HomeMy WebLinkAbout20213459.tiffWELD COUNTY
FINAL BUDGET
2021-3459
Ff0015
COUNTY OF WELD
2022
FINAL
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
Steve Moreno, Chair
Scott James, Pro -Tern
Perry Buck, Commissioner
Mike Freeman, Commissioner
Lori Saine, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
December 2021
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TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 16
STRATEGIC PLAN 21
POINTS OF ISSUE AND POLICY MATTERS:
2022 BUDGET STRATEGY 55
2022 BUDGET CALENDAR 58
Explanation of Overview of Budget and Management System 59
Overview of Budget and Management System 61
Hierarchy of Budget Information 62
Budget Process 63
Significant Budget and Accounting Policies 64
Explanation of Individual Funds 66
Budget Policies 68
Significant Changes in Policy from Prior Years 69
Long Term Financial Planning Policies 70
Capital Improvement Policy 72
Investment Policy 74
Fund Balance and Reserve Policy 75
Policy Directions 76
2022 Guidelines 78
2022 Special Budget Instructions 80
2022 Program Issues 82
Revenue Policies and Assumptions 83
Specific Revenue Assumptions of Significant Revenue 84
Major Revenue Historical Trends and Analysis 86
Department/Fund Matrix and Organizational Responsibility for Budget Units 93
Policy Matters/Points of Issue with Fiscal Impact 96
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
2022 Salary and Benefit Recommendations 99
2022 Other Benefits 100
Position Authorization Changes Due to 2022 Budget 101
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 105
Graph - - All Funds Expenditures 106
Graph - - Mill Levy 107
2022 Summary of Fund Balances 108
2022 Summary of Major Revenues and Expenditures 110
2021 Estimated Summary of Major Revenues and Expenditures 112
2020 Actual Summary of Major Revenues and Expenditures 114
Governmental Funds - 2020 - 2022
Summary of Estimated Financial Sources and Uses 116
2021 Assessed Values to be Used for 2022 Budget 118
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SUMMARY OF FUNDS (CONTINUED):
Net Program Cost 119
Seven Year Trend Data:
Beginning Fund Balance 121
County Expenditures 122
Weld County - Organizational Chart 123
Summary of County Funded Positions 124
GENERAL FUND:
Graph -- General Fund Revenues 127
Graph -- General Fund Expenditures 128
Seven Year Trend Data
General Government 129
Public Safety 130
Health and Welfare 131
General Fund Summary Narrative 132
Summary of Revenue 134
Summary of Expenditures 136
Office of the Board 138
Public Information 140
County Attorney 142
Public Trustee 144
Clerk to the Board 146
Clerk and Recorder:
Recording/Administration 148
Elections 151
Motor Vehicle 153
Treasurer 155
Assessor 157
County Council 160
District Attorney:
Seven Year Trend Data 161
Budget Unit Summary 163
Juvenile Diversion 164
Juvenile Restorative Justice 165
Victim/Witness Assistance 166
Finance and Administration 167
Accounting 169
Purchasing 171
Human Resources 173
Planning and Zoning 176
Community Development Block Grant 181
Facilities 182
Weld Plaza Building 185
Information Technology 186
Geographical Information System 190
Technology Projects 192
Printing and Supplies 193
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GENERAL FUND (CONTINUED):
Sheriff's Office:
Seven Year Trend Data 195
Budget Unit Summary - All Departments 196
Sheriffs Administration Patrol 202
Sheriffs Booking Unit 204
Sheriffs Professional Standards 206
Sheriffs Civil Unit 208
Sheriffs Support Services 210
Sheriffs Records Unit 212
Sheriffs Evidence Unit 214
Sheriffs Patrol 216
Sheriffs Investigations Unit 218
Municipal Contract Enforcement 220
Sheriffs Office Ordinance Enforcement 222
Regional Forensic Laboratory 224
Victim Advocate Services 226
Multi -Jurisdictional Drug Task Force 228
Inmate Services 230
Security Unit 231
Courts and Transportation Unit 234
Contract Jail Space 235
Communications - County Wide 236
Communications System Development 239
Public Safety Information System 240
Public Safety Wireless Communication 242
Coroner 244
Pre -Trial Services 247
Work Release 249
Adult Diversion Services 251
Community Corrections 252
Building Inspection 254
Oil and Gas Energy 258
Noxious Weeds 260
Office of Emergency Management 262
General Engineering 264
Missile Site Park 267
Parks and Trails 268
Airport Transfer 269
Senior Programs 270
Waste Water Management 271
Developmentally Disabled 272
Mental Health 273
Child Advocacy Center 274
Transfers:
Retirement 275
Human Services 276
Health Department 277
Economic Development 278
Building Rents 279
Non -Departmental 281
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GENERAL FUND (CONTINUED):
Community Agency Grants 282
Bright Futures 284
Extension Service 286
County Fair 288
Veterans Services 290
Island Grove Building 292
Asset and Resource Management 293
Contingency (Salary) 294
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 295
Graph -- Public Works Expenditures 296
Graph -- Seven Year Trend Data 297
Public Works Fund Summary Narrative 298
Concerning Local Accountability for Money Used for Highway Purposes 300
Construction Bidding for State -Funded Local Projects 301
Summary of Revenue 302
Summary of Expenditures 303
Summary — All Departments 304
Administration 305
Trucking 307
Gravel Road Management 309
Bridge Construction 311
Maintenance Support 313
Other Public Works 315
Mining 317
Pavement Management 319
Grants -in -Aid to Cities and Towns 321
Non -Departmental Revenue 322
Contingency (Salary) 323
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 325
Graph -- Social Services Expenditures 326
Graph -- Seven Year Trend Data 327
Social Services Fund Summary Narrative 328
Estimated Revenue 329
Mandated Programs 330
Summary of Revenue 331
Summary of Expenditures 331
Summary — All Departments 332
County Administration 340
Non -Program Revenue 342
Other Programs 343
Child Support Administration 345
Temporary Assistance to Needy Families 347
Aid to Needy Disabled 349
Child Care 351
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SOCIAL SERVICES FUND (CONTINUED):
Old Age Pension 353
Child Welfare and Administration 355
Core Services 357
Adult Protective Services 359
LEAP Program and Administration 361
General Assistance 362
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 365
Graph -- Health Fund Expenditures 366
Graph -- Seven Year Trend Data 367
Public Health and Environment Fund Summary Narrative 368
Summary of Revenue 371
Summary of Expenditures 372
Budget Unit Summary - All Departments 373
Administration 377
Non -Program Revenue 379
Health Communication 380
Community Health Services 382
Environmental Health Services 384
Public Health Preparedness 386
Public Clinic Health Services 388
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 391
Human Services Fund Summary Narrative 392
Summary of Revenue 393
Summary of Expenditures 394
Summary — All Departments 395
Job Service (Wagner/Peyser) 396
Summer Job Hunt 398
Workforce Investment Act - Adult Program 399
Workforce Investment Act - Youth Program 400
10% Incentive Grant (CIMS) 401
Workforce Investment Act - Dislocated Worker Program 402
Educational Lab 403
AmeriCorps Program 404
AAA Administration 405
AAA Support Services 406
AAA Congregate Meal 408
AAA Home Delivered Meals 409
AAA Health Services 410
AAA Colorado Health Foundation 411
AAA Elder Abuse Grant 412
AAA Special Ombudsman 413
AAA Single Entry Point 414
AAA (CCT) 415
AAA (VALE) 416
AAA (State Funds) 417
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HUMAN SERVICES FUND (CONTINUED):
Part E Family Caregiver Support 418
Community Services Block Grant 419
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 421
Conservation Trust Fund:
Summary of Revenue 422
Summary of Expenditures 423
Budget Unit Summary 424
Contingency Fund:
Summary of Revenue 427
Summary of Expenditures 428
Budget Unit Summary 429
Emergency Reserve Fund:
Summary of Revenue 430
Summary of Expenditures 431
Budget Unit Summary 432
Solid Waste Fund:
Summary of Revenue 433
Summary of Expenditures 434
Budget Unit Request Summary - Code Enforcement 435
Budget Unit Fund Summary 436
Weld County Trust Fund:
Summary of Revenue 438
Summary of Expenditures 439
Budget Unit Request Summary 440
CAPITAL FUNDS:
Graph - - Seven Year Trend 441
Capital Expenditures Fund Summary Narrative 442
Summary of Revenue 443
