indebtedness shall be authorized, made and executed in accordance with the
laws of the state, including the borrowing of money to fund county projects, the
pledging of project revenues and repayment thereof, and the issuance of revenue
warrants, or revenue bonds, or other forms of evidence of such obligations."
Before discussing specific types of bonds, it is appropriate to review some of the general
characteristics of bonds. Bonds mature serially, that is, a portion of the principal is retired over
the entire term of the bond issue. Interest on municipal bonds is free from Federal Income Tax
which is an important feature to prospective purchasers. The term or the length of time to maturity
of municipal bonds can vary considerably. Generally, the last maturing bond comes due ten to
thirty years from the date of issue. Normally, the longer the maturity of the bonds, the higher the
yields or return on investment is demanded by the market price. Thus, a bond issue that runs
thirty years will pay a higher net effective interest rate than a bond issue that runs twenty years.
444
General Obligation Bonds:
General obligation bonds are secured by a pledge of the full faith, credit and taxing power of the
county. The county is obligated to levy sufficient taxes each year to pay the principal and interest
of the bond issue. Consequently, general obligation bonds are a debt subject to the constitutional
and statutory provisions discussed earlier. Because the issue of general obligation bond pledges
its full faith and credit and agrees to levy the ad valorem taxes necessary to repay the principal
and interest of the bond, it is generally agreed to be a more secure investment than other types
of bonds. Thus, the major advantage of general obligation financing is the low rate of interest as
compared to the interest of other types of bonds. The law permits general obligation bonds to
have a thirty-year term; however, general obligation bond issues usually have terms of twenty
years or less.
General obligation bonds, in addition to being secured by full faith and credit of the issuer, may
provide additional security by pledging certain available revenues.
The major disadvantage of general obligation bonds is the fact that it does require voter approval
prior to issuance. Voter resistance to increased taxes may prevent a successful bond election.
Revenue Bonds:
Revenue bonds are not a debt in the constitutional sense. They are secured by the revenue
derived from the project to be constructed, not by pledge of the full faith, credit, and taxing
authority of the county. Projects typically financed by revenue bonds include airports, stadiums,
and park facilities. Under the TABOR Amendment, revenue bonds can only be used for enterprise
funds and operations.
Although it may seem possible to pledge any non -tax revenues for payment of revenue bonds,
there should be a relationship between the type of revenue pledged for payment of the bonds and
the project to be financed. Although revenue bonds need not comply with the constitutional
statutory provisions generally applicable to a debt, there are several statutory provisions which
may affect the issuance of certain types of revenue bonds and the statutes should be consulted
for specific provisions regarding the issue of revenue bonds if this method is considered.
Revenue bonds are less secure than general obligation bonds because of the inability of the
issuer to levy taxes to assure the payment of principal and interest. Thus, there is normally a
higher interest rate on revenue bonds. The term of revenue bonds is often beyond twenty years,
frequently as long as thirty years.
The concept of issuing revenue bonds is based on the theory that certain projects which benefit
only certain individuals should be self-supporting and should be paid for by the user of that project
rather than the populace as a whole. Thus, airport revenue bonds are paid for by air travelers
and airlines and parking revenue bonds are paid for by users, etc.
In order for a county to issue a revenue bond, the system which generates the revenues to repay
the principal and interest of the bond must:
1. Have a good operating history documented by audited figures.
2. Reflect good debt service coverage through use of a feasibility study
completed by a recognized expert in the field.
In analyzing a revenue bond issue for underwriting, an investment banker will look not only at
operating statistics and coverage, but also at more basic elements, such as the necessity of the
445
service, control over competition, and delinquency procedures. Revenue bonds are becoming
more popular because they do not require voter approval and do not apply in statutory debt limits.
Leases:
A less traditional method of financing county facilities is a lease arrangement. A lease is executed
with the county, which gives the county the option to purchase the equipment or facility during the
term of the lease. All or part of the lease payments may be applied to the purchase prices.
A bona fide lease option agreement is not a debt; however, an installment purchase program is a
debt. A bona fide lease/option agreement is characterized by two factors:
1. Annual rental payments with automatic renewal of the lease unless
terminated by either party, and
2. No obligation on the part of the local government to purchase the property
if the lease is terminated.
Also, some court cases indicate the annual rental must be paid from non -property tax revenues
to avoid the lease being considered a general obligation. Upon exercise of the option, the local
government obtains full legal title to the property. Leases of this nature are distinctively different
from more conventional means of financing. Of primary importance is the security which underlies
the lease period. It is not a promise to levy taxes or a pledge of revenues from the system.
Rather, it is usually a promise to pay only one year at a time, with an implied intention to continue
payment until ownership is transferred. As ultimate security, the holder of the lease may look to
the asset which is being leased in the event of a default.
There is little statutory or judicial guidance in the area of leases of this type, and the obligation to
continue lease payments until title transfers is a moral, rather than a legal obligation. As a
consequence, the underwriting or placement of a lease is more difficult than the underwriting of
conventional bonds. The term of the leases generally is short, usually from seven to ten years.
Because the security underlying the lease is not good compared with conventional financing,
interest rates on leases are higher.
446
Building Authority:
A building authority is a non-profit corporation which generally is formed at the request of the
governing body of the county or local jurisdiction, which also appoints the Board of Directors of
the corporation. Weld County created such an authority in 1987, named the Weld County Finance
Corporation. The directors are the Director of Finance, County Attorney, and Director of Facilities,
each appointed for ten-year terms.
The building authority issues its own bonds to finance a facility. To achieve the same lower
interest rates that traditional municipal bonds enjoy, the building authority must obtain a ruling
from the Internal Revenue Service (IRS) that the interest on the authority's bonds is exempt from
Federal Income Tax. Such an exemption is granted if the IRS finds the authority's bonds are
issued on behalf of a political subdivision, which is determined based upon the following factors
as detailed in IRS Revenue Ruling 63-20.
1. The authority engages in activities which are essentially public in nature.
2. The corporation is not organized for profit.
3. The corporate income does not inure to the benefit of any private person.
4. The political subdivision has a beneficial interest in the corporation, while the
indebtedness is outstanding, and it obtains full legal title to the property on the
retirement of the debt.
5. The corporation has been approved by the political subdivision which has
approved the specific obligation of the corporation.
Like municipal bonds, bonds issued by a corporation usually are subject to registration and other
requirements of the Securities Act of 1933 and the Security Exchange Act of 1934. After receiving
a favorable ruling from the IRS, a "no action" letter should be secured from the Security and
Exchange Commission, exempting the authority's bonds from these requirements. The authority
then issues bonds pledging the annual rental payments as security. After issuance of bonds and
construction of the facilities, the authority leases the facilities to the county. Again, this must be
a bona fide lease and possess all the elements discussed under Lease/Purchase.
The bonds of a building authority are like municipal leases in the way they are viewed by investors.
As with a simple municipal lease, building authority bonds are less secure than general obligation
or revenue bonds. As a result, bonds issued through a building authority bear higher interest than
more secure issues.
Certificates of Participation (COP) may be issued in the same manner as bonds. As a practical
matter the COP is the same as a bond, except from a legal point of view, the COP is evidencing
assignment of proportionate undivided interests in rights to receive certain revenues in the form
of a lease or rental amount for the purpose of providing funding for capital improvements. The
lease and COP do not constitute a general obligation or other indebtedness of the county within
the meaning of any constitutional, statutory or home rule charter debt limitation. The lease is a
year-to-year obligation.
The use of Certificates of Participation (COP) has been the only debt vehicle Weld County has
ever used in the implementation of its debt policy options. The only COP issued by Weld County
was done in 1997 and was paid off August 1, 2007. No outstanding debt exists for Weld County.
447
BUILDING AUTHORITY FINANCE
The Philosophy:
Tax-exempt financing is available through a building authority with the issuance of bonds when
the facilities financed are for public purposes and the benefit is to the sponsoring public entity.
The Building Authority:
A building authority is a Colorado non-profit corporation created by the county itself. The county
adopts a resolution calling for the creation of the Building Authority and directing counsel to draw
articles of incorporation and by-laws in compliance with Colorado Statutes. A board of directors
is formed. The board may consist of County Commissioners or administrative personnel or
individuals not associated with any public entity. The Weld County Finance Corporation, created
in 1987, consists of the Director of Finance, County Attorney, and Director of Facilities as
directors.
Tax -Exemption of Interest:
Once the non-profit corporation is created, the tax-exempt nature of interest paid on the
corporation's bonds must be assured. A revenue ruling is requested from the Internal Revenue
Service on the non-profit status of the corporation pursuant to Internal Revenue Code, 103(a) 1
and Revenue Ruling 63-20, and on the tax-exempt status of interest paid.
Such an application involves considerable work and a detailed analysis of the situation which is
presented to the Internal Revenue Service. The application includes information as to public
purpose, the county, the agency using the facilities, the proposed lease terms, terms of title
reversion to the county and the proposed method of financing.
Corporate Bonds and the S.E.C.:
As corporate bonds are subject to registration requirements of the Securities and Exchange
Commission, a "no action" letter must be obtained from the S.E.C. The S.E.C. says that no action
will be taken if the bonds of the building authority/non-profit corporation are not registered.
The Purchase Contract:
Once the building authority is created with powers to act, it may enter into a contract to purchase
the facility. The contract should be subject to:
1. A favorable revenue ruling from the Internal Revenue Service.
2. Receipt of an S.E.C. "no action" letter.
3. Finalization of financing.
448
The Bond Issue:
When all legal and tax questions are answered the building authority may issue bonds for the
purchase of the facility. Normally the bonds are sold directly to an underwriter who then resells
the bonds to the ultimate investor.
The bonds that are issued will be an obligation of the building authority only and not a debt
obligation of the county.
The County Lease:
Upon the issuance of the bonds and the purchase of the building by the building authority, the
county can lease the building from the authority. The lease would be from year-to-year with
automatic renewal unless otherwise terminated. A county lease for any period in excess of one
year constitutes a debt and must be approved by voters.
The Bond Security:
The security of the bond holders may be only in a pledge of lease revenues by the authority. The
bond holders may also have a first mortgage lien on the building. The combination of the two
results in a more secure bond and a correspondingly lower rate of interest.
Partial Seller Financing:
Depending on factors such as the seller's motivation, whether there is an existing loan on the
building, and negotiations, a bond issue can be for only the amount necessary for a down
payment. The sellers can carry back the balance, receiving installment sale tax benefits on the
capital gains. A revenue ruling would be required; however, interest paid on a promissory note
to the seller may also be tax exempt. The total cost to the county and the building authority then
may be substantially lower on this basis.
449
COMPLETED CAPITAL PROJECTS
2017- 2021
Total
Actual
2017
Actual
2018
Actual
2019
Actual
2020
Actual
2021
Centennial
Complex
$4,191,786
$1,629,018
$584,850
$221,353
$1,756,565
Courthouse
198,934
$ 105,800
93,134
Land
Reserve
5,432,368
1,315,334
4,117,034
Chase
Building
_
1,940,608
526,611
_
400,786
824,931
_
188,280
Grader Sheds
3,694,550
283,799
1,398,134
2,012,617
Motor
Pool
983,737
260,968
348,649
374,120
Health
Department
948,878
585,138
326,600
37,140
Island
Grove
593,493
199,792
171,308
62,703
159,690
North
Jail
49,266,938
344,008
2,709,484
1,390,025
44,823,421
Center
129,547
129,547
Training
1301
N 17th
Ave.
3,090,361
2,710,447
379,914
Public
Works
2,390,311
117,416
80,933
60,400
2,131,562
Services
4,175,045
82,174
2,188,275
946,908
957,688
Human
1250
Street
6,981,360
3,679,710
3,301,650
H
SW Weld
Building
_
949,633 _
_
150,218
_
_
799,415
_
North
1401-1402
2,404,645
773,240
1,631,405
1121
M
St
3,370,773
3,370,773
Admin.
Bldg
(Sykes)
620,907
43,600
473,970
103,337
Crime
Lab
2,581,917
2,581,917
Law Administration
234,573
111,806
43,127
79,640
Miscellaneous
719,302
25,689
97,615
308,397
287,601
CNG
Station
2,155,458
2,155,458
1,000,492
1,000,492
Towers
918 10th
Street
255,622
72,549
183,073
Justice
Services
735,745
735,745
TOTAL
$99,046,983
$4,076,651
$4,991,945
$16,606,287
$5,566,204
$67,805,896
NOTE: Expenditures listed in year incurred.
FIVE YEAR
CAPITAL PROJECTS PROGRAMS
2023-2027
Requirements
2023
2024
2025
2026
2027
Total
Jail
Capital
Reserve
$8,188,610
$6,229,980
-$1,032,310
$2,036,200
-$1,283,900
$2,238,640
PW
Projects/Fuel
2,500,000
300,000
2,100,000
100,000
SE
Weld
Building
650,000
650,000
SO
Range/Training
3,000,000
3,000,000
Misc
Projects
25,948,390
5,571,020
5,107,310
5,740,800
4,592,900
4,936,360
PW Grader Sheds
6,249,000
1,974,000
2,000,000
1,025,000
250,000
1,000,000
North
Infrastructure
Business
Park
6,200,000
200,000
2,000,000
2,000,000
2,000,000
Southwest
Office
800,000
800,000
Weld
Plaza
Building
3,000,000
3,000,000
Fleet/Fuel
Site
8,728,000
800,000
7,605,000
323,000
Courthouse/Annexes
9,661,000
3,400,000
1,695,000
3,400,000
1,166,000
Jail
5,550,000
750,000
150,000
150,000
4,500,000
Facilities
Expansion
3,000,000
3,000,000
Administration
Buildings
9,200,000
200,000
9,000,000
Building
Performance
Colo.
