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Home My WebLink About20213460.tiffPUBLIC WORKS Revenue Changes $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,030,000 $0 e 6 41/40 (Aster. svP ep e 411/40 cYs rOlb 2022 Revenue Total $202,410,722 (2021 $146,817,5D0) Federal/State $25,446,810 13% Other Taxes $11,3001000 6% Severance Tax $250,000 0% Fund Balance $130,500,000 64% Transfer Solid Waste $1,288,904 \1% 295 Miscellaneous $7,500,000 Highway Users Fee $10,5001000 02021 2022 b5 zi 44# CE? 5% Property Taxes $15,0001000 7% Licenses/Permits $625,000 0% 2021-3460 Fl Colt5 PUBLIC WORKS 2022 EXPENDITURES Total $69,365,102 (2021 $68,906,158) $30,000,000 $25,0007000 $20,000,000 $16,000,000 $10,000,000 $5,000,000 $0 0 N - CD 05 en co(a � F id C\Ito it C1! Gravel Road Bridge Construction Management $7,302,397 $8,641,064 11%_ 12% Municipalities $375917243 5% Pavement Mangement $97670,579 14% Public Works $24,414,603 35% Maintenance Support $2,724,416 4% Trucking $6,703,061 8% Mining $6,058,822 9% Adminstration $1,268,937 2% ❑ 2021 O2O22 co - U, 0> co fag �f? to r C" CO r CO C Cze- fi (0 co r ict Tzt i r r. Cs) 'Da e co fce N- CC r ICF C.0 r,. CS} r (-O 16 M- O 0 r -- to' es Public Works Pavement Municipalities Bridge Gravel Road Maintenance Trucking Mangement Construction Management Support CO t Go Ca co- , Lo C3 Mining Adminstration 296 SEVEN YEAR TREND Public Works $120 $100 $80 U) $60 2 $20 $0 4 2016 2017 2018 2019 2020 2021 2022 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 2022 total $202,410,722 which includes a fund balance of $130,500,000, in addition to the revenue shown in the budget. Property tax is set at $15,000,000, down $5,000,000 from 2021. Specific Ownership tax is estimated to be the same at $11,300,000. Total HUTF will be $10,500,000 the same as 2021. Permit revenues are budgeted at $625,000, up $125,000. Motor vehicle registration fees are $375,000, up $25,000 from 2021, and grazing fees are $300,000 the same as the prior year. Oil and gas revenues are $6,650,000, the same as 2021 due to the reduction in drilling from the regulatory climate in Colorado. There is $1,288,904 from Solid Waste Fund, for the County's proportional share of the 18th St/Market Street paving project. Federal mineral lease revenues are $850,000 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 2022, the district is funding $850,000 in oil and gas haul route projects. PILT is budgeted at $80,000 with no change from last year. Revenue from the Energy Impact Assistance grants total $1,200,000. 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 $21.9 million budgeted from American Rescue Act funding due to revenue loss. Severance tax is $250,000, 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 2022 total $69,365,102 and are up $458,944 primarily due to inflationary trends 2022. Municipal share back is funded at $3,591,243. $723,767 is funded for step increases due employees in 2022, and a 4.0 percent salary cost of living amount included in this budget. The budget reflects no increase in health insurance costs. There are no other benefit changes. The Other Public Works budget unit is budgeted at $24,414,603 based on the Capital Improvement Plan (CIP). This is a total decrease of $1,274,067 from 2021. Personnel Services were reduced $238,454 by moving from 45 seasonal employees to 38. Full-time positions replaced the seasonal workers, adding five (5) Service Worker III's in Pavement Management. There is $41,431 included for a 3% cost of living for seasonal employees. Purchased Services decreased a total of $4,235,613. Utilities were up slightly for electric billings for 11 weather stations and the CR 54/17 roundabout. Contract Payments was reduced $6,880.687 primarily due to the US 85 railroad crossing closures construction schedule. Infrastructure Projects increased $2,342,346 to fund the 66/41 intersection project ($2,519,750), the 35th Avenue and O Street roundabout project ($6,151,765), the County's proportional share of the 18th St and Market St construction ($1,289,000), and the 72 and 76 detour project ($1,080,000). County Highway was up $300,000 for anticipated repairs. Fixed Charges increased $3,200,000 for the construction of Bridge 19/46.5A ($3,800,000). The Haul Route Program (HARP) is budgeted at $3,000,000, and $200,000 for the maintenance of the County Highway. The other significant changes for 2022 in the Public Works Fund include increases in Pavement Management. Road construction supplies increased $222,444 due to a 9% cost increase for asphalt and chips for chip seal operations. Pavement fabric was also added. Other operating 298 supplies increased $30,000 for replacement teeth for the milling machine with the addition of more full depth reclamation projects. Contract Payments increased $50,000 for railroad crossing improvements, and other professional services increased $90,000 for pavement data collection fees on half of the county's paved roads. Supplies for the Gravel Road Maintenance increased $128,210 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 $105,000 due to rising steel prices for culverts, steel piling and decking material. 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 stabilizes, looking forward to 2022 and beyond, the amount spent on capital projects should also be stable. The 2022 Public Works Capital Improvements Plan is available on the County web site at http://www.co.weld.co.us/departments/public works/index.html. 299 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 2022 allocation of highway user tax fund monies and county road and bridge fund are as follows: Gravel Road Management Maintenance Support TOTAL $ 8,641,054 1,858,946 $ 10,500,000 300 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 2022 budget would be allocated as follows by the above categories: TOTAL HUTF STATE LOCAL/OTHER Road and Bridge Construction $ 7,302,397 $ 0 $ 7,302,397 Gravel Road Management 8,641,054 8,641,054 0 Maintenance Support 2,724,416 1,858,946 865,470 Trucking 5,703,051 0 5,703,051 Mining 6,058,822 0 6,058,822 Administration 1,258,937 0 1,258,937 Pavement Management 9,670,579 0 9,670,579 Municipalities 3,591,243 0 3,591,243 Public Works: Haul Route Program (HARP) 3,000,000 0 3,000,000 Part-time 1,656,739 0 1,656,739 Contract 19,757,864 0 19,757,864 TOTAL $69,365,102 $10,500,000 $58,865,102 Based upon the above allocation, Weld County is not required to competitively bid any service. However, it is anticipated that Weld County will bid out $3,379,000 in asphalt purchases and contracts for overlays and reconstruction, chip and seal of $2,090,000, and $2,899,000 in surface gravel fora total of $8,368,000 in bid projects for 2022. A major portion of the $19,757,864 may also be contracted, which raises the potential bid project amount to $28,125,864. Maintenance of effort requirement was eliminated by the 1994 State Legislature, effective with the 1995 budget; therefore, it is not demonstrated in this budget document. 301 PUBLIC WORKS SUMMARY OF REVENUES 2022 Fund Org Acct Account Title TAXES 2000 90100 4112 CURRENT PROPERTY TAXES 2000 90100 4130 SPECIFIC OWNERSHIP TAXES 2000 90100 4140 SEVERANCE TAXES TOTAL TAXES 2021 2022 2022 2022 Budget Request Recommend Final PERMITS 2000 90100 4221 PERMITS INTERGOVERNMENTAL 2000 90100 4316 GRAZING ACT 2000 90100 4318 PAYMENT IN LIEU OF TAXES 2000 90100 4334 HIGHWAY USER 2000 90100 4338 MOTOR VEHICLE REG 2000 90100 4340 GRANTS TOTAL INTERGOVERNMENTAL MISCELLANEOUS 2000 90100 4640 OIL AND GAS 2000 90100 4680 OTHER TOTAL MISCELLANEOUS TRANSFER 2000 90100 712700 TRANSFER TOTAL PUBLIC WORKS 20,000,000 11,300,000 1,500,000 16,000,000 16,000,000 15,000,000 11,300,000 11,300,000 11,300,000 250,000 250,000 250,000 32,800,000 27,550,000 27,550,000 26,550,000 500,000 625,000 625,000 625,000 300,000 300,000 300,000 300,000 80,000 80,000 80,000 80,000 10,500,000 10,500,000 10,500,000 10,500,000 350,000 375,000 375,000 375,000 2,300,000 24,691,818 24,691,818 24,691,818 13,530,000 35,946,818 35,946,818 35,946,818 6,650,000 6,650,000 6,650,000 6,650,000 5,300,000 - - 850,000 11,950,000 6,650,000 6,650,000 7,500,000 1,787,500 1,288,904 1,288,904 1,288,904 60,567,500 72,060,722 72,060,722 71,910,722 302 PUBLIC WORKS SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 2422 2022 Budget Request Recommend 1,292,412 1,291,033 1,291,033 1,258,937 5,705,649 5,517,528 5,517,528 5,703,051 8,305,044 8,444,202 8,444,202 8,641,054 7,019,165 7,143,510 7,143,510 7,302,397 2,665,577 2,691,139 2,691,139 2,724,416 25,688,670 31,040,181 31,040,181 24,414,603 6,118,469 6,062,516 6,062,516 6,058,822 8,774,977 9,565,286 9,565,286 9,670,579 3,336,195 3,336,195 3,336,195 3,591,243 0 723,767 723,767 0 68,906,158 75,815,357 2422 Final 2000 30100 ADMINISTRATION 2000 32100 TRUCKING 2000 32200 GRAVEL ROAD MANAGEMENT 2000 32300 ROAD AND BRIDGE CONSTRUCTION 2000 32400 MAINTENANCE SUPPORT 2000 32500 OTHER PUBLIC WORKS 2000 32600 MINING 2000 32700 PAVEMENT MANAGEMENT 2000 56200 CITIES AND TOWNS 2000 99999 CONTINGENCY TOTAL PUBLIC WORKS 75,815,357 69,365,102 303 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2000 DEPARTMENT DESCRIPTION: See individual units. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 15,326,540 $ 16,105,041 $ 16,994,545 $ 16,914,820 Supplies 11,893,238 16,806,150 17,138,400 17,138,400 Purchased Services 29,087,007 35,324,967 37,812,412 31,441, 882 Fixed Charges 605,643 670,000 3,870,000 3,870,000 Contra Expense 0 0 0 0 Capital 37,960 0 0 0 Gross County Cost $ 56,950,388 $ 68,906,158 $ 75,815,357 $ 69, 365,102 Revenue/Fund Bal. 46,293, 661 48,906,158 59,815,357 54,365,102 Net County Cost Budgeted Positions $ 10,656,727 $ 20,000,000 $ 16,000,000 166 166 172 $ 15,000,000 171 SUMMARY OF CHANGES: See individual units. FINANCE/ADMINISTRATION RECOMMENDATION: See individual units. BOARD ACTION: See individual units. 304 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100 DEPARTMENT DESCRIPTION: Directs the activities of Public Works, as necessary; coordinates complaints; and maintains cost accounting records on projects. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 978,192 $ 947,822 $ 947,822 $ 915,726 Supplies 13,706 129,321 132,821 132,821 Purchased Services 175,450 215,269 210,390 210,390 Fixed Charges -2,190 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,165,158 $ 1,292,412 $ 1,291, 033 $ 1,258, 937 Revenue 0 0 0 0 Net County Cost $ 1,165,158 $ 1,292,412 $ 1,291, 033 $ 1,258, 937 Budgeted Positions 9 9 9 8 SUMMARY OF CHANGES: Supplies increased by $3,500 for the purchase of one portable radio and charger to replace an outdated desk radio unit. Purchased Services decreased $4,879. Other Purchased Services increased $73 due to increased Dish Network service fees. Vehicle Expense increased $2,448 for fuel for one additional CNG vehicle. Training decreased $7,400 as CPR classes are now done in-house. Final budget adjustments include an increase in salaries of $47,629. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: The Board moved the Safety Specialist position ($79,725) from this budget unit to Human Resources in the General Fund as part of the restructuring of the risk management function in the county. All other items approved as recommended. 305 ADMINISTRATION (CONTINUED) 2000-30100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Perform administrative duties with less than 1% error Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 95% 95% 95% 0.271 $3.89 0.266 $3.81 0.202 $3.64 Goal TPW1: Provide effective and efficient administrative and managerial support and supervision to the Public Works Department. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW1-1: Accurately monitor and report activities of the department Perform duties with less than 1% errors, 95% of the time Yes Yes Yes 306 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Trucking - - 2000-32100 DEPARTMENT DESCRIPTION: 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 CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,675,806 $ 2,681,263 $ 2,681,263 $ 2,866,786 Supplies 19,669 27,000 7,000 7,000 Purchased Services 3,048,488 2,997,386 2,829,265 2,829,265 Fixed Charges -1,095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 5,742,868 $ 5,705,649 $ 5,517,528 $ 5,703,051 Revenue 0 0 0 0 Net County Cost $ 5,742,868 $ 5,705,649 $ 5,517,528 $ 5,703,051 Budgeted Positions 33 33 33 33 SUMMARY OF CHANGES: Supplies decreased $20,000 to move expenses for hard mount radios to Vehicle Expenses to be purchased by Fleet Services. Purchased Services decreased $168,121. Vehicle Expenses decreased $198,121 based on 2020 fuel and repairs. Machinery and Equipment Rental increased $30,000 for emergency rental of a loader or other necessary equipment. Final budget adjustments include an increase in salaries of $185,523. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 307 TRUCKING (CONTINUED) 2000-32100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Tons of Surface Gravel Transported Tons of All Material Transported Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 424,542 708,086 420,000 420,000 700,000 700,000 0.994 0.975 $16.62 $16.29 0.954 $16.48 Goal TPW2: Perform transportation of materials for maintenance and construction projects by delivering the quantities required within the time frames requested and by surpassing past efficiencies. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW2-1: Operate within budget limits 95% of the time operate within established budget guidelines; emergencies, e.g. except for weather, etc. Yes Yes Yes TPW2-2: Complete annual gravel plan 100% of scheduled gravel plan accomplished annually 90% 90% 90% TPW2-3: Respond to calls for service within one working day 98% of service calls responded to within 24 hours 100% 100% 100% 308 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Gravel Road Management - 2000-32200 DEPARTMENT DESCRIPTION: 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 CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 4,129,656 $ 4,253,907 $ 4,255,563 $ 4,452,415 Supplies 1,639,244 1,981,800 2,110,010 2,110,010 Purchased Services 1,832,476 2,069,337 2,078,629 2,078,629 Fixed Charges -1,095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 7,600,281 $ 8,305,044 $ 8,444,202 $ 8,641,054 Revenue 0 0 0 0 Net County Cost $ 7,600,281 $ 8,305,044 $ 8,444,202 $ 8,641,054 Budgeted Positions 51 52 52 52 SUMMARY OF CHANGES: Personnel Services increased $1,656 due to anticipated overtime costs. Supplies increased $128,210 as Other Operating Supplies increased based on dust palliative chemical, experimental dust palliative chemicals, and anticipated costs for grader blades and stinger blades due to rising steel costs. Purchased Services increased a total of $9,292. Vehicle Expense decreased $1,908 based on 2020 fuel and repairs. Machinery and Equipment Rental increased $11,200 for rental of a motor grader and roller as necessary. Final budget adjustments include an increase in salaries of $196,852. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 309 GRAVEL ROAD MANAGEMENT (CONTINUED) 2000-32200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Topical Application 162 158 160 Miles of Full Depth Application 60 55 55 Miles of Road Rehabilitation 18 20 25 Miles of Gravel Replenished 420 400 390 Lane Miles of Gravel Roads Maintained 166,985 112,000 111,900 Lane Miles of Snow Removed on Gravel 53,280 70,000 80,000 Roads Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 1.566 1.536 1.503 $25.44 $24.94 $24.97 Goal TPW3: Provide regularly scheduled maintenance of all HUTF roads, continuous improvement of road conditions, and opening all non -paved roads within 72 hours after a snow event DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW3-1: Perform surface maintenance on gravel roads 90% of surface maintenance schedule accomplished annually Yes Yes Yes TPW3-2: Perform HUTF surface maintenance 100% of HUTF roads receive annual surface maintenance Yes Yes Yes TPW3-3: Respond to calls for service within one working day 98% of service calls responded to within one working day Yes Yes Yes 310 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Bridge Construction - - 2000-32300 DEPARTMENT DESCRIPTION: This unit consists of 32 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 FINAL NEXT FY Personnel Services $ 2,724,496 $ 2,801,670 $ 2,896,764 $ 3,055,651 Supplies 1,367,845 3,092,849 3,076.250 3,076.250 Purchased Services 977,117 1,079,646 1,125,496 1,125,496 Fixed Charges 2,652 45,000 45,000 45,000 Capital 5,800 0 0 0 Gross County Cost $ 5,077,910 $ 7,019,165 $ 7,143,510 $ 7,302,397 Revenue 4,284 0 0 0 Net County Cost $ 5,073,626 $ 7,019,165 $ 7,143,510 $ 7,302,397 Budgeted Positions 32 32 33 33 SUMMARY OF CHANGES: Personnel Services increased a total of $95,094 for the addition of one foreman position. Salaries increased $66,652, Health Insurance increased $15,064, FICA increased $4,116, Retirement increased $8,299, and Medicare increased $963. Supplies decreased a total of $16,599. Small Items of Equipment increased $2,000 based on 2020 expenditures. Road Construction Supplies decreased $132,549 as the CR 59/18 project has been completed. Bulk cement prices are up but are offset with the removal of this project. Other Operating Supplies increased $8,950 for increased shot rock prices and a hand-held radio for the new foreman. Cost of Goods Sold increased $105,000 due to rising steel prices for culverts, steel piling and decking material. Purchased Services increased $45,850 for Vehicle Expenses based on 2020 fuel and repairs and anticipated fuel needs for the additional foreman. Final budget adjustments include an increase in salaries of $158,887. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 311 BRIDGE CONSTRUCTION (CONTINUED) 2000-32300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Road Construction Completed Bridge Projects Completed Culverts Replaced Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 15.05 7 16.0 16.0 10 10 93 90 90 0.994 $21.52 0.975 0.954 $21.10 $21.10 GoaITPW4: Perform the construction, repair, and replacement of County Road and Bridge infrastructure projects by staying within the scope, within the budget, and on time. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW4-1: Complete all projects as scheduled 80% of construction projects completed within established timelines 100% 100% 100% TPW4-2: Maintain bridge system Less than 10% restricted bridges, 100% of critical repair of bridges completed within one year of discovery 100% 100% 100% TPW4-3: Complete all scheduled culvert replacements 100% of culvert replace/repairs completed ahead of scheduled road projects Yes Yes Yes TPW4-4: Respond to calls for service within one working day 98% of service calls responded to within one working day 85% 98% 98% 312 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Maintenance Support - - 2000-32400 DEPARTMENT DESCRIPTION: Performs 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 BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,054,755 $ 1,055,089 $ 1,055,089 $ 1,088,366 Supplies 981,530 1,392,000 1,392,745 1,392,745 Purchased Services 185,357 218,488 243,305 243,305 Fixed Charges -1,095 0 0 0 Capital 32,160 0 0 0 Gross County Cost $ 2,252,707 $ 2,665,577 $ 2,691,139 $ 2,724,416 Revenue 0 0 0 0 Net County Cost $ 2,252,707 $ 2,665,577 $ 2,691,139 $ 2,724,416 Budgeted Positions 12 12 12 12 SUMMARY OF CHANGES: Supplies increased a total of $745. Road Construction Supplies increased $6,000 due to increased sand prices for snow and ice control. Other Operating Supplies decreased $9,280 as no high build paint will be purchased in 2022. Cost of Goods Sold increased $4,025 due to increased gallons of traffic paint. Purchased Services increased $24,817. Vehicle Expenses increased $11,817 based on 2020 fuel and repairs. Repair and Maintenance Other increased $13,000 for anticipated maintenance and repair costs for two additional message sign boards. Final budget adjustments include an increase in salaries of $33,277. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 313 MAINTENANCE SUPPORT (CONTINUED) 2000-32400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Stop Signs Repaired Miles of Pavement Striped Scheduled Construction Closures Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 550 700 700 722 698 698 94 100 100 0.362 $8.10 0.354 0.347 $7.94 $7.87 Goal TPW5: Maintain traffic control devices on County roads and bridges. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW5-1: Respond to service calls within one working day 98% of service calls will be responded to within one working day 98% 100% 100% TPW5-2: Respond to missing stop signs Respond within one working day after notice 100% of the time 100% 100% 100% TPW5-3: Replace warning advisory and regulatory signs Replace warning, advisory, and regulatory signs within 10 working days 100% of the time 98% 100% 100% TPW5-4: Schedule road line painting 100% of all new or improved hard surface to be painted 100% 100% 100% Centerline 100% of centerline completed annually 100% 100% 100% Shoulder line 50% shoulder lines painted annually 100% 100% 100% 314 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Other Public Works - - 2000-32500 DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. Contract payments for bridge grants and road construction projects are included in this budget unit. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,263,472 $ 1,895,193 $ 1,656,739 $ 1,656,739 Supplies 0 0 0 0 Purchased Services 17,157,843 23,193,477 25,583,442 18,957,864 Fixed Charges 592,061 600,000 3,800,000 3,800,000 Capital 0 0 0 0 Gross County Cost $ 19,013,376 $ 25,688,670 $ 31,040,181 $ 24,414,603 Revenue 0 0 0 0 Net County Cost $ 19,013,376 $ 25,688,670 $ 31,040,181 $ 24,414,603 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Personnel Services were reduced $238,454 by reducing from 45 seasonal employees to 38. Full-time positions replaced the seasonal workers by adding five Service Worker III's in Pavement Management. There is $41,431 included for a 3% cost of living for seasonal employees. Purchased Services decreased a total of $4,235,613. Utilities were up slightly for electric billings for 11 weather stations and the CR 54/17 roundabout. Contract Payments was reduced $6,880.687 primarily due to the US 85 railroad crossing closures construction schedule. Infrastructure Projects increased $2,342,346 to fund the 66/41 intersection project ($2,519,750), the 35th Avenue and O Street roundabout project ($6,151,765), the County's proportional share of the 18th St and Market St construction ($1,289,000), and the 72 and 76 detour project ($1,080,000). County Highway was up $300,000 for anticipated repairs. Fixed Charges increased $3,200,000 for the construction of Bridge 19/46.5A ($3,800,000). FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, at a 4% Cost of Living Adjustment. Project are consistent with the 2022-2026 Capital Improvement Plan. BOARD ACTION: Approved as recommended. 315 OTHER PUBLIC WORKS (CONTINUED) 2000-32500 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Bridge Rehabilitation Projects Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 2 0 $93.52 5 0 0 0 $91.68 $70.55 316 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Mining - - 2000-32600 DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in county -owned quarries. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 614,549 $ 613,668 $ 613,668 $ 609,974 Supplies 3,875,741 5,127,874 5,112,874 5,112,874 Purchased Services 304,638 376,927 335,974 335,974 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 4,794,928 $ 6,118,469 $ 6,062,516 $ 6,058,822 Revenue 0 0 0 0 Net County Cost $ 4,794,928 $ 6,118,469 $ 6,062,516 $ 6,058,822 Budgeted Positions 7 7 7 7 SUMMARY OF CHANGES: Supplies was down as Road Construction Supplies decreased $15,000 with fencing at the Koskie Gravel Pit being completed. Purchased Services was down as Vehicle Expense decreased $40,953 based on 2020 fuel and repairs. Final budget adjustments include a decrease in salaries of $3,694. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 317 MINING (CONTINUED) 2000-32600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Tons of Pit Run Material Processed Tons of Road Base Produced Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 567,950 405,679 560,000 350,000 400,000 250,000 0.211 0.207 $18.26 $17.90 0.202 $17.51 Goal TPW6: Perform the production of aggregate materials, reclamation activities, and safety measures. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW6-1: Complete annual production requirements Produce 100% of the aggregate material required for road maintenance and construction projects annually Yes Yes Yes TPW6-2: Complete reclamation activities within required timeline Complete all mine reclamations within the timelines set by the Colorado Division of Reclamation Mine Safety (DRMS) Yes Yes Yes TPW6-2: All employees current with MSHA safety requirements 100% of Mining Division employees current with new miner or refresher training annually Yes Yes Yes 318 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Pavement Management -- 2000-32700 DEPARTMENT DESCRIPTION: Performs paved road maintenance involving asphalt patching, potholes, and paving operations. 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 CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,885,614 $ 1,856,429 $ 2,163,870 $ 2,269,163 Supplies 3,995,503 5,055,306 5,306,700 5,306,700 Purchased Services 1,579,340 1,838,242 2,069,716 2,069,716 Fixed Charges 16,405 25,000 25,000 25,000 Capital 0 0 0 0 Gross County Cost $ 7,476,862 $ 8,774,977 $ 9,565,286 $ 9,670,579 Revenue 0 0 0 0 Net County Cost $ 7,476,862 $ 8,774,977 $ 9,565,286 $ 9,670,579 Budgeted Positions 21 21 26 26 SUMMARY OF CHANGES: Personnel Services increased a total of $307,441 with the addition of 4 Service Worker III's for the patch crew at a cost of $198,400 and one Service Worker III as a Traffic Control Supervisor at a cost of $49,600. Outerwear reimbursement was adjusted up $1,250 for the additional personnel. Overtime increased $6,109, Health Insurance increased $10,790, FICA increased $15,376, Retirement increased $22,320, and Medicare increased $3,596. Supplies are up a total of $251,394. Road Construction Supplies increased $222,444 due to a 9% cost increase for asphalt and chips for chip seal operations. Pavement fabric was also added. Uniforms and Clothing was adjusted down $1,050 based on decreased seasonal employees with the additional full-time employees. Other Operating Supplies increased $30,000 for replacement teeth for the milling machine with the addition of more full depth reclamation projects. Purchased Services are up $231,474. Contract Payments increased $50,000 for railroad crossing improvements. Other Professional Services increased $90,000 for pavement data collection fees on half of the county's paved roads. Vehicle Expense increased $91,474 based on 2020 fuel and repair costs and fuel for new vehicles for additional personnel. Final budget adjustments include an increase in salaries of $105,293. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 319 PAVEMENT MANAGEMENT (CONTINUED) 2000-32700 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Paving Miles of Milling Miles of Chip Seal Miles of Crack Seal Miles of Sand & Slurry Seal Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 32.00 34.42 32.00 24.50 23.67 28.00 45.25 58.67 55.00 18.17 50.00 50.00 25.73 24.00 22.00 0.783 $28.82 0.768 0.751 $28.25 $27.95 Goal TPW7: Provide pavement management to include pavement testing, paving, patching, crack sealing, and sweeping. Contract administration of concrete curb and gutter, seal coat, aggregate, and other contracted services as assigned. