HomeMy WebLinkAbout20213365.tiff1 PAGE OF DOCUMENT
INCLUDED IN PAPER FILE.
REMAINDER RETAINED
ELECTRONICALLY IN TYLER.
PUBLIC WORKS
Revenue Changes
$140,000,000
$120,000,000
$100,000,000
$80,000,000
$60,000.000
$40,000,000
$20,000,000
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$25,446,818
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2022 Revenue
Total $192,060,722 (2021 $146,817,500)
Federal/State
$25,4461818
13%
Other Taxes
$11,300,000
6%
Severance Tax
$250,000
0%
Fund Balance
$120,000,000
63%
0)esterffrun; cot* ions
two/t3/al
Transfer Solid Waste
$1,288,904
1% Miscellaneous
$6,650,000
Z- 3% Highway Users Fee
$10,500,000
6%
Property Taxes
$16,000,000
8%
Licenses/Permits
$625,000
0%
2021-3365
fZoo75
293
PUBLIC WORKS
2022 EXPENDITURES
Total $75,815,357 (2021 $68,906,158)
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
0
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Bridge Construction
$7,143,510
9%
Municipalities
$3,336,195
4%
Pavement
Mangement
$9,565,286
13%
Public Works
$31,763,948
42%
Gravel Road
Management
$8,444,202
11%
Maintenance Support
$2,691,139
4%
Trucking $5,517,528
7%
Mining $6,062,516
8%
Ad minstration
$1,291,033
2%
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SEVEN YEAR TREND
Public Works
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 $192,060,722 which includes a fund
balance of $120,000,000, in addition to the revenue shown in the budget. Property tax is set at
$16,000,000, 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 $1,000,000 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
$1,000,000 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 $75,815,357 and are up $6,909,199
primarily due to larger construction projects funded in 2022. Municipal share back is funded at
$3,336,195. $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 $31,040,181 based on the Capital
Improvement Plan (CIP). This is a total increase of $5,351,511 from 2021. Personnel Services
were reduced $238,454 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 increased
a total of $2,389,965. Utilities were up slightly for electric billings for 11 weather stations and
the CR 54/17 roundabout. Contract Payments were reduced $8,164,236 primarily due to the
US 85 railroad crossing closures construction schedule. Infrastructure Projects increased
$10,253,973 to fund the 66/41 intersection project ($8,000,000), the 74/33 roundabout project
($7,575,000), the County's proportional share of the 18th St and Market St construction
($1,288,904), and the 54/13 intersection project ($2,088,238). 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
supplies increased $30,000 for replacement teeth for the milling machine with the addition of more
296
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.
297
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
298
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 $ 7,302,396 $ 0 $ 7,302,396
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 1,338,664 0 1,338,664
Pavement Management 9,670,578 0 9,670,578
Municipalities 3,336,195 0 3,336,195
Public Works:
Haul Route Program (HARP) 3,000,000 0 3,000,000
Part-time 1,656,739 0 1,656,739
Contract 26,383,442 0 26,383,442
TOTAL $75,815,357 $10,500,000 $65,315,357
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 for a total of $8,368,000 in bid projects for 2022. A major portion of the $26,383,442 may
also be contracted, which raises the potential bid project amount to $34,751,442. 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.
299
PUBLIC WORKS
SUMMARY OF REVENUES
2022
Fund Orq 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
Budget Request Recommend
2022
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
11,300,000 11,300,000
250,000 250,000
32,800,000
27,550,000 27,550,000
500,000
300,000
80,000
10,500,000
350,000
2,300,000
625,000 625,000
300,000
80,000
10,500,000
375,000
24,691,818
300,000
80,000
10,500,000
375,000
24,691,818
13,530,000 35,946,818 35,946,818
6,650,000
5,300,000
6,650,000 6,650,000
11,950,000
6,650,000 6,650,000
1,787,500
1,288,904 1,288,904
60,567,500
72,060,722 72,060,722
300
PUBLIC WORKS
SUMMARY OF EXPENDITURES
2022
2021 2422 2022 2422
Fund Org Expenditure Function Budget Request Recommend Final
2000 30100 ADMINISTRATION 1,292,412 1,291,033 1,291,033 0
2000 32100 TRUCKING 5,705,649 5,517,528 5,517,528 0
2000 32200 GRAVEL ROAD MANAGEMENT 8,305,044 8,444,202 8,444,202 0
2000 32300 ROAD AND BRIDGE CONSTRUCTION 7,019,165 7,143,510 7,143,510 0
2000 32400 MAINTENANCE SUPPORT 2,665,577 2,691,139 2,691,139 0
2000 32500 OTHER PUBLIC WORKS 25,688,670 31,040,181 31,040,181 0
2000 32600 MINING 6,118,469 6,062,516 6,062,516 0
2000 32700 PAVEMENT MANAGEMENT 8,774,977 9,565,286 9,565,286 0
2000 56200 CITIES AND TOWNS 3,336,195 3,336,195 3,336,195 0
2000 99999 CONTINGENCY 0 723,767 723,767 0
TOTAL PUBLIC WORKS 68,906,158 75,815,357 75,815,357 0
301
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
RECOMMEND
NEXT FY
Personnel Services
$ 15,326,540
$ 16,105,041
$ 16,994,545
$ 16,994,545
Supplies
11,893,238
16,806,150
17,138,400
17,138,400
Purchased Services
29,087,007
35,324,967
37,812,412
37,812,412
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
$ 75,815,357
Revenue/Fund Bal.
46,293, 661
48,906,158
59,815,357
59,815,357
Net County Cost
$ 10,656,727
$ 20,000,000
$ 16,000,000
$ 16,000,000
Budgeted Positions
166
166
172
172
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
302
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
RECOMMEND
NEXT FY
Personnel Services
$ 978,192
$ 947,822
$ 947,822
$ 947,822
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
$ 1,291, 033
Revenue
0
0
0
0
Net County Cost
$ 1,165,158
$ 1,292,412
$ 1,291, 033
$ 1,291, 033
Budgeted Positions
9
9
9
9
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
303
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
0.260
$3.73
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
304
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
RECOMMEND
NEXT FY
Personnel Services
$ 2,675,806
$ 2,681,263
$ 2,681,263
$ 2,681,263
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
$ 5,517,528
Revenue
0
0
0
0
Net County Cost
$ 5,742,868
$ 5,705,649
$ 5,517,528
$ 5,517,528
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
305
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
$15.94
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%
306
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
RECOMMEND
NEXT FY
Personnel Services
$ 4,129,656
$ 4,253,907
$ 4,255,563
$ 4,255,563
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
$ 8,444,202
Revenue
0
0
0
0
Net County Cost
$ 7,600,281
$ 8,305,044
$ 8,444,202
$ 8,444,202
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
307
GRAVEL ROAD MANAGEMENT
(CONTINUED)
2000-32200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Miles of Topical Application
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)
162 158 160
1.566
1.536 1.503
$25.44 $24.94
$24.40
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
308
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
RECOMMEND
NEXT FY
Personnel Services
$ 2,724,496
$ 2,801,670
$ 2,896,764
$ 2,896,764
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
$ 7,143,510
Revenue
4,284
0
0
0
Net County Cost
$ 5,073,626
$ 7,019,165
$ 7,143,510
$ 7,143,510
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
309
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 $20.64
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%
310
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
RECOMMEND
NEXT FY
Personnel Services
$ 1,054,755
$ 1,055,089
$ 1,055.089
$ 1,055.089
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
$ 2,691,139
Revenue
0
0
0
0
Net County Cost
$ 2,252,707
$ 2,665,577
$ 2,691,139
$ 2,691,139
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
311
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
$7.77
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%
312
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
RECOMMEND
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
25,583,442
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
$ 31,040,181
Revenue
0
0
0
0
Net County Cost
$ 19,013,376
$ 25,688,670
$ 31,040,181
$ 31,040,181
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 increased a total of $2,389,965. Utilities were up slightly for electric billings
for 11 weather stations and the CR 54/17 roundabout. Contract Payments was reduced
$8,164,236 primarily due to the US 85 railroad crossing closures construction schedule.