2,200,000
100,000
300,000
400,000
100,000
1,300,000
TOTAL
$94,875,000
$25,975,000
$20,975,000
$15,975,000
$15,975,000
$15,975,000
RESOURCE CAPACITY
*****************
FUNDING SOURCES
*****************
CASH FLOW ANALYSIS
452
CAPITAL EXPENDITURES FUND
RESOURCE CAPACITY
2023- 2027
YEAR
PROPERTY
INTEREST
FEES
TOTAL
TAX
2023
$25,000,000
$750,000
$225,000
$25,975,000
2024
$20,000,000
$750,000
$225,000
$20,975,000
2025
$15,000,000
$750,000
$225,000
$15,975,000
2026
$15,000,000
$750,000
$225,000
$15,975,000
2027
$15,000,000
$750,000
$225,000
$15,975,000
453
CASH FLOW ANALYSIS
ENDING
FUND
BEGINNING
BALANCE
FUND
REVENUE
EXPENDITURES
YEAR
BALANCE
2023
$ 50,714,000
$ 25,975,000
$ 19,745,020
$ 56,943,980
2024
$ 56,943,980
$ 20,975,000
$ 22,007,310
$ 55,911,670
2025
$ 55,911,670
$ 15,975,000
$ 13,938,800
$ 57,947,870
2026
$ 57,947,870
$ 15,975,000
$ 17,258,900
$ 56,663,970
2027
$ 56,663,970
$ 15,975,000
$ 13,736,360
$ 58,902,610
CORRECTIONAL FACILITY
Existing Situation:
The Centennial Complex Jail was constructed in 1978 and was remodeled three times to increase
the capacity to 294 beds. In 1997, Phase I of the North Jail Complex was constructed with 160
beds and all of the core service facilities. The North Jail Complex is currently designed for a build
out of 779 beds, but the site can accommodate over a 1,000 -bed facility. Each phase would be
in increments of approximately 160 - 375 beds. Jail population continues to grow in Weld County,
but the growth rate has slowed the last few years due to more use of jail alternative programs.
Phase II was completed and opened in January 2004. Phase II added 245 beds based upon the
design. Construction of Phase II allowed for the closure of the Centennial Jail and conversion of
the space to accommodate Court needs. Phase III, which added 374 beds, was constructed in
2006 - 2007, and was opened in February 2008.
Proposed Solution:
It is proposed that additional phases of the North Jail Complex be constructed in increments of
beds, as needed. The total project of approximately 331,143 square feet will be constructed in
phases. The first phase, constructed in 1997, was 125,775 square feet. It included the core
service facilities, such as kitchen, administrative offices, medical detention, booking area, and
lobby to accommodate over 1,000 inmates. Phase II has 245 beds and is both maximum and
medium security to accommodate the projected inmate classifications. Phase II was constructed
in the 2002 - 2003 time frame and became fully operational as of 2004. Phase III has 374 beds
and was constructed in 2006 - 2007. There is currently 217,568 square feet of building with 779
beds available.
Financing:
In 2018, a supplemental appropriation of $40,000,000 was made to fund $44,500,000 in 2018 for
the jail expansion. This reduced the planned funding of $20,000,000 in each of 2019 and 2020.
Net cost to the county was the same over the three budget years, but the timing of funding allowed
the completion of the project sooner. The jail expansion is an additional 113,575 square feet of
building for 380 additional beds. The capital plan is consistent with the inmate population
projections that called for the opening of added jail beds in 2021. There was $861,000 for jail
equipment and computers for the jail expansion in the 2020 budget. With the latest jail expansion
completed in 2020, the full jail capacity is 1,339 beds, including all the cells that can be converted
to three -bunked cells. In 2023 there is $750,000 budgeted to remodel the booking area of jail.
Impact on Operational Costs:
In 2021, the new jail capacity was opened. The use of the capacity will be phased in over a two
to three-year period, depending on inmate population growth. Based upon past phased openings
of the jail, the estimated additional annual costs are:
Item
2021
2022
2023
Staffing
$ 1,745,509
$ 800,000
$ 800,000
Medical Costs
182,411
200,000
0
Food
76,319
0
0
Utilities
60,000
0
0
Maintenance
60,000
0
0
455
WELD COUNTY BUSINESS PARK
Existing Situation:
In 1987, Weld County acquired 160 acres located in the southwest corner of "O" Street and North
11th Avenue in Greeley. Funds for the property came from the sale of the Health Building. In
2021 the county bought an additional 102 acres across from the business park for future
expansion of the business park to be known as the North Weld County Business Park.
Proposed Solution:
The property is large enough to allow for future consolidation of county facilities in one area. The
utilities and site improvement were developed in 1988, at an estimated cost of $1,750,000 with
the aid of a $630,000 EDA Grant. The first facilities, completed in 1989, included a 15,000
square -foot building for Human Services and a county motor vehicle shop. Fifty to 60 acres have
been developed for building and storage sites and approximately 60 acres can be mined for gravel
and reclaimed in an attractive way. The new correctional facility is located on this site, as well as
the Health Department, Household Hazardous Waste Building, Training Center, Fleet Services
Facility, Public Works, Law Administration, Buildings and Grounds, Alternative Programs Facility,
Community Corrections Facility, and six administrative buildings. A portion of the property was
made available for commercial development and offered at no cost or low cost to private parties
for economic development incentives. A PUD was approved for land use purposes in 1989. The
county has acquired all the private parties' sites and facilities as they have been sold over the
years. Two sites remain in private parties' ownership. In 2021 an additional 102 acres were
acquired for future development at a cost of $4,113,134, which included industrially zoned
property and water. The property was known as the "Grainery."
Financing:
Development is programmed into the long-range plan under specific projects, which include a
correction facility ($44,500,000), an additional office building and storage building for Public
Works ($3,600,000), purchase of existing office/warehouse in 2018 ($3,700,000), the purchase
of one existing office facility in 2019 ($4,700,000), and the remodel to convert the existing
paramedic headquarters into a coroner facility in 2020-2021 ($3,000,000). Four office buildings
were remodeled in 2020-2021 at a cost of $3,950,000. A car wash for $2,000,000 was built 2020-
2021 to accommodate county vehicle needs. An additional 102 acres and water were acquired in
2021 for $4,113,134. $6,200,000 is included in the five-year capital plan to begin developing the
road and infrastructure on the North Weld County Business Park property acquired in 2021. In
the 2023-2027 capital plan there is also $300,000 to improve the fuel site, and $8,428,000 to
remodel the existing fleet shop area and build an annex shop building to accommodate the growth
of the county vehicle fleet.
Impact on Operational Costs:
See individual projects for cost impacts.
456
GRADER SHEDS / STORAGE BUILDING
Existing Situation:
The County currently has 21 grader sheds throughout Weld County to accommodate road
maintenance functions in all sectors of the county. The grader sheds are in various conditions,
ranging from good to needing replacement. The following is the age of the sheds: Johnstown
(1945), Vim (1983), Mead (1985), Severance (1987), Ault (1989), Briggsdale (1991),
Keenesburg (1994), Stoneham (1994), Dacono (1995), Fort Lupton (2000), Gill (2001), Gilcrest
(1989), Galeton (2003), New Raymer (2004), Rockport (2007), Peckham (2007), Keota (2008),
Kersey (2010), Grover (2013), Kiowa (2015), Nunn (2018) and Johnstown/Mead (2019). In
addition, four ice control storage buildings were constructed in 2001 - 2003. Additional storage
facilities at the Public Works Headquarters were built in 2003 and 2013. A new Buildings and
Grounds facility was built in 2007, and the old facility was converted to a Printing and Supply
facility. An additional storage facility was purchased in 2009. An addition to the Public Works
Headquarters for Engineering was completed in 2015.
Proposed Solution:
An analysis of existing grader sheds determined which are required for the operational functions
of the road maintenance operation in Weld County. In the process some have been sold, others
consolidated, and some identified for replacement. In cases where existing grader sheds will
accommodate the maintenance function, it is suggested that attention be given to those sheds
that need maintenance or major improvements. Where necessary, replacement sheds have been
identified.
Financing:
The County, since 1982, has totally reconstructed and upgraded all grader and road maintenance
facilities. The County should continue a sound maintenance and replacement program, so the
buildings do not fall into the disrepair condition they were in prior to 1982. The funding mechanism
is a pay-as-you-go function out of the Capital Fund. In 2014, a 15,000 square -foot heavy
equipment storage facility was constructed ($800,000). In 2015, additional office space was
added for Engineering. In 2019, $1,500,000 was funded for Johnstown/Mead 3 -bay grader station
and a $3,700,000 office building and truck storage building. In 2020, there was $350,000 for
parking lot improvements and power pole lights, and $200,000 to fence the Public Works complex.
In 2021, the Ault grader shed was replaced at a new location. Also, additional office space was
added for Engineering in 2020 ($1,650,000), additional storage in 2021 ($870,000), and land for
the Keenesburg grader shed ($250,000) in 2022.
Funds in the amount of $8,749,000 are included for Public Works facilities in 2023-2027. The
grader sheds will be replaced in Briggsdale (2023) for $1,474,000, grader shed in Keenesburg
(2024) for $1,500,000, grader shed in Stoneham (2025) for $1,025,000, Vim land purchase in
(2026) for $250,000, and land in 2023 for $500,000 for grader shed in Dacono (2027) for
$2,000,000. In 2024, 80 acres of land for gravel storage at an estimated cost of $2,000,000.
Sand/salt shed will be constructed in totaling $500,000 in 2023-2025.
Impact on Operational Costs:
Vehicle storage facility and lighting will have utility costs of approximately $2,400 per year. Since
the old grader sheds are being replaced and consolidated with new sheds, the county's
experience is that there is approximately a $1,000 per year savings on the utilities due to the use
of radiant heat and improved insulation. Staffing is unchanged.
457
JUSTICE CENTER
Existing Situation:
The Justice Center includes the Courthouse, Court Annexes, and Centennial Center buildings. It
provides for the space needs of the 19th Judicial District. Under state law, the county is obligated
to provide and maintain the facilities for court related activities. The Courthouse was built in 1917
and is maintained on the Federal Register of Historical Buildings. After many remodels and
upgrades, it still functions as the main court facility for Weld County. In the mid -1980's, two
buildings across the street from the Courthouse were acquired and remodeled to house the
Probation Department. In 2001, the West Courthouse Annex Building was acquired to house
court and county functions. As the population grows and court related activities increase, the
space requirements continue to expand. Four courtrooms were added in 2008.
Proposed Solution:
The growing needs of the courts required the county to convert the Centennial Center, including
the jail, to courtrooms and court -related offices. With the construction of Phase II of the North
Jail, the Centennial Jail was closed and remodeled into court -related space in 2004. All Sheriff's
office administrative functions were moved to the new Public Safety Administrative Building next
to the North Jail in 2003. Over time, the entire Centennial Complex will become court -related
space, as well as the annex buildings to the west and east of the Courthouse. In 2004, three
additional district courtrooms were created, a juvenile courtroom, and one additional county
courtroom, and in 2009 four additional court rooms were built. The first floor of the Centennial
Jail has been converted into courtrooms. The second and third floors of the jail were remodeled
in 2010, including additional court and office facilities. First floor Centennial offices were
converted into office space for the Clerk to the Court. The space in the Courthouse occupied by
the Clerk to the Court was converted into a district courtroom. In 2020, space formerly occupied
by the Weld County Commissioners and administrative functions was converted to court -related
space since those functions moved to a new administrative building in 2011. These courtrooms
will supplement the current vacant district courtroom and the visiting judge courtroom to
accommodate additional judges through 2025. The Chase Building purchased in 2014 will provide
space for court support functions for years with its 119,875 square -foot of space. In 2022, three
buildings across the street and north of the Centennial Complex were remodeled to accommodate
court functions expansions ($1,500,000). In 2023 the Chase building will be remodeled to house
the relocation of Probation. In the 2023-2027 capital plan $9,661,000 will be spent to further
accommodate court and District Attorney functions.
Financing:
The County can accommodate court related activities in the space of the Justice Center for
several years. In addition, the block to the southeast of the Centennial Complex has been
acquired by the county and converted into a parking lot. In the future when the need arises, that
block can serve as a site for court building expansion and a parking garage structure to
accommodate court space needs. Also, in the next decade it may be necessary to have court
facilities in the southern part of Weld County where the population is growing at a rapid rate. The
funding mechanism for all court facility needs should be a pay-as-you-go function out of the
Capital Fund. The following page is a schedule of proposed conversion of Justice Center space.
458
Impact on Operational Costs:
Under Colorado law, county governments are required to provide space for the courts and
maintenance of the facility, but all personnel and other operating expenses are paid for by the
State of Colorado. The estimated additional building maintenance costs by year are:
2021
2022
2023
2024+
0
$30,000
$40,000
$176,000
459
ALTERNATIVE PROGRAMS
BUILDING
Existing Situation:
Alternative programs were housed in the old jail and in the West Courthouse Annex. As jail
crowding became more and more of a problem, the alternative programs, such as work release
and pre-trial programs, are used more and more by the Court. The programs formerly occupied
approximately 20,000 square feet. The space that the programs occupied was needed for
courtrooms and Probation office space.
Proposed Solution:
To accommodate the space needs of the alternative programs and allow for growth in the
programs, a 30,000 square -foot building was proposed. The facility was constructed in the Weld
County Business Park. This puts the facility in closer proximity to the jail for support services.
Financing:
The new 30,000 square -foot Alternative Programs Building was completed in 2008.
Impact on Operational Costs:
Impact of additional costs on the 2008 budget was $156,300 for utilities and maintenance.
Staffing costs were unchanged, since personnel were transferred from the old facility to the new
building.
460
LAW ENFORCEMENT
ADMINISTRATION BUILDING
Existing Situation:
Growing needs of the courts require that the county convert the Centennial Center, including the
jail, to courtrooms and court -related offices. With the construction of Phase II of the North Jail,
the Centennial Jail was closed and remodeled into court -related space. In addition, all Sheriff's
office administrative functions were relocated in 2004 to accommodate the courts.
Proposed Solution:
Since the entire jail operation was moved to the North Jail, there are logistical advantages to
relocate all Sheriff Office functions near the jail site. To accommodate the space needs of the
Sheriff's Office, a 22,000 square -foot office building near the North Jail site was constructed in
2002. The building houses the Sheriff's office functions. This allowed for the consolidation of all
criminal justice functions at one site with the exception of patrol substations.