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW7-1: Complete all scheduled paving and milling operations 100% of all new pavement, maintenance pavement, and milling operation schedules completed annually 100% 100% 100% TPW7-2: Complete all of the contracted sand sealing operations 100% of all contracted services to be completed annually 100% 100% 100% TPW7-3: Assure paved roads are maintained and evaluated in accordance with established GASB standards and reporting requirements Maintain the following standards for paved roads: 70% good 25% fair 5% poor 68%G 31%F 1 %P 70%G 30%F .0%P 70%G 30%F .0%P TPW7-4: Respond to calls for service within one working day 98% of service calls responded to within one working day 83% 98% 98% 320 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 CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 3,826,298 3,336,195 3,336,195 3,591,243 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3,826,298 $ 3,336,195 $ 3,336,195 $ 3,591,243 Revenue 0 0 0 0 Net County Cost $ 3,826,298 $ 3,336,195 $ 3,336,195 $ 3,591,243 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Budget is based upon the final assessed valuation of the municipalities with the 2022 mill levy applied. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 321 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Non -Departmental Revenue - - 2000-90100 DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL 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 $ 56,060,722 $ 56,910,722 Net County Cost $ 23,219,986 $ 20,000,000 $ 16,000,000 $ 15,000,000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The resources for 2022 total $202,410,722 which includes a fund balance of $130,500,000, in addition to the revenue shown in the budget. Property tax is set at $15,000,000, down $4,000,000 from 2021. Specific Ownership tax is estimated to be the same at $11,300,000. Total HUTF will be $10,500,000 the same as 2021. Permit revenues are budgeted at $625,000, up $125,000. Motor vehicle registration fees are $375,000, up $25,000 from 2021, and grazing fees are $300,000 the same as the prior year. Oil and gas revenues are $6,650,000, the same as 2021 due to the reduction in drilling from the regulatory climate in Colorado. There is $1,288,904 from Solid Waste Fund, for the County's proportional share of the 18th St/Market Street paving project. Federal mineral lease revenues are $850,000 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 2022, the district is funding $850,000 in oil and gas haul route projects. PILT is budgeted at $80,000 with no change from last year. Revenue from the Energy Impact Assistance grants total $1,200,000. 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 $21.9 million budgeted from American Rescue Act funding due to revenue loss. Severance tax is $250,000, 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: Approved as recommended. In the final budget there was an adjustment of $850,000 to include the federal mineral lease revenues in Other Revenues, reduction in property tax of $1,000,000, and an increase the beginning fund balance by $10,500,000. 322 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999 DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 723,767 $ 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 $ 723,767 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 723,767 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: 2022 salary increases are a policy issue for the Board, but there are funds for step increases due employees in 2022, and a 4.0 percent salary cost of living amount included in this budget. The budget reflects no increase in health insurance costs. There are no other benefit changes. The cost for all salary adjustments for 2022 is $723,767 with $6,878 of that amount attributed to the clerical pay grade adjustments. FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board policy issue. BOARD ACTION: Approved as recommended. 323 324 SOCIAL SERVICES Revenue Changes $40,000,000 $35,000,000 $30,000,000 $25,000,000 $2070007000 $15,000,000 $10,000,000 $5,000,000 $0 1- CD ID CO te) it to rd R N 0 N r N hi r r 69. 49- Property taxes S31,957,863 ■ 2021 ❑ 2022 Federal/State CM Fund Balance 2022 Revenue Total $48,965,400 (2021 $48,687,094) Fund Balance $4,900,000 10% Federal/State $31,957,863 65% Property taxes $12,107,537 25% SOCIAL SERVICES 2022 Expenditures Total $44,065,400 (2020 $45,887,094) Core Services $2,528,500 6% TANF $4,182,400 9% Miscellaneous $310,000 1% NAD $93,000 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 $3,901,800 9% 0 0 0 Itt M Oa 64 ES C) 0 0 0 0 0 C) tc- ray _ r Net e C Child Welfare $16,996,900 39% Adult Protection $988,100 2% Day Care $2,046,200 5% LEAP $0 0% Administration $13,018,500 29% 0 0 63 El? Ns - to CD 0 0 c 0 ■ 2021 ❑ 2022 C C � r b 06 O _ a) o` .crzr s,zet Ike a C CD N Cr, N N tie) N cP 0 0 ci 0 op 0 - 0 C ee cec 0 Q d 0 O Ct) rfig) Ea 07 $50 $35 $30 0 $25 2 $20 $15 $10 $5 SEVEN YEA TREND Social Services 2016 2017 2018 2019 2020 2021 2022 SOCIAL SERVICES FUND SUMMARY The total Social Services Fund budget is $44,065,400. The programs are funded by property tax of $12,107,537, and state and federal funds of $31,957,863, and the potential use of fund balance to cover both anticipated and unanticipated cost overruns. The Department has spent considerable effort evaluating and categorizing each of its approved personnel positions, in order to provide a more accurate picture of the staffing levels necessary to carry out the objectives and values we strive to achieve. It is our anticipation that this updated information will facilitate more informative comparisons of our work activities in future years. The needs created by the economic downturn of 2020, a result of the lockdowns associated with the COVID-19 Public Health Emergency (PHE), continue to impact the residents of Weld County. The Department has utilized the provision of targeted funding, such as from the 2020 CARES Act funds, the Emergency Rental Assistance Program, and various other Federal and State sources to attempt to meet these needs. We continue to expedite verification of eligibility of applicants for programs and to work with local industry representatives to identify employment opportunities. Wherever possible, we are returning many of the direct services we provide to the processes that were used prior to the PHE. The Family Resource Division has taken a lead role in coordinating the resources available to address the needs of Weld County residents in instances where those needs may not be fully addressed through traditional assistance programs. We have provided shelter, transportation, utility and other assistance to individuals who demonstrate the ability to meet these needs in the future but present an immediate need due to circumstances beyond their control, such as the economic downturn. Assisting providers in expanding the availability and quality of day care services continues to be one of our highest priorities. Weld County continues to value the role of Child Care assistance in enabling residents to seek out work and work -related activities, as well as furthering the efforts of early childhood education in preparing children for a successful school experience. We have also increased our efforts toward recruiting, training, and certifying new providers of these services, along with similar efforts to increase the availability of foster care providers in the county, so that children in need of such services can be kept closer to home and in a loving home -like environment. Full implementation of the Family First Prevention Services Act is slated for the final quarter of 2021. These sweeping changes in Child Welfare funding and practice will encourage the strategic use of prevention activities in order to avoid or shorten the duration of the Department's involvement with families in order to reduce placement costs and, more importantly, improve the outcomes for children and families. Weld County has taken an active role in the implementation process, serving as a pilot site for the development of the Independent Assessment process that will be utilized in cases where higher level services may be required. We are hopeful that the implementation of Family First will be successful in fulfilling its objectives, despite the challenges that still must be overcome. 328 SOCIAL SERVICES FUND ESTIMATED REVENUE 2022 FEDERAL AND STATE COUNTY TOTAL County Administration $ 7,700,000 $ 5,318,500 $ 13,018,500 Non -Program Revenue 0 - 236,200 - 236,200 Other Programs 187,000 69,300 256,300 Child Support Administration 2,870,000 1,031,800 3,901,800 TANF-Colorado Works 2,697,317 1,485,083 4,182,400 Aid to the Needy Disabled 0 93,000 93,000 Child Care 1,450,000 596,200 2,046,200 Old Age Pension 257,800 8,600 266,400 Child Welfare 13,750,000 3,246,900 16,996,900 Core Services 1,700,000 828,500 2,528,500 Adult Protective Services 690,000 298,100 988,100 LEAP 0 0 0 General Assistance 0 23,500 23,500 Sub -Total $ 31,302,117 $ 12,763,283 $ 44,065,400 Federal/State Reimbursement $ 31,302,117 Claims Collection Incentives TANF Adjustment Usage of Deferred Revenues Sub -Total Revenue Potential Use of Fund Balance County Property Tax / Penalties Total Revenue 400,000 255,746 0 $ 31,957,863 0 12,107,537 $ 44,065,400 329 SOCIAL SERVICES FUND MANDATED FEDERAL AND STATE PROGRAMS Assistance Payment Programs: Most assistance payment programs are mandated by the federal or state government. Consequently, local government is limited as to what can be done to reduce costs from these programs. Federally State Mandated Mandated Temporary Assistance to Needy Families — Colorado Works X X Aid to the Needy Disabled X Old Age Pension X General Assistance* Optional Optional * State law allows counties the option of having a general assistance program and, if established, to determine the benefit level. Social Service Programs: Social service programs administered by the department are mandated by federal or state law; however, local governments have a higher degree of managerial flexibility with these programs. Federally State Mandated Mandated Child Protection — Casework Services Youth Services — Casework Services 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. 330 SOCIAL SERVICES SUMMARY OF REVENUES 2022 Fund Org Acct Account Title TAXES 2100 42111 4112 CURRENT PROPERTY TAXES 2021 2022 2022 Budget Request Recommend 2022 Final INTERGOVERNMENTAL 2100 42110 4336 REIMBURSEMENTS 2100 42111 4336 REIMBURSEMENTS 2100 42115 4336 REIMBURSEMENTS 2100 42200 4336 REIMBURSEMENTS 2100 42365 4336 REIMBURSEMENTS 2100 42375 4336 REIMBURSEMENTS 2100 42380 4336 REIMBURSEMENTS 2100 42410 4336 REIMBURSEMENTS 2100 42415 4336 REIMBURSEMENTS 2100 42450 4336 REIMBURSEMENTS TOTAL INTERGOVERMENTAL TOTAL SOCIAL SERVICES 12,226,460 12,107,537 12,107,537 12,107,537 9,093,272 7,700,000 7,700,000 7,700,000 709,420 655,746 655,746 655,746 383,800 187,000 187,000 187,000 3,000,000 2,870,000 2,870,000 2,870,000 2,689,917 2,697,317 2,697,317 2,697,317 1,653,500 1,450,000 1,450,000 1,450,000 302,400 257,800 257,800 257,800 13,435,000 13,750,000 13,750,000 13,750,000 1,685,000 1,700,000 1,700,000 1,700,000 708,325 690,000 690,000 690,000 33,660,634 31,957,863 45,887,094 44,065,400 44,065,400 44,065,400 31,957,863 31,957,863 331 SOCIAL SERVICES SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 2422 2022 Budget Request Recommend 14,657,794 -200,000 468,800 3,930,000 4,175,000 100,000 2,223,500 311,000 17,345,000 1,960,000 900,000 16,000 45,887,094 44,065,400 44,065,400 44,065,400 2422 Final 2100 42110 ADMINISTRATION -REGULAR 2100 42111 NON PROGRAM REVENUE 2100 42115 OTHER PROGRAMS 2100 42200 CHILD SUPPORT ADMINISTRATION 2100 42365 COLORADO WORKS 2100 42370 NEEDY AND DISABLED 2100 42375 DAY CARE & ADMINISTRATION 2100 42380 OLD AGE PENSION 2100 42410 CHILD WELFARE & ADMINISTRATION 2100 42415 PLACEMENT ALTERNATIVE CARE 2100 42450 ADULT PROTECTION 2100 42700 GENERAL ASSISTANCE 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 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 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 23,500 332 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2100 DEPARTMENT DESCRIPTION: See individual units. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $30,328,605 $31,185,000 $30,712,000 $30,712,000 Supplies 3,188,679 1,211,000 2,480,400 2,480,400 Purchased Services 5,779,547 7,861,000 5,833,500 5,833,500 Fixed Charges 5,484,594 6,205,094 5,781,200 5,781,200 Capital 0 0 0 0 Contra Expense - 580,649 - 575,000 - 741,700 - 741,700 Gross County Cost $44,200,779 $45,887,094 $44,065,400 $44,065,400 Revenue / Fund Balance 32,437,197 33,660,634 31,957,863 31,957,863 Net County Cost $11,763,579 $12,226,460 $12,107,537 $12,107,537 Budget Positions 361.0 362.0 374.0 374.0 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. 333 Goal HHS1: "To continuously strengthen services and support innovation that leads to a culture that empowers people to improve their quality of life." DESIRED PRELIMINARY PERFORMANCE OUTCOMES STRATEGIES OBJECTIVEIKEY PERFORMANCE INDICATOR(S) HHS1-1: Increase Implement continuous improvement Develop and/or refine methodology to quality of work system to accomplish the following: gather statistics in order to establish Analyze current processes to baselines against which performance will determine if they are achieving be measured in future years. Certain expected outcomes; develop Divisions of the Department were able to remedies and improvements; deploy define their methodology in 2013-2014 and follow up tracking system measuring the effectiveness of improvements; will refine it into 2021. reduce the duplication of services Continuous improvement system designed provided to customers requiring wrap around services; train service and implemented within DHS. coordinators to provide upfront Initial improvement teams launched departmental -wide coordinated addressing four key opportunities for services. improvement. Goal HHS2: Develop and deploy consistent performance management approaches across the Human Services Department. DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVEIKEY PERFORMANCE INDICATOR(S) HHS2-1: Increase retention of quality staff Identify existing performance management approaches within Human Services to include individual department approaches, County approaches, and different performance management philosophies and styles within Human Services. Statistically valid retention baseline developed using several past years to determine trends. - Used to gauge realistic and appropriate retention levels within DHS HHS2-2: Increase fulfillment of promotion opportunities Research Baldrige Category 5 (Workforce Focus) and implement "best practice" concepts to include factors affecting employee satisfaction and engagement, staff development, supervisory development, employee safety and well-being, morale, motivation and teamwork. All employees will have professional development plans incorporated and addressed within their formal evaluation system. 334 DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS2-3: Assess capacity and staffing levels to Upper level DHS organization structure Viable succession plans created across the Department administer system. Develop and deploy follow up tracking system measuring the effectiveness of the Human Services Department evaluated and assessed. Human Capital Management efforts. Define how employees are measured. Fully implement new County performance management system. Implement and perfect performance appraisal system. Train supervisors and staff on how to use the performance appraisal system. Identifying current practices used for measuring employee performance, best practices and standards are set to reflect Core Values. Develop a uniform approach for performance management and evaluation that contains standards as dictated by job descriptions. Develop employee measurements based job standards and assessments that will be defined and implemented in the County performance management system. HHS2-4: Develop and deploy continuous Increase employee core knowledge of all Team culture training and job sharing opportunities departments across Human Services. developed across the (using creative technological options) board within the that will help improve organizational Department of Human knowledge, job performance and core Services values. 335 Goal HHS3: Establish a systematic structure to effectively communicate inside and outside of the Human Services Department. DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVEIKEY PERFORMANCE INDICATOR(S) HHS3-1: Improved customer and stakeholder access to DHS program information and services Implement the best methods to communicate with clients, stakeholders and other agencies to include using the intranet; newsletter, web page; email or newsletters. Implement the best methods to review policy with the County Commissioners; communicate with County departments; the best methods to communicate with the rest of the County. Develop a process to share positive information with the community. Greater emphasis will be placed on positive outcomes of the services provided by Human Services and statistics that point to success, the image of the department could be enhanced and could improve relationships that are considered confrontational. An improved Human Services' website that provides more program - related information including qualification details could help customers identify eligibility even before coming into Human Services. Increased and measurable use of the PEAK system that enables customers to apply for benefits on - line. HHS3-2: Ensure all DHS staff are fully engaged in the communications loop Create team backups from each division to maintain continuity. Form staff driven improvement teams. Train staff members on project management and process improvement methodologies that will be used during the process. Conduct research around the following: The 5 most important methods to communicate info in HS; Communication methods that are currently working and methods not working; The best way to attain the voice of all staff. Top five internal communication methods for DHS identified and validated. 336 Goal HHS4: To prepare for the future by identifying appropriate actions to opportunities and challenges that may impact the Department of Human Services. DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS4-1: Increased preparedness to handle future contingencies Develop and assess budget. Formulate program projections based on increased demand. Identify mandatory program commitments Forecast shell created through identified reports and data that predict future trends and needs. Developing Management Reports that will provide fiscal data, useful for decision - making, across all programs. Several programs are now being piloted for refinement of format. HHS4-2: Increased flexibility and agility in meeting future customer demands Explore ramifications of child welfare 90/10 to 80/20 switch. Conduct scenario planning addressing the following: What can be cut first; the consequences; the potential alternative funding strategies and the business case in supporting individual programs compared to others. Identify "big ticket" items that must be supported. DHS revenue generating sources compiled. Cost Containment / Revenue Maximization strategies were identified, evaluated and, where feasible, implemented during 2013 and 2014. The Department identified four additional strategies in 2020 that are reflected in the budget narrative. HHS4-3: Enhanced DHS emergency preparedness Form staff driven Continuity of Operations project planning team. Develop and deploy Continuity of Operations Plan. Continuity of Operation Plan have been implemented and revised as appropriate and all staff will participate in and be aware of the plan. 337 Goal HHS5: To develop a means to clearly and effectively communicate the value of Human Service programs to any person inside and outside of the organization on a continuous basis DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS5-1: County Commissioners and other stakeholders understand the tangible value that Weld County Human Services provides to the local community Increase awareness of DHS programs and services. Enhance image of DHS programs and services. Development and implementation of the recommendations of the 01 Group for the reorganization of the Service Delivery Entry Points to Human Services. Individual DHS division education and promotion plans developed that includes the Department's mission, vision and purpose. HHS5-2: High level connections can be demonstrated from the services that each team provides to any family Analyze coordinated services within a targeted group of customers and identify what everyone is gathering. Expand coordinated service analysis after targeted group analysis and construct ethics guidelines regarding the information used in conjunction with the coordinated service analysis. Determine what funding sources and tracking/reporting are potential barriers and explored possible resolutions. Organizational report card shell designed. HHS5-3: Effective stewardship of the taxpayer dollar Build organizational report card: Benchmark Adams county; Incorporated "Return on Investment" language into report card based on outcomes that can justify current Department activities. Validate the report card with stakeholders. Publish report card on a routine basis. DHS stakeholder and customer perception baseline established. 338 Goal HHS6: To develop and reinforce "best customer service" standards and commitment within all employees and partners of the Weld County Department of Human Services DESIRED PRELIMINARY PERFORMANCE OUTCOMES STRATEGIES OBJECTIVEIKEY PERFORMANCE INDICATOR(S) HHS6-1: Ensure that customer goals are embedded Individual DHS division customer Increased customer within employee performance standards. satisfaction assessment tools satisfaction levels developed. Test the feasibility in monitoring phone calls to test for quality customer service. Develop multiple methods to assess the quality of customer service (staff, partners, boards, etc.); identify the meaning of Overall DHS customer satisfaction index designed. "respect" in the eyes of all customers? Determine key requirements for all DHS customers — as well as their priorities Initial DHS customer satisfaction (ease of use, quality of contact, quality of service, etc.) baseline established. Offer ongoing training to all staff to improve basic customer service skills. Offer training for managers on the nuts and bolts of reinforcing customer service standards. Ensure partner accountability to Human Service customer service standards through contract language that can be developed to drive a closer alignment and assisting partners by communicating standards, training, and reinforcement. Develop strategies to quantify intangible aspects of customer service (focus groups). 339 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: County Administration - - 2100-42110 DEPARTMENT DESCRIPTION: 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 CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 6,654,221 $ 7,300,000 $ 6,883,500 $ 6,883,500 Supplies 665,771 0 437,300 437,300 Purchased Services 1,127,229 2,300,000 1,117,800 1,117,800 Fixed Charges 4,373,288 5,097,794 4,579,900 4,579,900 Contra Expense 0 - 40,000 0 0 Gross County Cost $ 12,820,509 $ 14,657,794 $ 13,018,500 $ 13,018,500 Revenue 7,552,193 9,093,272 7,700,000 7,700,000 Net County Cost $ 5,268,316 $ 5,564,522 $ 5,318,500 $ 5,318,500 Budget Positions 172.0 157.0 169.0 169.0 SUMMARY OF CHANGES: The state-wide appropriation for the County Administration functions continues to be under -funded, significantly. Although the department has remained relatively lean in staffing the Medicaid and Food Assistance eligibility programs, the department will likely continue in being under -funded by $2 million - $3 million in 2022. Targeted funding for Public Health Emergency Medicaid-Lockdown related impacts will help in filling this funding need. It should be noted that the department over -budgeted this year's County Administration salary costs based on what we thought would happen when COVID initially hit. The State's reaction to COVID, through increased unemployment funding and eviction mitigation, as well as the availability of CARES Act and Emergency Rental Assistance funding, removed the anticipated increase in demand for assistance payments services. The eleven new positions approved by the Board mid -year as over hires are low-level positions and will not likely exist by the end of Calendar Year 2022. It is anticipated the positions can be absorbed through attrition as the need for them declines as American Rescue Act, CARES Act and Emergency Rental Assistance programs wind down. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended, including the reclassification of the Fiscal Manager (Grade 43) to Fiscal Division Head (Grade 50), reclassify of two Eligibility Clerk positions (Grade 16) to IV -E Eligibility Technicians (Grade 23), and the reclassification of the Youth Life Skills Navigator position from Grade 23 to Grade 27. Funding will come from Chafee, CSBG, and TANF 340 COUNTY ADMINISTRATION (CONTINUED) 2100-42110 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load (Average) Efficiency Measures FTE's per 10,000/capita Per capita cost 42,271 42,000 42,000 5.182 $ 15.874 4.637 4.855 $ 16.437 $ 15.369 341 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2100-42111 DEPARTMENT DESCRIPTION: Property Taxes, Claim -Collection Incentives, TANF Adjustment, TANF MOE Reduction, and Miscellaneous Revenue Sources. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Contra - 174,134 - 200,000 - 236,200 - 236,200 Gross County Cost $ - 174,134 $ - 200,000 $ - 236,200 $ - 236,200 Revenue 328,259 709,420 655,746 655,746 Net County Cost $ 13,076,517 $ 12,226,460 $ 12,107,537 $ 12,107,537 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Property tax is budgeted at $12,107,537 for 2022. The difference is a combination of special revenue from various department programs. The TANF Adjustment is $255,746. Incentives earned as the result of claims collections for Food Assistance, Medicaid, TANF, and State -Only programs are estimated to be $400,000. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 342 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Other Programs - - 2100-42115 DEPARTMENT DESCRIPTION: This budget unit was established for minor or temporary programs for the Department of Social Services. It includes Employment First, Medical Exams, Food Stamps Refunds, AFDC Retained Collections, and Collaborative Management. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 307,562 $ 400,000 $ 235,900 $ 235,900 Supplies 28,174 6,000 9,800 9,800 Purchased Services 2,592 50,000 2,600 2,600 Fixed Charges 13,991 22,800 12,800 12,800 Contra - 4,767 - 10,000 - 4,800 - 4,800 Gross County Cost $ 347,552 $ 468,800 $ 256,300 $ 256,300 Revenue 253,591 383,800 187,000 187,000 Net County Cost $ 93,961 $ 85,000 $ 69,300 $ 69,300 Budget Positions 0 2 2 2 SUMMARY OF CHANGES: The Employment First (Food Stamp Job Search) program continues to be placed in a state of change. The State of Colorado has determined that it will be operated as a voluntary program. There is concern this will significantly reduce the Workfare Incentives historically relied upon to complete the funding of the program. Staff will continue to monitor whether or not the new Federal requirements jeopardize the county's ability to continue doing so with existing funding. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 343 OTHER PROGRAMS (CONTINUED) 2100-42115 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 3,680 4,200 4,500 $ 0.283 $0.251 $0.200 344 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Child Support Administration - - 2100-42200 DEPARTMENT DESCRIPTION: This 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 CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 3,144,669 $ 3,200,000 $ 3,200,000 $ 3,200,000 Supplies 501,451 90,000 323,000 323,000 Purchased Services 345,545 600,000 339,700 339,700 Fixed Charges 44,435 50,000 45,000 45,000 Contra Expense - 4,860 - 10,000 - 5,900 - 5,900 Capital 0 0 0 0 Gross County Cost $ 4,031,240 $ 3,930,000 $ 3,901,800 $ 3,901,800 Revenue 2,959,152 3,000,000 2,870,000 2,870,000 Net County Cost $ 1,072,088 $ 930,000 $ 1,031,800 $ 1,031,800 Budget Positions 31 31 31 31 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 345 CHILD SUPPORT ADMINISTRATION (CONTINUED) 2100-42200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 7,186 7,200 7,200 0.934 $ 3.230 0.916 0.896 $ 2.747 $ 2.982 346 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES Temporary Assistance to Needy BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) - - 2100-42365 DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients of the TANF program. This budget unit also has administrative funding for TANF staff and operating costs. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,593,388 $ 2,500,000 $ 2,622,300 $ 2,622,300 Supplies 746,821 300,000 589,500 589,500 Purchased Services 818,858 1,300,000 877,500 877,500 Fixed Charges 101,320 85,000 104,100 104,100 Contra Expense - 9,866 - 10,000 - 11,000 - 11,000 Capital 0 0 0 0 Gross County Cost $ 4,250,521 $ 4,175,000 $ 4,182,400 $ 4,182,400 Revenue 3,558,630 2,689,917 2,697,317 2,697,317 Net County Cost $ 691,891 $ 1,485,083 $ 1,485, 083 $ 1,485, 083 Budget Positions 0 16 15 15 SUMMARY OF CHANGES: The COVID-19-related economic downturn has displaced numerous workers in Weld County. It is anticipated that TANF Funds will be used for both meeting immediate financial needs and assisting in job -preparedness and job -search activities. The department will continue to utilize TANF Funding to enhance the quality of Child Care in Weld County. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 347 TANF ADMINISTRATION (CONTINUED) 2100-42365 PERFORMANCE MEASURES Work Outputs Case Loads (Average) Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 721 730 750 $ 2.085 $ 4.387 $ 4.292 348 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled - - 2100-42370 DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled and Medicaid benefits for SSI clients. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,341 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Fixed Charges 102,005 125,000 104,400 104,400 Contra Account - 15,703 - 25,000 - 11,400 - 11,400 Gross County Cost $ 87,643 $ 100,000 $ 93,000 $ 93,000 Revenue 1,341 0 0 0 Net County Cost $ 86,302 $ 100,000 $ 93,000 $ 93,000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 349 AID TO NEEDY DISABLED (CONTINUED) 2100-42370 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 146 150 150 $ 0.260 $ 0.295 $ 0.269 350 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375 DEPARTMENT DESCRIPTION: Provision of day care services for children from TANF and "income eligible" households. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 877,028 $ 975,000 $ 890,200 $ 890,200 Supplies 170,641 100,000 135,800 135,800 Purchased Services 1,023,973 1,130,000 1,011,800 1,011,800 Fixed Charges 8,779 18,500 8,400 8,400 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2,080,421 $ 2,223,500 $ 2,046,200 $ 2,046,200 Revenue 1,469,862 1,653,500 1,450,000 1,450,000 Net County Cost $ 610,559 $ 570,000 $ 596,200 $ 596,200 Budget Positions 9.0 7.0 6.0 6.0 SUMMARY OF CHANGES: The State of Colorado has continued to assist Day Care providers in re -opening for full services as we recover from the impact of the COVID-19 lockdown. Weld County remains committed to supporting these actions and recruiting additional providers, so that these necessary services are available to all who need them. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 351 CHILD CARE (CONTINUED) 2100-42375 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 720 828 850 0.271 0.207 0.173 $ 1.840 $ 1.684 $ 1.723 352 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Old Age Pension - - 2100-42380 DEPARTMENT DESCRIPTION: This program provides money payments to eligible seniors who meet income, resource and age tests. Program costs are reimbursed approximately 99.5 percent by the state. Administrative costs are reimbursed 100 percent. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 166,490 $ 200,000 $ 183,000 $ 183,000 Supplies 64,308 80,000 54,900 54,900 Purchased Services 24,154 25,000 26,600 26,600 Fixed Charges 3,235 6,000 3,200 3,200 Contra Expense 120 0 -1,300 -1,300 Gross County Cost $ 258,307 $ 311,000 $ 266,400 $ 266,400 Revenue 249,963 302,400 257,800 257,800 Net County Cost $ 8,344 $ 8,600 $ 8,600 $ 8,600 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 353 OLD AGE PENSION (CONTINUED) 2100-42380 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 589 600 600 $ 0.025 $ 0.025 $ 0.025 354 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410 DEPARTMENT DESCRIPTION: Placement of children in kinship homes, substitute 24 -hour care family foster homes, group homes, and residential child care facilities. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 13,768,083 $ 14,200,000 $ 13,800,000 $ 13,800,000 Supplies 885,571 600,000 819,800 819,800 Purchased Services 2,346,884 2,400,000 2,392,100 2,392,100 Fixed Charges 440,210 425,000 423,100 423,100 Contra Expenses - 371,439 - 280,000 - 438,100 - 438,100 Gross County Cost $ 17,069,309 $ 17,345,000 $ 16,996,900 $ 16,996,900 Revenue 13,801,467 13,435,000 13,750,000 13,750,000 Net County Cost $ 3,267,842 $ 3,910,000 $ 3,246,900 $ 3,246,900 Budget Positions 141 141 143 143 SUMMARY OF CHANGES: The Department continues to focus on recruitment of family -based foster homes in order to provide home -like settings, which encourage better outcomes for the youth placed in them than do congregate care -type settings. Our funding has begun to increase, slightly, after several years of decreases. These factors, and others, have enabled us to build a more responsive and effective response to the child welfare needs of the community and to take a more proactive, preventative approach. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 355 CHILD WELFARE AND ADMINISTRATION (CONTINUED) 2100-42410 PERFORMANCE MEASURES Work Outputs Average Case Load Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 2,459 3,000 3,150 4.248 4.165 4.132 $ 9.846 $ 11.549 $ 9.383 356 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415 DEPARTMENT DESCRIPTION: Program designed to safely maintain children at home or return children to home through services for children and parents, including, but not limited to, therapy and parental education. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,003,070 $ 1,600,000 $ 2,079,600 $ 2,079,600 Supplies 700 0 8,400 8,400 Purchased Services 0 0 0 0 Fixed Charges 373,498 360,000 473,500 473,500 Contra Expense 0 0 - 33,000 - 33,000 Gross County Cost $ 2,377,268 $ 1,960,000 $ 2,528,500 $ 2,528,500 Revenue 1,533,819 1,685,000 1,700,000 1,700,000 Net County Cost $ 843,449 $ 275,000 $ 828,500 $ 828,500 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: We do not anticipate any significant changes in this program for 2022. As the Family First Prevention Services Act is implemented in Colorado, we will continue to focus more attention on the types of preventative measures funded through this program. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 357 CORE SERVICES (CONTINUED) 2100-42415 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 442 460 475 $ 2.541 $ 0.812 $ 2.394 358 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 CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 812,360 $ 810,000 $ 817,500 $ 817,500 Supplies 125,242 35,000 101,900 101,900 Purchased Services 32,272 40,000 41,900 41,900 Fixed Charges 23,833 15,000 26,800 26,800 Capital 0 0 0 0 Gross County Cost $ 993,707 $ 900,000 $ 988,100 $ 988,100 Revenue 691,562 708,325 690,000 690,000 Net County Cost $ 302,145 $ 191,675 $ 298,100 $ 298,100 Budget Positions 8 8 8 8 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 359 ADULT PROTECTIVE SERVICES (CONTINUED) 2100-42450 PERFORMANCE MEASURES Work Outputs Referrals Reviewed Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 825 850 875 0.241 0.236 0.231 $ 0.910 $ 0.666 $ 0.554 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 360 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES Low Income Energy Assistance Program BUDGET UNIT TITLE AND NUMBER: and Administration - - 2100-42610/42620 DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance Program. This program is 100 percent federally funded. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 393 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 37,666 0 0 0 Fixed Charges 0 0 0 0 Contra Expenses 0 0 0 0 Gross County Cost $ 38,059 $ 0 $ 0 $ 0 Revenue 37,358 0 0 0 Net County Cost $ 701 $ 0 $ 0 $ 0 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: Beginning October, 2016, this program is contracted, at the State level, to Discover Goodwill. Weld County's only participation in the program is that of referral and marketing. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 361 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, totally funded by the County. Expenditures from this program are not covered by TANF, OAP, AND, etc. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 20,374 16,000 23,500 23,500 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 20,374 $ 16,000 $ 23,500 $ 23,500 Revenue 0 0 0 0 Net County Cost $ 20,374 $ 16,000 $ 23,500 $ 23,500 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated for this program during 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 362 GENERAL ASSISTANCE (CONTINUED) 2100-42700 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load Average — Family Preservation 7 10 10 Efficiency Measures Per capita cost (county support) $ 0.061 $ 0.030 $ 0.068 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 363 \ 1 861/ 364 HEALTH FUND Revenue Changes $7,000,000 $0,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 TS CD N 0 U, o o o 0 CO co � 4 the 49 Chg for Services CO 0 n NLO 49 0 0 0 o o o a o N. N. iTin 64 ■ 2021 ❑ 2022 o o o ILO o CO CO s— s P- B7 ti.. N. r it - CD N S 49 (4) CO C0%Es 40 S A Federal/State Fund Balance General Fd Licenses& Miscellaneous Solid Waste Trfs Permits Trfs 2022 Revenue Total $17,906,012 (2021 $16,153,704) Fund Balance $3,700,000 21% General Fd Trfs $5,680,275 32% Federal/State $6,077,674 34% Licenses& Permits $783,750 4% Miscellaneous $21,975 0°0 Solid Waste Trfs $801,038 4% Chg for Services $841,300 5% HEALTH FUND 2022 Expenditures Total $14,206,012 (2021 $12,453,704) $0,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 so Health Communication $2,048,136 14% Administration $195,000 1% Environmental Health Services $5,037,297 36% Community Health Services $1,724,899 12% Clinical Services $3,395,403 24% Health Preparedness $1,805,277 13% S ee N- c•, Cr) ter be, 0 0 0 0 0 o 0) CY> r r o op El 0 %Tr L (D C) oCr> r Co OD lictr N r eta • 2021 ❑ 2022 die efr Nee Kss cst S etx N- 69- 11%- LO - CD CO r A SEVEN YEAR TREND Health Subsidy 6 z O 2 4 3 I 0 2016 2017 2018 2019 2020 2021 2022 367 Department of Public Health & Environment 2022 Executive Summary Department Summary The Weld County Department of Public Health and Environment 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. Our organizational culture revolves around providing high -quality, cost-efficient, and readily accessible services to residents and businesses in Weld County. This is accomplished through clear expectations, empowerment, and accountability. The Health Department strives to be a recognized leader through a process of continuous quality improvement. This process gives us the ability to examine all aspects of our existing practices and make improvements or changes in services that align with sound business practices. Administration and Governance Vital Records and Statistics Prevention and Population Health Promotion Public Health and Environment Environmental Health Assessment, Planning, and Communications Communicable Disease Prevention, Investigation, and Control Emergency Preparedness and Response Colorado's Seven Core Public Health Services 368 The Health Department's FY22 budget continues to reflect the department's commitment to strong fiscal management. In 2022, through identified cost savings, the Health Department was able to reduce the target budget by $392,148. Furthermore, we have focused on recruitment and development of a competent and engaged workforce. We have focused on placing the right people in the right positions to ensure success and elimination of redundancies by modernizing processes and bringing forth needed organizational enhancements. Moving forward, the department has just completed a three-year strategic plan. It clearly defines the organization's direction and provides our many stakeholders the ability to visualize where we are going, how we are going to get there, and how the plan will affect everyone. More importantly it aligns organizational priorities with our mission and vision and provides a mechanism to evaluate programs, initiatives, and services while improving performance, efficiency, and accountability. Moreover, the department is putting forth the county's first community heath report that will identify the most critical health issues in the county. Armed with good information, we believe we can be a convener and align community health partners, non -profits, and funding sources to hopefully address the larger community health issues outlined in the report. Proposed Budget The Health Department's 2022 proposed expenditures are $14,206,012 with a net county cost originally targeted at $6,072,423 by the Weld County Director of Finance and Administration and the Board of County Commissioners. With its long-standing commitment to thoughtful and conservative fiscal management, as indicated above, the department came in under its target budget and will be requesting County support of $5,680,275 for fiscal year 2022. The department's available funding is allocated among its four divisions: Finance and Administration [including Vital Records], Environmental Health Services, Health Education, Communication and Planning, and Public Health Services. 2022 Budget Highlights • Revenue. Revenues across the department are projected to increase by approximately 26% in 2022. This is largely due to significant increases in projected COVID-19 funding and to a lesser, but notable degree, anticipated increases in grant and clinic revenue (Medicaid and private insurance) in our Public Health Services Division. In the Environmental Health Services Division, revenue is expected to increase by a little over 8% due to slight increases in water sampling activity and increased revenues in Household Hazardous Waste facilities due to expanded hours of operation that were granted by the Board in mid -2021. Other fee - based income is predicted to remain relatively flat through 2022. Our revenue for Health Education is projected to decline by about 4% due to federal and state grant revenue decreases in contracted programs. • Personnel Services. During 2020 and continuing through 2021, the department began evaluating staffing and program structures in the department. As a result, the 2022 budget reflects substantial shifts in personnel costs from division to division from 2021 to 2022 due to realignments of staff and programs across the department. In addition, as COVID-19 cases and resultant activities rise and fall, the department is experiencing variable and somewhat unpredictable staffing swings in the number of contact tracers and case investigators on staff. 369 In 2022, the department has budgeted an overall increase in personnel costs by 13.4% related primarily to the increased COVID-19 driven activities and staffing of an additional 15.45 FTE for those critical tasks. Another factor contributing to the increased personnel costs is the increasingly tight labor market for skilled medical professionals. To remain competitive and retain and recruit qualified staff, personnel costs in our Public Health Services Division have increased by over 23% compared to the 2021 budget, as staff wages are adjusted to align with the labor market more closely. • Supplies and Purchased Services. Total projected supplies and purchased services expenditures are increasing by 24% and 13%, respectively, as compared to the 2021 budget. As we begin to fully implement elements of the strategic plan and continue to evaluate programs, services, and staff retention and development at the Health Department, we are confident that we will be successful in identifying innovative programs and services that are meaningful and cost effective for the citizens of Weld County. As some services and program activities are increased, there will be a corresponding increase in costs for supplies and purchased services. As part of this process, we expect to also realize some cost savings to Weld County taxpayers as we evaluate processes and try to make them as efficient and lean as possible. • Equipment (Small and Capitalized). In 2022, the department's small and capitalized equipment costs will increase minimally as we replace equipment that becomes worn and outdated. • Contra -Expenditures. The department is projecting a decrease of 8% in contra -expenditures in 2022. This is due to the loss of a shared program between the Health Department and the Weld County Department of Human Services. 370 PUBLIC HEALTH SUMMARY OF REVENUES 2022 Fund Org Acct Account Title LICENSES AND PERMITS 2560 41400 4210 LICENSES 2560 41400 4221 PERMITS TOTAL LICENSES AND PERMITS 2021 2022 2022 2022 Budget Request Recommend Final INTERGOVERNMENTAL 2560 41400 4321 MEDICAID 2590 41600 4321 MEDICAID 2591 41600 4321 MEDICAID 2592 41600 4321 MEDICAID 2599 41600 4321 MEDICAID 2597 41600 4321 MEDICAID 2560 41400 4336 REIMBURSEMENTS 255810 41300 4336 REIMBURSEMENTS 2500 41100 4340 GRANTS 2517 41210 4340 GRANTS 2521 41210 4340 GRANTS 2523 41210 4340 GRANTS 2525 41210 4340 GRANTS 2528 41210 4340 GRANTS 2560 41400 4340 GRANTS 2565 41400 4340 GRANTS 2580 41500 4340 GRANTS 2589 41500 4340 GRANTS 2591 41600 4340 GRANTS 2592 41600 4340 GRANTS 2593 41600 4340 GRANTS 2594 41600 4340 GRANTS 2595 41600 4340 GRANTS 2596 41600 4340 GRANTS 251010 41210 4340 GRANTS 252710 41210 4340 GRANTS 253310 41300 4340 GRANTS 253910 41300 4340 GRANTS 256410 41400 4340 GRANTS 256410 41400 4340 GRANTS 258110 41500 4340 GRANTS 2552111 41300 4340 GRANTS 2500 41100 4356 COUNTIES 2560 41400 4356 COUNTIES 2561 41400 4356 COUNTIES 2562 41400 4356 COUNTIES 255810 41300 4356 COUNTIES TOTAL INTERGOVERNMENTAL CHARGE FOR SERVICES 2500 41100 4410 CHARGE FOR SERVICES 2560 41400 4410 CHARGE FOR SERVICES 2590 41600 4410 CHARGE FOR SERVICES 2591 41600 4410 CHARGE FOR SERVICES 2592 41600 4410 CHARGE FOR SERVICES 2597 41600 4410 CHARGE FOR SERVICES 253910 41300 4410 CHARGE FOR SERVICES 2590 41600 4415 INSURANCE REIMBURSEMENT 2591 41600 4415 INSURANCE REIMBURSEMENT 2592 41600 4415 INSURANCE REIMBURSEMENT 2597 41600 4415 INSURANCE REIMBURSEMENT 253910 41300 4415 INSURANCE REIMBURSEMENT TOTAL CHARGE FOR SERVICES MISCELLANEOUS 2560 41400 4510 FINES 2596 41600 4680 OTHER 2590 41600 4690 DONATIONS 2591 41600 4690 DONATIONS 2592 41600 4690 DONATIONS 2593 41600 4690 DONATIONS 2594 41600 4690 DONATIONS 2595 41600 4690 DONATIONS TOTAL MISCELLANEOUS TRANSFER 2560 41400 712700 TRANSFER TOTAL PUBLIC HEALTH 364,000 351,000 351,000 351,000 419,000 432,750 432,750 432,750 783,000 783,750 783,750 783,750 73,000 73,000 73,000 73,000 21,700 21,700 21,700 21,700 170,000 140,000 140,000 140,000 75,000 75,000 75,000 75,000 120,000 150,000 150,000 150,000 7,500 7,500 7,500 7,500 5,000 5,000 5,000 5,000 82,645 0 0 0 433,929 404,871 404,871 404,871 300,056 300,056 300,056 300,056 12,500 13,450 13,450 13,450 249,524 167,000 167,000 167,000 138,093 149,276 149,276 149,276 64,025 68,216 68,216 68,216 29,020 30,020 30,020 30,020 1,500 0 0 0 69,518 70,069 70,069 70,069 O 1,450,000 1,450,000 1,450,000 276,520 322,336 322,336 322,336 178,826 243,620 243,620 243,620 148,839 236,631 236,631 236,631 33,598 33,000 33,000 33,000 O 40,382 40,382 40,382 O 55,000 55,000 55,000 164,830 164,830 164,830 164,830 85,000 111,548 111,548 111,548 234,054 207,506 207,506 207,506 52,000 0 0 0 108,432 108,553 108,553 108,553 1,500 1,500 1,500 1,500 208,556 210,208 210,208 210,208 955,298 995,911 995,911 995,911 5,708,281 5,680,275 5,680,275 5,680,275 50,000 50,000 50,000 50,000 123,000 0 0 0 85,305 85,305 85,305 85,305 O 86,186 86,186 86,186 10,267,049 11,757,949 11,757,949 11,757,949 194,000 195,000 195,000 195,000 349,900 357,400 357,400 357,400 60,850 60,850 60,850 60,850 50,000 50,000 50,000 50,000 67,000 67,000 67,000 67,000 O 5,000 5,000 5,000 5,000 0 0 0 36,650 36,650 36,650 36,650 28,000 28,000 28,000 28,000 38,000 38,000 38,000 38,000 O 3,400 3,400 3,400 3,400 0 0 0 832,800 841,300 841,300 841,300 6,500 39,802 125 13,500 350 750 500 250 6,500 0 125 13,500 350 750 500 250 6,500 0 125 13,500 350 750 500 250 6,500 0 125 13,500 350 750 500 250 61,777 21,975 21,975 21,975 510,578 801,038 801,038 801,038 12, 455, 204 14,206, 012 14, 206, 012 14,206, 012 371 PUBLIC HEALTH SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 2422 Budget Request 2022 Recommend 2422 Final 2500 41100 ADMINISTRATION 251010 41210 GENERAL HEALTH EDUCATION 2517 41210 GENERAL HEALTH EDUCATION 2520 41210 GENERAL HEALTH EDUCATION 2521 41210 GENERAL HEALTH EDUCATION 2523 41210 GENERAL HEALTH EDUCATION 2525 41210 GENERAL HEALTH EDUCATION 252710 41210 GENERAL HEALTH EDUCATION 2528 41210 GENERAL HEALTH EDUCATION 2530 41300 COMMUNITY HEALTH SERVICES 253310 41300 COMMUNITY HEALTH SERVICES 253910 41300 COMMUNITY HEALTH SERVICES 255211 41300 COMMUNITY HEALTH SERVICES 255810 41300 COMMUNITY HEALTH SERVICES 2560 41300 COMMUNITY HEALTH SERVICES 2560 41400 ENVIROMENTAL 2561 41400 ENVIROMENTAL 2562 41400 ENVIROMENTAL 256410 41400 ENVIROMENTAL 2565 41400 ENVIROMENTAL 2580 41500 PUBLIC HEALTH PREPAREDNESS 258110 41500 PUBLIC HEALTH PREPAREDNESS 2589 41500 PUBLIC HEALTH PREPAREDNESS 2590 41600 PUBLIC HEALTH CLINICAL SERVICES 2591 41600 PUBLIC HEALTH CLINICAL SERVICES 2592 41600 PUBLIC HEALTH CLINICAL SERVICES 2593 41600 PUBLIC HEALTH CLINICAL SERVICES 2594 41600 PUBLIC HEALTH CLINICAL SERVICES 2595 41600 PUBLIC HEALTH CLINICAL SERVICES 2596 41600 PUBLIC HEALTH CLINICAL SERVICES 2597 41600 PUBLIC HEALTH CLINICAL SERVICES TOTAL PUBLIC HEALTH 194,000 185,076 306,622 1,015,331 20,967 273,801 213,756 127,676 72,778 1,184,905 345,531 161,301 305,322 992,613 110,088 3,540,146 130,902 148,115 119,252 8,039 70,195 274,182 0 694,067 998,878 597,795 234,329 58,169 29,889 39,979 0 195,000 164,889 328,369 990,556 20,026 176,062 169,286 128,910 70,038 151,671 387,742 0 0 1,078,003 107,483 4,770,596 0 137,071 123,843 5,787 75,349 271,070 1,458,858 585,036 947,506 914,851 378,394 151,405 34,351 40,011 343,849 195,000 164,889 328,369 990,556 20,026 176,062 169,286 128,910 70,038 151,671 387,742 0 0 1,078,003 107,483 4,770,596 0 137,071 123,843 5,787 75,349 271,070 1,458,858 585,036 947,506 914,851 378,394 151,405 34,351 40,011 343,849 195,000 164,889 328,369 990,556 20,026 176,062 169,286 128,910 70,038 151,671 387,742 0 0 1,078,003 107,483 4,770,596 0 137,071 123,843 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 12,453,704 14,246,412 14,206,012 14,246,412 372 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH & ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2500 DEPARTMENT DESCRIPTION: See individual units. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 7,464,600 $ 9,358,809 $ 10,615,680 $ 10,615,680 Supplies 541,336 832,894 1,030,408 1,030,408 Purchased Services 1,271,243 2,288,463 2,589,974 2,589,974 Fixed Charges 742,254 1,348,013 1,450,416 1,450,416 Contra Expense -718,192 -1,392,975 -1,506,466 -1,506,466 Capital 0 18,500 26,000 26,000 Gross County Cost $ 9,301,241 $ 12,453,704 $ 14,206,012 $ 14,206,012 Revenue/Fund Bal. 6,458,421 6,745,423 8,525,737 8,525,737 Net County Cost $ 2,842,820 $ 5,708,281 $ 5,680,275 $ 5,680,275 Budgeted Positions 85.200 102.6 112.250 112.250 SUMMARY OF CHANGES: See individual units. FINANCE/ADMINISTRATION RECOMMENDATION: See individual units. BOARD ACTION: See individual units. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs See individual budget units Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 2.567 3.031 3.244 $8.57 $16.86 $16.41 373 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 374 Weld Health 2021-2023 Strategic Plan Summary* Goal HS1: Achieve organizational excellence through an engaged, connected, and skilled workforce. DESIRED OUTCOMES** 1. Advance positive internal work culture and employee engagement. 2. Invest in team development and inter -programmatic collaboration. 3. Expand internal leadership capabilities. PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE IN DICATOR(S) • Improve employee engagement • Ensure core competencies for public health professionals are met through the implementation of the WORKFORCE DEVELOPMENT PLAN • Improve internal collaboration and navigation • Develop a culture of effective communication and transparency ACTUAL Strategic plan goals and objectives finalized in Q1 2021. SIT teams began meeting monthly in Q2. ESTIMATED Nine strategic action items have been developed to accomplish the objectives by leadership and the Goal 1 Strategic Implementation Team (SIT) Team and are outlined in the strategic plan. PROJECTED Action items in progress. Goal HS2: Cultivate a culture of continuous quality improvement to advance excellence in business practices, programs, and services. DESIRED OUTCOMES** 1. Ensure effective delivery of public health programs to the community through strategic evaluation and continuous quality improvement PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE IN DICATOR(S) • Refine and operationalize the QUALITY IMPROVEMENT PLAN • Improve the efficiency and effectiveness of WCDPHE programs and services ACTUAL Strategic plan goals and objectives finalized in Q1 2021. SIT teams began meeting monthly in O2. ESTIMATED Six strategic action items have been developed to accomplish the objectives by leadership and the Goad 2 SIT Team and outlined in the strategic plan. PROJECTED Action items in progress. 375 Goal HS3: Foster engagement in community partnerships to achieve optimal public health outcomes. PRELIMINARY DESIRED OUTCOMES PERFORMANCE OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE IN DICATOR(S) 1. Prioritize primary • Invest in and prioritize Strategic plan Nine strategic Action items in prevention and meaningful community goals and action items progress. interventions directed to disproportionate engagement objectives finalized in Q1 have been developed to health impacts in the Provide community 2021. SIT teams accomplish the community 2. Ensure collaborative education and outreach began meeting monthly in O2. objectives by leadership and and responsive presence in the Weld County community 3. Advocate to improve health care and behavioral health access in Weld • Partner to implement COMMUNITY HEALTH ASSESSMENT/ COMMUNITY HEALTH IMPROVEMENT PLAN the Goal 3 Sit Team and are outlined in the strategic plan. County *Goals, objectives, and outcomes subject to change. WCDPHE SIT teams are currently in the process of developing final goals and objectives with assistance from professional consultant. Finalized goals, objectives, and outcomes expected later in 2021. **Desired outcomes based on staff input. 