Infrastructure Projects increased $10,253,973 to fund the 66/41 intersection project ($8,000,000),
the 74/33 roundabout project ($7,575,000), the County's proportional share of the 18th St and
Market St construction ($1,288,904), and the 54/13 intersection project ($2,088,238). 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:
313
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 $89.69
314
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
RECOMMEND
NEXT FY
Personnel Services
$ 614,549
$ 613,668
$ 613,668
$ 613,668
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
$ 6,062,516
Revenue
0
0
0
0
Net County Cost
$ 4,794,928
$ 6,118,469
$ 6,062,516
$ 6,062,516
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
315
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
316
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
RECOMMEND
NEXT FY
Personnel Services
$ 1,885,614
$ 1,856,429
$ 2,163,870
$ 2,163,870
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
$ 9,565,286
Revenue
0
0
0
0
Net County Cost
$ 7,476,862
$ 8,774,977
$ 9,565,286
$ 9,565,286
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.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
317
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
45.25
18.17
25.73
0.783
$28.82
23.67
58.67
50.00
24.00
28.00
55.00
50.00
22.00
0.768 0.751
$28.25
$27.64
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%
318
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
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
3,826,298
3,336,195
3,336,195
3,336,195
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,826,298
$ 3,336,195
$ 3,336,195
$ 3,336,195
Revenue
0
0
0
0
Net County Cost
$ 3,826,298
$ 3,336,195
$ 3,336,195
$ 3,336,195
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:
319
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
RECOMMEND
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
$ 56,060,722
Net County Cost
$ 23,219,986
$ 20,000,000
$ 16,000,000
$ 16,000,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The resources for 2022 total $192,060,722 which includes a fund
balance of $120,000,000, in addition to the revenue shown in the budget. Property tax is set at
$16,000,000, 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 $1,000,000 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
$1,000,000 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.
$500,000 for Bridge 19/46.5. 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:
320
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
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 723,767
$ 723,767
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
$ 723,767
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 723,767
$ 723,767
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:
321
322
SOCIAL SERVICES
Revenue Changes
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$
0
CD
I,
N
N
r
N
d
N
Property taxes
to
d
togip
$31, 957,8$3
■ 2021 ❑ 2022
O
d
8(75
0
o d
C)
117
tot
CO
49.
Federal/State Fund Balance
2022 Revenue
Total $48,965,400 (2021 $48,687,094)
Fund Balance
$4,000,000
10%
Federal /State
$31,957,863
65%
Property taxes
$12,107,537
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%
O O
a O
O nt
lt7 Ni
R - 00
64 603-
act -
0
0
O
0
CO
0
O
0
totier
0
0
cn
nr cm
r
ffe.r [�
_ r
Day Care
$2,046,200 5%
Child Welfare
$16,996,900 39%
Adult Protection
$988,100 2%
LEAP $0 0%
Administration
$13,018,500 29%
O
0 0
O Cu"
r U)
e e
0 0
03 O
- O —
u7 c
SEVEN YEAR TREND
Social Services
$50
$40
$35
$30
U)
$25
2
$20
$15
$10
2016
2017
2018
2019
2020
2021
2022
325
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.
326
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
327
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.
328
SOCIAL SERVICES
SUMMARY OF REVENUES
2022
Fund Org Acct
TAXES
2100 42111 4112 CURRENT PROPERTY TAXES
Account Title
2021
Budget
2022 2022
Request Recommend
2022
Final
2100 42110 4336
2100 42111 4336
2100 42115 4336
2100 42200 4336
2100 42365 4336
2100 42375 4336
2100 42380 4336
2100 42410 4336
2100 42415 4336
2100 42450 4336
INTERGOVERNMENTAL
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
REIMBURSEMENTS
TOTAL INTERGOVERMENTAL
TOTAL SOCIAL SERVICES
12,226,460
9,093,272
709,420
383,800
3,000,000
2,689,917
1,653,500
302,400
13,435,000
1,685,000
708,325
12,107, 537 12,107,537
7,700,000 7,700,000
655,746 655,746
187,000 187,000
2,870,000 2,870,000
2,697,317 2,697,317
1,450,000 1,450,000
257,800 257,800
13, 750,000 13, 750,000
1,700,000 1,700,000
690,000 690,000
33,660,634 31,957,863 31,957,863
45,887,094 44,065,400 44,065,400
329
SOCIAL SERVICES
SUMMARY OF EXPENDITURES
2022
2021 2422 2022 2422
Fund Org Expenditure Function Budget Request Recommend Final
2100 42110 ADMINISTRATION -REGULAR 14,657,794 13,018,500 13,018,500 0
2100 42111 NON PROGRAM REVENUE -200,000 -236,200 -236,200 0
2100 42115 OTHER PROGRAMS 468,800 256,300 256,300 0
2100 42200 CHILD SUPPORT ADMINISTRATION 3,930,000 3,901,800 3,901,800 0
2100 42365 COLORADO WORKS 4,175,000 4,182,400 4,182,400 0
2100 42370 NEEDY AND DISABLED 100,000 93,000 93,000 0
2100 42375 DAY CARE & ADMINISTRATION 2,223,500 2,046,200 2,046,200 0
2100 42380 OLD AGE PENSION 311,000 266,400 266,400 0
2100 42410 CHILD WELFARE & ADMINISTRATION 17,345,000 16,996,900 16,996,900 0
2100 42415 PLACEMENT ALTERNATIVE CARE 1,960,000 2,528,500 2,528,500 0
2100 42450 ADULT PROTECTION 900,000 988,100 988,100 0
2100 42700 GENERAL ASSISTANCE 16,000 23,500 23,500 0
45,887,094 44,065,400 44,065,400 0
330
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
RECOMMEND
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
373.0
373.0
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.
331
Goal HHSI: "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
OBJECTIVE/KEY 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.
332
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.
333
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.
334
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.
335
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.
336
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
OBJECTIVE/KEY 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).