Financing:
The new Public Safety Administration Building was constructed in 2002. Funds in the amount of
$2,500,000 were budgeted in 2002 for the construction of a 22,000 square -foot office building. In
2010 and 2014 respectively, the Records Unit and the Weld County Regional Communications
Center were moved from the Law Enforcement Administration Building to the former Human
Services Building to free up space for the Sheriff's Office.
Impact on Operational Costs:
There were no impacts or additional costs on the 2010 or 2014 budget for utilities and
maintenance, since the space has been maintained in the past. Staffing costs were unchanged,
since personnel were transferred from the old facility to the new building.
461
WELD COUNTY LAW ENFORCEMENT TRAINING CENTER
Existing Situation:
Currently, the Weld County Sheriffs Office does not have a dedicated training center with space
to provide basic and on -going training. Besides just classroom space, the department needs a
facility to provide the dynamic training that is required for firearms, emergency vehicular
operations, K-9 training area, SWAT, as well as an explosive ordinance and demolitions training
area.
Proposed Solution:
The Sheriffs Office is proposing a dedicated law enforcement training center with space to
provide basic and on -going training. Building the law enforcement training center will be
accomplished through a long range multi -phased project. The training center site would require
the following reasonable space requirements:
Firing Range
Buildings (2-4 total)
Driving Pad/Track
K9/Law fitness
Parking/Miscellaneous
Total land needed
Financing:
25 acres
2 acres
46 acres
4 acres
11 acres
88 acres
Development is programmed into the long-range plan under specific projects, which include a
firing range, four classroom/storage buildings, security fencing, driving pad/track, K9 training area,
fitness track and facility, and parking. The first phase will be acquiring the land and constructing
two classrooms, the firing range, and parking. Phase II would include the K9 training area, fitness
track and facility. Public Works could also use the driving pad/track for CDL and grader training.
The site for the firing range and training facility was purchased in 2020. In 2021-2022, $9,000,000
was spent and in the 2023-2027 Capital Plan, $3,000,000 is included based upon the costs for
similar facilities in Colorado and nationally for a total of $12,00,000 to develop the site.
Impact on Operational Costs:
The annual operational costs of the facility are estimated to be approximately $50,000-$100,000.
The law enforcement training center could also be used by other law enforcement agencies in the
area, which could provide revenue to offset operating costs. Staff to do the training already exist
in the Sheriff's Office.
462
REGIONAL CRIME LAB/EVIDENCE STORAGE
Existing Situation:
Formerly, the county had a crime lab located in the basement of the Centennial Complex and the
former Planning Department office. The space was inadequate to meet the size and program
requirements. Weld County took the lead to create a regional crime lab for Northern Colorado
that houses approximately 40 crime lab staff members from various law enforcement agencies
and CBI.
Proposed Solution:
The Regional Crime Lab facility consists of approximately 20,000 square feet. It contains private
and open office areas, waiting areas, lobby space, meeting/conference rooms, complete
laboratory and forensics discovery area. It is fully fire sprinkled. The crime lab's location is in a
business park off Highway 34 and WCR 17, which is a central location for the Northern Colorado
region.
In 2021, the Weld County Sheriff took over the custody, storage, and management of criminal
evidence formerly done by the City of Greeley Police Department. To accommodate the function,
an evidence storage building was constructed on the same parcel adjacent to the crime lab in
2020.
Financing:
The construction of the regional crime lab started in 2012 financed by $4,000,000 in county funds.
It was completed and fully operational in August 2013. $2,000,000 was included in the 2020
capital budget for the construction of the evidence storage building.
Impact on Operational Costs:
When the crime lab was constructed, there was additional costs in the budget for utilities and
maintenance in the amount of $310,000. However, five participating agencies pay approximately
80% of this cost, or $245,000 for a net county cost of $65,000. Staffing costs are unchanged,
since personnel were transferred from the old crime lab to the new building. A Federal grant for
$500,000 funded the first three to four years of operational costs.
The evidence function will require a staff of two and associated building costs. These costs will
be partially offset by eliminating the evidence contract with the City of Greeley Police Department
for a net increase of approximately $80,000-$100,000 per year, and started in 2021.
463
COMMUNITY CORRECTIONS FACILITY
Existing Situation:
The Community Corrections program had been operated by private contractors since its inception
in Weld County in the early 1980's. The facility that the contractors had used was the site known
as The Villa, which were old dormitories on the UNC campus. UNC encouraged the Community
Corrections Facility to move off campus due to the facility housing convicted felons that are
returning to the community from the Colorado Department of Corrections. In 2008, there were
problems with the contractor that owned the facility providing the community correction services.
The county realized that without a county -owned community corrections facility, it limited the
county's choices for a contract provider of the service and the option of the county operating the
facility itself through the Justice Services Department.
Proposed Solution:
The Board of Weld County Commissioners, in May 2008, made the decision that the county
should construct its own Community Corrections Facility in the Weld County Business Park. The
site is at the entrance of the park at the northwest corner of 11th Avenue and H Street. A 30,000
square -foot building was constructed in 2010 to accommodate the program. The site can
accommodate a doubling of the facility size at some future date at a cost of approximately
$5,000,000.
Financing:
The new Community Corrections Facility was constructed in 2010 within the Weld County
Business Park. An Energy Impact Grant in the amount of $400,000, along with $4,600,000 in
county funds, funded the project.
Impact on Operational Costs:
The program costs are paid for from state contracts with the State Department of Corrections
through a lease to ICCS, which is the sub -contractor operating the facility. Currently, the program
services are provided by a private contractor (ICCS). The private contractor pays rent for the
facility annually that covers the maintenance costs and the depreciation of the building. The
revenue is found in budget unit 1000-90100.
464
DOWNTOWN GREELEY
PARKING AND LAND
Existing Situation:
The Courthouse and Centennial Center are located in the center of downtown Greeley. The future
plans are for these facilities to be the judicial center for the 19th Judicial District that serves Weld
County. Parking has been a long time problem in the area for citizens using the facilities. In
addition, as Weld County looks to the future, there will be a need to have land to locate future
court facilities. The court administration is insistent upon having a centralized location since other
jurisdictions have had logistical problems attempting to split court facilities into more than one
location. As a result, there is a need to acquire land adjacent to the current location to
accommodate future court facilities.
Proposed Solution:
In July 2003, the County purchased a portion of an adjacent block of property to the Centennial
Complex and Courthouse to allow for surface parking in the immediate future, and to provide
future building sites for future court facilities. Opportunity existed to purchase approximately
100,000 square feet adjacent to the current facilities in 2003. The parking was developed in 2004,
and needed facilities can be constructed on this site in the future.
Financing:
In 2003, the fund balance from the General Fund, in the amount of $1,500,000, was transferred
to the Capital Expenditure Fund to acquire the site and put money aside for the parking
improvements in 2004. Approximately 250 parking spots have been developed to serve the area.
As portions of the site are needed for court building sites, a parking structure can be built to
accommodate added parking needs, or land to the east or south of the site can be acquired for
surface parking. In the 2012 budget, $2,000,000 was reserved for the purchase of property
adjacent to the current Justice Center location to accommodate future court facilities and support
services. In 2014, $1,500,000 was used for property acquisitions leaving $500,000 reserved for
future property purchases in the area of the Courthouse.
Impact on Operational Costs:
No new operation costs are anticipated.
465
WELD PLAZA BUILDING
804-822 7th STREET, GREELEY
Existing Situation:
Weld County has a major investment in court facilities in the downtown Greeley area. For many
years the county has gradually been acquiring buildings and land for the court operations and
parking accommodations. The court operations and support function will grow over time and
require a long-term plan.
Proposed Solution:
In 2014, the county purchased the Weld Plaza Building located at 804-822 7th Street, in Greeley,
Colorado, located a block and half from the Courthouse. The building is a 119,875 square -foot
complex that will allow Weld County to create a more complete judicial complex in the downtown
Greeley area over time. The District Attorney's Office, Probation, and other human services with
court related responsibilities can eventually be consolidated in the complex. Until the space is
needed, the county will continue to lease the space to private business to offset the cost of the
building.
Financing:
In 2014, the 119,875 square -foot Weld Plaza Building complex was purchased for $5,775,000. In
late 2016, the county relocated Child Protection Services into the two-story plaza that contains
approximately 27,000 square feet and the first floor of the main building. The remodel costs in
2016 were approximately $2,800,000. In 2023-2027, the capital plan provides $3,000,000 in 2023
for improvements to the building to better accommodate the future use of the facility by county
departments.
Impact on Operational Costs:
With the current private leases, the building is projected to provide a net operating income gain
of approximately $80,000 per year, so no additional operating costs are anticipated for the
immediate future.
466
ADMINISTRATIVE OFFICE BUILDING
Existing Situation:
The long-term plan with the development of the Weld County Business Park was for the eventual
move of all administrative functions of the county to the business park. All of the functions were
housed at the Centennial Complex in 1976. In 1990-91, the Assessor, Treasurer, Clerk and
Recorder, and Planning were relocated to the business park. With the future space demands of
the courts it was anticipated that all county administrative functions at the Centennial Complex
would need to be relocated to the Weld County Business Park. This has left the Centennial
Complex as a justice and law enforcement center exclusively.
Proposed Solution:
In order to accommodate the court's space needs and the county's administrative functions, it
was necessary to acquire a new administrative facility at the Weld County Business Park. To
accommodate the space needs of the existing administrative functions, and plan for future growth,
an existing 43,000 square -foot office building was purchased in 2010 and remodeled to
accommodate current and future county administrative functional needs. In 2019, the county
purchased the StarTek office building in the Weld Business Park for $4,700,000 for an additional
35,000 square -foot office building, and the Rubadue office/warehouse building for $3,525,735 for
an additional 19,890 square -foot building to house county functions.
Financing:
The County purchased the existing Sykes Building for $3,500,000 in June 2010. Approximately
another $2,300,000 was spent to remodel the building to make a fully functional administrative
building to house the County Commissioners' Office and associated administrative functions. The
project was funded by Capital Reserve funds. An additional 35,000 square -foot office building
was acquired in 2019 for $4,700,000. In 2020, the building was remodeled for $2,000,000. In
2021, $1,110,000 was budgeted to remodel an existing 20,000 square -foot office building to
house county functions such as Planning, Building Inspection and others. The Treasurer's Office
has been remodeled in 2021 at an estimated cost of $650,000. In 2022 there is $2,000,000 in the
capital budget to remodel the 1402 office building. In 2023 a remodel to add 11 additional offices
is budgeted at $200,000. In 2026 an additional administrative office to accommodate growth is
budgeted at a cost of $9,000,000.
Impact on Operational Costs:
There were additional costs in the 2011 budget for utilities and maintenance in the amount of
$180,000. There were no additional staffing costs since the staff moved from other facilities to
occupy this building. Moving and relocation costs were $50,000.
In 2020, the addition of the two buildings acquired in 2019 with 54,890 square feet in the Weld
Business Park added approximately $160,000 per year for utilities and maintenance. The
additional office building to be constructed in 2026 will add $180,000-$200,000 per year for utilities
and maintenance.
467
HUMAN SERVICES
BUILDING ANNEX
Existing Situation:
The Human Services Building was acquired in the 1970's and in the mid 1990's an annex was
added. In 2005, additional land was purchased adjacent to and south of the two existing buildings.
The additional land will accommodate another 20,000 square -foot building and parking.
Proposed Solution:
A new 40,000 square -foot building was constructed in Greeley on the Social Services site in 2009.
The building accommodates the current services, plus allows room for future expansion and
consolidation of the Human Services and Social Services Departments. In late 2016, the Child
Protection unit was relocated to the Chase Building, freeing up space at the Human Service
Complex.
Financing:
The building was constructed in 2009. Funds in the amount of $5,000,000 were budgeted in the
2008 budget for the 40,000 square -foot building. Additional parking was constructed in 2007 in
the amount of $300,000. In 2018, $3,000,000 was spent to remodel and upgrade the oldest
building, and another $3,800,000 was spent over 2019-2020 to upgrade the two remaining
buildings. In 2025 a remodel to accommodate Child Service in the Chase Building is budgeted at
$150,000 in the special projects budget.
Impact on Operational Costs:
There were additional costs in the 2010 budget and beyond for utilities and maintenance in the
amount of $210,000. However, the majority of the program costs are paid for from grants from
the State Department of Social Services. There were no additional staffing costs since the staff
moved from other facilities to occupy this building. The added space costs for the Chase Building
will be paid from the State Child Welfare Allocation. No additional costs are anticipated for the
areas remodeled in 2019-2020.
468
SOUTHWEST
COUNTY SERVICE CENTER
Existing Situation:
The Southwest County Service Center was developed in 2000 - 2001. Population growth in the
southern part of Weld County continues. Southern municipalities such as Frederick, Firestone,
Erie and Dacono have more than doubled in size over the last decade. With the growth in the
area, additional facilities will be required to house all the County functions required to service the
area.
Proposed Solution:
It is proposed that an additional administration building be constructed on the Southwest Weld
County Service Center site in the future. The building will accommodate the current services,
plus allow room for future expansion of services in the area. In 2025 there will be an $800,000
remodel to the existing space to accommodate the growth of Motor Vehicle and added space for
Human Service's function of Assistance Payments, Child Visitation, and the learning lab.
Financing:
The building will be constructed in 2028, or beyond. The remodel will take place in 2025 at a cost
of $800,000.
Impact on Operational Costs:
There will be additional costs in the budget for utilities and maintenance in the amount of $120,000
when the facility is built. There will be no additional staffing costs since the staff will be moving
from other facilities to occupy this building. Moving and relocation costs are estimated to be
$30,000.
469
SOUTHEAST
COUNTY SERVICE CENTER
Existing Situation:
The Southeast County Service Center was acquired as a used building in the early 1980's from
the City of Fort Lupton. With the growth in the area, the building was no longer large enough for
the functions located in the building, and the building was in need of remodeling.