Summary of Expenditures 444
Budget Unit Summary 445
Communications Development Systems Capital Fund
Summary of Revenue 446
Summary of Expenditures 447
Budget Unit Summary 448
Long Range Capital Projects Five -Year Plan 449
Resource Capacity 463
Facilities Special Capital Projects 483
Public Safety Communications Infrastructure Capital Plan 493
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PROPRIETARY FUNDS:
Narrative Summary of Funds 495
Enterprise — Northern Colorado Regional Forensic Laboratory Fund
Summary of Revenue 496
Summary of Expenditures 497
Budget Unit Summary 498
IGS — Fleet Services Fund
Summary of Revenue 499
Summary of Expenditures 500
Budget Unit Summary — Fleet Services Administration 501
Budget Unit Summary — Fleet Services Equipment 503
IGS - Health Insurance Fund:
Summary of Revenue 507
Summary of Expenditures 508
Budget Unit Summary 509
IGS - Insurance Fund:
Summary of Revenue 511
Summary of Expenditures 512
Budget Unit Summary 513
IGS - Telecom Services Fund:
Summary of Revenue 515
Summary of Expenditures 516
Budget Unit Summary 517
Weld County Finance Authority:
Budget Unit Summary 519
GLOSSARY 521
SUPPLEMENTAL DATA:
Upstate Colorado:
Economic and Demographic Profile 537
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G�9
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 01, 2021
ait(14/11tu 7)101A -
Executive Director
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2
DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE: (970) 400-4218
FAX: (970) 352-0242
1150 O STREET
P.O. BOX 758
GREELEY, COLORADO 80632
December 15, 2021
Weld County Board of Commissioners
1150 O Street
Greeley, CO 80631
Board Members:
As we begin 2022, the County is in excellent financial condition with no debt, no sales tax, one of
the lowest mill levies among all Colorado counties, a significant cash reserve, and a fully funded
pension plan.
The Weld County 2022 Final Budget for operations and capital outlay totals a gross amount of
$340,176,465 with a net of $332,393,897 when interfund transfers are excluded. The Proprietary
Funds total an additional $42,345,774. The budget has been prepared in accordance with your
directives developed during the budget process. The budget is funded with revenue estimates of
$208,348,150 anticipated fund balances of $423,450,500, and the maximum allowed property tax
under Amendment One (TABOR) and the Weld County Home Rule Charter of $179,977,118.
2022 BUDGET HIGHLIGHTS
➢ Prepare the county for the most efficient and effective use of American Recovery Plan Act
(ARPA) revenues of $63 million.
Adjust to account for a nearly 20% drop in assessed valuation due to oil and gas.
Address rising inflation concerns and salary survey information to ensure competitive wages.
➢ Complete the implementation of Communications recovering 40% of costs through user fees
versus 20%.
Improvements and expansion to the Southeast Weld building of $6,000,000 as population
increases in south county.
The Sheriff's Office is increasing the number of body -worn cameras for sworn officers as a
result of the requirements in Senate Bill 20-217.
➢ Continue efforts to control health care costs for county employees/dependents. No rate
increase in 2022, meaning premiums are 11.8% lower than they were eight years ago.
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The public safety information system of CentralSquare will be employed.
The 2022-2026 Capital Improvements Plan for facilities is funded at $39,975,000.
➢ Continue providing staff resources in response to SB 19-181 for the air quality monitoring
system.
Fund the Public Works road and bridge 2022-2026 Capital Improvement Plan.
Lower the employee pension plan assumption to a more reasonable 5.9% rate of return.
2022 is an election year with one general election and one primary election, requiring
substantial increases in funding for new statutory requirements.
Adding the Communications Capital Fund for increased visibility of the E-911 capital projects.
Progressing to the full implementation of the Family First Prevention Services Act through
Social Services.
Beginning the implementation process for an Enterprise Resource Planning (ERP) system.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
With COVID vaccines distributed to most Americans wanting it, and the passage of three rounds
of federal government stimulus in 2020-2021, the U.S. economic outlook for 2022 is looking much
better. For broad measures of U.S. and Colorado economic activity, the worst chapters of the
pandemic -induced recession appear to be behind us. However, pre -pandemic levels of economic
activity are closer in some areas than in others. The recession did lasting damage to employment
levels and consumer spending, and a long road to recovery lies ahead. The effects of the recovery
have been felt differently by different populations. For higher -income earners able to transition
smoothly to remote work, the recession's economic impacts have been muted. Yet, for
businesses and employees in industries that experienced shutdowns or required to operate at
partial capacity, the recession's consequences were severe and still linger on. The shape of the
recovery, to date, has been a "K." Many wealthier households exited the pandemic with higher
incomes and greater savings than at the start of the pandemic, while poorer households finished
the pandemic with lost jobs, mounting debt, and more stress.
As the pandemic abates, the economy now faces new risks. Recessionary effects on the business
cycle usually persist over multiple years and lagging impacts on employment and incomes remain
uncertain given the unusual nature of the pandemic recession. Government support for the
economy has been significant, and sizable adjustments in financial markets and business
investments may occur as the stimulus eventually wears off in late 2021 and into 2022. Finally,
while inflationary pressures remain low, financial markets have signaled concern over the effects
of the vast injection of liquidity may accelerate price inflation. Many economists anticipate that
inflationary pressures will rise in late 2021 and 2022 with rising global demand for energy and
other commodities. However, these impacts are expected to dissipate in future years as long-
term economic and demographic trends maintain downward pressure on prices.
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The labor market recovery lost much of its momentum during the second half of 2020 as
COVID-19 cases surged and public health restrictions temporarily tightened. Data shows modest
growth in U.S. and Colorado employment beginning in 2021, but pre -pandemic employment levels
remain out of reach in the near term. Labor markets are expected to remain subdued into early
2022 as the lingering effects of the pandemic and new variants continue to suppress travel,
tourism, and leisure and hospitality industries. Labor force participation rates suggest continued
labor market distress. The labor force participation rate measures the share of working -age adults
who are employed or seeking employment. Labor force participation rates plummeted during the
early months of the pandemic as health concerns, business shutdowns, and school closures
drove large numbers of workers out of the labor force. Participation has recovered somewhat
fitfully in the ensuing months and remains below pre -pandemic levels. Nonfarm employment is
not expected to return to pre-COVID levels, not accounting for population growth, until well into
2022 and 2023.
Weld County's economic activity is driven largely by the oil and gas and agricultural industries.
Colorado's energy industry faced significant headwinds during the pandemic resulting from low
oil prices and reduced global demand for oil and gas, which threatened both the private sector
through industry income and the public sector through property and sales taxes. The price of oil
and gas has been on the rise in recent months, as widespread vaccine distribution has increased
economic growth expectations, which could drive a rebound in oil and gas production. West Texas
Intermediate crude prices rose above $65 per barrel in late February and are expected to remain
around the $50-$65 range for the remainder of 2021 and 2022. Natural gas prices ebb and flow
with the weather in colder months.