337
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
RECOMMEND
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
168.0
168.0
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:
338
COUNTY ADMINISTRATION
(CONTINUED)
2100-42110
PERFORMANCE MEASURES
Work Outputs
Case Load (Average)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
ACTUAL ESTIMATED PROJECTED
42,271 42,000 42,000
5.182 4.637 4.855
$ 15.874
$ 16.437 $ 15.369
339
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
RECOMMEND
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:
340
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
RECOMMEND
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. We are concerned this will significantly reduce the Workfare Incentives
we have historically relied upon to complete the funding of the program. We will continue to
monitor whether or not the new Federal requirements jeopardize our ability to continue doing so
with existing funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
341
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
342
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
RECOMMEND
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:
343
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
344
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
RECOMMEND
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. We anticipate that TANF Funds will be used for both meeting immediate
financial needs and assisting in job -preparedness and job -search activities. We continue to utilize
TANF Funding to enhance the quality of Child Care in Weld County.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
345
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
346
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
RECOMMEND
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:
347
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
348
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
RECOMMEND
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:
349
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
350
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
RECOMMEND
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:
351
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
352
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
RECOMMEND
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:
353
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
354
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
RECOMMEND
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:
355
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
356
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
RECOMMEND
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:
357
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.
358
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
RECOMMEND
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:
359
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
RECOMMEND
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:
360
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.
361
\ 1
861/
362
HEALTH FUND
Revenue Changes
$77000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
o
00
µo 7
e
`'i 1-
co co
a
Chg for
Services
00
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It
CD
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o o
o o
��yyw w
\1V C
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r-
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2021 ❑ 2022
Ci N C Co 0
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03
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in
N-
N- 43
C
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C N
IA- fie
I I
Federal/State Fund Balance General Fd Trfs Licenses& Miscellaneous Solid Waste
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
$6077,674
34%
Licenses& Permits
$783,750
4%
Miscellaneous
$21,975
Solid Waste Trfs
$801,038
4%
Chg for Services
$841,300
5%
HEALTH FUND
2022 Expenditures
Total $14,206,012 (2021 $12,453,704)
Administration
$195,000
1%
Environmental
Health Services
$5,037,297
36%
$6,000,000
$6,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
fi
$0
I
OCej
•
Health
Communication
$1048,136 043,136
14°'/0
sew•e
Community Health
Services
$1,724,399
12%
Clinical Services
$3,395,403
24%
Health
Preparedness
$1,805,277
13%
• 2021
❑ 2022
SEVEN YEAR TREND
Health Subsidy
6
U)
z
O
J
2
4
3
I
0
2016 2017 2018
2019 2020 2021 2022
365
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
366
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 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 & 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.
367
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 & Purchased Services. Total projected supplies and purchased services
expenditures are increasing by 24% and 13%, respectively, as compared to our 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 only minutely 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 Department and the Weld
County Department of Human Services.
368
PUBLIC HEALTH
SUMMARY OF REVENUES
2022
Fund Orq Acct
Account Title
2021
Budget
2022
Request
2022
Recommend
2022
Final
2560 41400 4210
2560 41400 4221
2560 41400 4321
2590 41600 4321
2591 41600 4321
2592 41600 4321
2599 41600 4321
2597 41600 4321
2560 41400 4336
255810 41300 4336
2500 41100 4340
2517 41210 4340
2521 41210 4340
2523 41210 4340
2525 41210 4340
2528 41210 4340
2560 41400 4340
2565 41400 4340
2580 41500 4340
2589 41500 4340
2591 41600 4340
2592 41600 4340
2593 41600 4340
2594 41600 4340
2595 41600 4340
2596 41600 4340
251010 41210 4340
252710 41210 4340
253310 41300 4340
253910 41300 4340
256410 41400 4340
256410 41400 4340
258110 41500 4340
2552111 41300 4340
2500 41100 4356
2560 41400 4356
2561 41400 4356
2562 41400 4356
255810 41300 4356
2500 41100 4410
2560 41400 4410
2590 41600 4410
2591 41600 4410
2592 41600 4410
2597 41600 4410
253910 41300 4410
2590 41600 4415
2591 41600 4415
2592 41600 4415
2597 41600 4415
253910 41300 4415
2560 41400 4510
2596 41600 4680
2590 41600 4690
2591 41600 4690
2592 41600 4690
2593 41600 4690
2594 41600 4690
2595 41600 4690
LICENSES AND PERMITS
LICENSES
PERMITS
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
MEDICAID
MEDICAID
MEDICAID
MEDICAID
MEDICAID
MEDICAID
REIMBURSEMENTS
REIMBURSEMENTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
GRANTS
COUNTIES
COUNTIES
COUNTIES
COUNTIES
COUNTIES
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
CHARGE FOR SERVICES
INSURANCE REIMBURSEMENT
INSURANCE REIMBURSEMENT
INSURANCE REIMBURSEMENT
INSURANCE REIMBURSEMENT
INSURANCE REIMBURSEMENT
TOTAL CHARGE FOR SERVICES
MISCELLANEOUS
FINES
OTHER
DONATIONS
DONATIONS
DONATIONS
DONATIONS
DONATIONS
DONATIONS
TOTAL MISCELLANEOUS
TRANSFER
2560 41400 T12700 TRANSFER
TOTAL PUBLIC HEALTH
364,000
419,000
351,000
432,750
351,000
432,750
783,000
783,750
783,750
73,000
21,700
170,000
75,000
120,000
7,500
5,000
82,645
433,929
300,056
12,500
249,524
138,093
64,025
29,020
1,500
69,518
0
276,520
178,826
148,839
33,598
0
0
164,830
85,000
234,054
52,000
108,432
1,500
208,556
955,298
5,708,281
50,000
123,000
85,305
0
73,000
21,700
140,000
75,000
150,000
7,500
5,000
0
404,871
300,056
13,450
167,000
149,276
68,216
30,020
0
70,069
1,450,000
322,336
243,620
236,631
33,000
40,382
55,000
164,830
111,548
207,506
0
108,553
1,500
210,208
995,911
5,680,275
50,000
0
85,305
86,186
73,000
21,700
140,000
75,000
150,000
7,500
5,000
0
404,871
300,056
13,450
167,000
149,276
68,216
30,020
0
70,069
1,450,000
322,336
243,620
236,631
33,000
40,382
55,000
164,830
111,548
207,506
0
108,553
1,500
210,208
995,911
5,680,275
50,000
0
85,305
86,186
10,267,049
11,757,949
11,757,949
194,000
349,900
60,850
50,000
67,000
0
5,000
36,650
28,000
38,000
0
3,400
195,000
357,400
60,850
50,000
67,000
5,000
0
36,650
28,000
38,000
3,400
0
195,000
357,400
60,850
50,000
67,000
5,000
0
36,650
28,000
38,000
3,400
0
832,800
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
61,777
21,975
21,975
510,578 801,038 801,038
12,455,204 14,206,012 14,206,012
369
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
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
12,453,704 14,246,412 14,206,012
4
370
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
RECOMMEND
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
371
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
372
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 O2.
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.
373
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
education and outreach
began meeting
objectives by
2.
Ensure collaborative
monthly in Q2.
leadership and
and responsive
presence in the Weld
County community
•
Partner to implement
COMMUNITY HEALTH
ASSESSMENT/
the Goal 3 Sit
Team and are
outlined in the
3.
Advocate to improve
health care and
behavioral health
access in Weld
COMMUNITY HEALTH
IMPROVEMENT PLAN
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.
374
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 our Greeley and southwest Weld offices.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
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:
375
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.