Proposed Solution:
In 2006, a 20,000 square -foot building was constructed in east Fort Lupton on a five -acre site.
The building accommodates the historic services provided, plus Probation and increased Human
Services. The location of the building in east Fort Lupton will better accommodate not only Fort
Lupton residents, but also residents from the Hudson and Lochbuie areas. Additional space was
added to the site in 2022.
Financing:
Construction began on an additional 20,000 square -foot building in 2022. Funds in the amount of
$650,000 are budgeted in the 2023 to remodel the original building.
Impact on Operational Costs:
There will be additional costs in the budget for utilities and maintenance, in the amount of
$120,000 when the facility is built. There will be no additional staffing costs since the staff will be
moving from other facilities to occupy this building. Moving and relocation costs are estimated to
be $30,000.
470
MISCELLANEOUS PROJECTS
Existing Situation:
Each year there are several special projects to do major maintenance to buildings, update or
renovate county facilities, provide for new county programs, and remodel to accommodate
changing programs or meet new legal standards. An approach which provides miscellaneous
funds of this nature can prevent postponing necessary major maintenance or remodeling of
facilities and, thus, avoid added cost or delay of potential savings to the county and taxpayers. In
addition, such an approach can also make better utilization of existing facilities in order to avoid
the acquisition of new space and facilities. Carpet replacement, HVAC replacement, roof
replacement, elevator upgrades, remodels, and major maintenance projects should be included
in this category.
Proposed Solution:
It is recommended that an amount of $25,948,390 be set aside for such projects in the Long -
Range Capital Projects Plan. A detailed listing of special projects is on the following five pages.
Financing:
It is recommended the county budget $25,948,390 over the next five years to accommodate the
detailed listing of special projects found on the following two pages. In addition, in the 2023-2027
capital plan $2,200,000 is budgeted to comply with the Building Performance Colorado program
to make county buildings more energy efficient.
Impact on Operational Costs:
No new operational costs are anticipated. In most cases, the HVAC systems replaced should be
more energy efficient resulting in energy cost savings.
471
12023
Projects
35th Tower UPS (2014)
AV - Video Conferencing Upgrades
Burglar Alarm System Upgrade (6 Buildings)
Centennial - Paint elevator core area
Centennial UPS Replace (2003)
CHAN - Electrical disconnect from roof to ground level
Chase - 150 ton Chiller (U99L05962)
Courthouse Annex - Roof
Courts Holding Garage Door Replacement
Division 7 - Sound System
Doors/Frames - Replace Rusted - Various
Exterior & Proxy Door Latch Plates (Active Shooter Recommend)
Fire Alarm Upgrades (6 Buildings)
Jail - Elevator CP08-002964 Modernization
Jail Celing security grid and tile (A,B,C,TM,TF)
Weeds Building - Insulation
IDF AC at Public Works
IDF AC at Southwest
IDF AC at Courts West
Jail Gym VCT Replacement
Jail UPS Replace (2004)
Key Watcher (6 Buildings)
Law Administration - Elevator Modernization
Law Administration - UPS
Lighting Control Upgrades (6 Buildings)
Lighting Controls - 2 -East
Lighting Controls - Jail 1 -East
New Courtrhouse Lever Sets & Locks ASSA (155 ea)
R -Pod Skylights - Reseal/Replace worn
Security Cameras (6 Buildings)
Southwest Exterior Door Replacement (obsolete hardware)
Training Center - Drop Ceiling with Sprinklers
Training Center - HVAC Controls Upgrade
Training Center - RTU resize/replace
SO - Three Keywatcher boxes
SO - Evidence Drying Cabinets
SO - Records Remodel with furniture
SO - Sheds (3) Tranport to Shooting Range
Health - Handwashing sink in Clinic
Health - Ice Machine in Clinic breakroom
Health - HHW South Exhaust Hood for bulking
Health - 8 Electrical outlets & furniture for staff
Health - Relocation of Immunaztion Clinic (power & refrigeration)
Repaint Clinic & Hallways (include accent colors) & carpet
Oil & Gas AV speaker & microphone system (if needed)
Coroner - Panic Button
Coroner - Garage door Intercom & remote control
Coroner - Lobby Door Pushbutton Access
Centennial - Sidewalk Elevator Door Repair
Assesor - Add three proximity doors
Sub -Total
Contingency 30%
Total
Budget
180,000
215,300
110,000
36,000
180,000
12,000
600,000
140,000
60,000
27,000
15,000
45,000
156,000
225,000
75,000
12,000
7,000
7,000
7,000
52,000
156,000
101,000
225,000
180,000
150,000
25,000
25,000
62,000
32,000
590,000
30,000
50,000
35,000
52,000
39,000
7,000
221,000
2,500
2,000
600
40,000
5,000
6,000
40,000
1,000
2,500
18,000
500
14,000
12,000
4,285,400
1,285,620
5,571,020
472
12024
Projects
AV - Video Conferencing Upgrades
Burglar Alarm System Upgrade (6 Buildings)
Centennial - calk all brick expansion joints
Centennial - Hot Water Generator Replacement (teach)
Centennial - Isolation Valves
Courthouse - Hot Water Generator
Courthouse - tuckpoint historic limestone
Doors/Frames - Replace Rusted - Various
Extension RTU - Open Area
Fire Alarm Upgrades (6 Buildings)
Health - Electrical outlet update & Add panel/transformer
Health - Elevator Modernization
Health - EM lighting replace
Human Service B - HVAC Control System Update
Human Services B - VAV upgrade
Jail 1 -East Roof Top Units
Jail 2 -East Drinking Fountain Upgrade (insta-hot)
Key Watcher (6 Buildings)
Law Admin Roof
Lighting Control Upgrades (6 Buildings)
Paint Exhibition Building (Interior/Exterior)
Security Cameras (6 Buildings)
Total
Contingency 30%
Total
Budget
128,200
110,000
80,000
182,000
39,000
140,000
195,000
12,000
273,000
120,000
200,000
225,000
60,000
84,500
150,000
390,000
20,000
101,000
429,000
150,000
250,000
590,000
3,928,700
1,178,610
5,107,310
2025
Projects
1400 - Johnsons Controls - upgrage controllers & system
1401 roof
1551 - upgrage controllers & system
Burglar Alarm System Upgrade (6 Buildings)
Centennial - 1st Floor Carpet
Centennial - 2nd Floor Carpet (DA & Judicial)
Centennial - 2nd Floor Teardown/DA new furniture after Carpet
Centennial - DA 2nd Floor Ceiling Grid
Centennial - DA 2nd Floor Lighting upgrade
Centennial - DA 2nd Floor Paint
Centennial - DA 2nd floor Restroom Update
CHAN - upgrage controllers & system
Courthouse - Carpet
Courthouse - Teardown/Rebuild Furniture for Carpet
Doors/Frames - Replace Rusted - Various
Fire Alarm Upgrades (6 Buildings)
Human Services B - Roof
Jail 1 -West Roof Top Units
Key Watcher (6 Buildings)
Lighting Control Upgrades (6 Buildings)
Panic Button upgrade
Human Services Remodel
Security Cameras (6 Buildings)
Total
Contingency 30%
Total
Budget
120,000
312,000
120,000
100,000
80,000
180,000
445,000
120,000
156,000
104,000
100,000
120,000
221,000
60,000
12,000
156,000
533,000
420,000
101,000
156,000
60,000
150,000
590,000
4,416,000
1,324,800
5,740,800
12026
Projects
CHAN Roof
Burglar Alarm System Upgrade (6 Buildings)
Fire Alarm Upgrades (6 Buildings)
Grover Tower - Generator Replacement
Human Serivces B - Replace RTUs
Jail - Elevator CP08-002954 Modernization
Jail - Elevator CP-08-002955 Modernization
Jail - Elevator CP08-002965 Modernization
Key Watcher (6 Buildings)
LaSalle Tower - Generator Replacement
Lighting Control Upgrades (6 Buildings)
Missile Site Sliding Door Repairs
Planning & Health VAV replacement
Security Cameras (6 Buildings)
Southeast Boiler Replace
Southwest Boiler Replace
Total
Contingency 30%
Total
Budget
80,000
110,000
156,000
40,000
403,000
225,000
225,000
225,000
101,000
40,000
156,000
12,000
750,000
590,000
210,000
210,000
3,533,000
1,059,900
4,592,900
12027
Projects
822 7th - Air Handler Coils
822 7th - VAV Replacement
Centennial Center VAV Replacement
Centennial Center - Cooling Tower Replace
Courthouse - Hot/Cold Deck louver upgrade
Courthouse Cabling Trays and Data Cable Upgrades
Courthouse Cabling Trays and Electrical Upgrades
Door Access Control - system upgrade
Drinking Fountain Upgrade
Jail - Rotant Replacement
Plaza West VAV Replacement
Total
Contingency 30%
Total
Budget
90,000
220,000
640,000
1,000,000
90,000
250,000
600,000
250,000
67,200
150,000
440,000
3,797,200
1,139,160
4,936,360
I>2028
822 7th Street Chiller Replacement
Alternative Programs Elevator Modernization
Centennial Room Remodel for Switch Gear
Centennial Switch Gear
Jail - Elevator CP08-002956Modernization
Jail - Elevator CP08-002957 Modernization
Parking lot asphalt (Define list w/PW)
220,000
275,000
150,000
400,000
275,000
275,000
Total 1,595,000
ACCUMULATIVE CAPITAL
OUTLAY/CONTINGENCY
Existing Situation:
If Weld County is to embark upon a number of ventures in capital projects over the next five years,
it is suggested the county proceed very cautiously and very conservatively in the area of financing.
To do this, it is suggested that a contingency be set aside each year on a pay-as-you-go basis to
accommodate unanticipated cost increases or emergency situations which cannot be foreseen at
this time. If the contingency amount is accumulated over the next five years, it can be used as a
reserve for the capital projects program in future years, or it can be used as a funding mechanism
in years beyond 2026. The primary reserve would be for a future correctional facility or other
facilities at the North County Complex and southwest and southeast County administrative office
sites and to fund the replacement of the Communications system.
Proposed Solution:
Budget any carry-over amounts each year on a contingency basis that ultimately could be used
to meet any contingency/emergency situation or could be used as an accumulation of capital
outlay funds for funding of projects beyond 2026.
Financing:
It is recommended that the county budget fund balance carry-overs in the capital fund each year
as a contingency.
Impact on Operational Costs:
None.
476
MISCELLANEOUS FUNDS
CONSERVATION TRUST FUND
Existing Situation:
With the passage of SB119 (The Colorado Lottery), 40 percent of the proceeds of the lottery are
earmarked for Conservation Trust Funds in local governments. The earning potential of the lottery
is anticipated to be $500,000 per year. The funds must be used for "the acquisition, development,
and maintenance of new conservation sites, or for capital improvements or maintenance for
recreational purposes on any public site." (Section 29-21-101, C.R.S.) With the passage of
Amendment 8 (GO COLORADO), these funds should stabilize at $450,000 to $500,000 per year,
plus lottery sales growth. See Conservation Trust Fund for detailed discussion.
Proposed Solution:
The Board has the option to use the funds in the following ways:
1. Maintain and improve Island Grove Park.
2. Maintain and improve the Missile Site Park.
3. Acquire and maintain open space.
4. Develop and maintain trails.
5. Other project requests from throughout the county.
Financing:
In addition to Conservation Trust Funds, it is recommended that the county finance parks and
recreation projects at a level of $277,000 in the General Fund from property taxes.
Impact on Operational Costs:
No new operational costs are anticipated.
478
ISLAND GROVE
Existing Situation:
Weld County and the City of Greeley currently have certain joint ventures and commitments to
develop the Island Grove Park facility. Some discussion has been held regarding the creation of
an Island Grove Park Authority for development and management of the facility.
Proposed Solution:
If the Board of County Commissioners decides to continue participation in the development of the
Island Grove Park facility, it is recommended that Conservation Trust Funds from the lottery be
used to the maximum amount prior to use of county general tax funds.
Financing:
It is recommended that the county finance any Island Grove enhancements with Conservation
Trust Funds resulting from the lottery, to the maximum amount possible, prior to use of general
county tax funds. Beginning in 2003, General Fund dollars have been committed to the
maintenance of an indoor arena facility. In 2000, the County contributed $1,500,000 towards the
construction of the indoor arena facility, known as the Island Grove Event Center. The facility
was constructed and will be maintained jointly by the City of Greeley, Farm Show, and Weld
County. The county and City of Greeley share the net operational costs of the Event Center each
year. $250,000 was included in the 2004 General Fund budget to add air conditioning to the Island
Grove Community Building. The county paid $1,500,000, in 2006, for the Island Grove Park
Master Plan that covers improvements to the park for the next 10-20 year period. In 2021 the
county contributed $500,000 to stage improvements in the arena, and $305,000 to upgrade the
lighting system in the Event Center with LED lighting.
Impact on Operational Costs:
Although the Island Grove Park Authority may incur additional operational costs from the projects
in the park's CIP, no new operational costs are anticipated as a result of the park's CIP for Weld
County government. In most cases, the new park facilities planned will generate revenues to
support the additional operating costs.
479
PUBLIC SAFETY COMMUNICATIONS
INFRASTRUCTURE CAPITAL PLAN
Existing Situation:
Weld County, in 1975, created the Weld County Regional Communications Center and agreed to
fund the infrastructure to accommodate the communications system. The system consisting of
towers, radio receivers and transmitters, system controllers, consoles, computers, and various
communications equipment has been required to be replaced or upgraded approximately every
ten years with growth and technological changes. The costs have been paid for by grants, Weld
County government, and the E-911 Authority.
Proposed Solution:
The communications system was upgraded in 2012 at a total cost of $7,700,000. The E-911
Authority Board agreed to fund the console equipment upgrade in the amount of $2,000,000, and
Weld County, in the Capital Expenditure Fund, funded the remaining costs. Since 2013, Weld
County has funded $950,000 per year, for the Communications System Reserve for future
communications systems upgrades in the Capital Expenditure Fund. The E-911 Authority also
has a capital funding and capital reserve program to replace E-911 capital items that they fund
annually.