Oil production in both the U.S. and Colorado is far from recovering to pre -pandemic levels, as low
demand for gasoline and jet fuel caused prices to sit below profitable levels for producers for
much of 2020. Despite the recent uptick in prices, U.S. production is expected to remain subdued
through 2021, before beginning to increase again in 2022. New drilling activity remains subdued
in Colorado and across the nation, even as crude oil prices have crept above break-even prices
in some areas. The oil and gas drilling rig count is down by about two-thirds since early 2020,
although a few rigs have recently come back online. Additional pressure came from regulatory
uncertainty for Colorado oil and gas producers, as the Colorado Oil and Gas Conservation
Commission set rules to implement Senate Bill 19-181. Besides regulatory changes impacting
new drilling U.S. oil producers are under pressure to return cash to shareholders following the
decade's spending spree financed by debt. Along with oil and gas producers being laden with
debt there is also growing pressure on major oil companies to ditch fossil fuels by major
institutional investors. All these factors have led to the lack of investment at public energy
companies, which will cause a decline in production going forward.
Weld County produces about a quarter of Colorado's agricultural value due to the heavy
concentration of the livestock industry in Weld County. Colorado's agricultural sector faced
significant headwinds during the pandemic, with supply chain disruptions, COVID-19 outbreaks
in meat processing facilities, wildfires, and severe drought. In other areas of the economy the
construction industry showed resilience throughout 2020-2021, with strong residential and
nonresidential construction activity. It is anticipated the strong residential and nonresidential
construction activity will continue into 2022-2023.
The county's labor market saw some of the fastest job growth and lowest unemployment rates in
the state leading up to 2020. Even accounting for significant layoffs during the pandemic, the
unemployment rate averaged 6.8 percent in Weld County this last year, maintaining some of the
lowest unemployment rates in the state. Oil production remains stagnant, delaying employment
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growth in Weld County that will resume with the industry's recovery. Employment, still down
around 20,000 jobs in the county pre -pandemic, is not expected to fully recover until energy
markets return to pre -crisis levels in 2022-2023.
2022-2025 BUDGET PLAN FOR THE FUTURE
Weld County heads into a new fiscal year facing unprecedented challenges. We continue to
grapple with the impacts of the global COVID-19 pandemic and its aftermath. When the pandemic
is declared over, we will be dealing with the economic and financial residuals for some time to
come. The focus will still be to continue to protect the physical and economic health of our
residents. It is anticipated that it will take until 2024 for jobs to return to pre -pandemic levels, but
the broader economy is expected to fully recover by the beginning of 2022. Despite the challenges
and uncertainty that surround us, we must continue to provide strong financial and strategic
leadership that enables the County to continue providing critical health, social, public safety, and
general government services to support our residents and communities.
The world, the nation and our county are in the midst of transformation. Our county operations
and our budget must transform as well. As one examines the 2022 budget, you will see the
complexity of allocating resources to the vast array of services needed across our county. We
touch the lives of all Weld County residents, and therefore it's more essential than ever that we
align our direction with the community's diverse needs.
Weld County has long had a strategy to financially prepare for unforeseen events. That past fiscal
stability is helping us to maneuver through these unprecedented times, allowing us to maintain
critical services. But even that careful planning has its limits, and our ability to continue all services
at current levels cannot be sustained indefinitely unless we continue to examine the value and
effectiveness of all programs and ensure they are delivered in the most efficient and cost-effective
manner.
Given the many current uncertainties, including our reliance and the availability of state and
federal funding levels, we are required to closely monitor funding impacts and potential program
and cost shifts to counties. Besides the fiscal impact of state and federal actions, Weld County
must be very vigilant regarding state and federal actions that can adversely impact two of our
primary economic drivers: agriculture and the energy sectors. Already we have seen the adverse
impact of SB 19-181 on the oil and gas operations in the county, with significantly more restrictive
air quality and drilling regulations. This, coupled with the economic impact of the pandemic
reducing the demand and prices of oil and gas, has crippled the oil and gas industry in Weld
County, which translates into a reduction in assessed valuation for Weld County resulting in lower
property tax revenues.
Besides the recovery from the pandemic, the other main issue facing Weld County is the impact
the volatility of the price and production of oil and gas will have on Weld County's assessed value,
which generates over 60% of the property taxes to support over 40% of the county's budget. The
problem began to surface in configuring the 2022 budget, because with the drop in oil and gas
prices in 2020, the oil and gas assessed value has dropped nearly 40%. As outlined in developing
the 2021 budget, in doing a reasonable forecast of assessed values due to the volatility of oil and
gas values, the structural and cyclical problem of the property tax revenues for the next 2-3 years
must be dealt with as one budgetary issue, and not left to be dealt with in the individual years —
thus creating a major problem for 2023 and 2024. Hopefully, by 2025 the assessed values will
begin to stabilize with an economic recovery and stable oil and gas prices. In the 2021 budget we
put in place a plan with the creation of a $100 million contingency fund and use of one-time
expenditures to deal with impact of the volatility of the price and production of oil and gas the next
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2-3 years. The plan is to continue the budgetary plan put in place during the 2021 budget process
as we go forward between 2022-2025.
While managing through this crisis, we have talked about being proactive versus reactive in this
organization; those aren't simply words but are evidenced through our deeds and actions. And
while much about a crisis requires reaction, it is the proactive, innovative actions we take in
planning that have helped us respond with agility and in an intentional manner to protect our
employees and residents. Responding to crisis and change is part of our everyday operations,
and it is a catalyst for change and innovation.
Since the onset of the pandemic, our focus has been on maintaining critical services supporting
our citizens' needs. We drew on our ability to be agile and responsive and were able to quickly
modify operational and staffing models. A proactive response toward employee and resident
health and safety was paramount in these efforts. Our innovations were possible because of
county board support of funding over the years, for example in technology.
During the pandemic, our Information Technology team collaborated with several County
departments to quickly develop new technology solutions to ensure that critical County services
could be accessed anytime and anywhere. Those actions not only protected the health and safety
of our employees and our residents, but it revolutionized how we work. Moving to a greater
reliance on technology would not have been possible without the strategic planning by our
Information Technology department and the Commissioners' financial support of IT in recent
years. This permitted a rapid transition to products which allowed and supported meetings,
conversations, and work products to be shared in remote environments. These rapid product
deployments permitted us to work remotely and have thousands of interactions and meetings
each week. This was so well planned that IT was able to implement it — literally overnight— so our
employees could immediately be productive working from home. We still have some of the
county's workforce efficiently and productively working remotely. There are countless other
examples of how Weld County has been innovative in our work, with an improved focus on
resident services and operational efficiencies.
Beyond technology, we must reimagine and redesign our programs and services as we adjust to
the new norm and fiscal realities guided by our strategic vision and operating principles and long-
term strategic goals and priorities based upon future trends. The 2022 budget must highlight the
county's resilience and our efforts to plan and adapt as an organization that is forward thinking
and not reactive to threats as they arise. This approach will enable us to coordinate strategic and
resilience planning while strengthening our ability to address both short and long-term challenges.
The integrity of this organization and the ability to create hope and opportunity for the residents
we serve, is the hope and optimism for the future. The upcoming 2022 budget will focus on long
term planning and innovation to meet resident needs and doing so in a financially responsible
manner.
In developing this year's budget, we set four main goals: (1) ensure long term financial viability;
(2) maintain critical services; (3) continue to examine the value and effectiveness of all programs
and insure they are delivered in the most efficient and cost-effective manner and (4) support the
community's economic recovery. We must do all we can to shore up our economy. Investments
in job creation, small business sustainability and training will be important in the coming months.