376
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
RECOMMEN
D 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:
377
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
RECOMMEND
NEXT FY
Personnel Services
$ 965,920
$ 1,566,942
$ 1,408,721
41,018
$ 1,408,721
Supplies
13,039
36,526
41,018
Purchased Services
114,679
363,728
399,364
199,033
399,364
Fixed Charges
86,283
248,811
199,033
Contra Expense
0
0
0
$ 2,048,136
0
Gross County Cost
$ 1,179,921
$ 2,216,007
$ 2,048,136
Revenue
684,750
1,014,028
974,376
$ 1,073,760
974,376
Net County Cost
$ 495,171
$ 1,201,979
$ 1,073,760
Budget Positions
9.940
17.125
14.000
14.000
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.
378
HEALTH COMMUNICATION SECTION
(CONTINUED)
2520-41210
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
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.
379
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
RECOMMEND
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 Community Health Services division to Environmental
Health division.
Personnel Services expenditures are projected to decrease by $1,010,675, or 45.1%. This
change is attributable to shifting Communicable Disease Program from Community Health
Services division to 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:
380
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.
381
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
RECOMMEND
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%.
382
ENVIRONMENTAL HEALTH SERVICES
(CONTINUED)
2560-41400
SUMMARY OF CHANGES (Continued): The increased revenues are primarily due to transfers
in 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.
BOARD ACTION:
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.
383
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
RECOMMEND
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:
384
PUBLIC HEALTH EMERGENCY PREP
(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.
385
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
RECOMMEND
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:
386
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.
387
\ 1
861/
388
2
SEVEN YEAR TREND
Human Services
$10
co
$5
$4
2016
2017
2018
2019
2020
2021
2022
389
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.
390
HUMAN SERVICES
SUMMARY OF REVENUES
2022
Fund Org Acct
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
Account Title
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
676,000 477,400 477,400
344,645 243,552 243,552
271,055 191,548 191,548
153,586 153,458 153,458
444,414 444,042 444,042
573,924 484,630 484,630
42,000 42,000 42,000
54,451 45,979 45,979
419,925 354,591 354,591
84,000 107,800 107,800
48,649 27,849 27,849
81,550 77,170 77,170
167,775 167,089 167,089
46,900 44,380 44,380
20,125 19,044 19,044
13,650 12,917 12,917
448,000 341,250 341,250
145,080 153,140 153,140
25,000 12,000 12,000
45,000 20,700 20,700
2,150 1,000 1,000
7,100 5,000 5,000
63,860 75,654 75,654
3,062 3,220 3,220
41,129 32,784 32,784
66,109 60,996 60,996
2,374,600 2,352,510 2,352,510
44,734 48,461 48,461
33,656 40,390 40,390
114,010 104,845 104,845
53,300 104,304 104,304
4,500 1,000 1,000
163,715 146,677 146,677
171,775 154,726 154,726
103,415 92,735 92,735
29,900 29,795 29,795
86,765 75,254 75,254
114,700 135,883 135,883
65,695 69,914 69,914
73,780 87,406 87,406
136,660 160,693 160,693
44,640 52,884 52,884
3,600 3,320 3,320
22,660 23,018 23,018
149,120 138,732 138,732
24,800 29,380 29,380
184,915 175,629 175,629
48,400 47,490 47,490
12,351 12,351 12,351
8,385,750 7,723,450 7,723,450
245,000
275,000
520,000
255,100 255,100
272,600 272,600
527,700 527,700
192,000
146,250 146,250
9,097,750 8,397,400 8,397,400
391
HUMAN SERVICES
SUMMARY OF EXPENDITURES
2022
2021 2422 2022 2422
Fund Org Expenditure Function Budget Request Recommend Final
2625 61400 WORKFORCE INNOVATION & OPPORTUNIT 676,000 477,400 477,400 0
2625 61420 WIOA DISLOCATED WORKER 344,645 222,154 222,154 0
2625 61422 WIOA DW ENHANCED 271,055 212,946 212,946 0
2625 61450 WIOA YOUTH IN SCHOOL 153,586 152,011 152,011 0
2625 61451 WIOA YOUTH OUT OF SCHOOL 444,414 445,490 445,490 0
2625 61460 WAGNER/PEYSER 573,924 496,722 496,722 0
2625 61461 SUMMER JOB HUNT 42,000 42,000 42,000 0
2625 61470 MIGRANT SEASONAL FARM WORKER - 10% 54,451 45,068 45,068 0
2625 61480 EMPLOYMENT SUPPORT FUND 419,925 343,409 343,409 0
2625 61505 WIOA PERFORMANCE INCENTIVE 84,000 107,800 107,800 0
2645 61200 EDUCATION LAB 245,000 255,100 255,100 0
2646 61300 AMERICORPS 275,000 272,600 272,600 0
2650 61700 AREA AGENCY ON AGING 61,000 40,200 40,200 0
2650 61705 AAA PART B LEGAL 81,550 77,170 77,170 0
2650 61710 AAA PART B OMBUDSMAN 167,775 167,089 167,089 0
2650 61730 AAA PART B COUNSELING 46,900 44,380 44,380 0
2650 61740 AAA PART B OUTREACH 20,125 19,044 19,044 0
2650 61745 AAA PART B TRANSPORTATION 13,650 12,917 12,917 0
2650 61750 AAA PART C 1 640,000 487,500 487,500 0
2650 61751 AAA NSIP 34,920 36,860 36,860 0
2650 61755 AAA C 2 145,080 153,140 153,140 0
2650 61760 AAA PART D 25,000 12,000 12,000 0
2650 61765 AAA CHF 45,000 20,700 20,700 0
2650 61770 AAA ELDER ABUSE 2,150 1,000 1,000 0
2650 61775 AAA SPECIAL OMBUDSMAN 7,100 5,000 5,000 0
2650 61785 AAACCT 4,500 1,000 1,000 0
2650 61835 AAA STATE ADM IN 163,715 146,677 146,677 0
2650 61840 AAA STATE INFORMATION AND ASSISTANC 171,775 154,726 154,726 0
2650 61841 AAA STATE HEALTH PROMOTIONS 103,415 92,735 92,735 0
2650 61845 AAA STATE EDUCATION 29,900 29,795 29,795 0
2650 61850 AAA STATE OMBUDSMAN 86,765 75,254 75,254 0
2650 61866 AAA STATE CASE MANAGEMENT 114,700 135,883 135,883 0
2650 61875 AAA STATE COUNSELING 63,860 75,654 75,654 0
2650 61880 AAA STATE CHORE 65,695 69,914 69,914 0
2650 61885 AAA STATE TRANSPORTATION 73,780 87,406 87,406 0
2650 61890 AAA STATE PART C1 136,660 160,693 160,693 0
2650 61895 AAA STATE PART C2 44,640 52,884 52,884 0
2650 61900 AAA STATE SHELF STABLE MEALS 3,600 3,320 3,320 0
2650 61905 AAA STATE VISUALLY IMPAIRED 22,660 23,018 23,018 0
2650 61915 AAA STATE DENTAL VISION & HEARING 149,120 138,732 138,732 0
2650 61925 AAA STATE PART E RESPITE 24,800 29,380 29,380 0
2650 61930 AAA STATE SOUTH COUNTY RVNA 184,915 175,629 175,629 0
2650 61935 AAA PART E GRANDPARENTING 3,062 3,220 3,220 0
2650 61940 AAA PART E CAREGIVER 41,129 32,784 32,784 0
2650 61945 AAA PART E RESPITE 66,109 60,996 60,996 0
265995 61780 SINGLE ENTRY POINT 2,374,600 2,352,510 2,352,510 0
265995 61790 HOME CARE ALLOWANCE 48,400 47,490 47,490 0
267895 61601 CSBG EF 44,734 48,461 48,461 0
267895 61610 CSBG ADMIN 33,656 40,390 40,390 0
267895 61620 CSBG AAAA LINKAGES 114,010 104,845 104,845 0
267895 61630 CSBG EMERGENCY SERVICES 53,300 104,304 104,304 0
TOTAL HUMAN SERVICES 9,497,750 8,397,444 8,397,400 4
392
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
RECOMMEND
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.