Financing:
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 $0.70 to $1.20
per month will raise an additional $1.67 million per year. From the E-911 surcharge amount each
year $1,850,000 will be dedicated to fund the Ten -Year Public Safety Communications
Infrastructure Capital Plan. The capital plan totals $22.7 million. Per an IGA between the E-911
Authority and Weld County approved February 16, 2021, Weld County assumed the funding
responsibility of assets. Weld County assumed the responsibility of developing and funding the
Ten -Year Public Safety Communications Infrastructure Capital Plan for E-911 required assets
from a contribution from E-911. The funding of the Ten -Year Capital Plan for E-911 required
assets will be in the Weld County Communications Capital Development Fund in an earmarked
budget unit and separately identified reserve. Assets purchased with E-911 funding transferred
to the county will be identified on the county books. The reserve amount in the E-911 Fund was
transferred to the Weld County Communications Capital Development Fund per the IGA in 2021.
The E-911 Authority will contribute funds to support the countywide communications equipment
and infrastructure. The contribution amount will be the amount required annually to fund the Ten -
Year Capital Plan for E-911 required assets (currently $1,850,000).
Impact on Operational Costs:
Operational costs are currently funded by Weld County, the E-911 Authority Board, and users
through an allocation of cost formula, charged at 40% for both emergency response and law
enforcement agencies.
480
Public Safety Communications Infrastructure 10 YR
Capital Plan
2023-2033
Site
Equipment Name
Year Purchased
2023
2024
TOTAL CAPITAL EOL REPLACEMENT
S190,582
$932,000
CAPITAL PLANS
TDMA Migration
$3,000,000
TDMA Migration
New Site Briggsdale
AT&T Site
Dispatch - Back -Up Center
Building
Expansion 4,000 SF
$1,000.000
Spillman CAD
CAD (2)
PSIT CentralSquare Software/Hardware
$135,000
$780,000
911 Telephone System
911 Platform/Replacement
911 PC Replacement /A9C's replacement 7yr replacement
$120,000
Next Generation 911
$250,000
Communications Console Furniture
Prime Site
$450,000
Facility Remodel
for additional 8 consoles
$20,000
Back-up Site Site
$500,000
NICE- Recording
Inform Software Platform
$50,000
$50,000
PC Replacement - Backup Center
$15,000
PC Replacement - Prime
$15,000
Recorder - Backup
Center - Analog Recorder
$140,000
Recorder - Backup Center - Digital (Radio)
Recorder - Prime - Analog
$140,000
Recorder - Prime - Digital (Radio)
GPS - Responder Location
Responder Location (1500 users)
$500,000
S4,415,582
S3,872,000
TOTAL CAPITAL PER YEAR
GRAND TOTAL OVER 10YRS
S22,248,796.00
Capital
Required
$ 4,415,582
$ 3,872,000
E911 Revenue
$ 1,850,000
$ 2,000,000
Depreciation
$ -
$ -
Annual
Difference
$ (2,565,582)
$ (1,872,000)
Beginning Fund
Blance
$ 4,455,700
$ 1,890,118
Annual
Difference
$ (2,565,582)
$ (1,872,000)
Ending
Fund
Balance
$ 1,890,118
$ 18,118
481
Public Safety Communications Infrastructure 10 YR
Capital Plan
2023-2033
2025
2026
2027
2028
2029
2030
2031
2032
2033
$21,500
$452,125
$3,007,850
S1,291,000
$108,500
$5,388,239
$150,000
$152,000
$750,000
$340,000
$700,000
$120,000
$120,000
$250,000
$250,000
$250,000
$250,000
$50,000
$15,000
$15,000
$140,000
$140,000
$1,361,500
8502,125
$3,412,850
S1,426,000
$618,500
$5,388,239
81,100,000
8152,000
$ 1,361,500
$ 502,125
$ 3,412,850
$ 1,426,000
$ 618,500
$ 5,388,239
$ 1,100,000
$ 152,000
$ 2,000,000
$ 2,050,000
$ 2,100,000
$ 2,150,000
$ 2,200,000
$ 2,250,000
$ 2,300,000
S 2,350,000
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$
$ 638,500
$ 1,547,875
$ (1,312,850)
$ 724,000
$ 1,581,500
$ (3,138,239)
$ 1,200,000
$ 2,198,000
$ 18,118
$ 656,618
$ 2,204,493
$ 891,643
$ 1,615,643
$ 3,197,143
$ 58,904
$ 1,258,904
$ 638,500
$ 1,547,875
$ (1,312,850)
$ 724,000
$ 1,581,500
$ (3,138,239)
$ 1,200,000
$ 2,198,000
$ 656,618
$ 2,204,493
$ 891,643
$ 1,615,643
$ 3,197,143
$ 58,904
$ 1,258,904
$ 3,456,904
482
PROPRIETARY FUNDS SUMMARY
Proprietary funds include both Internal Service Funds and Enterprise Funds. Internal Service
Funds are established to account for goods and services provided to other departments of the
county on a cost -reimbursement basis. Enterprise Funds account for departments providing
services primarily to third party payers.
NORTHERN COLORADO REGIONAL FORENSIC LABORATORY FUND: This fund accounts
for the maintenance and operational costs of the Northern Colorado Regional Forensic
Laboratory. It is funded by rent paid by participating agencies.
FLEET SERVICES FUND: The Fleet Services Fund accounts for the revenue and costs
generated by equipment and vehicles rented to other county departments. The gross operating
budget amounts to $13,078,046 in 2023, with $6,699,400 budgeted for new capital equipment.
Depreciation is $6,007,683 for new equipment purchases, plus sale of surplus items of $818,700.
HEALTH INSURANCE FUND: The Health Insurance Fund reflects the cost of Weld County's
self-insurance program which includes health, dental, and vision coverage. Details of the program
and coverage are found under the specifics of the fund summary. In 2023, the county will continue
with only dental and vision being self -insured, with an optional covered plan for each. Health
coverage will be provided by a private company on a partially self -insured basis with a Preferred
Provider Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement
Account (HDHP/HRA) option.
INSURANCE FUND: The Insurance Fund accounts for all insurance costs for the county. The
program is a combination of insured risks and protected self-insurance risks. Gross budget costs
are $5,345,000 in 2023, with a property tax levy of $5,000,000. Details of the program are
provided under the specifics of the fund summary.
TELECOM SERVICE FUND: Budget reflects total consolidation of telecom service costs of
$1,688,962 in Weld County. Funding is at current level and reflects no capital upgrades in 2023.
WELD COUNTY FINANCE CORPORATION: Budget contains the funding for the Weld County
Finance Corporation, which accounts for the lease purchases of county buildings. As of August 1,
2007, there are no active leases. Weld County has no long-term debt.
483
REGIONAL CRIME LAB
SUMMARY OF REVENUES
2023
Fund Or g Acct
5200 27100 4410
Account Title
CHARGE FOR SERVICES
CHARGE FOR SERVICES
TOTAL REGIONAL CRIME LAB
2022
Budget
2023
Rea uest
2023
Recommend
2023
Final
310.000
310,000
310,000
310,000
310,000 310,000
REGIONAL CRIME LAB
SUMMARY OF EXPENDITURES
2023
Fund Org Expenditure Function
2022 2023 2023 2023
Budget Request Recommend Final
5200 27100 CRIME LAB - JOINT OPS 310,000
TOTAL REGIONAL CRIME LAB
310,000 310,000
310,000 310,000 310,000 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: NO. CO. REGIONAL FORENSIC LABORATORY FUND
BUDGET UNIT TITLE AND NUMBER: No. Co. Regional Forensic Laboratory - - 5200-27100
DEPARTMENT DESCRIPTION: This fund accounts for the maintenance and operational costs
of the Northern Colorado Regional Forensic Laboratory. It is funded by rent paid by participating
agencies.
RESOURCES
ACTUAL
LAST
FY
RECOMMEND
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$
0
$ 0
$
0
Supplies
32,593
0
0
0
Purchased
Services
146,334
147,000
155,900
155,900
Fixed
Charges
96,150
163,000
154,100
154,100
Capital
0
0
0
0
Gross County
Cost
$ 275,077
$ 310,000
$ 310,000
$ 310,000
Revenue
275,077
310,000
310,000
310,000
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Purchased Services total $155,900 which includes electricity
($54,000), water ($6,500), gas ($15,000), phones ($30,000), trash ($700), professional services
($1,700), and repair and maintenance ($48,000). Fixed costs are $154,100 for depreciation
($96,105), and indirect costs ($57,995). The total expenditure budget is $310,000 with $310,000
in revenue from charges paid by the five member jurisdictions per an MOU in the amount of
$62,000 each.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
486
FLEET SERVICES
SUMMARY OF REVENUES
2023
Fund Or g Acct
6000 96300 4410
6000 96300 4680
6000 17550 4810
Account Title
2022
Budget
2023
Rea uest
2023
Recommend
2023
Final
CHARGE FOR SERVICES
OTHER
GAIN LOSS ON SALE
TOTAL MISCELLANEOUS
TOTAL FLEET SERVICES
6,694,537
5,5391335
479,600
7,070,363
6,007,683
818,700
7,070,363
6,007,683
818,700
6,018,935
6,826,383
6,826,383
12,713,472
13,896,746
13, 896, 746
FLEET SERVICES
SUMMARY OF EXPENDITURES
2023
Fund Org Expenditure Function
6000 17550 VEHICLE REPLACEMENT
6000 96300 COUNTY SHOP
TOTAL FLEET SERVICES
2022
Budget
5,088,250
12, 233, 872
2023
Request
6,699,400
13, 078, 046
2023
Recommend
6,699,400
13, 078, 046
2023
Final
17,322,122
19,777,446
19,777,446 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - FLEET SERVICES
BUDGET UNIT TITLE AND NUMBER: Fleet Services Administration - - 6000-96300
DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. All fleet
maintenance is included in this budget unit.
ACTUAL
LAST
FY
REQUESTED
RECOMMEND
RESOURCES
BUDGETED
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 1,529,142
$ 1,783,212
$ 1,783,212
$ 1,783,212
Supplies
4,764,386
3,655,049
4,225,000
4,225,000
Purchased
Services
557,623
714,090
700,000
700,000
Fixed
Charges
5,996,832
5,881,521
6,369,834
6,369,834
Capital
0
200,000
0
0
Gross County Cost
$ 12,847,983
$ 12,233,872
$ 13,078,046
$ 13,078,046
Revenue
12,762,410
12,233,872
13,078,046
13,078,046
Net
County Cost
$ 85,573
$ 0
$ 0
$
0
Budgeted
Positions
19
19
19
19
SUMMARY OF CHANGES: Supply and fuel costs have been trending upward and adjusted for
in the Cost of Goods Sold. Fixed Charges have increased due to increases in the number of
vehicles maintained in the fleet and leads to an increase of the total depreciation costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
489
FLEET SERVICES ADMINISTRATION
(CONTINUED)
6000-96300
2022 ACCOMPLISHMENTS:
1. Provided safe vehicles for the county employee to use. Federal Motor Carriers Safety
Administration, Safety Measurement System Safety and Out of Service score improved to 0.0.
This rating represents no maintenance issues found on a DOT vehicle inspection.
2. Reliable; fewer work orders open for the year. Better and more complete repairs accomplished.
3. Cost effective; making good decisions when purchasing parts even with supply chain problems.
Update public works tractor fleet. LNG tractors replaced with more reliable less costly diesel
tractors.
2023 BUDGET GOALS AND PRIORITIES:
1. Hire and retain qualified staff.
2. Train technicians and other staff to improve compliance.
3. Reduce work order close time in the heavy truck side of the shop.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Out • uts
Number
Number
Efficiency
per
of
of
technician
work
service/maintenance
Measures
orders issued
5,917
orders
493
7,000 6,500
538 541
FTE's
per 10,000/capita
.559 .546 .533
Work
orders
issued
per
FTE
311 368 342
490
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - FLEET SERVICES
BUDGET UNIT TITLE AND NUMBER: Equipment - - 6000-17550
DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county use.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
RECOMMEND
NEXT
FY
REQUESTED
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Capital
7,995,864
5,088,250
6,699,400
6,699,400
Gross County
Cost
$ 7,995,864
$ 5,088,250
$ 6,699,400
$ 6,699,400
Revenue
519,384
479,600
818,700
818,700
Net
County Cost
$ 7,476,480
$ 4,608,650
$ 5,880,700
$ 5,880,700
Budgeted
Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: See listed equipment on next page.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
491
2023 IGA EQUIPMENT
Sheriff:
1/2 ton 4 -door pickup Pursuit rated
Full-size SUV 4x4 pursuit rated (rear AC)
Full-size SUV 4x4 pursuit rated
Mobile Command Bus
Facilities
3/4 ton extended cab 4x4 truck
1/2 ton long bed truck with ladder rack
full-size truck extended cab 4x4 with lift gate
small SUV
medium tractor with mower and snow blade
60" zero -turn commercial mower
3 -point seeder
front-end loader for tractor
Coroner
small SUV
Extension
Full-size truck
Public Health
1/2 ton ext cab 4x4
small SUV 4x4
Public Works
See Basic List
Total
* New Addtions to Fleet
Request
3 180,000
1 61,000
8 480,000
1 550,000
1
1
1
1
1
1
1
1
46,000 *
42,000
41,000
30,000
37,000
13,500 *
10,000 *
4,200 *
1 30,000 *
1 36,000 *
1 34,000
1 30,000 *
5,074,700
$6,699,400
Recommend Approved
180,000
61,000
480,000
550,000
46,000 *
42,000
41,000
30,000
37,000
13,500 *
10,000 *
4,200 *
30,000 *
36,000 *
34,000
30,000 *
4,996,700
$6,621,400
$0
492
Division
Trucking
Gravel Road
Qty
1
2023 EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT
Description Estimated Est.