In addition, making sure that our community is still a place where people want to live, work and
play is vital to our future.
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Prioritizing services is essential in dealing with the budgetary challenge. Services cannot be
provided as they always have been. There may be some fat that can be trimmed from the existing
service mix, but more likely Weld County will have to do more with less, do less of, or simply stop
providing some services to concentrate on a more limited number of high priority programs.
Like last year's budget preparation to facilitate this effort as the 2022 budget is prepared,
departments will be asked to complete the following:
• Budget Review forms for each of their programs.
• Identify all programs and, where possible, the costs of each program.
• As indicated on the Budget Review form, an overview of each program in the department
was presented and any ideas of how the program could be changed, consequences of
elimination or reduction in the program, and any cost cutting/revenue raising strategies
associated with the specific program.
• Identify any known or anticipated changes or impacts in department's programs, such as
a state budget cut.
• Identify on the Budget Unit Ranking form the priority of reductions for programs totaling
ten percent (10%) of the net county costs (target budget level).
• An Appropriation Request Exceeding Target Budget Level form for each program that is
in the lowest 10% priority on the Budget Unit Ranking form.
• A Cost Cutting/Revenue Raising Strategy form for any program that the department
proposed as a cost cutting/revenue raising approach.
• An Activity Analysis form for any recommended change in a program or activity.
Information from the above forms and processes was used in evaluating departments' 2022
budget requests and will be used for planned in-depth budget reviews in with the new Board of
County Commissioners. The review will facilitate the identification of anticipated 2022 budget
impacts and potential changes.
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions, including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds, total $388,325,268 in 2022, a decrease of
3.41 percent over 2021, primarily in property taxes, other taxes, and licenses and permits
revenues. The amount of revenue from various sources and the changes compared to 2021 are
shown in the following tabulation:
Revenue Sources
Property Taxes
Other Taxes
Licenses and Permits
Intergovernmental
Revenues
Charges for Services
Miscellaneous Revenue
Fee Accounts
Internal Service Charges
TOTAL
2021
Amount
$225,047,613
12,800,000
5,366,500
67,669,679
11,544,735
28,141,881
16,178,350
35,298,521
$402,047,279
2021
Percent
of Total
2022
Amount
56.0% $179,977,118
3.2% 11,710,000
1.3% 5,133,550
16.8%
2.9%
7.0%
4.0%
8.8%
100.0%
99,528,078
13,365,291
24,695,868
17, 757, 300
36,158,063
$388,325,268
2022
Percent
of Total
Increase
- Decrease
from 2022
46.4% $ - 45,070,495
3.0% - 1,090,000
1.3% - 232,950
25.6%
3.4%
6.4%
4.6%
9.3%
100.0%
31,858,399
1,820,556
- 3,446,013
1,578,950
859,542
$-13,722,011
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Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $374,739,671 for 2022, which is an increase of 6.40 percent
over 2021. The major increases are in Capital and Public Works, with additional increases in
Public Safety, Road and Bridge, Internal Services and salary adjustments. The amounts by
function and the changes from 2021 are as follows:
Expenditure Sources
General Government
Social Services
Road and Bridge
Public Safety
Human Services
Health
Capital
Public Works
Contingency
Miscellaneous
Culture and Recreation
Auxiliary
Internal Services
2021
Amount
2021
Percent
of Total
$ 50,974,025 14.4%
45,887,094 13.0%
68,906,158 19.6%
80,497,068 22.9%
9,190,975 2.6%
12,744,704 3.6%
11,566,500 3.3%
11,469,946 3.3%
10,000,000 2.8%
7,512,604 2.1%
1,078,270 0.3%
961,248 0.3%
41,420,048 11.8%
TOTAL $ 352,208,640
2022
Amount
$ 55,211,958
44,065,400
69, 365,102
85,895,963
8,490,625
14,497,012
17,307,493
18,029,812
10,000,000
7,502,130
1,094,219
934,183
42,345,774
2022
Percent
of Total
14.7%
11.8%
18.5%
22.9%
2.3%
3.9%
4.6%
4.8%
2.7%
2.0%
0.3%
0.2%
11.3%
100.0% $ 374,739,671 100.0%
Increase
- Decrease
from 2022
$ 4,237,933
-1,821,694
458,944
5,398,895
-700,350
1,752,308
5,740,993
6,559,866
0
- 10,474
15,949
- 27,065
925.726
$ 22,531,031
Capital Funds: The Capital Expenditures Fund accounts for various capital improvement projects
for county buildings. The 2022 program is funded at $15,531,350 with $39,000,000 in property
tax, $225,000 from capital expansion fees, $750,000 from interest and fund balance reserve.
Anticipated projects include $250,000 for Briggsdale grader shed land, $2,700,000 for Chase
Building improvements, $1,500,000 to remodel the Courthouse holding cell area, $300,000 for
the fuel site, $6,000,000 for an additional Southeast Administration Building, $2,000,000 to
remodel 1402 office building, and $2,781,350 for special projects. A carry-over beginning fund
balance of $38,000,000 is anticipated, and $62,443,650 ending reserve fund balance for the
future jail/court facility ($61,943,650), and Downtown Greeley land reserve ($500,000) is
anticipated at the end of 2022.
In the 2022 budget we added the Communication Capital Development Fund to account for the
various capital improvement projects for the development and maintenance of the county
communications system infrastructure. In 2022 there is $1,776,143 funded for this purpose.
Debt Administration: The County continues to have no bonded indebtedness. The passage of
HB1579, in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three percent of
the assessed valuation of the county. Thus, Weld County maintains nearly a $370 million
allowable debt capacity in accordance with Colorado State statute. The 1997 Certificate of
Participation Bonds for the construction of the Correctional Facility were paid off on the call date
of August 1, 2007. Weld County currently has no debt of any type and is one of only a few local
jurisdictions in the nation that can make that claim.
Cash Management: Cash temporarily idle during the year will be invested in time deposits
ranging up to 180 days to maturity. Interest earned on investments of cash held by the County
Treasurer will be recorded as revenue in the General Fund, with the exception of interest
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attributed to the Conservation Trust Fund, Insurance Fund, Capital Expenditure Fund, Trust
Funds, and the interest earned on certain deposits held for other taxing authorities. The amount
of interest anticipated in 2022 is $4,806,000. In addition, $2.6 million in investment earnings is
estimated for the Weld Trust Fund.
The County's investment policy is to minimize credit and market risks while maintaining a
competitive yield on its portfolio. Accordingly, deposits are either insured by federal depository
insurance or collateralized. All collateral on deposits is held either by the government, its agent,
or a financial institution's trust department in the government's name.
Risk Management: During 2022, Weld County will continue to be a member of Colorado
Counties Casualty and Property Pool, therefore, all casualty insurance coverage is being provided
via pooling with other Colorado counties. The pool offers full safety and risk management
programs to minimize losses. Losses are funded on a self-insurance option basis. Workers'
Compensation will be provided via a state approved self-insurance program.
Mill Levy: The mill levy will remain 15.038 mills. The assessed value for the 2022 Budget is
$11,968,155,218 which is down $2,997,106,967, or 20.03 percent compared to last year. The
assessed value for vacant land is up $31.1 million, or 33.18 percent. Residential is up $334.6
million, or 14.03 percent; and commercial property is up $124.5 million, or 10.39 percent.