393
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
RECOMMEND
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 our 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:
394
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%
395
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
RECOMMEND
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:
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
396
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
RECOMMEND
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:
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
397
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
RECOMMEND
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:
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%
398
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
RECOMMEND
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:
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
399
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
RECOMMEND
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:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 106 103 105
Efficiency Measures
Per capita cost $ 1.227 $ 1.819 $ 1.257
Effectiveness Measures (desired results)
Employment rate Q2 After Program Exit 60.26% 76.40% 76.40%
Employment rate Q4 After Program Exit 81.19% 76.90% 76.90%
Median Participant Earnings $ 8,959 $ 6,800 $ 9,000
400
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
RECOMMEND
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:
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
401
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
RECOMMEND
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:
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
402
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
RECOMMEND
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:
PERFORMANCE MEASURES
Work Outputs
Programs administered
Efficiency Measures
Per capita cost (other)
ACTUAL ESTIMATED PROJECTED
11 11 11
$0.100 $0.180 $0.116
403
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
RECOMMEND
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:
404
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
405
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
RECOMMEND
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:
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
406
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
RECOMMEND
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:
PERFORMANCE MEASURES
Work Outputs
Meals Served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained.
ACTUAL ESTIMATED PROJECTED
36,051 28,000 30,000
$ 0.500 $ 0.532 $ 0.549
Yes
Yes Yes
407
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
RECOMMEND
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:
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
408
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
RECOMMEND
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:
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
409
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
RECOMMEND
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:
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
410
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
RECOMMEND
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:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Complaints investigated 118 125 130
Efficiency Measures
Per capita cost $ 0.000 $ 0.021 $ 0.014
Effectiveness Measures (desired results)
Work outputs are maintained Yes Yes Yes
411
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
RECOMMEND
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:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 1,390 1,425 1,450
Efficiency Measures
Per capita cost $ 7.625 $ 7.157 $ 6.935
Effectiveness Measures (desired results)
Divert Medicaid Eligible clients from 1,390 1,425 1,425
Institutional care to cost effective home care
412
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
RECOMMEND
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:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
ACTUAL ESTIMATED PROJECTED
38 40 40
$ 0.000 $ 0.013 $ 0.003
413
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
RECOMMEND
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:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
ACTUAL ESTIMATED PROJECTED
0 0 0
$ 0.000 $ 0.000 $ 0.000
N/A
N/A N/A
414
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
RECOMMEND
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:
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
415
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
AAA — Part E -Grand parenting/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
RECOMMEND
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:
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
416
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
RECOMMEND
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 funding has increased $52,300 for 2022. However, no
significant changes to this program are anticipated for 2022.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
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
417
\1
861/
418
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.
419
CONSERVATION TRUST
SUMMARY OF REVENUES
2022
Fund Orq Acct Account Title
2021
Budget
2022
Request
2022
Recommend
2022
Final
2200 73700 4332 LOTTERY
2200 73700 4610 EARNINGS ON INVESTMENTS
500,000
10,000
500,000 500,000
6,000 6,000
510,000 506,000 506,000
420
CONSERVATION TRUST
SUMMARY OF EXPENDITURES
2022
Fund Org Expenditure Function
2021
Budget
2422
Request
2022
Recommend
2422
Final
2200 73700 CONSERVATION TRUST 507,587
TOTA CONSERVATION TRUST
518,755 518,755
0
507,587 518,755 518,755 4
421
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
RECOMMEND
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.
422
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
1983:
Greeley
1984:
Greeley
1985:
Greeley
1986:
Greeley
LaSalle
Ault
Dacono
Windsor
Ft. Lupton
Independence Stampede
Purpose
Civic Auditorium
Civic Auditorium
Civic Auditorium
Civic Auditorium
Community Center
Park System
Park Improvements
Park Improvements
Pearson Park Sports Complex
Headquarters Facility
Amount
$ 141,464
$ 143,000
$ 90,000
$ 51,500
10,000
7,500
3,000
6,000
10,000
5,000
Since 1987 all funds have gone to the two county parks. Beginning in 2002, only Island
Grove Park has been funded.
423
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.
424
CONTINGENCY FUND
SUMMARY OF REVENUES
2022
Fund Orq Acct Account Title
2021
Budget
2022
Request
2022
Recommend
2022
Final
2300 90300 4112 CURRENT PROPERTY TAXES 47,500,000
47,500,000
425
CONTINGENCY
SUMMARY OF EXPENDITURES
2022
Fund Org Expenditure Function
2021
Budget
2422
Request
10,000,000 10,000,000
2022
Recommend
2422
Final
2300 90300 CONTINGENT 10,000,000
TOTAL CONTINGENCY
0
10,400,000
14,044,444 10,400,000 4
426
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
RECOMMEND
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:
427
EMERGENCY RESERVE
SUMMARY OF REVENUES
2022
Fund Orq Acct Account Title
2021
Budget
2022
Request
2022
Recommend
2022
Final
2400 53100 4112 CURRENT PROPERTY TAXES
428
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
429
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
RECOMMEND
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.
430
SOLID WASTE
SUMMARY OF REVENUES
2022
Fund Orq Acct Account Title
CHARGE FOR SERVICES
2700 90200 4410 CHARGE FOR SERVICES
TOTAL SOLID WASTE
2021
Budget
2022
Request
2022
Recommend
2022
Final
2,200,000
2,200,000 2,000,000 2,000,000
2,000,000 2,000,000
431
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
85,000 85,000
323,089 323,089
2,089,942 2,089,942
0
0
0
4
432
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
RECOMMEND
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.
433
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
RECOMMEND
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.
434
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
435
WELD COUNTY TRUST FUND
SUMMARY OF REVENUES
2022
Fund Orq Acct Account Title
2021
Budget
2022
Request
2022
Recommend
2022
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
436
WELD TRUST
SUMMARY OF EXPENDITURES
2022
Fund Org Expenditure Function
2021
Budget
2422
Request
2022
Recommend
2422
Final
7400 90100 NON DEPARTMENTAL 1,500,000
TOTAL WELD TRUST
1,500,000 1,500,000
0
1,500,000 1,544,444 1,500.000 4
437
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
RECOMMEND
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.
438
SEVEN YEAR TREND
Capital Expenditures
25,000,000
20,000,000
15,000,00€
10,000,000
5,000,000
0
I
C
C
r
CO
0
0
C
0
F
C
0
0
a
rwV.R
rC"l.
l
CO
05.
r
r
2016 2017 2018 2019 2020 2021 2022
439
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 $12,382,700 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,
$663,000 for Chase Building improvements, $1,500,000 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, and $2,169,700 for special projects. A carry-
over beginning fund balance of $36,000,000 is anticipated, and $63,592,300 ending reserve fund
balance for the future jail/court facility ($63,092,300), 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 E911 Authority per the IGA
between the E911 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.