376 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Administration Services - - 2500-41100 DEPARTMENT DESCRIPTION: Overall administration of the Department of Public Health and Environment, including fiscal management, budgeting, procurement, data and records management, contract and grant management, personnel, public relations, and facilities management. Vital records (birth and death certificates) are issued by Deputy Registrars upon request in both the Greeley and Southwest Weld offices. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 705,287 $ 1,227,124 $ 1,283,130 $ 1,283,130 Supplies 24,962 17,375 31,950 31,950 Purchased Services 233,449 250,960 296,245 296,245 Fixed Charges 0 0 0 0 Contra Expense -688,522 -1,308,959 -1,416,325 -1,416,325 Capital 0 7,500 0 0 Gross County Cost $ 275,176 $ 194,000 $ 195,000 $ 195,000 Revenue 4,345,768 194,000 195,000 195,000 Net County Cost $ -4,070,592 $ 0 $ 0 $ 0 Budgeted Positions 5.960 12.0 12.625 12.625 SUMMARY OF CHANGES: There is a $56,006 projected increase in Personnel Services costs for 2022. This increase is attributable to the increase of FTE by 0.625 as personnel needs are re-evaluated and staff shifts into Administration to provide additional support to the Health Department team overall. Supplies and Purchased Services costs are increasing by $59,860 due to implementation of the Department's strategic plans, public relations activities, and new workforce development initiatives. As the division's overhead increases, there will be an increase of $107,366 in contra -expenditures that will be reallocated to the divisions of the Health Department. It is anticipated birth and death certificate issuance volume will increase slightly in 2022, with revenue projected at $195,000, a very modest increase of only $1,000. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 377 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 2020 2021 2022 6,908 8,200 9,400 9,159 0.180 $0.83 8,500 10,100 0.354 0.365 $0.58 $0.56 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Review Summary. 378 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2500-41100 DEPARTMENT DESCRIPTION: Non -program revenues from the State per capita health funds. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 489,853 433,929 404,871 404,871 Net County Cost $ -489,453 $ -433,929 $ 404,871 $ 404,871 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 decrease by $29,058, or 6.7%. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 379 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 Health Communication team coordinates the Community Health Survey and the Community Health Improvement Plan. HECP serves as the liaison with the local TV/radio/newspaper media for the Health Department. They develop and disseminate emergency communication and educational materials to the public. The HECP team provides support internally for producing educational materials, reports, and local health data. Health Communication 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 and management, men's health screening and lifestyle education, healthy relationships for teens and parents to prevent unintended pregnancy, tobacco use prevention, traffic safety and prevention of unintentional injuries for teens. HECP also coordinates national accreditation for the department. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 965,920 $ 1,566,942 $ 1,408,721 $ 1,408,721 Supplies 13,039 36,526 41,018 41,018 Purchased Services 114,679 363,728 399,364 399,364 Fixed Charges 86,283 248,811 199,033 199,033 Contra Expense 0 0 0 0 Gross County Cost $ 1,179,921 $ 2,216,007 $ 2,048,136 $ 2,048,136 Revenue 684,750 1,014,028 974,376 974,376 Net County Cost $ 495,171 $ 1,201,979 $ 1,073,760 $ 1,073,760 RI irinat Pncitinnc a Q 1fl I 17 17c 4 A !WI 4 A !WI SUMMARY OF CHANGES: Overall, Net County Costs in the HECP Division will decrease by $128,219 due to a reduction in state grant funding and re -alignment of internal staff within the Department. Personnel Services will decrease by $158,221 due to organizational re -alignment and reduction in grant funding for several programs. The net result is a reduction of 3.125 FTE. Projected expenditures related to Supplies will increase by $4,492 due to an increase in community health survey needs for 2022. Purchased Services will increase by $35,636, results of an increase of data surveillance and community health survey duties for 2022. A reduction in staffing contributes to a reduction in Fixed Charges by $49,778. Overall, Revenue is expected to decrease by $39,652 due to a decrease in state grant funding support and re -alignment of internal staffing. 380 HEALTH COMMUNICATION SECTION (CONTINUED) 2520-41210 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # residents reached by the classes, programs News release exposure 190,000 770,000 190,000 770,000 200,000 800,000 Effectiveness results Reduction in motor vehicle fatalities 54 54 54 Reduction in teen birth rate for 15 - 17 yr. olds -- MCH data 12/1,000 12/1,000 12/1,000 Number of obese/overweight adults — CHA data 66% 67% 65% Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) .299 .506 .405 $1.49 $3.55 $3.10 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 381 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 division provides comprehensive services that improve the overall health of Weld County. These services include enhancing parenting skills and building strong family units; connecting community members to needed resources; ensuring children and youth with special needs are getting the health care they need; reducing adverse effects of lead poisoning; building strong partnerships with community organizations through interactive collaboration; and reducing health inequities by ensuring our most vulnerable community members have access to resources and services. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,361,121 $ 2,241,034 $ 1,230,359 $ 1,230,359 Supplies 19,900 68,576 42,472 42,472 Purchased Services 171,882 411,327 281,688 281,688 Fixed Charges 127,915 378,823 170,380 170,380 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,680,818 $ 3,099,760 $ 1,724,899 $ 1,724,899 Revenue 1,350,838 1,339,897 1,289,603 1,289,603 Net County Cost $ 329,980 $ 1,759,863 $ 435,296 $ 435,296 Budgeted Positions 14.45 26.000 12.960 12.960 SUMMARY OF CHANGES: Overall, net county costs in the Community Health Services division are projected to decrease by $1,324,567, or 75.3%, in 2022 primarily due to the repositioning of the Communicable Disease Program from the Community Health Services division to the Environmental Health division. Personnel Services expenditures are projected to decrease by $1,010,675, or 45.1%. This change is attributable to shifting the Communicable Disease Program from the Community Health Services division to the Environmental Health division in 2021 and redistributing staff to Public Health Clinical Services. Projected expenditures related to Supplies, Purchased Services and Fixed Charges will decrease by $364,186 total in 2022, as a result of the realignment of Communicable Disease Program out of Community Health Services. Overall revenue is expected to decrease by $50,294, or 37.5% due to the loss of grant funded programs. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 382 COMMUNITY HEALTH SERVICES (CONTINUED) 2530-41300 PERFORMANCE MEASURES Work Outputs ACTUAL ESTIMATED PROJECTED 2020 2021 2022 Communicable Disease Program Outbreak Investigations 110 35* 0* Reportable Disease Investigations 20,921 400* 0* Tuberculosis Blood and Skin Tests Completed 126 400* 0* Infection Prevention Trainings 1 0* 0* Rabies PEP Coordination 0 20* 0* Community Partner Meetings 300 80* 0* Community Presentations 12 25* 0* *moved to Environmental Health midyear 2021 Presumptive Eligibility — Clients Contacted 8 50 20 Nurse -Family Partnership for First -Time Mothers Client Visits Mothers and Infants Served Total Time Spent with Clients (hours) Maternal and Child Health — HCP — CC Clients Served Direct Referrals Received Client Visits Community Outreach Clients Assisted Outreach Events Community Partner Meetings 2,176 3,120 2,950 374 350 350 1,776 3,218 3,000 405 560 300 229 200 250 0 500 300 1,012 400 500 29 35 80 60 45 40 Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 0.435 $0.99 0.768 0.375 $5.20 $1.26 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 383 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 division is to protect and perpetuate the public health of the citizens of the county with scientific risk assessments, the development of policies, monitoring and inspections, consultation, and the enforcement of regulations designed to protect food, water, and air supplies. Services include technical assistance and consultation, monitoring and sampling, inspection and enforcement, education and outreach, and planning activities. The laboratory's purpose is to process medical and water samples. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,390,829 $ 2,722,589 $ 3,521,547 $ 3,521,547 Supplies 209,153 305,615 339,665 339,665 Purchased Services 432,756 564,225 709,575 709,575 Fixed Charges 228,274 438,041 541,651 541,651 Contra Expense -91,311 -84,016 -90,141 -90,141 Capital 226,107 0 15,000 15,000 Gross County Cost $ 3,395,808 $ 3,946,454 $ 5,037,297 $ 5,037,297 Revenue 2,139,739 2,125,235 2,302,066 2,302,066 Net County Cost $ 1,256,069 $ 1,821,219 $ 2,735,231 $ 2,735,231 Budgeted Positions 26.32 30.275 38.10 38.10 SUMMARY OF CHANGES: Net county cost is proposed to increase by $914,012. The increased cost is primarily due to shifting the communicable disease team staff from public health services to environmental health, and the addition of staff in the laboratory, household hazardous waste (HHW), air, and administration. The division observed an increase of 7.825 full time equivalent (FTE) staff. Due to expansion of days and hours in the HHW program, 1.5 FTE were added; Laboratory services added 1.0 FTE due to anticipated increased activity; our local Air program observed increases related to three new monitoring sites and required .3 FTE for maintenance and filter changes; shifting of Communicable Disease teams added 4 FTE; and in 2021 we added an additional 1.0 FTE administration staff member. Supplies increased by $34,050, or 11%. There is an increased amount for lab consumables, a reflection of additional supplies needed due to new positions, and an allowance for increase in cost of all supplies. Purchased Services increased by $145,350, or 26%. The increase is due to the added FTEs, increase in data processing, and an increase in professional development/training. Fixed charges (EH's share of overhead costs) increased by $103,610, or 24%. 384 ENVIRONMENTAL HEALTH SERVICES (CONTINUED) 2560-41400 SUMMARY OF CHANGES (Continued): The increased revenues are primarily due to transfers from the Solid Waste Fund to compensate for HHW in terms of days of operation, hours of operation, and additional staff. Retail food and institution (childcare and body art) license revenues are projected to remain comparable to 2021. Septic permits are expected to remain comparable to 2021. Lab revenue will see limited increases due to changes in fee structure for 2022 and additional water sampling required for our contracted entities. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Only 70% of the Environmental Specialist position assigned to Oil and Gas Energy (OGE) will be charged back to OGE in 2022 due to 30% of the position's time being spent on the air monitoring program. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED 2020 2021 2022 Work Outputs Food inspections, activities, complaints 1,885 3,900 2,450 Laboratory analyses 13,549 18,000 15,000 Household Hazardous Waste Disposed 424,000 420,000 440,000 Environmental Planning Reviews 606 750 700 OWTS permits and inspections 1,394 1,300 1,300 Waste inspections, complaints, spill reports 204 165 200 Biosolids inspections, activities, complaints 194 185 185 Institutions inspections 149 165 160 Outbreak Investigations 110 35 25 Reportable Disease Investigation 20,921 400 5,000 Tuberculosis Blood and Skin Test Completed 126 400 400 Rabies PEP Coordination 0 20 20 Community Partner Meetings 300 80 80 Community Presentations 12 25 25 Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 0.793 $3.78 0.894 1.101 $5.38 $7.90 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 385 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; develops exercises and evaluates various plans, procedures and protocols associated with emergency preparedness; is assigned disease investigation duties and functions, along with regional bioterrorism laboratory duties and functions; houses the county -wide Health Alert Network, communications and warning operations; and is engaged in local, regional, state and national collaborative efforts associated with these disciplines. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,613,298 $ 176,716 $ 1,416,540 $ 1,416,540 Supplies 36,139 8,976 9,650 9,650 Purchased Services 44,081 130,252 131,008 131,008 Fixed Charges 172,918 28,433 248,079 248,079 Capital 0 0 0 0 Gross County Cost $ 1,866,436 $ 344,377 $ 1,805,277 $ 1,805,277 Revenue 1,522,504 278,074 1,730,277 1,730,277 Net County Cost $ 343,932 $ 66,303 $ 75,000 $ 75,000 Budgeted Positions 20.130 2.0 17.450 17.450 SUMMARY OF CHANGES: Overall, net county costs for Public Health and Preparedness is projected to increase only minimally by $8,697. Personnel expenditures are projected to increase by $1,239,824. These increased expenditures are tied to COVID-19 response activities. Projected expenditures related to supplies has increased a modest $674 due to normal cost increases and office supplies for staff. Purchased services has increased by $756. Fixed charges (PHP share of overhead costs) has increased by $219,646. Overall revenue is expected to increase by $1,452,203 due to grant funding for COVID-19 response activities. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 386 PUBLIC HEALTH PREPAREDNESS (CONTINUED) 2500-41500 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000 capita Per capita cost (county support) 0.061 0.059 0.504 $1.04 $0.20 $0.22 GOALS/DESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 387 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 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. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 871,497 $ 1,424,404 $ 1,755,383 $ 1,755,383 Supplies 135,056 395,826 565,653 565,653 Purchased Services 244,322 567,971 772,094 772,094 Fixed Charges 73,132 253,905 291,273 291,273 Contra Expense 0 0 0 0 Capital 6,676 11,000 11,000 11,000 Gross County Cost $ 1,330,683 $ 2,653,106 $ 3,395,403 $ 3,395,403 Revenue 1,157,257 1,360,260 1,629,544 1,629,544 Net County Cost $ 173,426 $ 1,292,846 $ 1,765,859 $ 1,765,859 Budgeted Positions 8.400 15.20 17.115 17.115 SUMMARY OF CHANGES: Overall, net county costs in the Public Health Clinical Services division will increase by $473,013, or 36.6%, in 2022 primarily due to additional program, increased personnel and supply costs. Personnel expenditures are projected to increase by $330,979, or 23.2%. This change is attributed to hiring new key staff and increased costs due to salary market adjustments for nursing staff. Projected expenditures related to Supplies, Purchased Services and Fixed Charges will increase by $411,318 total in 2022, as a result of the realignment of resources between divisions in the Health Department. TB Program added to Public Health Clinical Services from Community Health Services increased staffing and supply costs due to a change in pharmaceutical distribution. Additionally, increased needs for training of staff and hiring 1 FTE Contracted Physician. Overall revenue is expected to increase by approximately $269,284, or 19.8%, in 2022, attributable to increased grant funding, expected increases in Medicaid, insurance and private pay revenue from clinical services in our immunization and family planning programs. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval. BOARD ACTION: Approved as recommended. 388 PUBLIC HEALTH CLINIC SERVICES (CONTINUED) 2590-41600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED 2020 2021 2022 Work Outputs Immunization/Communicable Disease Program Immunization Visits 1,638 3,250 2,500 Vaccinations Given (North) 2,997 4,750 3,800 Vaccinations Given (South) 597 1,000 800 Outreach Events 13 15 12 Telethon Contacts -Outreach Calls 3,200 4,500 4,000 Travel Immunization/I693 Clinic Visits 68 275 200 Travel Vaccines Given 77 425 200 Family Planning Visits 2,211 3,100 3,000 MD Clinic Visits 38 20 60 Sexually Transmitted Infections Visits 405 500 450 Women's Wellness Connection (WWC) Visits 177 200 200 WISEWOMAN Visits 113 225 200 WWC — Targeted Outreach — Clients Contacted 336 700 700 Community Outreach (Women's Health/Foster) 25 25 25 Efficiency Measures: FTE's per 10,000/capita Per capita cost (county support) 0.253 $0.52 0.449 0.495 $3.82 $5.10 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 389 390 SEVEN YEAR TREND Human Services $10 $6 cn z J$5 J $4 2016 2017 2018 2019 2020 2021 2022 391 HUMAN SERVICES FUND SUMMARY The Human Services Fund is funded at $8,397,400 for 2022, which is down $700,350 or 7.70% from the previous year. Program funding is down for 2022 due to the overstatement of anticipated revenues due to COVID in 2021. Other program funding came through CARES Act and the American Rescue Act in 2021, which distorts the funding changes from 2021-2022. The Community Services Block Grant is up $52,300 at $298,000, and Senior Nutrition programs are down $142,500. Department of Labor programs are down $511,300. Area Agency on Aging is down $93,450 or 2.10%. 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 2022 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 $2,187,500 for 2022. In addition, the Job Service contract will be $885,200 down $163,100. Funding for this program should remain fairly constant, 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 25 percent 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 2022 funding levels: Area Agency on Aging Senior Nutrition CSBG $ 4,354,600 $ 677,500 $ 298,000 In the above programs, Weld County must continue to be responsive and reactive to federal and state administrative and budget changes in 2022. 392 HUMAN SERVICES SUMMARY OF REVENUES 2022 Fund Org Acct Account Title INTERGOVERNMENTAL 2650 61751 4314 USDA 2625 61400 4320 FEDERAL GRANTS 2625 61420 4320 FEDERAL GRANTS 2625 61422 4320 FEDERAL GRANTS 2625 61450 4320 FEDERAL GRANTS 2625 61451 4320 FEDERAL GRANTS 2625 61460 4320 FEDERAL GRANTS 2625 61461 4320 FEDERAL GRANTS 2625 61470 4320 FEDERAL GRANTS 2625 61480 4320 FEDERAL GRANTS 2625 61505 4320 FEDERAL GRANTS 2650 61700 4320 FEDERAL GRANTS 2650 61705 4320 FEDERAL GRANTS 2650 61710 4320 FEDERAL GRANTS 2650 61730 4320 FEDERAL GRANTS 2650 61740 4320 FEDERAL GRANTS 2650 61745 4320 FEDERAL GRANTS 2650 61750 4320 FEDERAL GRANTS 2650 61755 4320 FEDERAL GRANTS 2650 61760 4320 FEDERAL GRANTS 2650 61765 4320 FEDERAL GRANTS 2650 61770 4320 FEDERAL GRANTS 2650 61775 4320 FEDERAL GRANTS 2650 61875 4320 FEDERAL GRANTS 2650 61935 4320 FEDERAL GRANTS 2650 61940 4320 FEDERAL GRANTS 2650 61945 4320 FEDERAL GRANTS 265995 61780 4320 FEDERAL GRANTS 267895 61601 4320 FEDERAL GRANTS 267895 61610 4320 FEDERAL GRANTS 267895 61620 4320 FEDERAL GRANTS 267895 61630 4320 FEDERAL GRANTS 2650 61785 4321 MEDICAID 2650 61835 4340 GRANTS 2650 61840 4340 GRANTS 2650 61841 4340 GRANTS 2650 61845 4340 GRANTS 2650 61850 4340 GRANTS 2650 61866 4340 GRANTS 2650 61880 4340 GRANTS 2650 61885 4340 GRANTS 2650 61890 4340 GRANTS 2650 61895 4340 GRANTS 2650 61900 4340 GRANTS 2650 61905 4340 GRANTS 2650 61915 4340 GRANTS 2650 61925 4340 GRANTS 2650 61930 4340 GRANTS 265995 61790 4340 GRANTS 2560 61701 711000 TRANSFER TOTAL INTERGOVERNMENTAL 2021 2022 2022 Budget Request Recommend 2022 Final CHARGE FOR SERVICES 2645 61200 4410 CHARGE FOR SERVICES 2646 61300 4410 CHARGE FOR SERVICES TOTAL CHARGE FOR SERVICES DONATIONS 2650 61750 4690 DONATIONS TOTAL HUMAN SERVICES 34,920 36,860 36,860 36,860 676,000 477,400 477,400 477,400 344,645 243,552 243,552 243,552 271,055 191,548 191,548 191,548 153,586 153,458 153,458 153,458 444,414 444,042 444,042 444,042 573,924 484,630 484,630 484,630 42,000 42,000 42,000 42,000 54,451 45,979 45,979 45,979 419,925 354,591 354,591 354,591 84,000 107,800 107,800 107,800 48,649 27,849 27,849 27,849 81,550 77,170 77,170 77,170 167,775 167,089 167,089 167,089 46,900 44,380 44,380 44,380 20,125 19,044 19,044 19,044 13,650 12,917 12,917 12,917 448,000 341,250 341,250 341,250 145,080 153,140 153,140 153,140 25,000 12,000 12,000 12,000 45,000 20,700 20,700 20,700 2,150 1,000 1,000 1,000 7,100 5,000 5,000 5,000 63,860 75,654 75,654 75,654 3,062 3,220 3,220 3,220 41,129 32,784 32,784 32,784 66,109 60,996 60,996 60,996 2,374,600 2,352,510 2,352,510 2,352,510 44,734 48,461 48,461 48,461 33,656 40,390 40,390 40,390 114,010 104,845 104,845 104,845 53,300 104,304 104,304 104,304 4,500 1,000 1,000 1,000 163,715 146,677 146,677 146,677 171,775 154,726 154,726 154,726 103,415 92,735 92,735 92,735 29,900 29,795 29,795 29,795 86,765 75,254 75,254 75,254 114,700 135,883 135,883 135,883 65,695 69,914 69,914 69,914 73,780 87,406 87,406 87,406 136,660 160,693 160,693 160,693 44,640 52,884 52,884 52,884 3,600 3,320 3,320 3,320 22,660 23,018 23,018 23,018 149,120 138,732 138,732 138,732 24,800 29,380 29,380 29,380 184,915 175,629 175,629 175,629 48,400 47,490 47,490 47,490 12,351 12,351 12,351 12,351 8,385,750 7,723,450 7,723,450 7,723,450 245,000 255,100 255,100 255,100 275,000 272,600 272,600 272,600 520,000 527,700 527,700 527,700 192,000 146,250 146,250 146,250 9,097,750 8,397,400 8,397,400 8,397,400 393 HUMAN SERVICES SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 2422 Budget Request 2022 Recommend 2422 Final 2625 61400 WORKFORCE INNOVATION & OPPORTUNIT 2625 61420 WIOA DISLOCATED WORKER 2625 61422 WIOA DW ENHANCED 2625 61450 WIOA YOUTH IN SCHOOL 2625 61451 WIOA YOUTH OUT OF SCHOOL 2625 61460 WAGNER/PEYSER 2625 61461 SUMMER JOB HUNT 2625 61470 MIGRANT SEASONAL FARM WORKER - 10°A 2625 61480 EMPLOYMENT SUPPORT FUND 2625 61505 WIOA PERFORMANCE INCENTIVE 2645 61200 EDUCATION LAB 2646 61300 AMERICORPS 2650 61700 AREA AGENCY ON AGING 2650 61705 AAA PART B LEGAL 2650 61710 AAA PART B OMBUDSMAN 2650 61730 AAA PART B COUNSELING 2650 61740 AAA PART B OUTREACH 2650 61745 AAA PART B TRANSPORTATION 2650 61750 AAA PART C 1 2650 61751 AAA NSIP 2650 61755 AAA C 2 2650 61760 AAA PART D 2650 61765 AAA CHF 2650 61770 AAA ELDER ABUSE 2650 61775 AAA SPECIAL OMBUDSMAN 2650 61785 AAA CCT 2650 61835 AAA STATE ADM IN 2650 61840 AAA STATE INFORMATION AND ASSISTANC 2650 61841 AAA STATE HEALTH PROMOTIONS 2650 61845 AAA STATE EDUCATION 2650 61850 AAA STATE OMBUDSMAN 2650 61866 AAA STATE CASE MANAGEMENT 2650 61875 AAA STATE COUNSELING 2650 61880 AAA STATE CHORE 2650 61885 AAA STATE TRANSPORTATION 2650 61890 AAA STATE PART C1 2650 61895 AAA STATE PART C2 2650 61900 AAA STATE SHELF STABLE MEALS 2650 61905 AAA STATE VISUALLY IMPAIRED 2650 61915 AAA STATE DENTAL VISION & HEARING 2650 61925 AAA STATE PART E RESPITE 2650 61930 AAA STATE SOUTH COUNTY RVNA 2650 61935 AAA PART E GRANDPARENTING 2650 61940 AAA PART E CAREGIVER 2650 61945 AAA PART E RESPITE 265995 61780 SINGLE ENTRY POINT 265995 61790 HOME CARE ALLOWANCE 267895 61601 CSBG EF 267895 61610 CSBG ADMIN 267895 61620 CSBG AAAA LINKAGES 267895 61630 CSBG EMERGENCY SERVICES TOTAL HUMAN SERVICES 676,000 344,645 271,055 153,586 444,414 573,924 42,000 54,451 419,925 84,000 245,000 275,000 61,000 81,550 167,775 46,900 20,125 13,650 640,000 34,920 145,080 25,000 45,000 2,150 7,100 4,500 163,715 171,775 103,415 29,900 86,765 114,700 63,860 65,695 73,780 136,660 44,640 3,600 22,660 149,120 24,800 184,915 3,062 41,129 66,109 2,374,600 48,400 44,734 33,656 114,010 53,300 9,497,750 8,397,444 8,397,400 8,397,444 477,400 222,154 212,946 152,011 445,490 496,722 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 40,390 104,845 104,304 477,400 222,154 212,946 152,011 445,490 496,722 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 40,390 104,845 104,304 477,400 222,154 212,946 152,011 445,490 496,722 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 40,390 104,845 104,304 394 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 CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 5,793,561 $ 5,979,630 $ 5,763,300 $ 5,763,300 Supplies 317,274 304,615 332,000 332,000 Purchased Services 2,007,479 2,553,850 2,198,900 2,198,900 Fixed Charges 19,485 259,655 103,200 103,200 Gross County Cost $ 8,137,799 $ 9,097,750 $ 8,397,400 $ 8,397,400 Revenue 7,834,937 9,085,399 8,385,049 8,385,049 Net County Cost $ 302,862 $ 12,351 $ 12,351 $ 12,351 Budget Positions 89 81 85 85 SUMMARY OF CHANGES: See Individual Budget Units OBJECTIVES: 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 for all budget units in this fund. 395 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser - - 2625-61460 [Formerly 60000-2626] DEPARTMENT DESCRIPTION: Administer all Job Service activities in Weld County. This Budget Line also 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 ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 704,927 $ 881,700 $ 805,800 $ 805,800 Supplies 7,445 13,000 12,400 12,400 Purchased Services 54,422 103,600 53,100 53,100 Fixed Charges 14,174 50,000 13,900 13,900 Gross County Cost $ 780,968 $ 1,048,300 $ 885,200 $ 885,200 Revenue 785,572 1,048,300 885,200 885,200 Net County Cost $ - 4,604 $ 0 $ 0 $ 0 Budget Positions 19 18 19 19 SUMMARY OF CHANGES: Due to the impact the COVID-19 lockdown has had on the community, Employment Services has experienced a significant increase in the number of unemployed individuals utilizing services. As unemployment insurance benefits begin to expire, Employment Services will adapt its business model and process to serve the needs of Weld County. Added position approved mid -year 2021. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 396 HUMAN SERVICES WAGNERIPEYSER (CONTINUED) 2625-61460 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Wagner-Peyser Clients served MSFW Total Registrants Efficiency Measures Per capita cost Effectiveness Measures (desired results) Entered Employment Rate Retention Rate Average Participant Earnings MSFW — Referred to Jobs MSFW — Provided Staff Assisted Services MSFW — Job Development Contact MSFW — Career Guidance 19,848 20,000 19,000 128 120 120 $ 2.353 $ 3.096 $ 2.558 47.42% 57.00% 57.00% 70.63% 65.00% 65.00% $ 5,724 $ 5,600 $ 5,600 35.15% 7.21% 12.30% 85.15% 26.54% 31.00% 28.12% 1.00% 1.00% 0.00% 5.00% 5.00% 397 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: Administer 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. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 36,305 $ 36,330 $ 39,600 $ 39,600 Supplies 0 315 0 0 Purchased Services 3,865 4,000 1,400 1,400 Fixed Charges 1,830 1,355 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 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost ACTUAL ESTIMATED PROJECTED 3,355 2,475 2,475 $ 0.127 $ 0.124 $ 0.121 398 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND WIOA (Adult) 2625-61401 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2636] DEPARTMENT DESCRIPTION: This program provides employment and training for eligible adults. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 197,935 $ 370,000 $ 340,000 $ 340,000 Supplies 776 2,000 7,400 7,400 Purchased Services 103,452 285,000 130,000 130,000 Fixed Charges 2,988 19,000 0 0 Gross County Cost $ 305,151 $ 676,000 $ 477,400 $ 477,400 Revenue 305,151 676,000 477,400 477,400 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 6 4 5 5 SUMMARY OF CHANGES: Grant amount for 2021 of $676,000 was overstated. 