Agricultural property is up $4.1 million, or 1.94 percent; industrial is down $27.4 million, or -1.99
percent; natural resources is up $5.6 million, or 20.94 percent; and State assessed property is up
$164.1 million, or 15.18 percent. The major decrease is in oil and gas, down $3.479 billion, or
down 39.06 percent, which is due to oil and gas prices and production being down. There is an
actual value increase of new construction of $2.485 billion, or 5.06 percent.
Employee Compensation Pay: For the 2022 budget, a salary increase of 4.0 percent to Weld
County employees is included. Employees will get step increases for longevity and performance.
Health insurance rates will remain the same for the employees and the county for 2022. This will
mean over the last eight years health insurance rates have dropped 11.8%. Measures to control
health care costs, such as the wellness program, employee clinic, consumer driven plans, and
health reimbursement accounts have been making a positive impact on controlling the health
insurance costs for the county. Health coverage will be provided by Aetna on a partially
self -insured basis with a Preferred Provider Organization (PPO) option and a High Deductible
Health Plan/Health Reimbursement Account (HDHP/HRA) option. No other benefit changes are
anticipated.
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$423,450,500 to begin 2022. This is up from 2021 and is at one of the highest levels in many
years. The strong fund balance figures have been achieved through conservative budget
practices and the high assessed value from oil and gas revenues. The ending fund balances are
projected at $437,036,097. However, the ending fund balance is actually understated because
$10,000,000 in the Contingency Fund is appropriated, thus not showing up in the ending fund
balance figure. The $10,000,000 is not anticipated to be spent in 2022, and if no emergencies or
unforeseen events happen, the amount should be in the ending fund balance. There is no fund
balance earmarked in the 2022 budget. All other fund balance amounts are undesignated. With
the above projection, ending fund balances should be $447,036,097. The increase of
approximately $23.7 million in the ending fund balance is primarily attributed to adding $1.1 million
in the Weld Trust Fund, $2.5 million in Public Works Fund, and $24.5 million to the Capital
Expenditure Fund, with a $1.88 million reduction in the General Fund, $2.2 million reduction the
Health Insurance Fund, and $0.5 million reduction in the Solid Waste Fund. The Contingency
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Fund also serves as a stabilization reserve for the fluctuating revenues due to Weld County's
heavy dependency on oil and gas assessed values that can fluctuate dramatically from year to
year due to production levels and price changes.
MAJOR FACTORS IMPACTING THE 2022 BUDGET
As we begin 2022, the County is in excellent financial condition with no debt, no sales tax, one of
the lowest mill levies among all Colorado counties, a significant cash reserve, and a fully funded
pension plan. As discussed earlier, the national and international economies are struggling under
unprecedented uncertainties and challenges resulting from the COVID-19 pandemic and its
variants. With unemployment rates recovering they are still higher than desired, volatile energy
prices, inflation, and slow economic growth, many local governments are feeling financial
pressures. Fortunately, Weld County is weathering this storm better than many other local
governments thanks to past prudent and conservative financial management. In analyzing Weld
County's economic impact, the situation has resulted in a slowdown in drilling and production in
Weld County. This will mean fewer new wells, less capital investment, a drop in royalty payments,
job layoffs, and an economic slowdown for local businesses serving the industry and their
employees. For Weld County government and other local governments benefiting from the
assessed valuation from oil and gas production, we are seeing a significant drop in the assessed
valuation and property tax revenues for the 2022 budgets. However, due to the anticipated drop
in assessed valuation for 2022 the 2021 budget was developed in anticipation of the revenue drop
in 2022 to position the county to be able to deal with the revenue drop without adversely impacting
county services in 2022.
Finally, as stated earlier, the 2022 budget must continue to emphasize long-term planning and
investment consistent with the Weld County Strategic Plan and the Strategic Investment Plan for
the Future of Weld County. The 2022 budget must address: 1) investment in the long term;
2) continue to strengthen financial management; 3) improve County operations; 4) investment in
technology; and 5) focus on employee engagement and workforce development.
The General Fund is funded at the level of $172,318,272, up $16,264,763 or 10.04%. The largest
increases are specific to Elections, Facilities, Human Resources, Engineering and
Communications. Facilities is up $651,387 or 7.42% largely due to five (5) new positions and
new or expanded facilities and projects which results in increased need for staffing, supplies and
purchased services. The Elections budget is up $1,267,387 with two elections in 2022, versus
one in 2021. Human Resources is increasing by $264,795 with the addition of two (2) positions
and upgrades for three others. Engineering has a total expenditure increase of $6,559,866 for
project expenses necessary for the anticipated IGAs, designs, rights -of -way and improvement
requirements in 2022. Across numerous departments are significant increases in the software
maintenance contracts.
Communications Gross County Costs are up $2,084,276 due to an accounting change between
the General Fund and E-911. Net county costs increased by only $7,680 due to the offsetting
revenue brought in from E-911 for that same accounting change. Public Safety Information
Services is down $645,843, primarily for software decreases as a result of the implementation of
the CentralSquare Public Safety Management System.
Information Technology (IT) is down $813,933 mostly due a reduction in capital expenditures and
an increase in chargebacks to cover actual expenses. IT capital is funded in accordance with the
Five -Year Capital Improvement Plan. For the last seven (7) years, all technology and innovation
projects have been transferred to the IT budget, since they are mainly IT projects, but the funds
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have not been fully utilized as the Capital Improvement Plan has met many of the county's needs,
and requests are coming in less frequently for new systems.
Public Safety functions are up $2,398,097. The overall Sheriff's Office recommended budget is
up in net county costs by $1,439,088 or 2.63%. The Sheriffs Personnel Services increased by
$960,748, or 2.1%, of which $791,706 is attributed to the salary parity agreement made with the
Board in 2021 that carries forward into 2022, giving the sworn deputies a 2.5% increase to keep
salaries in line with other agencies in the area. The Sheriff's Office is requesting a total increase
of three (3) positions in 2022, with two being for the increased needs of the body -worn camera
program as a result of Senate Bill 20-217, and one additional custodian position for the new wing
of the Jail. Sheriff supplies are up $34,098 for personal protective equipment due to COVID-19,
and an increase in uniform alterations to utilize the body -worn cameras. Purchased Services for
the Sheriff are up $276,444 due to increased costs of contracts for service in the jail, including
medical services and inmate food services.
The Oil and Gas Energy Department continues to adjust to responsibly meet the needs the
department was created for in 2019. Changes in state regulations as a result of Senate Bill 19-
181 are beginning to be finalized, giving stability to the industry to resume production. However,
with the slowdown in oil and gas activity due to the COVID-19 pandemic and increased regulations
at the federal and state level, the department has once again been reduced by 2 FTE and
restructured to most efficiently utilize the staff for closely related purposes. This accounts for a
decrease in expenditures of $204,690, and an additional decrease in projected revenues,
increasing the Net County Cost to $590,956, an increase of 56.28% from 2021 budgeted costs.
The General Fund's subsidy to the Public Health Department is down $28,006 due to anticipated
increases in grant revenue covering COVID-19 related expenses. An increase of $4,609,626 is
included for other General Fund departments' 4% anticipated COLA increases, salary
reclassifications for clerical staff, and step increases. Health insurance rates will remain the same
for employees and the employer in 2022. This means the health insurance rate has decreased
11.8% in the last eight years.
The budgeted appropriations for Public Works in 2022 total $69,365,102 and are up $458,944
primarily due to inflationary trends 2022. Municipal share back is funded at $3,591,243. $723,767
is funded for step increases due employees in 2022, and a 4.0 percent salary cost of living amount
included in this budget. The budget reflects no increase in health insurance costs. There are no
other benefit changes.