440
CAPITAL EXPENDITURES
SUMMARY OF REVENUES
2022
2021 2022 2022
Fund Org Acct Account Title Budget Request Recommend
2022
Final
4000 17500 4112 CURRENT PROPERTY TAXES 34,300,000 39,000,000 39,000,000
4000 17500 4610 EARNINGS ON INVESTMENTS 500,000 750,000 750,000
4000 17500 4730 OTHER FEES 225,000 225,000 225,000
TOTAL CAPITAL EXPENDITURES 35,025,000 39,975,000 39,975,000
441
CAPITAL EXPENDITURES
SUMMARY OF EXPENDITURES
2022
2021 2422 2022 2422
Fund Org Expenditure Function Budget Request Recommend Final
4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 11,566,500 12,382,700 12,382,700 0
TOTAL CAPITAL EXPENDITURES 11,566,500 12,382,744 12,382,700 4
442
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
RECOMMEND
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
12,382,700
Gross County Cost
$ 39,025,290
$ 11,566,500
$ 12,382,700
$ 12,382,700
Revenue/Fund Bal.
13,676,604
22,733,500
26,617,300
26,617,300
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 $12,382,700 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,
$663,000 for Chase Building improvements, $1,500,000 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, and $2,169,700 for special projects. A carry-
over beginning fund balance of $36,000,000 is anticipated, and $63,592,300 ending reserve fund
balance for the future jail/court facility ($63,092,300), 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:
443
COMMUNICATIONS DEVELOPMENT SYSTEMS
SUMMARY OF REVENUES
2022
Fund Org Acct
Account Title
2021 2022 2022
Budget Request Recommend
2022
Final
4010 22200 4680 OTHER
TOTAL COMMUNICATIONS CAPITAL EXPENDITURES
1,850,000 1,850,000
1,850,000 1,850,000
444
COMMUNICATION DEVELOPMENT SYSTEMS
SUMMARY OF EXPENDITURES
2022
Fund Org Expenditure Function
4010 22200 CAPITAL
2021 2422 2022 2422
Budget Request Recommend Final
0 1,776,143 1,776,143 0
TOTAL COMMUNICATION DEVELOPMENT 0 1,776,143 1,776,143 4
445
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 E911
Authority.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
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 E911 Authority per the IGA between the E911
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:
446
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.
448
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.
450
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.
451
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.
452
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.
453
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.
454
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.
455
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 Buildings
and Grounds, 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.
456
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 Building and
Grounds 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.
457
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.
458
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.
459
FIVE YEAR
CAPITAL PROJECTS PROGRAMS
2022-2026
Requirements
Total
2022
2023
2024
2025
2026
Jail Capital Reserve
$25,584,300
$27,592,300
-$3,694,000
-$4,933,000
-$1,541,000
$8,160,000
PW Projects
870,000
870,000
SE Weld Building
6,200,000
6,000,000
200,000
SO Range/Training
2,000,000
2,000,000
Misc Projects
12,937,700
2,169,700
3,349,000
2,688,000
2,166,000
2,565,000
PW Grader Sheds
1,550,000
250,000
500,000
350,000
350,000
100,000
Probation
1,500,000
1,500,000
Elections Vote/Ballot
100 ,000
100,000
Weld Plaza Building
1,183,000
663,000
520,000
Fuel Site
300,000
300,000
Courthouse Holding
Cells
1,500,000
1,500,000
Jail Security
Electronics
150,000
150,000
TOTAL
$53,875,000
$39,975,000
$975,000
$975,000
$975,000
$10,975,000
460
RESOURCE CAPACITY
*****************
FUNDING SOURCES
*****************
CASH FLOW ANALYSIS
461
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
462
CASH FLOW ANALYSIS
YEAR
BEGINNING
FUND
BALANCE
REVENUE
EXPENDITURES
ENDING
FUND
BALANCE
2022
$ 36,000,000
$ 39,975,000
$ 12,382,700
$ 63,592,300
2023
$ 63,592,300
$ 975,000
$ 4,669,000
$ 59,898,300
2024
$ 59,898,300
$ 975,000
$ 5,908,000
$ 54,965,300
2025
$ 54,965,300
$ 975,000
$ 2,516,000
$ 53,424,300
2026
$ 53,424,300
$ 10,975,000
$ 2,815,000
$ 61,584,300
463
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
464
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.
Impact on Operational Costs:
See individual projects for cost impacts.
465
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.
466
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.
467
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
468
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.
469
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 will be 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 Sheriff's office functions. This allows 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.
470
WELD COUNTY LAW ENFORCEMENT TRAINING CENTER
Existing Situation:
Currently the Weld County Sheriff's 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, K9 training area, SWAT, as well as an explosive ordinance and demolitions training
area.
Proposed Solution:
The Sheriffs Office is proposing a dedicated law enforcement training center with space to
provide basic and on -going training. Building the law enforcement training center will be
accomplished through a long range multi -phased project. The training center site would require
the following reasonable space requirements:
Firing Range 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 $5,000,000 was
spent and in the 2022-2026 Capital Plan, $2,000,000 is included based upon the costs for similar
facilities in Colorado and nationally for a total of $7,000,000 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 Sheriffs Office.
471
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.
472
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 owns the facility providing the community correction services.
The county realizes that without a county -owned community corrections facility it limits 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.
473
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.
474
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 $663,000 in 2022
and $520,000 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 $250,000-$700,000 per year, so no additional operating costs are anticipated for the immediate
future.
475
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 is 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.
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.
476
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 another20,000 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 will accommodate the current services, plus allow 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.
477
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.
478
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.
479
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 $12,937,700 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 $12,937,700 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.