2022 grant amount is in line with historical expenditure amounts. No significant changes to this program are anticipated for 2022. Added position approved mid -year 2021. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Employment rate Q2 After Program Exit Employment rate Q4 After Program Exit Median Participant Earnings ACTUAL ESTIMATED PROJECTED 223 149 200 $ 0.919 $ 1.997 $ 1.380 67.88% 74.40% $ 7,539 77.50% 75.70% $ 7,086 76.00% 75.00% $ 7,061 399 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: This program provides employment and training programs for in -school and out -of -school youth. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 484,295 $ 410,000 $ 427,300 $ 427,300 Supplies 2,000 7,200 3,500 3,500 Purchased Services 167,765 162,000 166,700 166,700 Fixed Charges 0 18,800 0 0 Gross County Cost $ 654,060 $ 598,000 $ 597,500 $ 597,500 Revenue 654,060 598,000 597,500 597,500 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 8 8 8 8 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Youth served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Employment rate Q2 After Program Exit (Older Youth) Employment rate Q4 After Program Exit (Older Youth) ACTUAL ESTIMATED PROJECTED 173 167 170 $ 1.971 $ 1.766 $ 1.727 63.56% 68.00% 67.00% 69.18% 72.00% 70.00% Credential Attainment rate (Younger Youth) 65.47% 57.00% 61.00% 400 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: To foster the development and continuous improvements of the Weld County region workforce system. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 63,670 $ 42,000 $ 66,200 $ 66,200 Supplies 522 0 1,500 1,500 Purchased Services 41,447 42,000 40,100 40,100 Gross County Cost $ 105,639 $ 84,000 $ 107,800 $ 107,800 Revenue 105,367 84,000 107,800 107,800 Net County Cost $ 272 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Grant funding has increased $23,800 for 2022. No significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $ 0.318 Effectiveness Measures (Desired Results) Performance Incentive Rating 10 / 10 $ 0.248 $ 0.312 10/10 10/10 High Performing Workforce Development Yes Yes Yes Board Rating 401 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: This program provides retraining for laid off clients. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 357,394 $ 400,000 $ 342,600 $ 342,600 Supplies 2,914 6,700 2,400 2,400 Purchased Services 46,940 190,000 90,100 90,100 Fixed Charges 0 19,000 0 0 Gross County Cost $ 407,248 $ 615,700 $ 435,100 $ 435,100 Revenue 395,628 615,700 435,100 435,100 Net County Cost $ 11,620 $ 0 $ 0 $ 0 Budget Positions 2 3 3 3 SUMMARY OF CHANGES: Grant amount for 2021 of $615,700 was overstated. 2022 grant amount is in line with historical expenditure amounts. No significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Employment rate Q2 After Program Exit Employment rate Q4 After Program Exit Median Participant Earnings ACTUAL ESTIMATED PROJECTED 106 103 105 $ 1.227 $ 1.819 $ 1.257 60.26% 81.19% $ 8,959 76.40% 76.90% $ 6,800 76.40% 76.90% $ 9,000 402 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Educational Lab - 2645-61200 [Formerly 60000-2645] DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer Education Lab. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 200,226 $ 200,000 $ 200,000 $ 200,000 Supplies 26,402 5,000 15,100 15,100 Purchased Services 12,488 30,000 30,000 30,000 Fixed Charges 0 10,000 10,000 10,000 Gross County Cost $ 239,116 $ 245,000 $ 255,100 $ 255,100 Revenue 154,087 245,000 255,100 255,100 Net County Cost $ 85,029 $ 0 $ 0 $ 0 Budget Positions 4 3 3 3 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) High School Equivalency (HSE) ACTUAL ESTIMATED PROJECTED 949 900 1,100 $ 0.720 $ 0.724 $ 0.737 61 30 100 403 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. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 227,938 $ 230,000 $ 230,000 $ 230,000 Supplies 4,369 10,000 8,000 8,000 Purchased Services 29,302 30,000 29,600 29,600 Fixed Charges 0 5,000 5,000 5,000 Gross County Cost $ 261,609 $ 275,000 $ 272,600 $ 272,600 Revenue 251,818 275,000 272,600 272,600 Net County Cost $ 9,791 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Participants in program Efficiency Measures Per capita cost Effectiveness Measures (desired results) Clients completing program ACTUAL ESTIMATED PROJECTED 28 39 32 $ 0.788 $ 0.812 $ 0.788 23 39 32 404 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 CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 29,083 $ 50,000 $ 32,200 $ 32,200 Supplies 1,832 2,100 2,500 2,500 Purchased Services 2,338 7,900 5,500 5,500 Fixed Charges 0 1,000 0 0 Gross County Cost $ 33,253 $ 61,000 $ 40,200 $ 40,200 Revenue 45,604 48,649 27,849 27,849 Net County Cost $ - 12,351 $ 12,351 $ 12,351 $ 12,351 Budget Positions 3 4 5 5 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2022. Added position approved mid -year 2021. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended, including the addition of one AAA Deputy Director (Grade 46).p PERFORMANCE MEASURES Work Outputs Programs administered Efficiency Measures Per capita cost (other) ACTUAL ESTIMATED PROJECTED 11 11 11 $0.100 $0.180 $0.116 405 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: This grant provides several contracted services to the older adults; legal counseling, ombudsman services, homemaker services, personal care, peer counseling, outreach, and transportation. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 163,307 $ 150,000 $ 119,700 $ 119,700 Supplies 31,351 0 30,300 30,300 Purchased Services 120,271 175,000 165,600 165,600 Fixed Charges 0 5,000 5,000 5,000 Gross County Cost $ 314,929 $ 330,000 $ 320,600 $ 320,600 Revenue 323,430 330,000 320,600 320,600 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 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 406 HUMAN SERVICES AREA ON AGING (CONTINUED) 60000-2652 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Outreach — Hispanic Senior Outreach 795 800 800 Peer Counseling 1,404 1,500 1,500 Legal consultation/representation 332 350 350 Homemaker and personal care 6,562 6,500 6,500 Ombudsman Services 1,070 1,200 1,200 Transportation 5,911 5,925 6,000 Efficiency Measures Per capita cost $ 0.949 $ 0.975 $ 0.926 Effectiveness Measures (desired results) Work output goals are maintained Yes Yes Yes 407 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: This grant provides meals to the senior population at 23 nutrition sites around the county. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 92,973 $ 205,000 $ 116,500 $ 116,500 Supplies 20,425 45,000 12,200 12,200 Purchased Services 354,341 380,000 358,200 358,200 Fixed Charges 493 10,000 600 600 Gross County Cost $ 468,232 $ 640,000 $ 487,500 $ 487,500 Revenue 468,232 640,000 487,500 487,500 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: Grant amount for 2021 of $640,000 was overstated. 2022 grant amount is in line with historical expenditure amounts. No significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Meals served Efficiency Measures Per capita cost ACTUAL ESTIMATED PROJECTED 58,872 59,000 59,000 $ 1.411 $ 1.890 $ 1.409 408 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: This grant provides home delivered meals through Meals on Wheels. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 166,105 180,000 190,000 190,000 Gross County Cost $ 166,105 $ 180,000 $ 190,000 $ 190,000 Revenue 166,105 180,000 190,000 190,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Meals Served 36,051 28,000 30,000 Efficiency Measures Per capita cost $ 0.500 $ 0.532 $ 0.549 Effectiveness Measures (desired results) Work output goals are maintained. Yes Yes Yes 409 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 grant provides health services to the senior community. This grant supports evidence -based health programs. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 8,430 $ 19,000 $ 11,700 $ 11,700 Supplies 0 0 0 0 Purchased Services 225 5,000 200 200 Fixed Charges 0 1,000 100 100 Gross County Cost $ 8,655 $ 25,000 $ 12,000 $ 12,000 Revenue 8,655 25,000 12,000 12,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Grant funding has decreased $13,000 for 2022. However, no significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Work output goals are maintained ACTUAL ESTIMATED PROJECTED 346 350 350 $ 0.026 $ 0.074 $ 0.035 Yes Yes Yes 410 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: This grant provides health services to the senior community, providing long-term care information and assistance for individuals 18 years of age and older. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,769 $ 45,000 $ 2,200 $ 2,200 Supplies 12,676 0 16,900 16,900 Purchased Services 1,315 0 1,600 1,600 Fixed Charges 0 0 0 0 Gross County Cost $ 15,760 $ 45,000 $ 20,700 $ 20,700 Revenue 32,271 45,000 20,700 20,700 Net County Cost $ - 16,511 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Grant funding has decreased $24,300 for 2022. No significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Efficiency Measures Per capita cost Effectiveness Measures (desired results) Work output goals are maintained ACTUAL ESTIMATED PROJECTED $ 0.047 $ 0.133 $ 0.060 Yes Yes Yes 411 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: This grant provides for educational training to the community on elder abuse. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 2,000 $ 1,000 $ 1,000 Supplies 0 0 0 0 Purchased Services 0 150 0 0 Fixed Charges 0 0 0 0 Gross County Cost $ 0 $ 2,150 $ 1,000 $ 1,000 Revenue 0 2,150 1,000 1,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Grant funding has decreased $1,150 for 2022. However, no significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Ombudsman Services Efficiency Measures Per capita cost Effectiveness Measures (desired results) Education of long term staff ACTUAL ESTIMATED PROJECTED 10 11 12 $ 0.000 $ 0.006 $ 0.003 Yes Yes Yes 412 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: These funds supplement the ombudsman program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 7,100 $ 5,000 $ 5,000 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Gross County Cost $ 0 $ 7,100 $ 5,000 $ 5,000 Revenue 0 7,100 5,000 5,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Grant funding has decreased $2,100 for 2022. However, no significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Complaints investigated Efficiency Measures Per capita cost Effectiveness Measures (desired results) Work outputs are maintained ACTUAL ESTIMATED PROJECTED 118 125 130 $ 0.000 $ 0.021 $ 0.014 Yes Yes Yes 413 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: This grant provides case management services to Medicaid eligible clients. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,483,586 $ 2,120,000 $ 2,300,000 $ 2,300,000 Supplies 36,825 3,000 25,500 25,500 Purchased Services 10,114 200,000 7,100 7,100 Fixed Charges 0 100,000 67,400 67,400 Gross County Cost $ 2,530,525 $ 2,423,000 $ 2,400,000 $ 2,400,000 Revenue 2,283,869 2,423,000 2,400,000 2,400,000 Net County Cost $ 246,656 $ 0 $ 0 $ 0 Budget Positions 32 28 28 28 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Divert Medicaid Eligible clients from Institutional care to cost effective home care ACTUAL ESTIMATED PROJECTED 1,390 1,425 1,450 $ 7.625 $ 7.157 $ 6.935 1,390 1,425 1,425 414 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: This area includes minor sources of funding that supplement the aging programs, including Colorado Choice Transition (CCT). RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 11 $ 4,000 $ 1,000 $ 1,000 Supplies 0 0 0 0 Purchased Services 0 500 0 0 Fixed Charges 0 0 0 0 Gross County Cost $ 11 $ 4,500 $ 1,000 $ 1,000 Revenue 0 4,500 1,000 1,000 Net County Cost $ 11 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Grant funding has decreased $3,000 for 2022. However, no significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost ACTUAL ESTIMATED PROJECTED 38 40 40 $ 0.000 $ 0.013 $ 0.003 415 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (VALE) - - 2650-61805 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2667] DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement the aging programs. These funds supplement the ombudsman program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ - 351 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Gross County Cost $ - 351 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ - 351 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Funding for this program ended on December 31, 2019. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 0 0 0 Efficiency Measures Per capita cost $ 0.000 $ 0.000 $ 0.000 Effectiveness Measures (desired results) Maintain work output goals N/A N/A N/A 416 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agcy 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: 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, Respite. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 555,462 $ 605,000 $ 532,700 $ 532,700 Supplies 160,402 200,000 184,500 184,500 Purchased Services 705,687 620,000 734,500 734,500 Fixed Charges 0 15,000 0 0 Gross County Cost $ 1,421,551 $ 1,440,000 $ 1,451, 700 $ 1,451,700 Revenue 1,422,189 1,440,000 1,451,700 1,451,700 Net County Cost $ - 638 $ 0 $ 0 $ 0 Budget Positions 2 2 3 3 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2022. Added position approved mid -year 2021. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Dental/Vision/Hearing Clients Served 143 160 160 Meals served 30,000 23,000 25,000 Other clients served 13,000 13,000 13,500 Efficiency Measures Per capita cost $ 4.283 $ 4.253 $ 4.195 417 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 CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 22,894 $ 27,100 $ 28,500 $ 28,500 Supplies 693 8,300 300 300 Purchased Services 79,880 73,700 68,000 68,000 Fixed Charges 0 1,200 200 200 Gross County Cost $ 103,467 $ 110,300 $ 97,000 $ 97,000 Revenue 103,467 110,300 97,000 97,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: Grant funding has decreased $13,300 for 2022. No significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Care giver Support - units of services 4,786 4,850 4,900 Efficiency Measures Per capita cost $ 0.312 $ 0.326 $ 0.280 Effectiveness Measures (desired results) Maintain requirements of grant Yes Yes Yes 418 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: This grant supports case management and emergency funding assistance for low-income individuals and families who are struggling with homelessness, who are migrants, or are 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 CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 163,707 $ 175,400 $ 161,300 $ 161,300 Supplies 8,642 2,000 9,500 9,500 Purchased Services 107,522 65,000 127,200 127,200 Fixed Charges 0 3,300 0 0 Gross County Cost $ 279,871 $ 245,700 $ 298,000 $ 298,000 Revenue 287,432 245,700 298,000 298,000 Net County Cost $ - 7,561 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Grant fund ng has increased $52,300 for 2022. However, no significant changes to this program are anticipated for 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Households to whom services and supports are provided to address employment and housing barriers Efficiency Measures Per capita cost Effectiveness Measures (desired results) ACTUAL ESTIMATED PROJECTED 1,422 1,500 1,500 $ 0.843 $ 0.726 $ 0.861 Employment, education, housing and shelter Yes Yes Yes output goals maintained 419 420 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 at the level of $10,000,000 with funds from the fund balance. A beginning fund balance of $100,225,000 is anticipated. An ending fund balance of $100,225,000 is projected, assuming no contingency funds are needed in 2022. 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 revenue estimate is $2,000,000 down $200,000 and consistent with recent revenue trends. The Department of Public Health and Environment costs for the Household Hazardous Waste program is projected to be $599,757. $80,000 is budgeted for community clean-ups, and $90,000 to fund the roadside trash pick-up program with Useful Public Service clients. $201,281 is funded for solid waste inspections and monitoring by the Health Department. $153,089 is budgeted for indirect costs. $1,288,904 is budgeted for repair work on county roads impacted by landfill traffic. Beginning fund balance of $4,000,000 will be reduced by $498,031 in 2022 to $3,501,969. $85,000 is funded for code enforcement of littering. CONSERVATION TRUST FUND: The Conservation Trust Fund is budgeted at $518,755 based upon the anticipated operating costs for 2022. 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 as an exempt charitable organization under Internal Revenue 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. 421 CONSERVATION TRUST SUMMARY OF REVENUES 2022 Fund Org Acct Account Title 2021 2022 2022 2022 Budget Request Recommend Final 2200 73700 4332 LOTTERY 2200 73700 4610 EARNINGS ON INVESTMENTS 500,000 500,000 500,000 500,000 10,000 6,000 6,000 6,000 510,000 506,000 506,000 506,000 422 CONSERVATION TRUST SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 Budget 2422 Request 2022 Recommend 2422 Final 2200 73700 CONSERVATION TRUST TOTA CONSERVATION TRUST 507,587 518,755 518,755 518,755 507,587 518,755 518,755 518,755 423 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund - - 2200-73700 DEPARTMENT DESCRIPTION: 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 BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 499,414 507,587 518,755 518,755 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 499,414 $ 507,587 $ 518,755 $ 518,755 Revenue 477,991 510,000 506,000 506,000 Net County Cost $ 21,423 $ -2,413 $ 12,755 $ 12,755 SUMMARY OF CHANGES: Revenue from the Colorado Lottery is being projected at $500,000 and $6,000 from interest earnings. For 2022, the budget for the county buildings at Island Grove Park is proposed at $678,755. Revenue from rents and facility use fees for 2022 is estimated at $160,000. The county payment for 2022 maintenance is proposed at $518,755, which is an increase of $11,168 or 2.2% from the 2021 payment. The increase is primarily in salaries and benefits. 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 $160,000. 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. 424 CONSERVATION TRUST FUND (CONTINUED) 2200-73700 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): Historically, the following is the amount of money received annually since the lottery started: 1983 $ 194,698 1984 195,304 1985 151,033 1986 138,069 1987 162,736 1988 154,074 1989 130,764 1990 136,726 1991 200,103 1992 220,219 1993 264,371 1994 205,534 1995 327,162 1996 312,024 1997 356,262 1998 373,962 1999 286,971 2000 358,802 2001 361,050 2002 $391,780 2003 385,070 2004 361,926 2005 371,213 2006 453,233 2007 423,260 2008 430,795 2009 408,648 2010 386,999 2011 376,031 2012 411,891 2013 450,659 2014 404,589 2015 358,431 2016 487,550 2017 436,368 2018 429,897 2019 513,355 2020 472,538 The funds have been used for maintenance and development of Island Grove Park and the Missile Site Park, with the exception of the following items: Entity Purpose Amount 1983: Greeley 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 $ 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. 425 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 Work Outputs Island Grove Park Visitors Efficiency Measures Per capita cost (county support) Cost Per Visitor ACTUAL ESTIMATED PROJECTED 300,000 420,000 420,000 $1.50 $1.49 $1.50 $1.66 $1.21 $1.24 BOARD ACTION: Approved as recommended. 426 CONTINGENCY FUND SUMMARY OF REVENUES 2022 Fund Org Acct Account Title 2021 2022 2022 Budget Request Recommend 2022 Final 2300 90300 4112 CURRENT PROPERTY TAXES 47,500,000 47,500,000 427 CONTINGENCY SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 Budget 2300 90300 CONTINGENT 10,000,000 TOTAL CONTINGENCY 10,400,000 2422 2022 Request Recommend 10,000,000 10,000,000 14,044,444 10,400,000 2422 Final 10,000,000 14,044,444 428 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CONTINGENCY FUND BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300 DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen expenditures or revenue short -falls. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 6,950,000 10,000,000 10,000,000 10,000,000 Capital 0 0 0 0 Gross County Cost $ 6,950,000 $ 10,000,000 $ 10,000,000 $ 10,000,000 Revenue/Fund Bal. -33,679,806 -37,500,000 -10,000,000 -10,000,000 Net County Cost $ 40,629,806 $ 47,500,000 $ 0 $ 0 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 $100,225,000 is anticipated. An ending fund balance of $100,225,000 is projected, assuming no contingency funds are needed in 2022. The fund balance will serve as a stabilization reserve for fluctuating revenues due to Weld County's heavy dependency on oil and gas assessed values that can fluctuate dramatically from year to year due to production levels and price changes. Besides serving as a general contingency reserve, the fund is available to mitigate impacts from the oil and gas industry, such as unanticipated road and bridge heavy hauling impacts. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 429 EMERGENCY RESERVE SUMMARY OF REVENUES 2022 Fund Org Acct Account Title 2021 2022 2022 Budget Request Recommend 2022 Final 2400 53100 4112 CURRENT PROPERTY TAXES EMERGENCY RESERVE SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2400 53100 EMERGENCY RESERVE 2021 2422 2022 2422 Budget Request Recommend Final 0 0 0 0 0 4 0 4 431 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND BUDGET UNIT TITLE AND NUMBER: Emergency Reserve - - 2400-53100 DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per Amendment One (TABOR), passed November 3, 1992, which requires that an emergency reserve be established to be used for declared emergencies only, and that each local government shall reserve for 1993, 1 percent or more, for 1994, 2 percent or more, and for all later years, 3 percent or more of the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next year's reserve. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL 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. 432 SOLID WASTE SUMMARY OF REVENUES 2022 Fund Org Acct Account Title CHARGE FOR SERVICES 2700 90200 4410 CHARGE FOR SERVICES TOTAL SOLID WASTE 2021 2022 2022 2022 Budget Request Recommend Final 2,200,000 2,000,000 2,000,000 2,000,000 2,200,000 2,000,000 2,000,000 2,000,000 433 SOLID WASTE SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 Budget 2422 2022 Request Recommend 2422 Final 2700 21240 TRANSFER 2700 90200 SOLID WASTE 2700 90200 TRANSFER TOTAL SOLID WASTE 85,000 451,922 2,298,078 2,835,000 2,498,431 2,498,031 2,498,431 85,000 85,000 323,089 323,089 2,089,942 2,089,942 85,000 323,089 2,089,942 434 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOLID WASTE FUND BUDGET UNIT TITLE AND NUMBER: Code Enforcement - - 2700-21240 DEPARTMENT DESCRIPTION: This budget accounts for code enforcement for littering, illegal dumping, and roadside trash pick-up program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL 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 Sheriff's Office. The cost of the code enforcement function is $85,000. See budget unit number 1000-21230 fora detailed discussion of the program. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and funding of program from the Solid Waste surcharge. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Number of Complaints Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 757 800 800 $0.256 $0.251 $0.246 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public Safety Bureau (Budget Unit 1000-21200) goals. 435 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOLID WASTE FUND BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund - - 2700-90200 DEPARTMENT DESCRIPTION: This fund accounts for revenue received from a surcharge on dumping fees at solid waste disposal sites to combat environmental problems, promote trash clean-up, provide for the household hazardous materials program, and to further improve and develop landfill sites within the county. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 164,555 272,379 323,089 323,089 Fixed Charges 1,504,203 2,477,621 2,089,942 2,089,942 Capital 0 0 0 0 Gross County Cost $ 1,668,758 $ 2,750,000 $ 2,413,031 $ 2,413,031 Revenue/Fund Bal. 1,949,908 2,835,000 2,498,031 2,498,031 Net County Cost $ - 281,150 $ -85,000 $ -85,000 $ -85,000 SUMMARY OF CHANGES: The projected revenue estimate is $2,000,000 down $200,000 and consistent with recent revenue trends. The Department of Public Health and Environment costs for the Household Hazardous Waste program is projected to be $599,757. $80,000 is budgeted for community clean-ups, and $90,000 to fund the roadside trash pick-up program with Useful Public Service clients. $201,281 is funded for solid waste inspections and monitoring by the Health Department. $153,089 is budgeted for indirect costs. $1,288,904 is budgeted for repair work on county roads impacted by landfill traffic. Beginning fund balance of $4,000,000 will be reduced by $498,031 in 2022 to $3,501,969. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 436 SOLID WASTE FUND (CONTINUED) 2700-90200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Landfill Inspections 45 45 45 Household Hazardous Material (HHM) $429,265 $388,559 $599,757 Surcharge Collected $1,949,908 $2,200,000 $2,000,000 Efficiency Measures Per capita cost (collected) $5.88 $6.50 $5.78 Per capita HHM cost $1.29 $1.15 $1.73 437 WELD COUNTY TRUST FUND SUMMARY OF REVENUES 2022 Fund Org Acct Account Title 2021 2022 2022 2022 Budget Request Recommend Final 7400 90100 4610 EARNINGS ON INVESTMENTS 2,600,000 2,600,000 2,600,000 2,600,000 2,600,000 2,600,000 2,600,000 2,600,000 438 WELD TRUST SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 Budget 7400 90100 NON DEPARTMENTAL 1,500,000 TOTAL WELD TRUST 1,500,000 2422 2022 Request Recommend 1,500,000 1,500,000 1,544,444 1,500,000 2422 Final 1,500,000 1,544,444 439 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: WELD COUNTY TRUST FUND BUDGET UNIT TITLE AND NUMBER: Weld County Trust Fund -- 7400-90100 DEPARTMENT DESCRIPTION: The Weld County Trust Fund accounts for the assets held by the Weld Trust, a Colorado nonprofit corporation recognized by the Internal Revenue Service as an exempt charitable organization under Internal Revenue code section 501 (c)(3), for charitable purposes to benefit the citizens of Weld County. The assets of the fund are from the sale of the NCMC hospital in 2019. The earnings of the fund are being used to fund Bright Futures student grants each year. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 1,500,000 1,500,000 1,500,000 Capital 0 0 0 0 Gross County Cost $ 0 $ 1,500,000 $ 1,500,000 $ 1,500,000 Revenue 0 2,600,000 2,600,000 2,600,000 Net County Cost $ 0 $ -1,100,000 $ -1,100,000 $ -1,100,000 SUMMARY OF CHANGES: This is the second 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 insure it is perpetually funded, be used to fund student grants through the Bright Futures program in 2022. The estimated earnings of $2,6000,000, less the amount retained for corpus of the fund of $1,100,000, leaves an estimated $1,500,000 in 2022 for Bright Futures student grants. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 440 SEVEN YEAR TREND Capital Expenditures 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 2016 • 2017 2018 0 0 0 1,O 0 2019 2020 2021 2022 441 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 2022-2026 is presented in this section and relates to the specifics of the 2022 capital project budget. For the Communications Capital Development Fund, a Capital Improvements Plan for 2022-2032 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 2022 program is funded at $15,531,350 with $39,000,000 in property tax, $225,000 from capital expansion fees, $750,000 from interest and fund balance reserve. Anticipated projects include $250,000 for Briggsdale grader shed land, $700,000 for Chase Building improvements, $2,000,000 to remodel the Probation offices, $1,500,000 to remodel the Courthouse holding cell area, $300,000 for the fuel site, $6,000,000 for an additional Southeast Administration Building, $2,000,000 for 1402 office building remodel, and $2,781,350 for special projects. A carry-over beginning fund balance of $38,000,000 is anticipated, and $62,443,650 ending reserve fund balance for the future jail/court facility ($61,443,650), and Downtown Greeley land reserve ($500,000) is anticipated at the end of 2022. Capital projects impacting the 2022 and future years' operational costs include the additional Southeast Administration Building, which will add approximately $65,000 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 2022 program is funded at $1,776,143 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 $1,000,000 for the expansion of the back-up dispatch center, $441,800 for the CAD public safety IT system, $120,000 for PC replacements in the dispatch center, $205,000 for the NICE - recording system, and $9,343 for replacement of tower equipment. A carry-over beginning fund balance of $3,047,500 is anticipated, and $3,121,357 ending reserve fund balance is anticipated at the end of 2022. Communications capital projects impacting the 2022 and 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. 442 CAPITAL EXPENDITURES SUMMARY OF REVENUES 2022 Fund Org Acct Account Title 2021 2022 2022 Budget Request Recommend 2022 Final 4000 17500 4112 CURRENT PROPERTY TAXES 4000 17500 4610 EARNINGS ON INVESTMENTS 4000 17500 4730 OTHER FEES TOTAL CAPITAL EXPENDITURES 34,300,000 39,000,000 39,000,000 39,000,000 500,000 750,000 750,000 750,000 225,000 225,000 225,000 225,000 35,025,000 39,975,000 39,975,000 39,975,000 443 CAPITAL EXPENDITURES SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 2422 2022 2422 Budget Request Recommend Final 11,566,500 12,382,700 12,382,700 15,531,350 11,566,500 12,382,744 12,382,700 15, 531,354 4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION TOTAL CAPITAL EXPENDITURES 444 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 BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Capital 39,025,290 11,566,500 12,382,700 15,531,350 Gross County Cost $ 39,025,290 $ 11,566,500 $ 12,382,700 $ 15,531,350 Revenue/Fund Bal. 13,676,604 22,733,500 26,617,300 23,468,650 Net County Cost $ 25,348,686 $ 34,300,000 $ 39,000,000 $ 39,000,000 SUMMARY OF CHANGES: The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2022 program is funded at $15,531,350 with $39,000,000 in property tax, $225,000 from capital expansion fees, $750,000 from interest and fund balance reserve. Anticipated projects include $250,000 for Briggsdale grader shed land, $700,000 for Chase Building improvements, $2,000,000 to remodel the Probation offices, $1,500,000 to remodel the Courthouse holding cell area, $300,000 for the fuel site, $6,000,000 for an additional Southeast Administration Building, $2,000,000 for 1402 office building remodel, and $2,781,350 for special projects. A carry-over beginning fund balance of $38,000,000 is anticipated, and $62,443,650 ending reserve fund balance for the future jail/court facility ($61,443,650), and Downtown Greeley land reserve ($500,000) is anticipated at the end of 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2022 funding level of the Proposed Long -Range Capital Plan for 2022 - 2026. The actual plan is on the pages immediately following. BOARD ACTION: Approved as modified with a net addition of $3,149,050 in projects in 2022 as delineated in the 2022-2026 Capital Improvement Plan. 445 COMMUNICATIONS DEVELOPMENT SYSTEMS CAPITAL FUND SUMMARY OF REVENUES 2022 Fund Org Acct Account Title 2021 2022 2022 Budget Request Recommend 2022 Final 4010 22200 4680 OTHER - 1,850,000 1,850,000 1,850,000 1,850,000 1,850,000 TOTAL COMMUNICATIONS CAPITAL DEVELOPMENT 1,850,000 446 COMMUNICATION DEVELOPMENT SYSTEMS SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 2422 2022 Budget Request Recommend 2422 Final 4010 22200 CAPITAL 0 1,776,143 1,776,143 1,776,143 TOTAL COMMUNICATION DEVELOPMENT 0 1,776,143 1,776,143 1,776,143 447 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: COMMUNICATIONS CAPITAL DEVELOPMENT FUND BUDGET UNIT TITLE AND NUMBER: Communications Capital Development Fund 4010-22200 DEPARTMENT DESCRIPTION: This fund accounts for various capital improvement projects for the development and maintenance of the county communications system infrastructure. The fund was created in 2021 per an intergovernmental agreement (IGA) between the county and the E- 911 Authority. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Capital 0 0 1,776,143 1,776,143 Gross County Cost $ 0 $ 0 $ 1,776,143 $ 1,776,143 Revenue/Fund Bal. 0 0 1,850,000 1,850,000 Net County Cost $ 0 $ 0 $ -73,857 $ -73,857 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 2022 program is funded at $1,776,143 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 $1,000,000 for the expansion of the back-up dispatch center, $441,800 for the CAD public safety IT system, $120,000 for PC replacements in the dispatch center, $205,000 for the NICE -recording system, and $9,343 for replacement of tower equipment. A carry-over beginning fund balance of $3,047,500 is anticipated, and $3,121,357 ending reserve fund balance is anticipated at the end of 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2022 funding level of the Communications Capital Development Fund's Capital Improvements Plan for 2022-2032 to fund the county's communications infrastructure. The actual plan is at the end of the section immediately following. BOARD ACTION: Approved as recommended. 448 WELD COUNTY LONG RANGE CAPITAL PROJECTS FIVE-YEAR PLAN 2022 - 2026 Presented By: Donald D. Warden Director of Finance and Administration September 2021 LONG RANGE CAPITAL PROJECTS FIVE YEAR PLAN 2022 - 2026 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 2022 - 2026. 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. 2022 - 2026 Five-year Plan 4. 2022 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 2022 - 2026 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 2022 budget for the capital construction program. It provides specific detail regarding each recommended project and the impact on the 2022 county budget. 450 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. 452 4. Partial pay as you go policy: A partial pay as you go policy is a common approach. Some of the annual resources would be used to finance capital improvements directly, and the remainder would go for supporting a debt program. Even if a local government pursues a borrowing policy, an initial down payment out of current revenues is a possibility. A customary five to ten percent down is a limited pay as you go policy and assures that the voters authorizing the approval will make a cash contribution, so all the burden will not be postponed. 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. 453 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. 454 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. 455 Genera! 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. 456 In analyzing a revenue bond issue for underwriting, an investment banker will look not only at operating statistics and coverage, but also at more basic elements, such as the necessity of the service, control over competition, and delinquency procedures. Revenue bonds are becoming more popular because they do not require voter approval and do not apply in statutory debt limits. Leases: A less traditional method of financing county facilities is a lease arrangement. A lease is executed with the county, which gives the county the option to purchase the equipment or facility during the term of the lease. All or part of the lease payments may be applied to the purchase prices. A bona fide lease option agreement is not a debt; however, an installment purchase program is a debt. A bona fide lease/option agreement is characterized by two factors: 1. Annual rental payments with automatic renewal of the lease unless terminated by either party, and 2. No obligation on the part of the local government to purchase the property if the lease is terminated. Also, some court cases indicate the annual rental must be paid from non -property tax revenues to avoid the lease being considered a general obligation. Upon exercise of the option, the local government obtains full legal title to the property. Leases of this nature are distinctively different from more conventional means of financing. Of primary importance is the security which underlies the lease period. It is not a promise to levy taxes or a pledge of revenues from the system. Rather, it is usually a promise to pay only one year at a time, with an implied intention to continue payment until ownership is transferred. As ultimate security, the holder of the lease may look to the asset which is being leased in the event of a default. There is little statutory or judicial guidance in the area of leases of this type, and the obligation to continue lease payments until title transfers is a moral, rather than a legal obligation. As a consequence, the underwriting or placement of a lease is more difficult than the underwriting of conventional bonds. The term of the leases generally is short, usually from seven to ten years. Because the security underlying the lease is not good compared with conventional financing, interest rates on leases are higher. 457 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. 458 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. 459 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. 460 COMPLETED CAPITAL PROJECTS 2016-2020 Total Actual 2016 Actual 2017 Actual 2018 Actual 2019 Actual 2020 Centennial Complex $2,754,620 $319,399 $1,629,018 $584,850 $221,353 Courthouse 198,934 $ 105,800 93,134 Land Reserve 1,315,334 1,315,334 Chase Building 5,101,817 3,161,209 526,611 400,786 824,931 188,280 Grader Sheds 1,722,522 40,589 283,799 1,398,134 Motor Pool 1,185,673 576,056 260,968 348,649 Health Department 911,738 585,138 326,600 Island Grove 518,659 84,856 199,792 171,308 62,703 North Jail 4,524,943 81,426 344,008 2,709,484 1,390,025 Training Center 129,547 129,547 1301 N 17th Ave. 3,090,361 2,710,447 379,914 Public Works 1,226,116 967,367 117,416 80,933 60,400 Human Services 3,217,357 82,174 2,188,275 946,908 1250 H Street 3,679,710 3,679,710 SW Weld Building 1,046,734 97,101 150,218 799,415 North 1401-1402 773,240 773,240 Weather Stations 230,897 230,897 Admin. Bldg (Sykes) 620,907 43,600 473,970 103,337 Southeast Weld Building 108,322 108,322 Law Administration 154,933 111,806 43,127 Miscellaneous 538,905 338,101 25,689 97,615 77,500 CNG Station 2,155,458 2,155,458 Towers 1,000,492 1,000,492 918 10th Street 72,549 72,549 Justice Services 735,745 735,745 TOTAL $37,015,513 $5,774,426 $4,076,651 $4,991,945 $16,606,287 $5,566,204 NOTE: Expenditures listed in year incurred. 461 FIVE YEAR CAPITAL PROJECTS PROGRAMS 2022-2026 Requirements Total 2022 2023 2024 2025 2026 Jail Capital Reserve $14,123,050 $24,443,650 -$5,958,900 -$7,501,700 -$3,020,000 $6,160,000 PW Projects 870,000 870,000 SE Weld Building 6,200,000 6,000,000 200,000 SO Range/Training 3,000,000 3,000,000 Misc Projects 16,581,950 2,781,350 3,333,900 4,256,700 3,645,000 2,565,000 PW Grader Sheds 1,550,000 250,000 500,000 350,000 350,000 100,000 North Business Park I nfrastructure 2,000,000 2,000,000 Elections Vote/Ballot 100 ,000 100,000 Weld Plaza Building 4,000,000 2,700,000 1,300,000 Fuel Site 300,000 300,000 Courthouse Holding Cells 1,500,000 1,500,000 Jail Security Electronics 150,000 150,000 Facilities Expansion 1,500,000 1,500,000 1402 Business Office 2,000,000 2,000,000 TOTAL $53,875,000 $39,975,000 $975,000 $975,000 $975,000 $10,975,000 462 RESOURCE CAPACITY ***************** FUNDING SOURCES ***************** CASH FLOW ANALYSIS 463 CAPITAL EXPENDITURES FUND RESOURCE CAPACITY 2022- 2026 YEAR PROPERTY TAX INTEREST FEES TOTAL 2022 $39,000,000 $750,000 $225,000 $39,975,000 2023 $0 $750,000 $225,000 $975,000 2024 $0 $750,000 $225,000 $975,000 2025 $0 $750,000 $225,000 $975,000 2026 $10,000,000 $750,000 $225,000 $10,975,000 464 CASH FLOW ANALYSIS YEAR BEGINNING FUND BALANCE REVENUE EXPENDITURES ENDING FUND BALANCE 2022 $ 38,000,000 $ 39,975,000 $ 15,531,350 $ 62,443,650 2023 $ 62,443,650 $ 975,000 $ 6,933,900 $ 56,484,750 2024 $ 56,484, 750 $ 975,000 $ 8,476, 700 $ 48, 983, 050 2025 $ 48,983,050 $ 975,000 $ 3,995,000 $ 45,963,050 2026 $ 45,963,050 $ 10,975,000 $ 4,815,000 $ 52,123,050 465 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 the years 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. 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 0 466 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. 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 is 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 will be 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. $2,000,000 is included in the five-year capital plan to begin developing the road and infrastructure on the Grainery property acquired in 2021. Impact on Operational Costs: See individual projects for cost impacts. 467 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), and additional storage in 2021 ($870,000). Funds in the amount of $2,420,000 are included for Public Works facilities in 2022-2026. The grader sheds will be replaced in Briggsdale (2023) for $500,000, Keenesburg land (2022) for $250,000, and grader shed (2024) for $350,000, grader shed in Stoneham (2025) for $350,000, and Vim land purchase in (2026) for $100,000, and grader shed (2027) for $350,000. In 2024, additional storage facilities will be constructed at an estimated cost of $870,000. 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. 468 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: With the growing needs of the courts it required that 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 Sheriffs 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 will be remodeled to accommodate Probation's expansion ($1,500,000). 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. 469 CAPITAL PLAN FOR JUSTICE CENTER YEAR CURRENT USE NEW USE COST 2008 Second Floor Old Jail 3 Courtrooms $ 1,500,000 2008 Third Floor Work Release 2 Courtrooms $ 1,500,000 2008 Third Floor Work Release DA Offices $ 1,000,000 2011 Vacant Administrative Bldg. $ 5,000,000 2015 Planning Probation $ 400,000 2020 Third Floor Centennial 2 Courtrooms $ 1,500,000 2022 Courthouse Holding Cells Holding Cells Remodel $ 1,500,000 2029+ First Floor Centennial 1 Courtroom $ 500,000 2029+ Vacant Justice Center Annex Building $ 7,000,000 2029+ Third Floor Centennial (DA) 2 Courtrooms $ 750,000 2029+ Second Floor Centennial 2 Courtrooms $ 750,000 2029+ First Floor Centennial (DA) Court Offices $ 300,000 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 2029+ 0 $30,000 $176,000 470 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. 471 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 Sheriffs Office, a 22,000 square -foot office building near the North Jail site was constructed in 2002. The building houses the Sheriffs 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. 472 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 Sheriff's 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 25 acres Buildings (2-4 total) 2 acres Driving Pad/Track 46 acres K9/Law fitness 4 acres Parking/Miscellaneous 11 acres Total land needed 88 acres Financing: 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, $9,000,000 was spent and in the 2022-2026 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. 473 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 three 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 beginning in 2021. 474 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. 475 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. 476 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 2022-2026, the capital plan provides $2,700,000 in 2022 and $1,300,000 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 $200,000 per year, so no additional operating costs are anticipated for the immediate future. 477 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. 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. 478 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. 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. 479 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. Financing: The building will be constructed in 2027, or beyond. 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. 480 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 new 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 will be added to the site in 2022. Financing: The additional building will be constructed in 2022. Funds in the amount of $6,200,000 are budgeted in the 2022-2023 budget for the 20,000 square -foot 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. 481 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 $16,581,950 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 $16,581,950 over the next five years to accommodate the detailed listing of special projects found on the following two pages. 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. 482 FACILITIES SPECIAL PROJECTS 2022 Projects AV - Division 11 Sound System Replacement AV - Division 12 Sound System Replacement AV - Division 15 Sound System Replacement AV - Video Conferencing Upgrades C&R - Additional Proxy Doors Electrical - Nunn Tower - Generator Replacement Electrical -New Raymer Tower - Generator Replacement Facility - Courthouse: Develop Cabling Routes Facility - Jail Sally Port Door replacement Facility -Roof Safety Anchors & Hatch Cages - Fall Protection Fleet - Convert Washbay to Maintenance Bay Fleet - Generator Health - 10' Concrete Drive Path @ Dacono Health - 2nd Floor reconfiguration & Staff Move Human Service - Building B & SE Proximity Doors HVAC - Centennial - Data Center back up air conditioner HVAC - Jail 1 -West Roof Top Units HVAC - Jail Sally Port HVAC I/O Control Panel Update Justice Services - Alternatives Proxy Door @ Security Roof - Replace Extension Office Security - Burg Alarm Upgrades Security - Cameras (6 Buildings) Security - Centennial Security/Burglar System Security - Courthouse Security/Burglar System Security - Key Watcher (6 Buildings) SO -Crime Lab snorkels SO - Evidence Dry Room - Changes Budget 21,000 21,000 21,000 356,200 10,000 30,000 30,000 25,000 30,000 25,000 45,000 220,000 12,000 20,000 8,000 150,000 420,000 8,000 2,500 110,000 70,000 255,000 30,000 30,000 78,000 100,000 5,900 Sub 2,133,600 30% Contingency (Recent Supply Chain) 647,750 Total 2,781,350 483 FACILITIES SPECIAL PROJECTS, CONTINUED 12023 Projects 35th Tower UPS (2014) AV - Video Conferencing Upgrades AV - Division 7 Sound System Replacement Human Service - Building Cubicles Health - Signage (Interior & Exterior) HVAC - 4-H RTU Design and Upgrade HVAC - AC at IDF at Health Department SO - Evidence retrofit one 50 SF table with stainless steel top HVAC - AC at IDF at Human Service B HVAC - AC at IDF at Southeast HVAC - AC Upgrade at Grover Tower Facility - Missile Site Park Irrigation AV - Division H Sound System Replacement AV - Video Conferencing Upgrades Centennial UPS Replace (2003) HVAC - Law Administration - Boiler HVAC - Law Administration - Roof Top Unit Courthouse Annex - Carpet Courthouse Annex - Teardown/Rebuild Same Furniture for Carpet Courthouse Annex Roof Courts Holding Security Electronic Controls Upgrade DA Restroom Update Fire Alarm Upgrades (6 Buildings) Human Service B - HVAC Control System Update HVAC - Centennial - Data Center replace primary air conditioners HVAC Controls Upgrade - Training Center Jail - Elevator CP08-002964 Modernization Jail UPS Replace (2004) Key Watcher (6 Buildings) Law Administration - Elevator Modernization Lighting Control Upgrades (6 Buildings) Sand Salt Sheds Wainscot- Replaced Rusted Sections Security Cameras (6 Buildings) Law Administration Data Center - UPS Budget 120,000 110,200 21,000 63,000 8,000 300,000 7,000 12,500 5,000 5,000 5,000 50,000 21,000 110,200 120,000 30,000 210,000 72,000 175,000 260,000 75,000 51,000 120,000 65,000 170,000 25,000 150,000 120,000 78,000 150,000 120,000 150,000 255,000 100,000 Total 3,333,900 484 FACILITIES SPECIAL PROJECTS, CONTINUED 12024 Projects AV - Video Conferencing Upgrades Centennial - caulk all brick expansion joints @ windows Centennial - Hot Water Generator Replacement (2each) Justice Services - Alternatives Generator Roof - Replace 1500 2nd Street (Sloped Portion) Plumbing - Fire Suppression Pre -Action Valve - Plaza West Plumbing - Health Building Booster Pump Plumbing - Jail Shower Boxes M,N,O,R,TM,TF&S SO - Create New Jail Breakroom 2nd Floor HVAC - Health VAV replacement HVAC - Plaza West 3rd Floor Condenser Replacement Justice Services - Alternative Programs Client Break Areas Centennial - Isolation Valves Courthouse - Hot Water Generator Courthouse - tuckpoint limestone Extension RTU - Open Area Fire Alarm Upgrades (6 Buildings) Greeley Irrigation Well Pump Health - Elevator Modernization Human Services B Jail 1 -East Roof Top Units Jail 2 -East Drinking Fountain Upgrade Key Watcher (6 Buildings) Law Admin Roof Lighting Control Upgrades (6 Buildings) Lighting Controls - 1150 Paint Exhibition Building (Interior/Exterior) Planning & Health Electrical outlet update Sand/Salt Shed Wainscot Security Cameras (6 Buildings) Southwest Well Pump Jail Data Center - UPS Budget 78,200 80,000 140,000 220,000 66,000 17,000 35,000 30,000 51,000 640,000 320,000 11,500 30,000 80,000 150,000 210,000 120,000 15,000 150,000 150,000 300,000 20,000 78,000 330,000 120,000 25,000 250,000 80,000 90,000 255,000 15,000 100,000 Total 4,256,700 485 FACILITIES SPECIAL PROJECTS, CONTINUED 12025 Projects Jail 1 -West Roof Top Units Courthouse - Carpet Justice Services - Community Corrections Generator Justice Services - Additional Cameras Courthouse - Teardown/Rebuild Furniture for Carpet Roof Access Safety Barriers (12 Bldgs @ $24K) Panic Button upgrade 1401 roof Centennial - 1st Floor Carpet Centennial - 1st Floor Teardown/Rebuild Furniture for Carpet Centennial - 2nd Floor Carpet (DA & Judicial) Centennial - 2nd Floor Teardown/DA new furniture after Carpet Centennial - DA Ceiling Grid Centennial - DA Lighting upgrade Centennial - DA Paint Human Services B - Roof Burglar Alarm System Upgrade Security Cameras (6 Buildings) Fire Alarm Upgrades (6 Buildings) Lighting Control Upgrades (6 Buildings) Key Watcher (6 Buildings) Centennial Data Center - UPS Budget 280,000 170,000 220,000 20,000 45,000 288,000 60,000 240,000 145,000 236,000 120,000 343,000 95,000 120,000 80,000 410,000 100,000 255,000 120,000 120,000 78,000 100,000 Total 3,645,000 12026 Projects CHAN Roof Security Cameras (6 Buildings) Fire Alarm Upgrades (6 Buildings) Lighting Control Upgrades (6 Buildings) Key Watcher (6 Buildings) 4H Roof Replace Planning & Health VAV replacement Missile Site Sliding Door Repairs LaSalle Tower - Generator Replacement Grover Tower - Generator Replacement Human Services B - Replace RTUs Southeast Boiler Replace Southwest Boiler Replace Jail - Elevator CP-08-002955 Modernization Jail - Elevator CP08-002954 Modernization Jail - Elevator CP08-002965 Modernization Budget 80,000 255,000 120,000 120,000 78,000 200,000 600,000 12,000 30,000 30,000 310,000 140,000 140,000 150,000 150,000 150,000 Total 2,565,000 486 FACILITIES SPECIAL PROJECTS, CONTINUED 1>2027 Centennial Switch Gear Centennial Room Remodel for Switch Gear Parking lot Asphalt (Define list) Jail - Elevator CP08-002957 Modernization Jail - Elevator CP08-002956Modernization Alternative Programs Elevator Modernization 400,000 200,000 150,000 150,000 150,000 487 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. 488 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 $239,000 in the General Fund from property taxes. Impact on Operational Costs: No new operational costs are anticipated. 490 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. 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. 491 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 charging 40% of costs in 2020 to fire agencies. Law agencies will pay 25% in 2020, 32.5% in 2021 and 40% thereafter. 492 Public Safety Communications Infrastructure 10 YR 2022-2032 Capital Plan Site Equipment Name Year Purchased 2022 2023 EOL Replacement EOL Replacement 59,343 5181,239 TDMA Migration TDMA Migration 53,000,000 New Site Briggsdale AT&T Site Dispatch - Back -Up Center Building Expansion 4,000 SF 51,000,000 Spillman CAD CAD (2) PSIT CentralSquare Software/Hardware $441,800 $135,000 911 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 Facility Remodel for additional 8 consoles Back-up Site Site $500,000 NICE- Recording Inform Software Platform $50,000 PC Replacement - Backup enter $15,000 PC Replacement - Prime $15,000 Recorder - Backup Center - Analog Recorder Recorder - Backup Center - Digital (Radio) Recorder - Prime - Analog $140,000 Recorder - Prime - Digital (Radio) G PS - Responder Location Responder Location (1500 users) TOTAL CAPITAL PER YEAR $1,776,143 $4,081,239 $22,690,596.00 GRAND TOTAL OVER 10YRS Capital Required $ 1,776,143 $ 4,081,239 E911 Revenue $ 1,850,000 $ 1.3900,000 Depreciation $ - $ - Annual Difference $ 73,857 $ (2,181,239) Beginning Fund Blance $ 3,047,500 $ 3,121,357 Annual Difference $ 73,857 $ (2,1.813239) Ending Fund Balance $ 3,121,357 $ 940,118 Page 1of2 493 8/13/2021 Public Safety Communications Infrastructure 10 YR 2022-2032 Capital Plan 2024 2025 2026 2027 2028 2029 2030 2031 2032 S932,000 S21,500 S452,125 S3,007,850 S1,291,000 S108,500 S5,388,239 S150,000 S152,000 S750,000 $ 780,000 $ 340,000 $700,000 $120,000 $120,000 $250,000 $250,000 $250,000 $250,000 $450,000 $20,000 $50,000 $50,000 $15,000 $15,000 $140,000 $140,000 $140,000 $ 500,000 $2,872,000 $1,361,500 $502,125 $3,412,850 $1,426,000 $618,500 $5,388,239 $1,100,000 $152,000 $ 2,872,000 $ 1,361,500 $ 502,125 $ 3,412,850 $ 1,426,000 $ 618,500 $ 5,388,239 $ 1,100,000 $ 152,000 $ 1,950,000 $ 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 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ (922,000) $ 638,500 $ 1,547,875 $ (1,312,850) $ 724,000 $ 1,581,500 $ (3,138,239) $ 1,200,000 $ 2,198,000 $ 940,118 $ 18,118 $ 656,618 $ 2,204,493 $ 891,643 $ 1,615,643 $ 3,197,143 $ 58,904 $ 1,258,904 $ (922,000) $ 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 $ 3,456,904 Paget oft 494 8/13/2021 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 $12,233,872 in 2022, with $5,088,250 budgeted for new capital equipment. Depreciation is $5,539,335 for new equipment purchases, plus sale of surplus items of $479,600. 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 2022, 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 $4,325,000 in 2022, with a property tax levy of $4,000,000. 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 $1,607,107 in Weld County. Funding is at current level and reflects no capital upgrades in 2022. 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. 