(Shaded items reflect outgoing equip) Purchase Auction Addition
Price Value To Fleet
3 Fifth Wheel Tractors. Tandem Axle
450,000
15410080/2007 Sterling Tractor
15410083/2007 Freightliner Tractor
15410087/2009 Kenworth Tractor
$20.000
$20,000
$20.000
1 Articulating Wheel Loader 500,000
15830024/2004 Volvo Wheel Loader
50,000
9 Belly Dump Trailers
15610024/2000 Trail King Belly Dump Trailer
15610025/2005 CPS Belly Dump Trailer
15610026/2005 CPS Belly Dump Trailer
15610027/2005 CPS Belly Dump Trailer
15610028/2006 CPS Belly Dump Trailer
15610050/2007 CPS Belly Dump Trailer
15610052/2009 CPS Belly Dump Trailer
1 571 0005/201 5 CTS Belly Dump Trailer
1 571 0006/201 5 CTS Belly Dump Trailer
5 Motor Graders
540,000
$1,550.000
$15.000
$10.000
S10,000
$10,000
$10,000
$10,000
$10;000
$20.000
$20,000
15820144/2009 Caterpillar Motor Grader
15820145/2009 Caterpillar Motor Grader
1 58201 47/201 0 Caterpillar Motor Grader
1 58201 48/201 0 John Deere Motor Grader
1 58201 67/201 2 John Deere Motor Grader
$55,000
55,000
$55.000
55,000
$55,000
3 One -Ton Ext Cab, 4X4 Single Axle Standard Longbed Pickups
$117,000
15230082/2015 Ford F250
15220146/2007 Ford F150
1 5230061 /201 0 Ford F250
$9,000
$6,000
$8,000
1 Tandem Truck Tractor. Reg Cab
$138,000
1 541 0094/201 2 Kenworth Truck Tractor $45,000
$190,000
$185.000
1 Steel -Wheel Vibratory Roller. 20 -Ton
1 601 0026/201 0 Hamm Roller
1 Pneumatic Compacting Tire Roller. 29 Ton
$12,000
1 601 0029/201 2 Bomag Roller $10,000
1 3/4 -Ton (or One -Ton) Crew Cab, 4X4 Standard Long Bed Pickup
4 Single -Axle Trailers
$45,000
$11,200
Yes
Yes
Road & Bridge 1 Wheel Loader/944K
Construction
Maint-Supt
$250,000
15830030/2009 Volvo Wheel Loader $60,000
26.500
S
75,000
15430020/2011 Ford F550 $8,000
38.000
70.000
15420099/2013 Chevy 3500 $12,000
$220,000
1 601 0028/201 1 Hamm Drum Roller $39,000
$150,000
$
$19,000
1 Air Compressor/P185CFM
1 6820001 /1 996 Ingersall Rand Compressor
1 One -Ton Ext Cab Service Truck w/Utility Box
1,000
1 Walk -Behind Trench Compactor
16010022/2008 Wacker Compactor
1 One -Ton Ext Cab Single Wheel Truck w/Utility Box
1 Vibratory Steel Wheel Roller
$2.500
1 Semi Tractor w/Wet Kit
15410082/2007 Freightliner Tandem Truck
1 Split Deck Trailer/14,000 GVWR
20,000
15640017/2006 Interstate Trailer $1,200
1 One -Ton Ext Cab, 4X4 Truck w/Special Service Body and Flat Bed
1 54201 02/201 6 Dodge Ram 5500
1 Towable Self -Propelled Sweeper
98.000
85, 000
$10.000
1 644001 2/201 6 DT80K Sweeper
10,000
1 1/2 -Ton Ext Cab, 4X4, Standard Short Box Pickup
1 One -Ton 4X4 Truck with Utility Box and Snow Plow Kit
$42,000
$68,000
Yes
Yes
493
Division
Mining
Pavement
Management
Description
(Shaded items reflect outgoing equip)
Qty
1 Folding Portable Conveyor (36 x 80')
16230027/1997 J&M Portable Stacker Conveyor
1 Used 140M Motor Grader (transfer from Gravel Road Mgmt. Div)
Estimated
Purchase
Price
S97.000
Est.
Auction
Value
Addition
To Fleet
$0
$10.000
15830035/2013 New Holland Tractor/Loader
$25.000
Sub -Total
$4,964,700
$788,700
YES
GRAND TOTAL PRICE LESS ESTIMATED TRADE 2000 FUND
$4,176,000
******************************************************************************************************************************************************************************************************
Engineering
None for 2023
Weeds
1 One Ton Extend Cab Truck w/Flatbed and Spray System
5110,000
15420072/2003 GMC One Ton Truck W/Spray System
$30,000
Sub -Total
$110,000 $30,000
GRAND TOTAL PRICE LESS ESTIMATED TRADE 1000 FUND
$80,000
Subtotal
CMAQ Grant Funds
Weld County Match
Insurance for wrecked trucks
$4.256,000
0
0
0
GRAND TOTAL PRICE LESS GRANT FUNDS AND EST. AUCTION
$4,256,000
494
HEALTH INSURANCE
SUMMARY OF REVENUES
2023
Fund Or Acct Account Title
MISCELLANEOUS
6200 93400 4690 DONATIONS
6200 93100 46902 EMPLOYEE CONTRIBUTIONS
TOTAL HEALTH INSURANCE
2022
Budget
2023
Rea uest
2023
Recommend
2023
Final
227.500
21,454,584
218,500
23, 997, 248
218,500
23, 997, 248
21,682,084
243215,748
24,215,748
HEALTH INSURANCE
SUMMARY OF EXPENDITURES
2023
Fund Org Expenditure Function
6200 93100 HEALTH INSURANCE
6200 93400 DENTAL/VISION
TOTAL HEALTH INSURANCE
2022
Budget
22,460,895
1,408,900
2023
Request
25, 000, 000
1,122, 500
2023
Recommend
25, 000, 000
1,122, 500
2023
Final
23,869,795
26,122, 500
26,122,500 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - HEALTH INSURANCE
BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - - 6200-93100/93400
DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self -
insured health program.
ACTUAL
LAST
FY
REQUESTED
RECOMMEND
NEXT
FY
RESOURCES
BUDGETED
NEXT
FY
CURRENT
FY
Supplies
$ 15,143
$ 23,000
$ 0
$ 0
Purchased
Services
308,354
1,138,400
884,000
884,000
Fixed
Charges
23,298,266
22,708,395
25,238,500
25,238,500
Gross County Cost
$ 23,621,763
$ 23,869,795
$ 26,122,500
$ 26,122,500
Revenue
21,674,926
21,682,084
24,215,748
24,215,748
Net
County Cost
$ 1,
946, 837
$ 2,187, 711
$ 1,906
752
$ 1,906
752
SUMMARY OF CHANGES: The budget reflects the cost of self -insuring the dental and vision
reimbursement plan ($218,500) and the on -site county clinic contract ($824,000). In 2005, this
budget started to include the partially self -insured health program offered to county employees
through CIGNA. In 2019, the county solicited bids from all the large insurers operating in Colorado.
As a result, the successful bidder was Aetna, which offered the same coverage and a similar
broad network of health providers at 15% less. In 2023, the program will have a premium increase
of 5% for employees and 15% for the employer. This is the first premium increase in nine years.
The partially self -insured health program is funded at the level of $26,122,500 in 2023.
The Wellness program budget costs were moved to the General Fund in 2023 at a cost of
$620,700.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Weld County will
utilize Aetna, with a hybrid universal health PPO/HMO plan as the health insurance provider in
2023, plus offer a high deductible health plan with a health reimbursement account option through
Aetna. Rates for 2023 will increase 5% for employees and 15% for the employer.
In 2005, the county moved its health insurance plan to a consumer driven plan that combines a
high deductible PPO insurance policy along with an HMO component for preventative care, with
a low co -pay and low-cost prescriptive drug program. The high deductible policy protects the
insured from catastrophic losses, such as prolonged illness, hospitalization or simply an
unexpected period of poor health. The plan is a partially self -insured program with stop loss
insurance. The goal is to make the employees aware of the true cost of health care, with a
program that will encourage employees and their families to make more judicious spending
decisions in return for paying lower insurance premiums and lower health care costs. The health
plan is being offered through Aetna. In 2008, the County moved to a universal health care option
that has lower employee premiums and higher co-insurance and out-of-pocket costs. A
comprehensive wellness program was also implemented in 2008. In July 2010, the County
opened its own health clinic to better serve county employees' and their dependents' primary
health needs in a more convenient and cost-effective manner. The clinic contract will cost
$824,000 in 2023 with primary care being provided for employees. It is anticipated that there will
be a savings to the insurance plan of over $1,648,000, with a return on investment of over 2 to 1.
497
IGS - HEALTH INSURANCE
(CONTINUED)
6200-93100/93400
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
All these efforts contribute to the goal of holding down healthcare costs to our employees and
their dependents. The success of the efforts is demonstrated by the fact that health insurance
rates will increase in 2023 for the first time in nine years.
In 2023, it is recommended to continue the base health plan offered along with the standard PPO
being a high deductible health plan with a health reimbursement account (HRA) option through
Aetna. The County will contribute $1,000 to the HRA for those employees taking the high
deductible health/HRA plan. The standard PPO option offered will have higher deductibles,
co -pays, and out-of-pocket expenses. The health plan options are consistent with the changes
being made by the health insurance industry and by major employers offering employee and
dependent healthcare benefits. Total budget is up due to premiums from higher enrollment of
employees and dependents
The 2023 program is calculated with current participation as follows:
Single Coverage: 593
Dependent Coverage:
FIXED COSTS:
Health Insurance
On -site Clinic
Administration/EAP Costs
Fixed Costs:
LOSS FUND:
Medical
Dental
Vision
Loss Fund Costs
GRAND TOTAL - COSTS
REVENUE:
Health Premiums
Dental/Vision
TOTAL REVENUE
USE OF RESERVE
BOARD ACTION:
$ 1,850,000
824,000
80,000
$ 2,754,000
$23,150,000
118,500
100,000
$23,368,500
$26,122,500
802
$23,997,248
218,500
$24,215,748
$1,906,752
498
IGS - HEALTH INSURANCE
(CONTINUED)
6200-93100/93400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Single coverage
Family coverage
637 630 593
779 803 802
INSURANCE
SUMMARY OF REVENUES
2023
Fund Ora Acct
Account Title
2022
Budget
2023
Rea uest
2023
Recommend
2023
Final
TAXES
6300 93300 4112 CURRENT PROPERTY TAXES
CHARGE FOR SERVICES
6300 93200 4410 CHARGE FOR SERVICES
6300 93300 4610
6300 93300 4820
MISCELLANEOUS
EARNINGS ON INVESTMENTS
COMPENSATION FOR LOSSES
TOTAL MISCELLANEOUS
TOTAL INSURANCE
4,000,000
150,000
50.000
125,000
5,000,000
160,000
60,000
125,000
5,000,000
160,000
60,000
125,000
175,000
185,000
185,000
4,325,000
5,345,000
5,345,000
INSURANCE
SUMMARY OF EXPENDITURES
2023
Fund Org Expenditure Function
6300 93200 WORKERS COMPENSATION
6300 93300 LIABILITY
TOTAL INSURANCE
2022
Budget
2,254,500
2,070,500
2023
Request
2,234,500
3,110, 500
2023
Recommend
2,234,500
3,110, 500
2023
Final
4,325,000
5,345,000
5,345,000 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - INSURANCE
BUDGET UNIT TITLE AND NUMBER: Insurance Fund - - 6300-93200/93300
DEPARTMENT DESCRIPTION: Central fund to provide county -wide insurance coverage. This
fund is administered by Finance and Administration unit in the General Fund.
ACTUAL
FY
LAST
BUDGETED
REQUESTED
NEXT
FY
RECOMMEND
RESOURCES
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
3,500
3,500
3,500
Purchased
Services
48,741
44,500
23,000
23,000
Fixed
Charges
2,631,328
4,277,000
5,318,500
5,318,500
Gross County
Cost
$ 2,680,069
$ 4,325,000
$ 5,345,000
$ 5,345,000
Revenue /Fund
Bal.
-816,444
325,000
345,000
345,000
Net
County Cost
$ 3,496,513
$ 4,000,000
$ 5,000,000
$ 5,000,000
SUMMARY OF CHANGES: The budget is structured with Weld County remaining a member of
CAPP but using the self -insured option under the insurance pool for a fixed cost of $3,107,000.
Cost for excess insurance through CAPP has increased substantially due to the tight insurance
market, added property risks, and liability for law enforcement. This increase is being experienced
by all public entities. Effective January 1, 1992, Weld County became self -insured for workers'
compensation, and switched in 2022 to Pinnacol to administer the work compensation program.
Workers' Compensation includes excess insurance and bonds costing $750,000, claims
administration costs of $23,000, and a loss fund of $1,461,500. A loss fund for all other insurance
coverage is budgeted at $910,000. Unemployment insurance is being charged directly to
departments. The program is supported by property tax ($5,000,000), charges for service
($160,000), interest ($60,000), and compensation for losses ($125,000). No fund balance
reserves are anticipated to be needed to support the loss fund in 2023.
Property tax has been increased by $1,000,000 to $5,000,000. Claim costs for workers'
compensation have remained high due to rising healthcare costs and cover the increased costs
for excess insurance.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the insurance
program as outlined above in the summary of changes. In accordance with Section 8-44-204,
C.R.S., it is recommended that a mill levy be used to fund the insurance program for local county
activities and a charge back mechanism be used only for programs funded by state and federal
funding sources. Weld County, through CAPP, has reduced limits of coverage and placed
reliance on sovereign immunity to stay within the budgeted amount. The legislative changes in
1986 strengthened the county's position in the use of sovereign immunity limits in Colorado cases.
In addition, the county can levy up to 10 mills per year to discharge any judgment against it.
Continuation of the self -insured program for workers compensation is recommended, which
should result in cost savings, plus no shared risks with other counties. Unemployment costs are
recommended to be charged directly to departments for revenue raising strategies and
departmental accountability for costs.