The Other Public Works budget unit is budgeted at $24,414,603 based on the Capital
Improvement Plan (CIP). This is a total decrease of $1,274,067 from 2021. Personnel Services
were reduced $238,454 by moving from 45 seasonal employees to 38. Full-time positions
replaced the seasonal workers by adding five (5) Service Worker III's in Pavement Management.
There is $41,431 included to accommodate a 4% cost of living increase for seasonal employees.
Purchased Services decreased a total of $4,235,613. Utilities were up slightly for electric billings
for 11 weather stations and the CR 54/17 roundabout. Contract Payments was reduced
$6,880,687 primarily due to the US 85 railroad crossing closures construction schedule.
Infrastructure Projects increased $2,342,346 to fund the 66/41 intersection project ($2,519,750),
the 35th Avenue and O Street roundabout project ($6,151,765), the County's proportional share
of the 18th St and Market St construction ($1,289,000), and the 72 and 76 detour project
($1,080,000). County Highway was up $300,000 for anticipated repairs. Fixed Charges increased
$3,200,000 for the construction of Bridge 19/46.5A ($3,800,000). The Haul Route Program
(HARP) is budgeted at $3,000,000, and $200,000 for the maintenance of the County Highway.
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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
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.
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
13
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.
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%.
The Department of Public Health and Environment's 2022 proposed expenditures are
$14,206,012. With its long-standing commitment to thoughtful and conservative fiscal
management, the department is requesting County support of $5,680,275 for fiscal year 2022.
The Department's available funding is allocated among its four divisions: Finance and
Administration [including Vital Records], Environmental Health Services, Health Education,
Communication and Planning, and Public Health Services.
On the revenue side of the budget, property taxes are budgeted at $179,977,118, the maximum
amount under the Weld County Home Rule Charter's property tax limitation and TABOR. In the
General Fund revenue from interest earnings remain unchanged at $4,000,000 for 2022, due to
higher cash balances in the year but low interest rates. Intergovernmental revenues are up
$10,286,236, most of which is the American Rescue Act grant money of $9,600,000. Charges for
Services are up $2,004,356, mostly concerning a change in capital funding between
Communications and the E-911 board. This revenue is offset by a corresponding increase in
expenditures. Fines from traffic enforcement are down an additional $169,000 from 2021 due to
less traffic enforcement resulting from SB 20-217. Licenses and permits are down an additional
$358,700 from 2021, with $417,500 attributed to the reduction from oil and gas energy fees and
offset by minor increases in Building Inspection and Planning fees. Indirect cost recovery is down
$505,277 due to Social Services' allocation. Rents from the Weld Plaza are down $391,275 due
to the largest tenant not renewing their lease for 2022. There are moderate increases in the Public
Trustee Fees ($93,950), Recording ($750,000) and Treasurer's Fees ($800,000). All other
revenues are relatively stable with little change.
The resources for 2022 Public Works Fund total $202,410,722 which includes a fund balance of
$130,500,000, in addition to the revenue shown in the budget. Property tax is set at $15,000,000,
down $4,000,000 from 2021. Specific Ownership tax is estimated to be the same at $11,300,000.
Total HUTF will be $10,500,000 the same as 2021. Permit revenues are budgeted at $625,000,
up $125,000. Motor vehicle registration fees are $375,000, up $25,000 from 2021, and grazing
fees are $300,000 the same as the prior year. Oil and gas revenues are $6,650,000, the same as
2021 due to the reduction in drilling from the regulatory climate in Colorado. There is $1,288,904
from Solid Waste Fund, for the County's proportional share of the 18th St/Market Street paving
project.
Federal mineral lease revenues are $850,000 due to the creation of the Weld County Federal
Mineral Lease District. The federal mineral lease revenue will flow through the district and then
Public Works will apply to the district for funding of projects. In 2022, the district is funding
$850,000 in oil and gas haul route projects. PILT is budgeted at $80,000 with no change from last
year.
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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.
The 2022 Budget contains adequate resources to provide a level of service like 2021. The
operational plan supported by the 2022 budget maintains Weld County Government's
commitment to excellence and efficiency in carrying out our continued responsibilities to
taxpayers. First and foremost, we will maintain the fiscal discipline and prudent use of resources
that have earned the County the excellent reputation it has for financial management with no
bonded indebtedness. The County will continue our commitment to the highest standards of
service, continuing to focus on improving service and communication with our citizens within our
resources. Demands in many areas continually exceed resources available. To serve the
growing needs in the county, we will continue to explore possibilities for improved efficiency while
maintaining excellence in service.
Many uncertainties face county governments like Weld County, as we operate in an environment
of constant change that has never been more apparent. The State of Colorado faces long-term
structural budget issues, and the federal government continues to wrestle with a major deficit
issue. Many tough decisions associated with implementation of programs, and how they are to
be funded, must be dealt with by the Board of County Commissioners with citizen input. Hopefully,
this budget document will allow the Board to make those difficult decisions to maximize the value
of the tax dollars of the citizens of Weld County.
As a final note, what we can do for our community, day in and day out, is to give our very best.
We must always strive to improve. Our Board expects it, our organization is committed to it, and
our community deserves it. In conclusion, I would like to thank department heads and elected
officials and their staff for their diligent efforts in the preparation of the 2022 budget. Much time
and effort went into its development.
Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado
or at https://www.weldgov.com/departments/accounting/budget/. More general information about
Weld County may be found on Weld County's website at https://www.weldqov.com/.
Very truly yours,
414111i/Liedy(
Donald D. Warden, Director
Finance and Administration
15
A
out Weld County
County Overview
Welcome to beautiful Weld County home to 32 incorporated
municipalities, including growing cities, charming towns, thriving
businesses and thousands of acres of prime agricultural land.
As Colorado's third largest county, Weld County covers 3,987
square miles in the northern part of the state and is larger than
the size of Rhode Island, Delaware and the District of Columbia
combined, so while 333,000 people call Weld County home, we
still have plenty of room for growth.
The climate is dry and generally mild with warm summers, mild winters and a growing season of
approximately 138 days. The land surface is fairly level in the east, with rolling prairies and low
hills near the western border. Elevations in the county range from 4,400 to 5,000 feet. The South
Platte River and its tributaries, the Cache la Poudre, the Big Thompson, the Little Thompson, the
St. Vrain, and other smaller streams, flow into Weld County from the south and west, leaving the
county on the east. With available services, location, resources and livability, Weld County offers
unbounded opportunity for families to live, work and play. We have one more important ingredient
as well: a positive attitude toward growth. For information regarding Weld County demographics,
please flick here and look under the Helpful Information section. We love being here, and we'd
love having you here too!
Population: There are 32 incorporated municipalities in Weld County The county seat and
principal city, Greeley, is located in the west central part of the county and contains approximately
1/3 of the county's population. Generally, most of the remaining population resides within a 20-30
mile radius of Greeley; the northeastern part of the county is sparsely populated.
Industr
Weld County leads the state in the production of sugar beets,
grains, beef and cattle. The county is also a leader in
the production of dry beans, potatoes, poultry and eggs, milk
and other dairy products. In fact, agriculture is so important in
the county that the Weld County Code includes a specific Right
to Farm Statement.
Also important to the county: the energy industry. Oil and gas
activity has occurred for decades in Weld County, which is
located in the Denver Julesburg Basin and sits above the
Watten berg Field.
16
The discovery in 1970 of the Wattenberg Field, which extends from southern
Wyoming and the Nebraska panhandle down along much of the Colorado
Front Range, initiated the first true oil boom in Weld County. Oil and gas
production within the county continued at a steady pace for several decades.
Then, in 2009, a horizontally drilled well (called the Jake well) surprised the
oil industry by producing 50,000 barrels of oil in 90 days.