495 REGIONAL CRIME LAB SUMMARY OF REVENUES 2022 Fund Org Acct CHARGE FOR SERVICES 5200 27100 4410 CHARGE FOR SERVICES TOTAL REGIONAL CRIME LAB Account Title 2021 Budget 2022 2022 Request Recommend 2022 Final 310,000 310,000 310,000 310,000 310,000 310,000 310,000 310,000 496 REGIONAL CRIME LAB SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 Budget 2422 Request 2022 Recommend 2422 Final 5200 27100 CRIME LAB - JOINT OPS TOTAL REGIONAL CRIME LAB 310,000 310,000 310,000 310,000 310,000 314,444 310,000 314,444 497 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 BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 32,593 0 0 0 Purchased Services 146,334 147,000 155,900 155,900 Fixed Charges 96,150 163,000 154,100 154,100 Capital 0 0 0 0 Gross County Cost $ 275,077 $ 310,000 $ 310,000 $ 310,000 Revenue 275,077 310,000 310,000 310,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Purchased Services total $155,900 which includes electricity ($54,000), water ($6,500), gas ($15,000), phones ($30,000), trash ($700), professional services ($1,700), and repair and maintenance ($48,000). Fixed costs are $154,100 for depreciation ($96,105), and indirect costs ($57,995). The total expenditure budget is $310,000 with $310,000 in revenue from charges paid by the five member jurisdictions per an MOU in the amount of $62,000 each. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 498 FLEET SERVICES SUMMARY OF REVENUES 2022 Fund Org Acct Account Title 2021 2022 2022 2022 Budget Request Recommend Final 6000 96300 4410 CHARGE FOR SERVICES 6000 96300 4680 OTHER 6000 17550 4810 GAIN LOSS ON SALE TOTAL MISCELLANEOUS TOTAL FLEET SERVICES 7,091,707 6,694,537 6,694,537 6,694,537 4,963,002 5,539,335 5,539,335 5,539,335 580,100 479,600 479,600 479,600 5,543,102 6,018,935 6,018,935 6,018,935 12,634,809 12,713,472 12,713,472 12,713,472 499 FLEET SERVICES SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 Budget 6,462,600 12,054,709 18,517,309 2422 2022 Request Recommend 5,088,250 5,088,250 12,233,872 12,233,872 17,322,122 17,322,122 17,322,122 2422 Final 6000 17550 VEHICLE REPLACEMENT 6000 96300 COUNTY SHOP TOTAL FLEET SERVICES 5,088,250 12,233,872 500 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - FLEET SERVICES BUDGET UNIT TITLE AND NUMBER: Fleet Services Administration - - 6000-96300 DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. All fleet maintenance is included in this budget unit. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,490,521 $ 1,665,159 $ 1,783,212 $ 1,783,212 Supplies 3,612,627 4,245,000 3,655,049 3,655,049 Purchased Services 520,563 702,450 714,090 714,090 Fixed Charges 5,609,144 5,242,100 5,881,521 5,881, 521 Capital 59,250 200,000 200,000 200,000 Gross County Cost $ 11,292,105 $ 12,054,709 $ 12,233,872 $ 12,233,872 Revenue 10,750,651 12,054,709 12,233,872 12,233,872 Net County Cost $ 541,454 $ 0 $ 0 $ 0 Budgeted Positions 18 19 19 19 SUMMARY OF CHANGES: In June 2021, the BOCC approved a mid -year restructuring of staffing at a cost of $34,298, plus $83,755 for the 4% cost of living and step increase for 2022. Supplies was decreased by $590,000 primarily due to cost of goods sold for fuel prices dropping in 2020. Purchased Services is increasing by $11,640 to cover the fuel, repairs, depreciation and phone costs for the increased Fleet Service truck purchased and position approved in 2021. Fixed charges increased $639,421 primarily for depreciation ($576,333) and overhead cost of $63,088. Revenue totals $12,233,872 with depreciation being $5,539,335, and charge for service of $6,694,537. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 501 FLEET SERVICES ADMINISTRATION (CONTINUED) 6000-96300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of work orders issued 6,756 Number of service/maintenance orders per technician Efficiency Measures FTE's per 10,000/capita Work orders issued per FTE 7,000 7,300 520 538 562 .542 .561 375 368 .549 384 Goal ES20: To provide quality, sufficient, and well -maintained county vehicles to county departments. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED ES20-1: Safe vehicles ready to meet county needs 90% of department users satisfied with the quality and safety of vehicles and equipment provided by Fleet Services 92% 90% 90% ES20-2: Effective, reliable, and timely repairs 90% of internal customers satisfied with repair times, quality of work performed and reliability 80% 85% 85% ES20-3: Cost effective vehicles Cost (acquisition, operating, resale value and total cost of ownership) within prescribed industry standards 95% 90% 90% ES20-4: Fuel- efficient/ environmentally friendly vehicles 90% of internal customers satisfied with county vehicle 89% 90% 90% 502 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 CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Capital 5,267,850 6,462,600 5,088,250 5,088,250 Gross County Cost $ 5,267,850 $ 6,462,600 $ 5,088,250 $ 5,088,250 Revenue 677,733 580,100 479,600 479,600 Net County Cost $ 4,590,117 $ 5,882,500 $ 4,608,650 $ 4,608,650 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: Approved as recommended. 503 IGA EQUIPMENT Request Recommend Approved Sheriff: 1/2 ton 4 -door pickup Pursuite rated 1 57,000 57,000 57,000 Full-size SUV 4x4 pursuite rated(rear AC) 3 175,500 175,500 175,500 Full-size SUV 4x4 pursuite rated 5 285,000 285,000 285,000 Mid -size Cargo van 3 108,000 108,000 108,000 Facilities mid -size 4xe ext cab mid -size SUV mid -size tractor Bobcat UTV Print Shop Van Planning 1/2 ton ext cab 4x4 Public Health 1/2 ton ext cab 4x4 Fork Lift Engineering 1/2 ton ext cab 4x4 Weed and Pest 1/2 ton reg cab 4x4 short box Public Works See Basic List Total 1 35,000 35,000 35,000 2 50,000 50,000 50,000 1 31,000 31,000 31,000 1 17,000 17,000 17,000 1 30,000 30,000 30,000 2 70,000 70,000 70,000 1 35,000 35,000 35,000 1 15,000 15,000 15,000 1 35,000 35,000 35,000 1 30,000 30,000 30,000 4,114,750 4,114,750 4,114,750 $5,088,250 $5,088,250 $5,088,250 504 2022 EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT Division City Description (Shaded items reflect outgoing equip) Estimated Purchase Price Est. Auction Value Addition To Fleet Trucking Gravel Road Road & Bridge Construction Maint-Supt Mining Pavement Management 10 Belly Dump Trailers $460,000 15610028/2006 CTS Belly Dump Trailer 15610030/2007 CTS Belly Dump Trailer 15610034/2007 CTS Belly Dump Trailer 15610036/2007 CTS Belly Dump Trailer 15610037/2007 CTS Belly Dump Trailer 15610038/2007 CTS Belly Dump Trailer 15610040/2007 CTS Belly Dump Trailer 15610043/2007 CTS Belly Dump Trailer 15610045/2007 CTS Belly Dump Trailer 15610048/2007 CTS Belly Dump Trailer $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 1 3/4 -Ton Ext Cab, 4X4, Standard Long Box Pickup 1 One -Ton Ext Cab, 4X4, Standard Long Pickup Irv/Utility Box 1 gooseneck lowby trailer 15660008 Gooseneck lowboy trailer I One -Ton Ext Cab, 4X4, Single Axle,Standard Long Box Picku 15230073/2012 Ford F-250 15230064/2011 Ford F-250 $ 50,000 $58,000 $170,000 $45,000 $8,000 $8,000 $20,000 15230061/2010 Ford Pickup $6,000 2 Water Tankers (7,500 Gallons) $280,000 15650010/2006 Polar Water Trailer 15650013/2011 Polar Water Trailer $12,000 $12,000 1 Steel Wheel Vibratory Roller, 20 Ton $190,000 16010035/2014 Bomag Roller $12,000 3 Motor Graders 15820144/2009 Caterpillar Motor Grader 15820145/2009 Caterpillar Motor Grader 15820147/2010 Caterpillar Motor Grader 1 1/2 -Ton Ext Cab, 4X4, Standard Short Box Pickup I Rubber Tired Backhoe $930,000 $40,000 $130,000 $55,000 $55,000 $55,000 YES 15840016/2005 Caterpillar Backhoe $27,900 1 Skid Steer Stump Grinder w/Bucket/Forks $85,000 15830026/2008 New Holland Skid Loader $12,700 4 2 -Ton Ext Cab, 4X4 Trucks w/Utility Box $280,000 15420086/2008 Ford F550 15420080/2008 Ford F550 15420081/2008 Ford F550 15430019/2010 Ford F550 $8,000 $8,000 $8,000 $8,000 1 Tilt Deck Trailer 15640009/1993 Towmaster Trailer 1 One -Ton Truck w/Flatbed, Extend Cab, 4X4 $70,000 $70,000 $500 15420101/2016 Dodge D-5500 Truck (repurpose for Pvmt-Mgmt needed additio $0 1 One -Ton Single Rear Wheel Truck w/ Utility Box,Crew Cab, 4 15230077/2014 Ford F-250 Pickup 1 Front End Wheel Loader 15830023/2002 Volvo Loader (keep as fleet rental) I Skid Steer Loader 15830044/2016 Volvo Loader 1 2 -Ton Crew Cab, 4X4 Truck w/Flatbed 1 Track Skid Steer $70,000 $10,000 $530,000 $0 $72,000 $70,000 $105,000 $20,000 YES 16610005/2007 Kubota Tractor w/broom & snowblower $ 7,000 1 40" Cold Mill/Planer Attachment $35,000 18001040/2007 Snow King Snow Blower $1,000 '1 2 -Ton Crew Cab, 4X4 Truck w/Service Body w/welder space $70,000 15420085/2008 Ford F550 $8,000 1 Chip Distributor Truck Sub -Total $304,750 $4,114,750 $3,652,650 $462,100 YES GRAND TOTAL PRICE LESS ESTIMATED TRADE 2000 FUND 505 2022 EQUIPMENT REPLACEMENT F C R PUBLIC WORKS DEPT Division Description (Shaded items reflect outgoing equip) Qty Estimated Est. Purchase Auction Addition Price Value To Fleet **********************************************************************************************************************************************************-4 Engineering Weeds 1 1/2 -Ton Ext Cab, 4X4, Standard Short Box Pickup $35,000 1 SUV, 4X4, 4 -Door $48,000 15250018/2005 Ford Escape $ 5,000 1 1/2 -Ton Pickup, Regular Cab, 4X4, Short Box $30,000 15220168/2011 Ford F-150 $5,000 15220147/2007 Ford Ranger $7,500 Sub -Total $113,000 $17,500 GRAND TOTAL PRICE LESS ESTIMATED TRADE 1000 FUND $95,500 Subtotal $3,748,150 CMAQ Grant Funds 0 Weld County Match 0 Insurance for wrecked trucks 0 GRAND TOTAL PRICE LESS GRANT FUNDS AND EST. AUCTION $3,748,150 506 HEALTH INSURANCE SUMMARY OF REVENUES 2022 Fund Org Acct Account Title 2021 2022 2022 Budget Request Recommend 2022 Final 6200 93400 4690 6200 93100 46902 MISCELLANEOUS DONATIONS EMPLOYEE CONTRIBUTIONS TOTAL HEALTH INSURANCE 281,700 227,500 20,913,468 21,454,584 21,195,168 21,682,084 227,500 21,454,584 21,682,084 21,682,084 227,500 21,454,584 507 HEALTH INSURANCE SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 Budget 22,460,895 1,355,800 23,816,695 2422 2022 Request Recommend 22,460,895 22,460,895 22,460,895 1,408,900 1,408,900 1,408,900 23,869,795 23,869,795 23,869,795 2422 Final 6200 93100 HEALTH INSURANCE 6200 93400 DENTALNISION TOTAL HEALTH INSURANCE 508 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - HEALTH INSURANCE BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - - 6200-93100/93400 DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self - insured health program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Supplies $ 16,560 $ 22,000 $ 23,000 $ 23,000 Purchased Services 1,055,999 1,032,100 1,138,400 1,138,400 Fixed Charges 21,440,862 22,762,595 22,708,395 22,708,395 Gross County Cost $ 22,513,421 $ 23,816,695 $ 23,869,795 $ 23,869,795 Revenue 21,276,052 21,195,168 21,682,084 21,682,084 Net County Cost $ 1,237,369 $ 2,621,527 $ 2,187,711 $ 2,187,711 SUMMARY OF CHANGES: The budget reflects the cost of self -insuring the dental and vision reimbursement plan ($227,500), Wellness Program and administration costs ($391,000), and the on -site county clinic ($766,300). In addition, the budget, in 2005, started to include the partially self -insured health program offered to county employees through CIGNA. For 2019, the county solicited bids from all the large insurers operating in Colorado. As a result, the successful bidder was Aetna, which will offer the same coverage with a similar broad network of health providers at 15% less. In 2022, the program will once again not have a premium increase. The partially self - insured health program is funded at the level of $22,460,895 in 2022. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Weld County will utilize Aetna, with a hybrid universal health PPO/HMO plan as the health insurance provider in 2022, plus offer a high deductible health plan with a health reimbursement account option through Aetna. Rates for 2022 will remain the same as the 2021 rates for both the employees and Weld County. 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 $766,300 in 2022 with primary care being provided for employees. It is anticipated that there will be a savings to the insurance plan of over $1,700,000, with a return on investment of over 2 to 1. All these efforts have contributed towards our 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 are 11.8% lower in 2022 than they were eight years ago. 509 IGS - HEALTH INSURANCE (CONTINUED) 6200-93100/93400 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): In 2022, 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 2022 program is calculated with current participation as follows: Single Coverage: 630 Dependent Coverage: 803 FIXED COSTS: Health Insurance On -site Clinic Ad m in istration/Wellness/EAP Costs Fixed Costs: $ 1,646,809 766,300 415,100 $ 2,828,209 LOSS FUND: Medical $20,814,086 Dental 117,500 Vision 110,000 Loss Fund Costs $21,041,586 GRAND TOTAL - COSTS $23,869,795 REVENUE: Health Premiums Dental/Vision TOTAL REVENUE USE OF RESERVE $21,454,584 227,500 $21,682,084 $2,187,711 BOARD ACTION: Final health loss funding and administrative costs require the use of $2,187,711 from the accumulated reserve for 2022. Approved as recommended. PERFORMANCE MEASURES Work Outputs Single coverage Family coverage ACTUAL ESTIMATED PROJECTED 585 637 630 726 779 803 510 INSURANCE SUMMARY OF REVENUES 2022 Fund Org Acct Account Title TAXES 6300 93300 4112 CURRENT PROPERTY TAXES 2021 2022 2022 2022 Budget Request Recommend Final CHARGE FOR SERVICES 6300 93200 4410 CHARGE FOR SERVICES MISCELLANEOUS 6300 93300 4610 EARNINGS ON INVESTMENTS 6300 93300 4820 COMPENSATION FOR LOSSES TOTAL MISCELLANEOUS TOTAL INSURANCE 3,500,000 4,000,000 4,000,000 4,000,000 135,000 150,000 150,000 150,000 78,675 50,000 50,000 50,000 125,000 125,000 125,000 125,000 203,675 175,000 175,000 175,000 3,838,675 4,325,000 4,325,000 4,325,000 511 INSURANCE SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 Budget 2422 2022 Request Recommend 2422 Final 6300 93200 WORKERS COMPENSATION 6300 93300 LIABILITY TOTAL INSURANCE 2,055,175 1,783,500 3,838,675 2,254,500 2,254,500 2,254,500 2,070,500 2,070,500 2,070,500 4,325,444 4,325,000 4,325,444 512 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - INSURANCE BUDGET UNIT TITLE AND NUMBER: Insurance Fund - - 6300-93200/93300 DEPARTMENT DESCRIPTION: Central fund to provide county -wide insurance coverage. This fund is administered by Finance and Administration unit in the General Fund. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 3,500 3,500 3,500 Purchased Services 45,768 44,525 44,500 44,500 Fixed Charges 3,731,689 3,790,650 4,277,000 4,277,000 Gross County Cost $ 3,777,457 $ 3,838,675 $ 4,325,000 $ 4,325,000 Revenue /Fund Bal. 391,640 338,675 325,000 325,000 Net County Cost $ 3,385,817 $ 3,500,000 $ 4,000,000 $ 4,000,000 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 $1,160,000. Effective January 1, 1992, Weld County became self -insured for workers' compensation. Workers' Compensation includes excess insurance and bonds costing $260,000, claims administration costs of $44,500, and a loss fund of $1,950,000. A loss fund for all other insurance coverage is budgeted at $907,000. Unemployment insurance is being charged directly to departments. The program is supported by property tax ($4,000,000), charges for service ($150,000), interest ($50,000), and compensation for losses ($125,000). No fund balance reserves are anticipated to be needed to support the loss fund in 2022. Property tax has been increased by $500,000 to $4,000,000. Claim costs for workers' compensation have remained high due to rising healthcare costs. 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. BOARD ACTION: Approved as recommended. 513 INSURANCE FUND (CONTINUED) 6300-93200/93300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of training sessions 36 36 36 Dollar amount workers' compensation claims Dollar amount of prop/casualty claims paid $929,235 $800,000 $907,000 Efficiency Measures FTE'S per 10,000/capita 0.060 0.059 0.058 Per capita cost (county support) $10.20 $10.34 $11.56 $1,549,142 $1,800,000 $1,950,000 514 TELECOM SERVICES SUMMARY OF REVENUES 2022 Fund Org Acct Account Title 2021 Budget 2022 2022 Request Recommend 2022 Final 6400 17400 4410 CHARGE FOR SERVICES CHARGE FOR SERVICES TOTAL TELECOM SERVICES 1,399,969 1,399,969 1,607,107 1,607,107 1,607,107 1,607,107 1,607,107 1,607,107 515 TELECOM SERVICES SUMMARY OF EXPENDITURES 2022 Fund Org Expenditure Function 2021 Budget 6400 17400 PHONE SERVICES 1,399,969 TOTAL TELECOM SERVICES 1,399,969 2422 2022 Request Recommend 1,607,107 1,607,107 1,647,147 1,607,107 2422 Final 1,607,107 1,647,147 516 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - INFORMATION TECHNOLOGY BUDGET UNIT TITLE AND NUMBER: Telecom Services - - 6400-17400 DEPARTMENT DESCRIPTION: Provide telecom services to Weld County offices and departments. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 215,992 $ 217,074 $ 223,507 $ 223,507 Supplies 29,409 159,500 176,000 176,000 Purchased Services 1,135,987 842,660 940,820 940,820 Fixed Charges 184,253 180,735 266,780 266,780 Capital 0 0 0 0 Gross County Cost $ 1,565,641 $ 1,399,969 $ 1,607,107 $ 1,607,107 Revenue 1,572,246 1,399,969 1,607,107 1,607,107 Net County Cost $ -6,605 $ 0 $ 0 $ 0 Budgeted Positions 3 2 2 2 SUMMARY OF CHANGES: Personnel Services are up $6,433 with step increases and projected cost of living. Supplies are up $16,500 primarily due to the maintenance contract costs for the VoIP system. Phone costs are up $101,160 due to the remote connection to grader sheds and growth in utilization with additional employees. Depreciation is $92,275 with the new VoIP system. Indirect costs are budgeted at $174,505, up $86,045. Overall, the budget is up $207,138. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. New telecom rates for telecom users were implemented January 1, 2019, to better reflect and recover costs of utilization of telecom resources in the county. Rates will remain the same for 2022. BOARD ACTION: Approved as recommended. 517 TELECOM SERVICES (CONTINUED) 6400-17400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Incoming calls Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) Annual cost per call 6,000,000 0.090 $4.72 $0.215 6,250, 000 6,500,000 0.059 $4.14 $0.227 0.058 $4.64 $0.247 Goal ES21: Capitalize on phone technology to improve service, increase efficiency, and provide greater telecom access and exchange. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED ES21-1: User friendly phone services Percent of users (residents, visitors, employees, etc.) satisfied with telecom access to services and information 99% 99% 99% 518 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 BUDGETED CURRENT FY REQUESTED NEXT FY FINAL 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. 519 520 GLOSSARY ACCOUNTING PROCEDURES ACCRUAL BASIS ACCRUED EXPENSES ACTIVITY All processes which discover, record, classify, and summarize financial information to produce financial reports and to provide internal control. The basis of accounting under which transactions are recognized when they occur, regardless of the timing of related cash flows. Expenses incurred but not due until a later date. 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. 521 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. 522 BUDGET DOCUMENT BUDGET MESSAGE BUDGETARY ACCOUNTS BUDGETARY COMPARISONS BUDGETARY CONTROL BUDGETARY EXPENDITURES BUDGETED FUNDS CALLABLE BONDS CAPITAL BUDGET 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. 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. 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. 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. 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. 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. Bonds which are redeemable by the issuer prior to the maturity date at a specified price at or above par. A plan of proposed capital outlays and the means of financing them. 523 CAPITAL OUTLAY CAPITAL PROGRAM CAPITAL PROJECTS FUND CAPITAL RESOURCES CERTIFICATES OF PARTICIPATION (COP) CONSERVATION TRUST CONTINGENCY ACCOUNT CONTINUING APPROPRIATION COST ALLOCATION PLAN DEFAULT DEFICIT 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. 524 DEPRECIATION (1) Expiration in the service life of fixed assets, other than wasting assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, and obsolescence. (2) The portion of the cost of a fixed asset other than a wasting asset which is charged as an expense during a particular period. In accounting for depreciation, the cost of a fixed asset, less any salvage value, is prorated over the estimated service life of such an asset, and each period is charged with a portion of such cost. Through this process, the entire cost of the asset is ultimately charged off as an expense. DIRECT COSTS Costs that have a clearly identifiable beneficial or causal relationship to the services performed. DURATION The weighted maturity of a fixed -income investment's cash flows, used in the estimation of the price sensitivity of fixed -income securities for a given change in interest rates. ENCUMBRANCES Obligations in the form of purchase orders, contracts, or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when paid or when an actual liability is set up. ENTERPRISE FUND A fund established to finance and account for the acquisition, operation, and maintenance of governmental facilities and services which are entirely or predominantly self-supporting by user charges. The Crime Lab operates as an Enterprise Fund. ESTIMATED REVENUE The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by the Board. EXPENDITURES FISCAL PERIOD FISCAL YEAR FIXED ASSETS 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. 525 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. 526 INDETERMINATE APPROPRIATION INDIRECT COSTS INTERFUND TRANSFER INTERGOVERNMENTAL REVENUE INTERNAL SERVICE FUND LEAN LINE -ITEM BUDGET MANDATE MATURITY MILL LEVY (TAX RATE) An appropriation which is not limited either to any definite period of time or to any definite amount. A distinction must be made between an indeterminate appropriation and a continuing appropriation. In the first place, whereas a continuing appropriation is indefinite only as to time, an indeterminate appropriation is indefinite as to both time and amount. In the second place, even indeterminate appropriations which are indefinite only as to time are to be distinguished from continuing appropriations in that such indeterminate appropriations may eventually lapse. For example, an appropriation to construct a building may be made to continue in effect until the building is constructed. Once the building is completed, however, the unexpended balance of the appropriation lapses. A continuing appropriation, on the other hand, may continue forever; it can only be abolished by specific action of the legislative body. Costs associated with, but not directly attributable to, the providing of a product or service. These costs are usually incurred by other departments in the support of operating departments. Amounts transferred from one fund to another. Revenue received from another government for a specified purpose. In Weld County, these are funds from municipalities, the State of Colorado, and the Federal Government. Funds used to account for the financing of goods or services provided by one department to another department on a cost reimbursement basis, for example, the Phone Services Fund. Lean government refers to the application of lean production (also known as "Lean") principles and methods to both identify and then implement the most efficient, value added way to provide government services. A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately, along with the dollar amount budgeted for each specified category. Any responsibility, action or procedure that is imposed by one sphere of government on another through constitutional, legislative, administrative, executive, or judicial action as a direct order or that is required as a condition of aid. The date when the principal amount of a security is payable. Rate applied to assessed valuation to determine property taxes. A mill is 1/10th of a penny or $1.00 of tax for each $1,000 of assessed valuation. 527 MODIFIED ACCRUAL BASIS NET BUDGET NON -DEPARTMENTAL OBJECT OPERATING BUDGET The accrual basis of accounting adapted to the governmental fund type Spending Measurement Focus. Under it, revenues are recognized when they become both "measurable" and "available to finance expenditures of the current period". Expenditures are recognized when the related fund liability is incurred except for: (1) inventories of materials and supplies which may be considered expenditures either when purchased or when used; (2) prepaid insurance and similar items which need not be reported; (3) accumulated unpaid vacation, sick pay, and other employee benefit amounts which need not be recognized in the current period, but for which larger -than -normal accumulations must be disclosed in the notes to the financial statements; (4) interest on special assessment indebtedness which may be recorded when due rather than accrued, if approximately offset by interest earnings on special assessment levies; and (5) principal and interest on long-term debt which are generally recognized when due. All governmental funds and Expendable Trust Funds are accounted for using the modified accrual basis of accounting. The net budget eliminates double counting in the budget, such as fund transfers, and thus represents the true level of programmed spending in the budget. A category established to account for expenses not associated with any specific department, but all departments or many, within a fund. As used in expenditure classification, this term applies to the article purchased or the service obtained (as distinguished from the results obtained from expenditures). Examples are personal services, contractual services, materials, and supplies. Plans of current expenditures and the proposed means of financing them. The annual operating budget (or, in the case of some state governments, the biennial operating budget) is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is usually required by law. Even where not required by law, however, annual operating budgets are essential to sound financial management and should be adopted by every government. OPERATING EXPENSES Proprietary fund expenses which are directly related to the fund's primary service activities. 528 OPERATING GRANTS Grants which are restricted by the grantor to operating purposes or which may be used for either capital or operating purposes at the discretion of the grantee. OPERATING INCOME The excess of proprietary fund operating revenues over operating expenses. OPERATING TRANSFER Routine and/or recurring transfers of assets between funds. ORGANIZATIONAL UNIT A responsibility center within a government. ORGANIZATION UNIT CLASSIFICATION Expenditure classification according to responsibility centers within a government's organization structure. Classification of expenditures by organization unit is essential to fixing stewardship responsibility for individual government resources. OVERHEAD PROGRAM PROGRAM BUDGET PROPRIETARY FUND RATINGS RECIDIVISM REGISTERED BOND Those elements of cost necessary in the production of an article or the performance of a service which are of such a nature that the amount applicable to the product or service cannot be determined accurately or readily. Usually they relate to those objects of expenditure which do not become an integral part of the finished product or service such as rent, heat, light, supplies, management, supervision, etc. An organized set of related work activities which are directed toward a common purpose or goal and represent a well defined expenditure of county resources. A budget wherein expenditures are based primarily on programs of work and secondarily on character and object class. A program budget is a transitional type of budget between the traditional character and object class budget, on the one hand, and the performance budget, on the other. A fund used to account for business -type activities in government. The activities are usually financed with user fees that are directly related to the services received. There are two types of proprietary funds - enterprise and internal service funds. Designations used by credit rating agencies to give relative indications of credit quality. A relapse into criminal habits after punishment. A bond whose owner is registered with the issuer or its agent. Transfer of ownership can only be accomplished when the securities are properly endorsed by the registered owner. 