502
INSURANCE FUND
(CONTINUED)
6300-93200/93300
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
prop/casualty
sessions
compensation
claims
paid
ACTUAL
ESTIMATED PROJECTED
36
$678,642
$526,984
0.059
$9.45
$1,950,000
$907,000
0.086
$11.50
36
$1,461,500
$910,000
0.084
$14.02
36
Number
Dollar
claims
Dollar
of
amount
amount
training
Measures
workers'
of
Efficiency
FTE'S
Per
per 10,000/capita
cost
(county
support)
capita
503
TELECOM SERVICES
SUMMARY OF REVENUES
2023
Fund Or Acct Account Title
CHARGE FOR SERVICES
6400 17400 4410 CHARGE FOR SERVICES
TOTAL TELECOM SERVICES
2022
Budget
2023
Rea uest
2023
Recommend
2023
Final
1,607,107
1,688,962
1,688,962
1,607,107
1,688,962
1,688,962
TELECOM SERVICES
SUMMARY OF EXPENDITURES
2023
Fund Org Expenditure Function
2022 2023 2023 2023
Budget Request Recommend Final
6400 17400 PHONE SERVICES 1,607,107
TOTAL TELECOM SERVICES
1,688,962 1,688,962
1,607,107 1,688,962 1,688,962 0
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Telecom Services - - 6400-17400
DEPARTMENT DESCRIPTION: Provide telecom services to Weld County offices and
departments.
ACTUAL
LAST
FY
RECOMMEND
NEXT
FY
RESOURCES
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
Personnel
Services
$ 218,549
$ 223,507
$ 247,232
$ 247,232
Supplies
44,444
176,000
187,800
187,800
Purchased
Services
1,131,453
940,820
955,604
955,604
Fixed
Charges
180,735
266,780
298,326
298,326
Capital
0
0
0
0
Gross County Cost
$ 1,575,181
$ 1,607,107
$ 1,688,962
$ 1,688,962
Revenue
1,606,061
1,607,107
1,688,962
1,688,962
Net
County Cost
$ - 30,880
$ 0
$ 0
$ 0
Budgeted
Positions
2
2
2
2
SUMMARY OF CHANGES: Personnel Services increased by $23,725 to account for 8% cost of
living adjustments from 2022 to 2023, and a reclassification of one position. Supplies increased
by $11,800 for the software maintenance expenses for the VOIP system. Purchased Services
increased by $14,784 with a $6,000 increase for location of fiber and copper, and a $8,784
increase for telecommunication expenses, such as the internet service provider and mobile carrier
contracts. Fixed charges increased by $31,546 due to overhead costs increasing. Revenue is
determined by charging back all expenses to the individual departments and nets out a zero net
county cost.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
506
TELECOM SERVICES
(CONTINUED)
6400-17400
2022 ACCOMPLISHMENTS:
1 Maintain phone systems to provide reliable and scalable services.
2. Upgrade phone system to latest "gold" release.
3. Expand feature deployments such as automatic call distribution call back, phone tree
options, limited phone call recording, and the increase of commodity internet throughput.
4. Audit provider contracts, services, and costs.
5. Replace county issued mobile phones with newer released models and implement mobile
device management policies to organize, restrict and maintain devices.
2023 BUDGET GOALS AND PRIORITIES:
1. Maintain, audit and baseline services, systems, and calls.
2. Expand feature set and expand functionality.
3. Improve call routing thought redesigned phone trees for efficient call taking
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Out.
uts
Incoming calls
Efficiency Measures
5,700,000 6,000,000 6,000,000
FTE's
per 10,000/capita
0.059 0.057 0.056
Per capita
Annual
cost
cost
(county
per call
support)
$4.63 $4.62 $4.73
$0.276 $0.268 $0.281
507
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY
BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority - - 6500-17700
DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county buildings.
RESOURCES
ACTUAL
LAST
FY
RECOMMEND
NEXT
FY
REQUESTED
BUDGETED
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Fixed
Charges
0
0
0
0
Gross County
Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net
County Cost
$ 0
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt
and/or any lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
508
GLOSSARY
ACCOUNTING PROCEDURES All processes which discover, record, classify, and summarize
financial information to produce financial reports and to
provide internal control.
ACCRUAL BASIS The basis of accounting under which transactions are
recognized when they occur, regardless of the timing of related
cash flows.
ACCRUED EXPENSES Expenses incurred but not due until a later date.
ACTIVITY
A specific and distinguishable line of work performed by one
or more organizational components of a government for the
purpose of accomplishing a function for which the government
is responsible. For example, "food inspection" is an activity
performed in the discharge of the "health" function.
ACTIVITY CLASSIFICATION Expenditure classification according to the specific lines of
work performed by organization units. For example, "sewage
treatment and disposal", "garbage collection", "garbage
disposal", and "street cleaning" are activities performed in
carrying out the function of "sanitation". The segregation of
the expenditures made for each of these activities constitutes
an activity classification.
ALLOCATE
To divide a lump -sum appropriation into parts which are
designated for expenditure by specific organizational units
and/or for specific purposes, activities, or objects.
ALLOCATED COSTS Indirect costs distributed to programs or departments via a
cost allocation plan.
ALLOCATION
A part of a lump -sum appropriation which is designated for
expenditure by specific organizational units and/or for special
purposes, activities, or objects.
ALLOT To divide an appropriation into amounts which may be
encumbered or expended during an allotment period.
ALLOTMENT A part of an appropriation which may be encumbered or
expended during an allotment period.
ALLOTMENT PERIOD A period of time less than one fiscal year in length during which
an allotment is effective. Bi-monthly and quarterly allotment
periods are most common.
ANNUAL BUDGET A budget applicable to a single fiscal year.
509
APPROPRIATION
APPROPRIATION BILL,
ORDINANCE, RESOLUTION,
or ORDER
APPROPRIATION
EXPENDITURE
A legal authorization granted by a legislative body to make
expenditures and to incur obligations for specific purposes. An
appropriation is usually limited in amount and as to the time
when it may be expended.
A bill, ordinance, resolution, or order by means of which
appropriations are given legal effect. It is the method by which
the expenditure side of the annual operating budget is enacted
into law by the legislative body. In many governmental
jurisdictions, appropriations cannot be enacted into law by
resolution but only by a bill, ordinance, or order.
An expenditure chargeable to an appropriation. Since virtually
all expenditures of governments are chargeable to
appropriations, the term expenditures by itself is widely and
properly used.
ASSESSED VALUATION A valuation set upon real estate or other property by a
government as a basis for levying taxes.
AUTHORITY
A government or public agency created to perform a single
function or a restricted group of related activities. Usually such
units are financed from service charges, fees, and tolls, but in
some instances they also have taxing powers. An authority
may be completely independent of other governments or
partially dependent upon other governments for its creation, its
financing, or the exercise of certain powers.
AUTHORIZED POSITION A position (job) authorized by the Board of County
Commissioners as part of the annual adopted budget.
BOND An interest bearing promise to pay with a specific maturity.
BALANCED BUDGET
BUDGET
A balanced budget occurs when the total sum of money a
government collects in a year is equal to the amount it spends
on goods, services, and debt interest.
A plan of financial operation embodying an estimate of
proposed expenditures for a given period and the proposed
means of financing them. Used without any modifier, the term
usually indicates a financial plan for a single fiscal year. The
term "budget" is used in two senses in practice. Sometimes it
designates the financial plan presented to the appropriating
body for adoption and sometimes the plan finally approved by
that body. It is usually necessary to specify whether the
budget under consideration is preliminary and tentative or
whether it has been approved by the appropriating body.
510
BUDGET DOCUMENT
BUDGET MESSAGE
The instrument used by the budget -making authority to
present a comprehensive financial program to the
appropriating body. The budget document usually consists of
three parts. The first part contains a message from the budget -
making authority, together with a summary of the proposed
expenditures and the means of financing them. The second
consists of schedules supporting the summary. These
schedules show, in detail, the information as to past years'
actual revenues, expenditures, and other data used in making
the estimates. The third part is composed of drafts of the
appropriation, revenue, and borrowing measures necessary to
put the budget into effect.
A general discussion of the proposed budget as presented in
writing by the budget -making authority to the legislative body.
The budget message should contain an explanation of the
principal budget items, an outline of the government's
experience during the past period and its financial status at the
time of the message, and recommendations regarding the
financial policy for the coming period.
BUDGETARY ACCOUNTS Accounts used to enter the formally adopted annual operating
budget into the general ledger as part of the management
control technique of formal budgetary integration.
BUDGETARY COMPARISONS Governmental GAAP financial reports must include
comparisons of approved budgeted amounts with actual
results of operations. Such reports should be subjected to an
independent audit, so that all parties involved in the annual
operating budget/legal appropriation process are provided with
assurances that government monies are spent in accordance
with the mutually agreed -upon budgetary plan.
BUDGETARY CONTROL
The control or management of a government or enterprise in
accordance with an approved budget for the purpose of
keeping expenditures within the limitations of available
appropriations and available revenues.
BUDGETARY EXPENDITURES Decreases in net current assets. In contrast to conventional
expenditures, budgetary expenditures are limited in amount to
exclude amounts represented by noncurrent liabilities. Due to
their spending measurement focus, governmental fund types
are concerned with the measurement of budgetary
expenditures.
BUDGETED FUNDS
Funds that are planned for certain uses but have not been
formally or legally appropriated by the legislative body. The
budget document that is submitted for Board approval is
composed of budgeted funds.
CALLABLE BONDS Bonds which are redeemable by the issuer prior to the maturity
date at a specified price at or above par.
511
CAPITAL BUDGET
CAPITAL OUTLAY
CAPITAL PROGRAM
CAPITAL PROJECTS FUND
CAPITAL RESOURCES
CERTIFICATES OF
PARTICIPATION (COP)
CONSERVATION TRUST
CONTINGENCY ACCOUNT
CONTINUING
APPROPRIATION
COST ALLOCATION PLAN
DEFA UL T
DEFICIT
A plan of proposed capital outlays and the means of financing
them.
Expenditures for equipment, vehicles, or machinery that
results in the acquisition or addition to fixed assets.
A plan for capital expenditures to be incurred each year over
a fixed period of years to meet capital needs arising from the
long-term work program or otherwise. It sets forth each project
or other contemplated expenditure in which the government is
to have a part and specifies the full resources estimated to be
available to finance the projected expenditures.
A fund created to account for financial resources to be used
for the acquisition or construction of major capital facilities
(other than those financed by proprietary funds, Special
Assessment Funds, and Trust Funds).
Resources of a fixed or permanent character, such as land and
buildings, which cannot ordinarily be used to meet current
expenditures.
Form of financial instrument similar to a bond to facilitate lease/
purchase agreements. Not a debt of the County.
State of Colorado lottery funds remitted to the County for parks
and recreation use.
A budgetary reserve set aside for emergencies or unforeseen
expenditures not otherwise included in the budget.
An appropriation which, once established, is automatically
renewed without further legislative action, period after period,
until altered or revoked. The term should not be confused with
INDETERMINATE APPROPRIATION.
Identification, accumulation and distribution of costs relative to
the provision of those services, along with the methods used.
Failure to pay principal or interest when due. Defaults can also
occur for failure to meet nonpayment obligations, such as
reporting requirements, or when a material problem occurs for
the issuer, such as a bankruptcy.
(1) The excess of the liabilities of a fund over its assets.
(2) The excess of expenditures over revenues during an
accounting period; or, in the case of proprietary funds, the
excess of expense over income during an accounting period.
512
DEPRECIATION
DIRECT COSTS
DURATION
ENCUMBRANCES
ENTERPRISE FUND
ESTIMATED REVENUE
EXPENDITURES
FISCAL PERIOD
FISCAL YEAR
FIXED ASSETS
(1) Expiration in the service life of fixed assets, other than
wasting assets attributable to wear and tear, deterioration,
action of the physical elements, inadequacy, and
obsolescence.
(2) The portion of the cost of a fixed asset other than a wasting
asset which is charged as an expense during a particular
period. In accounting for depreciation, the cost of a fixed
asset, less any salvage value, is prorated over the estimated
service life of such an asset, and each period is charged with
a portion of such cost. Through this process, the entire cost of
the asset is ultimately charged off as an expense.
Costs that have a clearly identifiable beneficial or causal
relationship to the services performed.
The weighted maturity of a fixed -income investment's cash
flows, used in the estimation of the price sensitivity of
fixed -income securities for a given change in interest rates.
Obligations in the form of purchase orders, contracts, or salary
commitments which are chargeable to an appropriation and for
which a part of the appropriation is reserved. They cease to
be encumbrances when paid or when an actual liability is set
up.
A fund established to finance and account for the acquisition,
operation, and maintenance of governmental facilities and
services which are entirely or predominantly self-supporting by
user charges. The Crime Lab operates as an Enterprise Fund.
The amount of projected revenue to be collected during the
fiscal year. The amount of revenue appropriated is the amount
approved by the Board.
Decreases in net financial resources. Expenditures include
current operating expenses which require the current or future
use of net current assets, debt service, and capital outlays.
The unmodified use of the term expenditures in this text is
intended to mean budgetary expenditures.
Any period at the end of which a government determines its
financial position and the results of its operations.
A 12 -month period to which the annual operating budget
applies and at the end of which a government determines its
financial position and the results of its operations.
Assets of a long-term character which are intended to continue
to be held or used, such as land, buildings, improvements
other than buildings, machinery and equipment.
513
FTE (FULL-TIME
EQUIVALENT)
FUNCTION
FUNCTIONAL
CLASSIFICATION
FUND
FUND BALANCE
GAAP (GENERALLY
ACCEPTED ACCOUNTING
PRINCIPLES)
GENERAL FUND
GENERAL OBLIGATION
BOND
GEOGRAPHICAL
INFORMATION SYSTEM (GIS)
GOVERNMENTAL FUNDS
GRANT
HIGHWAY USER TAX (HUTF)
Numeric equivalent of one person occupying one employment
position for one year (equivalent of 2,080 hours or 52
forty -hour weeks).
A group of related activities aimed at accomplishing a major
service or regulatory program for which a government is
responsible. For example, public health is a function.