Horizontal drilling has brought new life to the energy industry in WeldCounty,
and today, Weld has more oil and gas wells than any other county in the
state, approximately 23,000. The positive economic impact oil and gas has
had on the county has been tremendous. Schools, fire districts, libraries, as
well as county and municipal governments, all benefit from the energy
industry.
In addition to agriculture and energy, Weld County is also home
to thriving businesses— large and small. County government has
a proven track record of working with business and industry; not
creating obstacles. Major employers in the area include: JBS
USA, Leprino Foods, Aurora Organic Dairy, Anadarko
Petroleum, Noble Energy, Halliburton Energy Services, "fiestas
Blades, Banner Health, Carestream Colorado, J. M. Smuckers
and State Farm Insurance.
To make certain Weld County maintains its quality of life, a Comprehensive Plan has been
developed and implemented. The plan, simply stated, puts the right things in the right places. The
result is that Weld County provides an ideal location for corporations, industry and business.
Weld County has no long-term or short-term debt, no county sales tax, a low mill levy compared
to neighboring counties, and is able to pay for long-term projects with cash, which benefits
taxpayers and residents alike.
Principal Property Tax Payers:
Kerr-McGee Oil & Gas Onshore LP
Noble Energy
Petroleum Development Corp. (PDC Energy Inc)
Crestone Peak Resources LP
Highpoint Operating Corporation
17
History
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The history of Weld County, which was established in 1861 when Colorado was still a territory, is
literally rooted in the land.
Weld County ranks number one in the state, and number nine in the country, in the value of
agricultural products sold almost $1.8 billion annually.
So how is this possible in a region that in 1821, Major Stephen H. Long said would "never be fit
for human habitation and should remain forever the unmolested haunt of the native hunter, bison
and jackal"? The answer is irrigation.
The Section No. 3 Ditch Company, which was incorporated in 1870, is said to have been "the first
ditch in the United States built specifically to grow food."
In 1835, a government expedition came through the
general area; the next year a member of that party, Lt.
Lancaster Lupton, returned to establish a trading post
located just north of the present town of Fort Lupton.
In about 1837, Colonel Ceran St. Vrain established
Fort St. Vrain; Fort Vasquez was built south of
Platteville in about 1840. The latter was rebuilt in the
1930s under the Federal Works Progress
Administration.
The U.S. Congress took parts of the Territories of
Nebraska, Kansas, New Mexico and Utah to create the Territory of Colorado in 1861. All parts of
Colorado lying east of Larimer County and north of the present Adams County were in the original
Weld County, one of 17 counties established by the first territorial legislature in September, 1861.
Weld County was named for Lewis Ledyard Weld, the first territorial secretary; St. Vrain became
the first county seat.
During the first 16 years of Weld County's history, the county seat was moved from St. Vrain to
Latham (three miles east of present Greeley) to Evans, to Greeley, to Evans again, and finally in
1877, returned to Greeley.
A large segment of the Weld County region was settled by people of German descent who
migrated from Russia in the early 1900s. Originally they came as railroad workers, but many soon
worked in the productive beet fields and eventually became prosperous land owners. Weld
18
County's Spanish -surname population began to arrive during the mid 1920s as laborers for the
sugar beet industry.
Weld County's sugar beet industry began with the building of sugar factories in Greeley and Eaton
in 1902. In 1903, another was built in Windsor, followed in 1920 by one in Fort Lupton and another
in Johnstown in 1926.
Education
Education has always been an important part of life in Weld County where 12 school districts offer
educational opportunities, all of which have earned a reputation for quality.
Greeley is the home to the University of Northern Colorado, a four-
year university offering bachelors, masters and doctorate degrees
to more than 12,000 students a year. Aims Community College, also
located in Greeley (with campuses in Fort Lupton and Windsor as
well), is a two-year liberal arts and vocational college offering 200
degree and certificate programs.
Livability
Weld County's livability is just one of the features that make it a great place to call home. Abundant
Colorado sunshine, low humidity, cool summer evenings and mild winters provide a climate where
people thrive.
Recreational opportunities abound throughout the county,
including the 21 -mile Poudre Trail, perfect for walking, running
and biking; St. 'drain State Park and its 604 acres of land and
152 acres of water perfect for camping, fishing and
photography; and the Pawnee Buttes - 193,000 acres of short -
grass prairie perfect for birding, hiking, recreational shooting
and camping.
Craft breweries, great restaurants, live music and festivals
abound throughout the county and draw visitors from across the country as well.
Weld County's location makes it an ideal spot as well, as Denver, Cheyenne, CIA and Rocky
Mountain National Park are just an hour's drive from the county seat.
NOTE: See the Weld County Population and Development Report in the Supplemental Data
Section of this document for more specific information. Plus, go to the Discover Weld County
website showcasing the great people, places and events that call Weld County home at
http://www.discoverweld.com.
19
20
TRATEGIC
PLAN
2022 2026
WHY A STRATEGIC PLAN?
Weld County is a changing and diverse community. Our strategic
planning process will provide a methodology to achieve a
consensus of what is needed for the future.
As such, the strategic plan
provides Weld County policy
makers, managers, and
employees with a game plan or
blueprint that guides decision
making towards our shared
priorities and a rationale for
resource allocation. These plan
priorities provide the measuring
stick we need to determine if
Weld County is fulfilling its
responsibilities. Strategic
planning also provides for
government accountability and
continuous improvement.
22
OUR PRIORITY STRATEGIC
THEMES
These themes guide field County towards our
vision of the future.
• Operate in a fiscally responsible and stable manner.
• Improve the quality life for all residents.
• Protect the safety and quality of Weld County.
• Develop and maintain an effective transportation system.
• Continuously improve the performance and capabilities of
Weld County operations by maximizing technology, fostering
innovation, and increasing access to and information
regarding services.
• Promote a healthy economy through business development
and economic diversification.
• Promote responsible and comprehensive policy development
through effective planning for land use, transportation, and
growth management.
• Protect and preserve our unique environment .
• Promote cooperation and coordination among all government
services.
23
OUR VISION FOR THE FUTURE
This vision statement reflects our
citizens' expectations for Weld
County government into the future.
I
LEADING WITH RESPONSIVE,
INNOVATIVE, AND COST EFFECTIVE
SERVICES.
WELD COUNTY CULTURE
INTEGRITY
• We maintain the public's trust through honest and fair behavior.
• We exhibit the courage to do the right thing for the right reason.
• We are accountable to each other and the public for providing good service and
value.
• We promote open communication.
• We conduct county business openly resulting in efficient and ethical use of county
funds.
STEWARDSHIP
We ensure responsible stewardship to all that is entrusted to us.
• We recognize Weld County has conservative constituents (5% tax limitation).
We operate the county by employing good business practices.
• We maintain fiscal stability to ensure services that citizens rely on, in good times
and bad times.
• We are a "pay as you go" county with no debt.
• We achieve operational efficiency through continuous efforts to improve and
innovate, thereby maximizing value for our taxpayers.
• We only add money to the solution of county problems after exhausting all other
options.
COMM ITMENT
We are committed to excellence in all that we do as an organization.
• We work with professionalism and purpose.
• We strive to provide superior service to our citizens.
• We provide regional leadership to forge cooperative partnerships and leverage
resources for the benefit of our citizens.
• We represent the county's interests aggressively at the state and federal level to
maximize county revenues, minimize county costs, and get favorable decisions for
Weld County citizens and taxpayers.
We have dedicated, skilled and adaptable county employees who have a history of
turning plans and resources into achievement and success in serving Weld County
residents.