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 529 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. 530 TABOR (TAXPAYERS BILL OF RIGHTS) TABOR RESERVE TAXES 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. TAX LEVY The total amount to be raised by general property taxes. TAX RATE TAX RATE LIMIT 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. TAX ROLL The official list showing the amount of taxes levied against each taxpayer or property. Frequently, the tax roll and the assessment roll are combined, but even in these cases the two can be distinguished. TRADITIONAL BUDGET A term sometimes applied to the budget of a government wherein expenditures are based entirely or primarily on objects of expenditure. UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity such as a city or some towns. WELL PROGRAM Wellness health program provided as a fringe benefit to employees. WORKLOAD MEASURES Specific quantitative and qualitative measures of work performed as an objective of the department. 531 WORK PROGRAM WORK UNIT YIELD NOTE: 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. 532 ACRONYMS AAA ADCOM ARA CAFR CAPP CARES CCI CDBG CDHS CDOT CIP COPS UHS COLA COVID CMAQ CPI C.R.S. CSBG DA DHS DOC DOLA DUI EDAP EOC ERA Area Agency on Aging Adams County Communications American Recovery Act Comprehensive Annual Financial Report 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 Emergency Rent Assistance 533 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 PERA PPACA 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 Colorado Public Employees' Retirement Association Patient Protection and Affordable Care Act (Obamacare) 534 PPO ROW SH TABOR TANF UNC URA VALE VW WCR WCRCC Preferred Provider Organization Right -of way Abbreviation for State Highway Taxpayers Bill of Rights Temporary Assistance to Needy Families University of Northern Colorado Urban Renewal Authority Victim Assistance Law Enforcement Victim Witness Weld County Road Weld County Regional Communications Center 536 • EC0L0RAD0 WELD COUNTY, COLORADO Economic and Demographic Profile i%'c' 1 i rcjtn d Pf‘._. ti Fr,ir b:;] li•�to NorM t C'DoracJ In n I Ci"1"*-71rP% ['UPI/12[31T ark At a Glance f°14 nath 5grerance Pawnee National Grassland Greeley-+''eld. County Airport ersey 'ohntowrfvansLa Sal e Glicrest fo Lupton ochbuie ■ Keenesburg Hudson 32 331,895 $50,19$ $74,150 2019 Per Household Capita Income Income Pawnee National Grassland 170,001 7.2% 34.8 Population Labor Force Unemployment Median Age (Total) Rate 88% High School Diploma+ IFF $55,432 $15.3 B Greeley Annual GRP (Total) County Seat Average Wage 537 Lea ti �4 7:" , ,r‘ WELD COUNTY, COLORADO 2021 Demographics Weld County Population: 331/895 Population Over Time Number 2020 331,895 2010 25 4, 230 2010 to 2020 Change 33.5% Components of Change 2020 Net Migration 5,845 Natural (Births - Deaths) 2,287 Source: Colorado State Demography Office 2019 Population by Age 0-14 years 21.7% 15-29 years 20.8% 30-44 years 21.8% 45-59 years 17.8% 60-74 years 13.3% 75+ years 4.6% Median Age: 34.5 Source: U.S. Census Bureau, Population Estimates Program Not Hispanic or Latino 70.0% White Alone 64.9% Black Alone 1.2% American Native Alone Indian & Alaska 0.6% Asian Alone 1.7% Native Pacific Hawaiian/Other Island Alone 0.1 Hispanic or Latino (Any Race) 30.0% Source: US. Census Bureau. Population Estimates Program Note: Percentage may not add due to rounding 2019 Educational Attainment HS Diploma + 88.1 Bachelor's Degree + 27.5% Source: US. Census Bureau, American Community Survey Per Capita Personal and Household Income PC Personal Income $5Q,198 Median HH Income $74,150 2019 Population, Households Municipality & 2021 Sales Tax Rate by Population Households Sales Tax Weld County 323,763 116,710 N/A Ault 1,843 703 3% Berthoud (MCP) 215 64 4% Brighton (MCP) 454 146 3.75% Dacono 5,928 2,091 3% Eaton 5,707 2,091 3% Erie (MCP) 15,307 5,465 3.5% Evans 21,140 7,262 4.5% Firestone 15,639 5,079 3.6% Fort Lupton 8,312 2,689 4% Frederick 13,943 4,645 3.5% Garden City 248 128 3% Gilcrest 1,101 347 4 Greeley 108,633 40,325 4.11% Grover 149 92 0 Hudson 1,891 668 4% Johnstown (MCP) 12,743 4,213 3.5 Keenesburg 1,237 479 3% Kersey 1,637 563 3.6% La Salle 2,337 840 3.5% Lochbuie (MCP) 7,218 2,534 4 Longmont (MCP) 676 489 3.53% Mead 4,677 1,572 2% Milliken 8,113 2,694 2.5% Northglenn (MCP) 13 11 4% Nunn 468 209 2. Pierce 1,153 439 2% Platteville 3,010 1,069 3% Raymer 107 58 0% Severance 6,235 2,154 3% Windsor (MCP) 23,083 8,580 3.95% Unincorporated Area 50,533 19,006 0% Source: Colorado State Demography Office Note: MCP indicates multi -county place. Figures reported are the portions of total population/households in Weld County. The City of Thornton and Town of Timnath are additional Weld County communities. Source: US. Census Bureau, American Community Survey G� ciitrfI.LcJ L III '2 UP :1yt.tI WELD COUNTY, COLORADO 2021 Demographics Climate The area offers a dry, sunny climate with low humidity and four seasons, Rainfall (inches) 14.8 38.1 Snowfall (inches) 39.5 27.8 Precipitation Days 76.6 106.2 Sunny Days 244 205 Elevation (feet) 4,675 2,443 Source: Sperling 's Best Places Location and Transportation Weld US Avg. Temp July High 90.2 85.8 Avg. Temp Jan Low 14.7 21.7 Comfort Index (higher better) UV Index HIGHWAY ACCESS North/South: 1-25, State Hwy 85, Weld County Pkwy 49 East/West: 1-76, State Hwy 34 & State Hwy 14 FREIGHT RAIL ACCESS Class 1: Union Pacific (UP) & Burlington Northern Santa Fe (BNSF) Short Line: The Great Western Railway of Colorado (GWR) AIR ACCESS Denver International Airport (DIA): Second -busiest airport in the US (30 minute commute from South Weld -hour from Central/West Weld) Greeley/Weld County Airport: General Aviation (www.gxy.net) Erie Municipal Airport: General Aviation (www.eriecogov.com) Northern Colorado Regional Airport: General Aviation (www.flynoco.com) UTILITIES 7.2 5.2 7 4.3 Great Western Railway (sue line) Water and Sewer Providers Water and Sewer services are provided by municipalities and districts. Rate Structures will very by municipality and district. Central/West Weld North/East Weld r Major Electricity Providers Xcel Energy www.xcelenergy.com Poudre Valley REA www.poudrevalleyrea.com Major Gas Providers Xcel Energy www.xcelenergy.com Atmos Energy www.atmosenergy.com Major Electricity Providers Poudre Valley REA >} www.poudrevalleyrea.com South Weld Major Electricity Providers United Power, Inc. �> www.unitedpower.com Major Gas Providers Blakc Hills Energy >} www.blackhillsenergy.com WELD COUNTY, COLORADO 2021 Demographics Unemployment Rates Employed (Weld County): 157,930 Unemployed (Weld County): 1 2,0 7 6.2% 6.6% 7.2% United States Colorado Weld County Source: U.S. Bureau of Labor Statistics 2021, Local Area Unemployment Statistics Labor Sheds *Projections North Weld Labor Shed 5-15-25 Mile Radius from H 34 Business & Hwy 257 South Weld Labor Shed 5-15-25 Mile Radius from 1-25 & Hwy 52 Haven k and fl Lyons 3€ Greeley 5 Loveland Johns own Westminster Arvad' Watkin s Total Labor Force Weld County: 1 70,0 01 Colorado: 3,126,351 2020 Estimate 2025 Estimate Total Population 35,475 40,003 Population 18+ 74.4% 74.5% Edu. Attain. 25+ Bachelor's 25.4% N /A Total Population 426,771 471,042 Population 18+ 76.1% 76.5% Edu. Attain. 25+ Bachelor's 23.6% N/A 25 Miles Total Population 745,166 821,505 Population 18+ 77.1% 77.3% Edu. Attain. 25+ Bachelor's 24.8% N /A Source: ESRI, 2020 Estimates 2020 Estimate 2025 Estimate Total Population 39,897 48,854 Population 18+ 72.5% Edu. Attain. 25+ Bachelor's 25.6% 72.9% N /A Total Population Population 18+ 663/297 75.0% 732,399 75.5% Edu. Attain. 25+ Bachelor's 27.1% N/A 25 Miles Total Population 1,854,044 2,016,629 Population 18+ 76.8% 77.2% Edu, Attain. 25+ Bachelor's 26% N /A Source: ESRI, 2020 Estimates '‘\ --'---------,---• - ! UPSTATECO .:::...,% I, ,,,...„_,,, WELD COUNTY, COLORADO 2021 Demographics 2019 Employment by Industry Sector wit6ayerage dual Wage Establishments Jobs2 Distributio A ,era Wage e Annual Total, All Industries 7,849 111,582 100.00% $61,932 Agriculture, Forestry, Fishing & Hunting 232 4,275 3.83% $46,904 Mining 269 8,728 7.82% $93,600 Utilities 31 411 0.37% $103,740 Construction 1,073 12,673 11.36% $65,2p8 Manufacturing 341 14,282 12.80% $55,484 Wholesale Trade 508 4,432 3.97% $73,112 Retail Trade 658 10,488 9.40% $34,460 Transportation and Warehousing 434 4,254 3.81% $62,556 Information 101 675 0.60% $65,676 Finance and Insurance 354 2,786 2.507 $67,028 Real Estate and Rental and Leasing 372 1,474 1.32% $55,744 Professional and Technical Services 878 3,180 2.85% $73,632 Management of Companies and Enterprises 91 1,871 1.68% $143,624 Administrative and Waste Services 461 5,902 5.29% $40,092 Educational Services 107 7,947 7.12% $38,688 Health Care and Social Assistance 695 9,613 8.62% $49,504 Arts, Entertainment, and Recreation 94 1,246 1.12% $2Q,696 Accommodation and Food Services 482 8,850 7.93% $18,772 Other Services, Ex, Public Admin 590 2,776 2.49% $38,948 Public Administration 76 5,716 5.12% $53,924 Source: Colorado Department of tabor and Employment, Labor Market Information, Quarterly Census Employment and Wages Note: Distribution based on rounded employment by industry estimates Gross Regional Product RP *Estimates 2020 Total Weld RP: $15.3 Billion $9.5 Billion Earnings $5.0 Billion Property Income $1.2 Billion Taxes on Production $16.7 Billion Exports $22.3 Billion (62.2% of demand) Imports $13.5 Billion (37.8% of demand) Locally Produced/Consumed Note: CRP measures final market value of good's/services produced Source: Economic Modeling, Specialists, Inc. 541 ,st,_ UPSTATEC ::; I I%: 1I I'i I 1 1_ ?,a �, Sa I r:s4 III/�l)i WELD COUNTY, COLORADO 2021 Demographics 2021 Employment and Average Wage by Occupation (Highlights: Top Location Quotients in the County) Jobs Avg. Hourly Earnings Location Quotient Management Occupations 7`911 $46.83 0.97 Business and Financial Operations Occupations 6,339 $35.58 0.84 Computer and Mathematical Occupations 1,839 $37.18 0.45 Architecture and Engineering Occupations 1,708 Life, Physical, and Social Science Occupations 1,125 Community and Social Service Occupations 2,205 $41.86 0.75 $35.99 0.91 $26.49 0.93 Legal Occupations 478 $48.24 0.42 Educational Instruction and Library Occupations 8,428 $26.23 1.06 Arts, Occupations Design, Entertainment, Sports, and Media 1,763 $25.17 0.73 Healthcare Practitioners and Technical Occupations 4,314 $38.7Q 0.57 Healthcare Support Occupations 3,513 $16.02 0.57 Protective Service Occupations 2,577 $24.37 0.87 Food Preparation and Serving Related Occupations 9,338 $13.17 0.90 Building Occupations and Grounds Cleaning and Maintenance 4,541 $16.18 0.93 Personal Care and Service Occupations 3,287 $15.61 0.83 Sales and Related Occupations Office and Administrative Support Occupations 11,387 $23.46 0.91 13,665 $19.45 0.82 Farming, Fishing, and Forestry Occupations 3,578 $15.51 3.50 Construction and Extraction Occupations 15,479 $23.54 2.46 Installation, Maintenance, and Repair Occupations 6,768 $25.49 1.30 Production Occupations 10,426 $20.33 1.38 Transportation and Material Moving Occupations 13,206 $21.23 1.19 Military -only occupations 410 $22.71 0.51 Tota 134,285 nr.39 N/A Location Quotient quantifies how concentrated an occupation is compared to the nation. The higher the number the more concentrated - 115=1.0f Source: Economic Modelincg Specialist Inc., 2020-2021 Estimates, 2021.1 Dataset INDUSTRY CLUSTER SUMMARY Industry clusters are defined as "geographic concentrations of interconnected companies, specialized suppliers, service providers, firms in related industries, and associated institutions". Candidates for Cluster Growth Strategy Other Important Economic Drivers These clusters represent the type of industries that will be most likely to respond to a coordinated, regional cluster -growth strategy. Bioscience & Medical Devices Distribution & E -commerce Fabrication & Production Technology Mfg. Food Processing & Manufacturing Information Technology Plastics These clusters are important industries that will continue to be part of regional communities' other economic development programming and activities. >> >> >> >> Agricultural Production, Inputs & Services Construction Education & knowledge Creation. Energy Hospitality & Tourism Local Health Services 542 "__ 's';'-\:.----,____., . UPSTATECO I::: •.a'•t:II is ,1 1_s'. •I I . WELD COUNTY, COLORADO 2021 Demographics MAJOR EMPLOYERS Largest Private, Non -Retail Employers (June 2020) Rank Company Product/Service Location FTE 1 JBS USA & Affiliates Beef Processing, Corporate HO, Trucking Greeley/Weld 6,000 2 Banner Medical Health: Center North CO Regional Clinics Hospital, Corporate Center, Greeley/Weld 3,710 3 Vestas Wind Turbine Blade & Nacelle Manufacturing Brighton 2,890 4 State Farm Insurance Companies Insurance Greeley 1,200 5 UC Health Healthcare Greeley/Firestone 1,030 6 Halliburton Energy Services, Inc. Oil /Gas Development Fort Lupton 900 7 Occidental (Anadarko) Petroleum Oil/Gas Development Platteville 580 8 Leprino Foods Cheese & Dairy Foods Manufacturing Greeley 510 9 Noble Energy Oil/Gas Development Greeley/Weld 500 10 TTEC (Formerly TeleTech) Financial Services Support Center Greeley 490 Largest Non -Retail Employers (2020/2021) Rank Company Product/Service Location FTE 1 Greeley/Evans School District 6 Public School District Greeley/Evans 2,860 2 Weld County Government Greeley 1,783 3 University of Northern Colorado Public Four -Year University Greeley/Weld 1,530 4 City of Greeley Government Greeley 905 5 Aims Community College Public Community College Weld County 847 Source: Development Research Partners, July 2020; Colorado Demography Office, Upstate Colorado Economic Development - 01/2021 543 WELD COUNTY, COLORADO 2021 Demographics K-12 EDUCATION Weld County is served by 13 public school districts which includes numerous charter schools. There are also ten private school education opportunities throughout Weld County. 2020/2021 Total Enrollment: 55,831 Weld PK-12 Public Education Statistics Year Weld Stats CO Stats Weld Enrollment 2020-2021 55,831 8831199 Number of Schools 2020-2021 104 1,917 2019-2020 3,225 55,641 Classroom Teacher FTE Pupil/Teacher Ratio 2019-2020 17.4 17.1 Dropout Rate (High School) 2018-2019 1.2% 2.0% Completer Rate 2018-2019 88.4% 81.8% Graduation Rate 2018-2019 86.2% 82.9% Colorado SAT Composite Score 2019 967 1001 Source: Colorado Department of Education Note: Includes Weld Schools in RE1J District HIGHER EDUCATION Public Higher Education Facilities in N. Colorado & Metro Denver Four Year Public Colleges/Universities Fall 2020 Enrollment Colorado School of Mines -Golden 6,754 Colorado State University -Fort Collins 27,238 Metropolitan State University -Denver 18,764 University of Colorado 35,411 -Boulder University of Colorado 15,162 -Denver University of Northern Colorado -Greeley 11,460 2019 Weld,/Larimer Top Education Program Completions Program Number Health Professions 1,598 Business, Management, Marketing & Related 1,471 Biology/Biological Science 1,046 Education 1,007 Engineering 858 Parks, Recreation and Fitness Studies 620 Social Sciences 693 Psychology 508 Visual and Performing Arts 491 Communication and Journalism 461 Public 1/1gher Education Facilities in N. Colorado & Metro Denver Source: Individual Schools 2019 Weld/Lorimer Top Education Program Completions Source: Economic Modeling Specialists, Inc Weld Public School Districts Enrollment Gilcrest/Platteville RE -1 1 ,887 St. Vrain Valley RE -1J 11,721 Eaton RE -2 1/942 Keenesburg RE -3J 2,569 Windsor RE -4 74477 Johnstown/Milliken RE5J 3,738 Greeley/Evans RE -6 21,883 Platte Valley (Kersey) RE -7 1,030 Fort Lupton RE -8 2,236 Ault -Highland RE -9 901 Briggsdale RE -l0 175 Prairie RE -11 211 Pawnee RE -12 61 Source: Colorado Department of Education, 202°- 2021 UNIVERSITY OF NORTHERN COLORADO Fall 2019 Enrollment: 12,930 Fall 2020 Enrollment: 11,460 UNC is a comprehensive baccalaureate and public doctoral research university with six colleges. Top 5 Undergraduate Degrees Awarded: Interdisciplinary Studies (includes Elementary Ed); Business Administration; Nursing; Sport and Exercise Science and Psychology. Top 5 Graduate Degrees Awarded: Education; Special Education; Sport and Exercise Science; Speech Language Pathology and Music. For more ,info see www.unco.edu. Community College 2018/2019 Enrollment: 8,846 2019/2020 Enrollment: 9,234 With two Weld campus locations, Aims offers 200 degree and certificate programs. Two - Year Degrees Awarded - Associate of Arts, Associate of Science, Associate of General Studies, Associate of Applied Science plus numerous Career and Technical Education Certificates. ;544 ‘-'---------,--- - , UPSTATEC .:::..4,., I, ,,,...„ Ll ct ti LI ,f WELD COUNTY, COLORADO 2021 Demographics COMMERCIAL AND INDUSTRIAL REAL ESTATE Commercial/industrial real estate opportunities can be found throughout Weld County to meet virtually any business need from an existing building to developed sites for construction. Real estate prices will vary widely depending upon the level of development and location within the County. Q4 2020 Weld County Commercial Real Estate Market Conditions Type Existing Space' Vacant Space' Overall Vacancy Rate Average Lease Rate2 Office 5.6 0.3 5.8% $22.27 Industrial 25.8 1.0 4.1% $11.79 Retail 12.0 0.3 2.6% $14.40 Source: CoStar Realty Group PBuilding space fs listed fn Wilms of Square Feet 2O ce pease rates are per square foot' TAXES Real & Business Personal Property & Colorado Income Taxes Tax Type Tax Rate Commercial Property Tax 29.0% Residential Property Tax 7.15% Corporate Income Tax 4.55% Personal Income Tax 4.63% Source: Metro Denver Stats, CO Department of Local Affairs SALES & USE TAX Weld County DOES NOT asses a county -wide sales/use tax. Communities through the county charge sales/use tax rates ranging from 2%-4.11%. Colorado has a 2.9% sales/use tax rate. RESIDENTIAL PROPERTY TAX Residential property is assessed at 7.15% of the actual value and is exempt from personal property taxation. REAL & PERSONAL PROPERTY TAX Industrial/commercial property (building, land and equipment) is assessed for property tax purposes at 29% of actual value (based on a variety of factors). The mill levy assigned to each property location includes the taxing jurisdictions serving that location and represents the number of dollars, or property taxes, levied for each $1,000 of assessed value. STATE INCOME TAX - CORPORATE & PERSONAL The corporate Colorado income tax rate is 4.55% and the personal Colorado income tax rate is 4.63% of federal taxable income. Local governments DO NOT assess income taxes. Inventories, Goods in Transit and Intangibles are not taxed in Colorado and there is no Franchise Tax. Colorado has established Enterprise Zones (EZ) that offer state income tax credits. Select Weld locations/communities have EZ designation. Companies that locate or expand within the physical boundaries of an EZ are eligible to earn a variety of state income tax credits based on their specific activities primarily in equipment investment, job creation/training, research and development activities, etc. Earned credits are applied to the company's Colorado income tax liability. Source: Weld County Government Colorado Division of Property Taxation, Colorado Department of Re venue 2020 Weld County Industrial Sites Name Acres Location A►FT Industrial Land 65 Firestone Airport Business Park 60 Greeley Bellmore Industrial Park 47 Nunn Center Drive Land 21 Milliken Concepts Industrial Park 54 Longmont Crown Prince Land 65 Brighton Diamond Valley Industrial Park 91 Windsor Eagle Business Park 133 Frederick Eaton Industrial Rail Park 161 Eaton Erie Aero Tech Industrial Park 61 Erie Falcon Point Business Park 32 Windsor The Grainery Park 156 Greeley Great Western Industrial Park 500 Windsor Highland Industrial Park 147 Ault Highpointe Business Center 136 Greeley 1-25 & Hwy 56 Land 110 Berthoud Iron Horse Park 165 Johnstown Jackson Industrial Site 58 Berthoud Lost Creek Commons 74 Keenesburg Niobrara Energy Park 662 Weld Northland Industrial Park 55 Fort Lupton Platteville Energy Park 45 Platteville Promontory Business Park 200 Greeley Ritchie Brothers Land 82 Mead Silver Peaks Business Park 148 Dacono Stonegate Industrial Park 25 Evans Villano Land 51 Fort Lupton Weld County Industrial Park 100 Weld Wildflower Business Park 138 Frederick 545 'r I t:-„,„____, UPSTATECO I::; ..a r'.:II WELD COUNTY, COLORADO 2021 Demographics COST OF LIVING Colorado Weld 111.7 103.8 The Cost of Living Indices (COLT) are based on a U.S. average of 100.0. Below 100 is cheaper than the U.S. average and above is more expensive. Below are Cost of Living Indices for Central/ Northern Counties in Colorado. Adams County 1044 Arapahoe County 111.6 Boulder County Broomfield County 117.3 120.3 Denver County 125.6 Douglas County 115.4 Jefferson County 113.7 Larimer County 111.7 Source: Economic Modeling Specialists, lflc. 012021 SINGLE FAMILY HOME PRICES Central/West Weld Ault, Eaton, Evans, Greeley, Gilcrest, LaSalle, Johnstown/ Kersey, Milliken, Pierce, Severance, Windsor a a tn- 2018 wie CN C 111 2019 0 443 1.O cal t i f 2020 Source: Secars Real Estate Median Home Prices Homes Sold South Weld Dacono, Erie, Firestone, Fort Lupton, Frederick, Hudson, Keenesburg, Platteville 0 c qzr Y t c 2018 0 2019 quzr 7 qzr � I 2020 CULTURAL AND RECREATIONAL AMENITIES East/North Weld Grover, New Raymer, Nunn 0 +C ♦ 6 0 03/4 2018 0 0 0 j 1F I 2019 2020 Weld County offers a rich and diverse selection of cultural and recreational opportunities including numerous golf courses, a multitude of parks, miles of paved bike/ pedestrian paths, the Pawnee National Grasslands and numerous annual events including: The Greeley Stampede Colorado Farm Show Greeley Blues Jam UNC/Greeley Jazz Festival Weld County Fair Windsor Harvest Festival Numerous Community Summer Celebrations The 1/600 seat Greeley Union Colony Civic Center provides even more entertainment options along with UNC Bears Division I Athletics. A Weld location also offers easy access to multiple world class ski areas, camping, fishing, hunting, snow sports, hiking and all the Rocky Mountains have to offer. Weld County is Colorado after all! For more information visit websites of our 32 communities and the following Weld County web site: www. discoverweld.com 546 I',4L 0: tt 't SL;O4•',:14:. :•. 55 z 1'5 L .. L y tI. t�t NLr\ 4. Va. C�.�� . d E;yref ..LO 11,01E:v` 11 Pt lEVT WELD COUNTY, COLORADO 2021 Demographics UPSTATEC0L0RADO ECONOMIC DEVELOPMENT Who We Are Upstate Colorado Economic Development is a nonprofit, county -wide economic devclopment corporation formed as a partnership between government, business, and education throughout Weld County, Colorado. We're governed by a Board of Directors reflective of our three-way partnership and receive financial support from each of the partner sectors. Our Vision We envision a region with a hcalthy and sustainable economy that creates wealth/ preserves the quality of life and improves the standard of living for area residents. Our mission focuses on facilitating and attracting investment, new job opportunities, stimulating income growth and expanding the local community tax base. uur Clients Upstate efforts are focused on the support of primary sector employers - those companies who derive the majority of their revenue from the sale of products or services outside the region. These revenues represent new money to the community and support retail, service and professional sectors of the local economy. We develop business leads through on -going contact with national site consultants. We also receive leads from state/metro partners and through direct contact with companies, realtors, etc. Business opportunities are jointly worked with community partners and managed by Upstate, who provides the following services to: Existing employers already located in our community we facilitate access to the local, county and state resources that will help them become more competitive, expand their revenues and create/ retain jobs. New/recently located employers needing significant support to ensure a strong start and sustained success. Pruzigicctive employers who may be interested in expanding or moving operations into the region. The region's competitive advantages to promote business attraction/retention Public and private partners to improve capacity for business job growth and investment Private business job growth and investment by providing key information and support services On behalf of our customers and clients 1 547 WELD COUNTY, COLORADO 2021 Demographics Business Assistance Weld County and its communities are pro -growth. prepared to handle company needs and will do what can reasonably be done to reduce the development/start-up costs of qualifying primary sector companies looking to locate or expand. Key Business Assistance/Incentives: Comprehensive Site Selection Services Confidential Building/Land Searches Weld County Demographic/Economic and Workforce Data Financial Resource Identification/Assistance Through Two Loan Programs Government Advocacy County, State. and Municipal Incentive Identification/Packaging Including: Municipal Development Fee/Tax Incentives Partial Personal Property Tax Rebates Enterprise Zone State Income Tax. Credits > Colorado First Customized Training Grants Colorado Job Growth Incentive Tax Credits For detailed assistance information contact Upstate Colorado Economic Development, a non-profit economic development agency, that serves as a single confidential source of information about the Weld County and Northern Colorado region. Our Key Assistance Tools Economic/Demographic Data Repository Upstate maintains an information rich website that includes economic and demographic data on Weld County and each of the 31 Weld communities in Northern Colorado. Major employers, recent rankings and development highlights are also maintained. Industrial/Commercial Real Estate Data Base A searchable industrial/commercial real estate data base is housed on the Upstate website to showcase the many property opportunities throughout Weld County and our 31 communities. Weld Works Labor Team Joining with workforce development partners at Aims Community College and Weld Employment Services, Upstate convenes the Weld WORKS Labor Team to provided technical assistance for various workforce programs. Enterprise Zone (EZ) State Income Tax Credits Upstate administers the Weld County portion of the state Enterprise Zone (EZ) which provides pre -certified companies a variety of state income tax credits primarily in equipment investment, job creation/training, RD, etc. Contributions to approved non-profit projects improving conditions within the EZ boundaries also earn EZ state income tax credits. Business Financing Upstate administers the Weld/Larimer Revolving Loan Fund and Greeley Community Development Fund. Both loan funds provide •gap" financing to companies that are expanding the Job base in Weld/Larimer Counties or the City of Greeley. 548 Hello