480
FACILITIES SPECIAL PROJECTS
I2O22 - Recommended
Projects
AV - Division 15 Sound System Replacement
AV Division 7 Sound System Replacement
AV - Division H Sound System Replacement
AV - Video Conferencing Upgrades
C8C R - Additional Prox Doors
Facility - Courthouse: Develop Cabling Routes
Facility -Roof Safety Anchors & Hatch Cages - Fall Protection
Fleet - Convert Washbay to Maintenance Bay
Health - 10' Concrete Drive Path @ Dacono
Health - 2nd Floor reconfiguration & Staff Move
Human Service - Building B & SE Proximity Doors
HVAC -Jail 1 -West Roof Top Units
HVAC -Jail Sally Port HVAC I/O Control Panel Update
Justice Services - Alternatives Proxy Door @ Security
Security - Burg Alarm Upgrades
Security - Cameras (6 Buildings)
Security - Centennial Security/Burglar System
Security - Courthouse Security/Burglar System
SO - Create New Jail Breakroom 2nd Floor
SO - Evidence Dry Room - Changes
Su b
30% Contingency (Recent Supply Chain)
Total
Budget
21,000
21,000
21,000
588,600
10,000
25,000
25,000
45,000
12,000
20,000
8,000
420,000
8,000
2,500
70,000
255,000
30,000
30,000
51,000
5,900
1,669,000
500,700
2,169,700
Deferred from 2021
Use 2700-90200
2022 - NOT Recommended
Electrical - Lighting Control Upgrades (6 Buildings)
Electrical - Nunn Tower - Generator Replacement
Electrical -New Raymer Tower - Generator Replacement
Facility - Fire Alarm Upgrades (6 Buildings)
Facility - Jail Sally Port Door replacement
Facility - Missile Site Park Irrigation
Fleet -Generator
Health - Flammable Hood & HVAC Changes @ HHW North
Health -Replace Floor Tile in Storerooms
Health - Signage (Interior & Exterior)
Health- Remodel Admin Office
Human Service - Building B Cubicles
HVAC - 4-H RTU Design and Upgrade
HVAC - AC at IDF at Health Depatment
HVAC - AC at IDF at Human Service B
HVAC - AC at I D F at Southeast
HVAC -AC Upgrade at Grover Tower
H.VAC -Centennial - Data Center back up air conditioner
HVAC - Health VAV replacement
HVAC - Law Administration - Boiler
HVAC - Law Administration - Roof Top Unit
HVAC- Plaza West 3rd Floor Condenser Replacement
Justic Services - Alternative Programs Client Break Areas
Justice Services - Additional Cameras
Justice Services - Alternatives Generator
Justice Services - Community Corrections Generator
Plumbing - Fire Suppression Pre -Action Valve - Plaza West
Plumbing- Health Building Booster Pump
Plumbing -Jail Shower Boxes M,N,O,R,TM,TF&S
Public Works - Meeting Rooms
Roof - Replace 1500 2nd Street (Sloped Portion)
Roof - Replace 8th Ave Storage - (South half)
Roof - Replace Extension Office
Security - Key Watcher (6 Buildings)
SO - Evidence retrofit 2 countertops with stainless steel
SO - Johnstown Shed and Sand/Salt remodel
SO► - Records office remodel & new Furniture
Su b
30% Contingency (Recent Supply Chain)
Total
180,000
30,000
30,000
120,000
30,000
50,000
220,000
150,000
10,000
8,000
220,000
63,000
300,000
7,000
5,000
5,000
5,000
150,000
640,000
30,000
210,000
320,000
11,500
20,000
220,000
220,000
17,000
35,000
30,000
955,800
66,000
25,000
110,000
78,000
46,000
812,000
215,000
5,644,300
1,693,290
7,3370590
Deferred from 2021
Deferred from 2021
Deferred from 2021
Deferred from 2021
Deferred from 2021
Deferred from 2021
Deferred from 2021
Deferred from 2021
Deferred from 2021
Deferred from 2021
Deferred from 2022
Deferred from 2021
Deferred from 2021
12023
Projects
Budget
DA Restroom rOOm Update
51,000 Deferred from 2021
Centennial - 2nd Floor Carpet (DA & Judicial)
Centennial - 2nd Floor Teardown/DA new furniture after Carpet
Centennial - DA Lighting upgrade
Centennial - DA Paint
Centennial - DA Ceiling Grid
Courthouse Annex - Carpet
Courthouse Annex - Teardown/Rebuild Same Furniture for Carpet
Centennial -1st Floor Carpet
Centennial - 1st Floor Teardown/Rebuild Furniture for Carpet
Courthouse Annex Roof
Sand Salt Sheds Wainscot- Replaced Rusted Sections
Lighting Controls -Jail 1 -East
Lighting Controls - 2 -East
HVAC Controls Upgrade - Training Center
Security Cameras (6 Buildings)
Fire Alarm Upgrades (6 Buildings)
Lighting Control Upgrades (6 Buildings)
Key Watcher (6 Buildings)
Courts Holding Security Electornic Controls Upgrade
Replace 1551 Generator (reliability issues)
35th Tower UPS (2014)
Centennial UPS Replace (2003)
Jail UPS Replace (2004)
Human Service B - HVAC Control System Update
Law Administration - Elevator Modernization
Jail - Elevator CPO8-002964 Modernization
Total
120,000
343,000
120,000
80,000
95,000
72,000
175,000
145,000
236,000
260,000
150,000
25,000
25,000
25,000
255,000
120,000
120,000
78,000
75,000
54,000
120,000
120,000
120,000
65,000
150,000
150,000
3,349,000
2024
Proem
Jail 2 -East Drinking Fountain Upgrade
Centennial - Hot Water Generator Replacement Reach)
Southwest Well Pump
Centennial - Isolation Valves
Law Adrnin Roof
Extension RTU - Open Area
Centennial - calk all brick expansion joints
Courthouse - tuckpoint limestone
Greeley Irrigation Well Pump
Planning & Health Electrical outlet update
Courthouse - Hot Water Generator
Lighting Controls - 1150
Paint Exhibition Building (Interior/Exterior)
Security Cameras (6 Buildings)
Fire Alarm Upgrades (6 Buildings)
Lighting Control Upgrades (6 Buildings)
Key Watcher (6 Buildings)
Jail 1 -East Roof Top Units
Health - Elevator Modernization
Human Services B
Sand/Salt Shed Wainscot
Budget
20,000
140,000
15,000
30,000
330,000
210,000
80,000
150,000
15,000
80,000
80,000
25,000
250,000
255,000
120,000
120,000
78,000
300,000
150,000
150,000
90,000
Total 2,688,000
2025
Projects
Jail 1 -West Roof Top Units
Courthouse - Carpet
Courthouse -Teardown/Rebuild ld Furniture for Carpet
Roof Access Safety Barriers (12 Bldgs $24K)
Panic Button upgrade
1401 roof
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)
Budget
280,000
170,000
45,000
288,000
60,000
240,000
410,000
100,000
255,000
120,000
120,000
78,000
Total 2,166,000
2026
Protects
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 Serivces B - Replace RTUs
Southeast Boiler Replace
Southwest Boiler Replace
Jail - Elevator GP -08-002955 Modernization
Jail - Elevator GP0B-002954 Modernization
Jail - Elevator CP08-002965 Modernization
Tota
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
2,565,000
>2027
Centennial Switch Gear
Centennial Room Remodel for Switch Gear
Parking lots (Define list)
Jai I - Elevator CPO8-002957 Modernization
Jail - Elevator CP08-002956Modernization
Alternative Programs Elevator Modernization
400,000
150,000
150,000
150,000
150,000
Total 1,000,000
ACCUMULATIVE CAPITAL
OUTLAY/CONTINGENCY
Existing Situation:
If Weld County is to embark upon a number of ventures in capital projects over the next five years,
it is suggested the county proceed very cautiously and very conservatively in the area of financing.
To do this, it is suggested that a contingency be set aside each year on a pay-as-you-go basis to
accommodate unanticipated cost increases or emergency situations which cannot be foreseen at
this time. If the contingency amount is accumulated over the next five years, it can be used as a
reserve for the capital projects program in future years, or it can be used as a funding mechanism
in years beyond 2026. The primary reserve would be for a future correctional facility or other
facilities at the North County Complex and southwest and southeast County administrative office
sites and to fund the replacement of the Communications system.
Proposed Solution:
Budget any carry-over amounts each year on a contingency basis that ultimately could be used
to meet any contingency/emergency situation or could be used as an accumulation of capital
outlay funds for funding of projects beyond 2026.
Financing:
It is recommended that the county budget fund balance carry-overs in the capital fund each year
as a contingency.
Impact on Operational Costs:
None.
486
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.
488
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:
lithe Board of County Commissioners decides to continue participation in the development of the
Island Grove 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.