Expenditure classification according to the principal purposes
for which expenditures are made. Examples are public safety,
public health, public welfare, etc.
A fiscal and accounting entity with a self -balancing set of
accounts recording cash and other financial resources,
together with all related liabilities and residual equities or
balances, and changes therein, which are segregated for the
purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions,
or limitations.
Fund balance is the excess of assets over liabilities and is
therefore also known as surplus funds.
Standards for financial accounting and reporting.
The fund used to account for all financial resources except
those required to be accounted for in another fund.
A municipal bond secured by the pledge of the issuer's full
faith, credit and taxing power.
A computerized data base of all land attributes within the
County. The "base map" contains the least amount of common
data which is supplemented by attribute overlays.
Funds generally used to account for tax -supported activities.
There are five different types of governmental funds: the
general fund, special revenue funds, debt service funds,
capital funds, and permanent funds.
A contribution by a government or other organization to
support a particular function. Grants may be classified as
either categorical or block depending upon the amount of
discretion allowed to the grantee.
Revenue that is derived from the state gasoline tax and
restricted for Road and Bridge activities.
514
INDETERMINATE
APPROPRIATION
INDIRECT COSTS
IN TERFUND TRANSFER
INTERGOVERNMENTAL
REVENUE
INTERNAL SERVICE FUND
LEAN
LINE -ITEM BUDGET
MANDATE
MATURITY
MILL LEVY (TAX RATE)
An appropriation which is not limited either to any definite
period of time or to any definite amount. A distinction must be
made between an indeterminate appropriation and a
continuing appropriation. In the first place, whereas a
continuing appropriation is indefinite only as to time, an
indeterminate appropriation is indefinite as to both time and
amount. In the second place, even indeterminate
appropriations which are indefinite only as to time are to be
distinguished from continuing appropriations in that such
indeterminate appropriations may eventually lapse. For
example, an appropriation to construct a building may be
made to continue in effect until the building is constructed.
Once the building is completed, however, the unexpended
balance of the appropriation lapses. A continuing
appropriation, on the other hand, may continue forever; it can
only be abolished by specific action of the legislative body.
Costs associated with, but not directly attributable to, the
providing of a product or service. These costs are usually
incurred by other departments in the support of operating
departments.
Amounts transferred from one fund to another.
Revenue received from another government for a specified
purpose. In Weld County, these are funds from municipalities,
the State of Colorado, and the Federal Government.
Funds used to account for the financing of goods or services
provided by one department to another department on a cost
reimbursement basis, for example, the Phone Services Fund.
Lean government refers to the application of lean production
(also known as "Lean") principles and methods to both identify
and then implement the most efficient, value added way to
provide government services.
A budget that lists each expenditure category (salary,
materials, telephone service, travel, etc.) separately, along
with the dollar amount budgeted for each specified category.
Any responsibility, action or procedure that is imposed by one
sphere of government on another through constitutional,
legislative, administrative, executive, or judicial action as a
direct order or that is required as a condition of aid.
The date when the principal amount of a security is payable.
Rate applied to assessed valuation to determine property
taxes. A mill is 1/10th of a penny or $1.00 of tax for each
$1,000 of assessed valuation.
515
MODIFIED ACCRUAL BASIS
The accrual basis of accounting adapted to the governmental
fund type Spending Measurement Focus. Under it, revenues
are recognized when they become both "measurable" and
"available to finance expenditures of the current period".
Expenditures are recognized when the related fund liability is
incurred except for:
(1) inventories of materials and supplies which may be
considered expenditures either when purchased or when
used;
(2) prepaid insurance and similar items which need not be
reported;
(3) accumulated unpaid vacation, sick pay, and other
employee benefit amounts which need not be recognized in
the current period, but for which larger -than -normal
accumulations must be disclosed in the notes to the financial
statements;
(4) interest on special assessment indebtedness which may
be recorded when due rather than accrued, if approximately
offset by interest earnings on special assessment levies; and
(5) principal and interest on long-term debt which are
generally recognized when due. All governmental funds and
Expendable Trust Funds are accounted for using the modified
accrual basis of accounting.
NET BUDGET The net budget eliminates double counting in the budget, such
as fund transfers, and thus represents the true level of
programmed spending in the budget.
NON -DEPARTMENTAL A category established to account for expenses not associated
with any specific department, but all departments or many,
within a fund.
OBJECT As used in expenditure classification, this term applies to the
article purchased or the service obtained (as distinguished
from the results obtained from expenditures). Examples are
personal services, contractual services, materials, and
supplies.
OPERATING BUDGET
Plans of current expenditures and the proposed means of
financing them. The annual operating budget (or, in the case
of some state governments, the biennial operating budget) is
the primary means by which most of the financing acquisition,
spending, and service delivery activities of a government are
controlled. The use of annual operating budgets is usually
required by law. Even where not required by law, however,
annual operating budgets are essential to sound financial
management and should be adopted by every government.
516
OPERATING EXPENSES
OPERATING GRANTS
OPERATING INCOME
OPERATING TRANSFER
ORGANIZATIONAL UNIT
ORGANIZATION UNIT
CLASSIFICATION
OVERHEAD
PROGRAM
PROGRAM BUDGET
PROPRIETARY FUND
RATINGS
RECIDIVISM
REGISTERED BOND
Proprietary fund expenses which are directly related to the
fund's primary service activities.
Grants which are restricted by the grantor to operating
purposes or which may be used for either capital or operating
purposes at the discretion of the grantee.
The excess of proprietary fund operating revenues over
operating expenses.
Routine and/or recurring transfers of assets between funds.
A responsibility center within a government.
Expenditure classification according to responsibility centers
within a government's organization structure. Classification of
expenditures by organization unit is essential to fixing
stewardship responsibility for individual government
resources.
Those elements of cost necessary in the production of an
article or the performance of a service which are of such a
nature that the amount applicable to the product or service
cannot be determined accurately or readily. Usually they
relate to those objects of expenditure which do not become an
integral pad of the finished product or service such as rent,
heat, light, supplies, management, supervision, etc.
An organized set of related work activities which are directed
toward a common purpose or goal and represent a well
defined expenditure of county resources.
A budget wherein expenditures are based primarily on
programs of work and secondarily on character and object
class. A program budget is a transitional type of budget
between the traditional character and object class budget, on
the one hand, and the performance budget, on the other.
A fund used to account for business -type activities in
government. The activities are usually financed with user fees
that are directly related to the services received. There are
two types of proprietary funds - enterprise and internal service
funds.
Designations used by credit rating agencies to give relative
indications of credit quality.
A relapse into criminal habits after punishment.
A bond whose owner is registered with the issuer or its agent.
Transfer of ownership can only be accomplished when the
securities are properly endorsed by the registered owner.
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REIMBURSEMENTS (1) Repayments of amounts remitted on behalf of another
party.
(2) Interfund transactions which constitute reimbursements of
a fund for expenditures or expenses initially made from it which
are properly applicable to another fund -- e.g., an expenditure
properly chargeable to a Special Revenue Fund was initially
made from the General Fund, which is subsequently
reimbursed. They are recorded as expenditures or expenses
(as appropriate) in the reimbursing fund and as reductions of
the expenditure or expense in the fund that is reimbursed.
RESERVE
RESIDUAL EQUITY
TRANSFER
REVENUE
REVENUE BOND
SOURCE OF REVENUE
SPECIAL REVENUE FUND
SUBACTIVITY
SUBFUNCTION
SURPLUS
(1) An account used to earmark a portion of fund balance to
indicate that it is not appropriate for expenditure.
(2) An account used to earmark a portion of fund equity as
legally segregated for a specific future use.
Non -recurring or non -routine transfers of assets between
funds.
(1) Increases in governmental fund type net current assets
from other than expenditure refunds and residual equity
transfers. Under NCGA Statement 1, general long-term debt
proceeds and operating transfers -in are classified as "other
financing sources" rather than revenues.
(2) Increases in proprietary fund type net total assets from
other than expense refunds, capital contributions, and residual
equity transfers. Under NCGA Statement 1, operating
transfers -in are classified separately from revenues.
A municipal bond payable from revenues derived from tolls,
charges or rents paid by users of the facility constructed with
the proceeds of the bond issue.
Revenues are classified according to their source or point of
origin.
A fund used to account for revenues legally earmarked for a
particular purpose.
A specific line of work performed in carrying out a
governmental activity. For example, "cleaning luminaries" and
"replacing defective street lamps" would be subactivities under
the activity of "street light maintenance".
A grouping of related activities within a particular governmental
function. For example, "police" is a subfunction of the function
"public safety".
The use of the term "surplus" in governmental accounting is
generally discouraged because it creates a potential for
misleading inference.
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TABOR (TAXPAYERS
BILL OF RIGHTS)
TABOR RESERVE
TAXES
TAX LEVY
TAX RATE
TAX RATE LIMIT
TAX ROLL
TIME DIVISION MULTIPLE
ACCESS (TDMA)
TRADITIONAL BUDGET
An amendment to the Colorado Constitution approved by the
voters in November 1992. The Taxpayers Bill of Rights has
been incorporated in the State Constitution as Section 20 of
Article X. The amendment limits growth in both state and local
government revenue and expenditures, makes provision for
annual elections, and requires voter approval for tax
increases.
Term applied to a reserve which is required by the TABOR
Amendment. Starting in 1995 this reserve is 3% of "Fiscal
Year Spending" excluding bonded debt service. This reserve
is for use in declared emergencies only.
Compulsory charges levied by a government for the purpose
of financing services performed for the common benefit. This
term does not include specific charges made against particular
persons or property for current or permanent benefits such as
special assessments. Neither does the term include charges
for services rendered only to those paying such charges as,
for example, sewer service charges.
The total amount to be raised by general property taxes.
The amount of tax stated in terms of a unit of the tax base; for
example, 25 mills per dollar of assessed valuation of taxable
property.
The maximum rate at which a government may levy a tax. The
limit may apply to taxes raised for a particular purpose, or to
taxes imposed for all purposes, and may apply to a single
government, to a class of governments, or to all governments
operating in a particular area. Overall tax rate limits usually
restrict levies for all purposes and of all governments, state
and local, having jurisdiction in a given area.
The official list showing the amount of taxes levied against
each taxpayer or property. Frequently, the tax roll and the
assessment roll are combined, but even in these cases the two
can be distinguished.
TDMA is one of two ways to divide the limited spectrum
available over a radio frequency (RF) cellular channel. The
other is frequency division multiple access (FDMA).
A term sometimes applied to the budget of a government
wherein expenditures are based entirely or primarily on objects
of expenditure.
UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity
such as a city or some towns.
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WELLNESS PROGRAM
WORKLOAD MEASURES
WORK PROGRAM
WORK UNIT
WELD
NOTE:
Wellness health program provided as a fringe benefit to
employees.
Specific quantitative and qualitative measures of work
performed as an objective of the department.
A plan of work proposed to be done during a particular period
by the administrative agency in carrying out its assigned
activities.
A fixed quantity which will consistently measure work effort
expended in the performance of an activity or the production
of a commodity.
The annual percentage rate of return earned on a security.
Yield is a function of a security's purchase price and coupon
interest rate.
Most of the above definitions were taken from Governmental Accounting,
Auditing, and Financial Reporting, GFOA, Chicago, 2012, Appendix G.
pp. 1051-1093.
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ACRONYMS
AAA
ACFR
ADCOM
ARA
CAD
CAPP
CARES
CCI
CDBG
CDHS
CDOT
CIP
COPS UHS
COLA
COVID
CMAQ
CPI
C.R.S.
CSBG
DA
DHS
DOC
DOLA
DUI
EDAP
EOC
Area Agency on Aging
Annual Comprehensive Financial Report
Adams County Communications
American Recovery Act
Computer -aided Dispatch
Colorado Counties Casualty and Property Pool
Coronavirus Aid, Relief, and Economic Security Act
Colorado Counties Inc. association of Colorado counties
Community Development Block Grant
Colorado Department of Human Services
Colorado Department of Transportation
Capital Improvement Plan
Federal community oriented policing grant
Cost of Living Allowance
Coronavirus
Congestion Mitigation and Air Quality Improvement Program
Consumer Price Index
Colorado Revised Statutes
Community Services Block Grant
District Attorney
Department of Human Services
Colorado Department of Corrections
Colorado Department of Local Affairs
Driving Under the Influence
Economic Development Action Partnership
Emergency Operations Center
521
ERA
FEMA
FOMC
FRRC
FTE
GAAP
GASB
GFOA
GIS
HARP
HES
HUTF
HRA
HVAC
IT
IGS
IGA
LEAP
MOU
MOE
MS4
NCMC
NFRMPO
NRBH
O&M
OEM
OPED
Emergency Rent Assistance
Federal Emergency Management Agency
Federal Open Market Committee
Front Range Communication Consortium
Full Time Equivalent
Generally Accepted Accounting Principles
Government Accounting Standards Board
Government Finance Officers Association
Geographical Information System
Haul Route Program
Hazard Elimination Program for transportation projects
Highway Users Tax Fund
Health Reimbursement Account
Heating, ventilation, and air conditioning
Information Technology
Intergovernmental Service Fund
Intergovernmental Agreement
Low-income Energy Assistance Program
Memorandum of Understanding
Maintenance of Effort
Municipal Separate Storm Sewer for storm management
North Colorado Medical Center
North Front Range Metropolitan Planning Organization
North Range Behavioral Health
Operations and maintenance
Office of Emergency Management
Other Post -Employment Benefits
PERA
PPA CA
PPO
ROW
SH
TABOR
TANF
TDMA
URA
VALE
VW
WCR
WCR CC
Colorado Public Employees' Retirement Association
Patient Protection and Affordable Care Act (Obamacare)
Preferred Provider Organization
Right -of way
Abbreviation for State Highway
Taxpayers Bill of Rights
Temporary Assistance to Needy Families
Time Division Multiple Access
Urban Renewal Authority
Victim Assistance Law Enforcement
Victim Witness
Weld County Road
Weld County Regional Communications Center
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