489
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 E911
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 E911 required assets from
a contribution from E911. The funding of the Ten -Year Capital Plan for E911 required assets will
be in the Weld County Communications Capital Development Fund in an earmarked budget unit
and separately identified reserve. Assets purchased with E911 funding transferred to the county
will be identified on the county books. The reserve amount in the E911 Fund was transferred to
the Weld County Communications Capital Development Fund per the IGA in 2021.
The E911 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 E911 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.
490
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
8/13/2021
491
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
8/13/2021
492
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.
493
REGIONAL CRIME LAB
SUMMARY OF REVENUES
2022
Fund Orq Acct Account Title
CHARGE FOR SERVICES
5200 2T100 4410 CHARGE FOR SERVICES
TOTAL REGIONAL CRIME LAB
2021 2022 2022 2022
Budget Request Recommend Final
310,000 310,000 310,000 310,000
310,000 310,000 310,000 310,000
494
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 310,000
TOTAL REGIONAL CRIME LAB
310,000 310,000
0
310,000 314,444 310,000 4
495
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
RECOMMEND
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:
496
FLEET SERVICES
SUMMARY OF REVENUES
2022
Fund Orq Acct Account Title
2021
Budget
2022
Request
2022
Recommend
2022
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
4,963,002
580,100
6,694,537 6,694,537
5,539,335 5,539,335
479,600 479,600
5,543,102 6,018,935 6,018,935
12,634,809 12,713,472 12,713,472
497
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
2422
Final
6000 17550 VEHICLE REPLACEMENT
6000 96300 COUNTY SHOP
TOTAL FLEET SERVICES
0
0
4
498
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
RECOMMEND
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 midyear 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.
Revenues total $12,233,872 with depreciation being $5,539,335, and charge for service of
$6,694,537.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
499
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-l: 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%
500
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
RECOMMEND
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:
BOARD ACTION:
501
IGA EQUIPMENT
Request Recommend Approved
Sheriff:
112 ton 4 -door pickup Pursuite rated 1 57,000 57,000
Full-size SUV 4x4 pursuite rated(rear AC) 3 175,500 175,500
Full-size SUV 4x4 pursuite rated 5 285,000 285,000
Mid -size Cargo van 3 108,000 108,000
Facilities
mid -size 4xe ext cab
mid -size SUV
mid -size tractor
Bobcat UTV
Print Shop
Van
Planning
112 ton ext cab 4x4
Public Health
112 ton ext cab 4x4
Fork Lift
Engineering
112 ton ext cab 4x4
Weed and Pest
112 ton reg cab 4x4 short box
Public Works
See Basic List
Total
1 35,000 35,000
2 50,000 50,000
1 31,000 31,000
1 17,000 17,000
1 30,000 30,000
2 70,000 70,000
1 35,000 35,000
1 15,000 15,000
1 35,000 35,000
1 30,000 30,000
4,114,750 4,114,750
$5,088,250 $5,088,250
$0
502
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
503
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
504
HEALTH INSURANCE
SUMMARY OF REVENUES
2022
Fund Orq Acct
Account Title
2021
Budget
2022
Request
2022
Recommend
2022
Final
6200 93400 4690
6200 93100 46902
MISCELLANEOUS
DONATIONS
EMPLOYEE CONTRIBUTIONS
TOTAL HEALTH INSURANCE
281,700
20,913,468
21,195,168
227,500
21,454,584
21,682,084 21,682,084
227,500
21,454,584
505
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
1,408,900 1,408,900
23,869,795 23,869,795
2422
Final
6200 93100 HEALTH INSURANCE
6200 93400 DENTALNISION
TOTAL HEALTH INSURANCE
0
0
4
506
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
RECOMMEND
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 in an attempt 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.
507
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
Administration/Wellness/EAP Costs
Fixed Costs:
$ 1,678,059
766,300
415,100
$ 2,859,459
LOSS FUND:
Medical $20,782,836
Dental 117,500
Vision 110,000
Loss Fund Costs $21,010,336
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
508
INSURANCE
SUMMARY OF REVENUES
2022
Fund Orq Acct Account Title
TAXES
6300 93300 4112 CURRENT PROPERTY TAXES
2021
Budget
2022
Request
2022
Recommend
2022
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
135,000
78,675
125,000
203,675 175,000 175,000
4,000,000 4,000,000
150,000 150,000
50,000 50,000
125,000 125,000
3,838,675 4,325,000 4,325,000
509
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
2,070,500 2,070,500
4,325,444 4,325,000
0
0
4
510
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
RECOMMEND
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:
511
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 $1,549,142 $1,800,000 $1,950,000
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
512
TELECOM SERVICES
SUMMARY OF REVENUES
2022
Fund Orq Acct Account Title
2021
Budget
2022
Request
2022
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
513
TELECOM SERVICES
SUMMARY OF EXPENDITURES
2022
Fund Org Expenditure Function
2021
Budget
2422
Request
2022
Recommend
2422
Final
6400 17400 PHONE SERVICES 1,399,969
TOTAL TELECOM SERVICES
1,607,107 1,607,107
0
1,399,969
1,647,147 1,607,107 4
514
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
RECOMMEND
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:
515
TELECOM SERVICES
(CONTINUED)
6400-17400
PERFORMANCE MEASURES
Work Outputs
Incoming calls
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Annual cost per call
ACTUAL ESTIMATED PROJECTED
6,000,000 6,250,000 6,500,000
0.090 0.059 0.058
$4.72 $4.14
$0.215 $0.227
$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%
516
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
RECOMMEND
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.
517
518
GLOSSARY
ACCOUNTING PROCEDURES All processes which discover, record, classify, and summarize
financial information to produce financial reports and to
provide internal control.
ACCRUAL BASIS The basis of accounting under which transactions are
recognized when they occur, regardless of the timing of related
cash flows.
ACCRUED EXPENSES Expenses incurred but not due until a later date.
ACTIVITY
A specific and distinguishable line of work performed by one
or more organizational components of a government for the
purpose of accomplishing a function for which the government
is responsible. For example, "food inspection" is an activity
performed in the discharge of the "health" function.
ACTIVITY CLASSIFICATION Expenditure classification according to the specific lines of
work performed by organization units. For example, "sewage
treatment and disposal", "garbage collection", "garbage
disposal", and "street cleaning" are activities performed in
carrying out the function of "sanitation". The segregation of
the expenditures made for each of these activities constitutes
an activity classification.
ALLOCATE
To divide a lump -sum appropriation into parts which are
designated for expenditure by specific organizational units
and/or for specific purposes, activities, or objects.
ALLOCATED COSTS Indirect costs distributed to programs or departments via a
cost allocation plan.
ALLOCATION
A part of a lump -sum appropriation which is designated for
expenditure by specific organizational units and/or for special
purposes, activities, or objects.
ALLOT To divide an appropriation into amounts which may be
encumbered or expended during an allotment period.
ALLOTMENT A part of an appropriation which may be encumbered or
expended during an allotment period.
ALLOTMENT PERIOD A period of time less than one fiscal year in length during which
an allotment is effective. Bi-monthly and quarterly allotment
periods are most common.
ANNUAL BUDGET A budget applicable to a single fiscal year.
519
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.
520
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.
521
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.
522
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.
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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.
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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.
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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.
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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
527
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.
528
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.
529
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.
530
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
531
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)
532
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
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