25
OUR GUIDING
PRINCIPLES
These guiding principles are the basic values of every level of Weld
County Government.
They guide the way we make our decisions and carry out our actions
every day.
➢ Ensure long-term fiscal stability for the county
➢ Customer -focused and customer -driven
➢ Accountable and responsible to the public
➢ Provide and develop leadership, cooperation, and
collaboration aimed at improving service
➢ Focus on viable solutions that improve the quality of life
➢ Provide the necessary knowledge, skills, and resources to
county employees to carry out our mission and fulfil! our
vision
26
TRENDS IMPACTING
WELD COUNTY
We identified the trend and events that may
impact our ability to provide and improve
services, analyzed the strengths and
weaknesses of Weld County government to
meet these challenges. The major trends
affecting Weld County are:
• Energy Development
• Innovation and
Technology
• Economic
Development
• County Government
Financial Trends
TRENDS IMPACTING WELD COUNTY
Energy Development
Although fossil fuel extraction in Weld County is as old as the county itself, in the last few years
Weld County has experienced the biggest oil and gas boom in its history. Weld County has over
20,000 active wells — about 90 percent of the state's total. The Niobrara Formation is a geologic
formation that is bountiful in fossil fuel reserves within the Denver-Julesburg basin, including nearly
all of Weld County's 4,000 square miles. New technologies have made the extracting oil and gas
through the tight shale that underlies the formation an economically viable proposition. Energy
companies are investing in new wells and infrastructure in Weld County to tap into the estimated oil
and gas reserve of as much as I billion to 1.5 billion barrels of oil -equivalent in the Wallenberg
Field. The production has translated into a boost for the local economy, job creation, and tens of
millions of dollars in property taxes and severance taxes for local jurisdictions.
As has been the case for the last decade, growth and development activity directly, or indirectly,
related to oil and gas exploration seems to be the main economic driver in the majority of positive
economic activities in Weld County. The County has seen several compressor stations, injection.
wells, new pipelines, and other oil and gas support and service industries seeking permits. Given
the commitments of large oil and gas companies inWeld county, the county seems primed to see
considerable long-term investment and development in the oil and gas arena. The volatility of the
oil and gas assessed values continue to be a major impact to the county's budget planning the last
several years and will continue to be going forward with all the long-term energy development
planned in the county by energy companies. In addition, legislative proposals and ballot initiatives
regulating energy development in Colorado continue to threaten the long-term viability of
the energy industry in the state. In the 2019 legislative session, SB19-1 1 was passed and signed
into law. SBI g-'181 is a major rewrite of Colorado's oil and gas regulations. We will not be able
to quantify the bill's full impact on oil and gas production in Colorado until the State Oil and
Gas Commission promulgates new rules, and we see how each city► and county responds with its
own new rules.
The additional production of oil and gas has resulted in significant increases in the county's
assessed value with the oil and gas production being nearly sixty percent of the county's total
assessed valuation in 2020. Because of the volatility of production levels and price fluctuations of
the oil and gas production, the county► must continue to prudently manage the increased property
tax base created by the energy development. In 2012, the Board of Weld County commissioners
approved the Strategic Investment Plan for the Future of Weld County. The plan is a long-term
strategy of investment in the county's infrastructure, technology and innovation, workforce training
and development, economic development for diversification of the local economy, and to establish
a fluctuation reserve to deal with the volatility of the peaks and valleys in energy prices and
production. The energy production revenues have allowed for lower property tax rates, which
resulted in savings for all taxpayers in Weld County.
The county and energy industry have forged a relationship that is one of cooperation. The most
significant impact of energy development has been on the county transportation system. The
system originally► designed to serve farm -to -market routes has been inundated by trucks servicing
oil and gas wells. The county has worked closely with the energy industry to stay proactive in its
approach to road
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Energy Development
continued
maintenance and improvements. The county has embarked on its Haul Route Program (HARP)
to improve roads impacted specifically by oil and gas operations. The program has been
developed in conjunction with the energy industry to identify haul routes that need to be
improved to access new drilling sites. In addition, the county constructed a 26 -mile, five -lane
concrete corridor on CR 47/49 (Weld Parkway) between 1-76 and SH 392 in 2016-2018 to
accommodate the growth in the area and heavy truck traffic from the energy industry.
The energy industry will face future challenges from stricter state and federal restrictions, such
as the new well setback rules and ground water testing. The county will need to continue its
partnership with the industry to ensure that good public policies can be achieved to continue to
take advantage of the energy development opportunities in Weld County.
Even with the uncertainty of SB19-181, Weld County is better positioned financially than many
counties, in part due to its diverse economic base, energy development, productive workforce,
and fiscally prudent management policies. A continued disciplined approach to fiscal
management of the county's limited resources will ensure alignment with county -wide strategic
priorities and values. Commitment to the Board of commissioners' priorities of budget
stabilization, preparation for contingencies, and funding of the county's infrastructure,
accentuates the need for long-term strategic planning, including building a reserve balance that
best positions the county to weather future economic variations with minimal impact on the
community it serves. We must continue to maintain our strong fiscal management practices and
recruit for a dedicated workforce to ensure we are prepared to face whatever the future may
hold. The futurecounty budgets must continue to address both the needs of today and the
potential challenges of tomorrow.
Demographic Changes
As growth has occurred the demographics of Weld County have changed. The Weld County
population is much more diversified than it was even a decade ago, as migration has added
to the ethnic/cultural diversity with the growing Latino population, and there is immigration
from all parts of the world. Weld county's changing demographics are evident in the shift
from a rural character to an increasingly urbanized population, resulting in a change in land
use patterns. The political make-up of the population will most likely change, as the age of
the population is shifting in Weld County, as it is nationwide with the aging Baby Boomers.
The county now has centers of population outside of the Greeley area, as the Windsor -
Severance area and Southwest Weld County area continue to grow. The state demographer
is projecting by 2040 the Southwest Weld County population center could approach 250,000.
This area will also blend with the Denver metropolitan area resulting in the loss of a specific
community identity. All these demographic changes impact the kind of services provided, the
manner in which they are provided, and the service levels. it will fall upon Weld County's
elected officials and managers to find more creative and innovative solutions to better use the
limited resources of the county to maximize delivery of services to the more diverse citizenry
of Weld county.
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Innovation and Technology
The pace of change in our world is accelerating exponentially. This dynamic is challenging all of
us as individuals and as organizations and shows no sign of abating. In fact, the pace of change
now underway in our world continues to intensify. Fueled by technological advances, we are
quickly changing and reshaping all aspects of our lives from how we live and work to how we
share information and communicate. These technological advances in many ways are
fundamentally changing the public's expectations of, and relationship to, their government.
Weld County must continue to achieve operational efficiency through continuous efforts to
improve and innovate, thereby maximizing value for taxpayers. By continuously working to
improve the quality, efficiency, and cost effectiveness of its services, county staff will maximize
value for taxpayers and increase the ability to meet emerging public needs while living within our
financial resources. Weld County must continue to draw on the expertise of its workforce to take
advantage of new ideas and tools to improve service delivery and operational efficiency.
Investing in technology and innovation will continue to be a priority in Weld County. The mission
of the Weld County Information Technology (IT) Department is to provide responsive, adaptive,
transformative, innovative, and cost-effective information technology solutions and services. This
assists county departments and offices to successfully achieve their objectives. IT will assist with
the implementation and support of technology solutions empowering the citizens of Weld County
to access information and mission critical services in a comprehensive, responsive and effective
manner. IT is one of the common threads that enable the County's business units and offices to
accomplish their respective missions. While IT is an essential, foundational element for the
county to provide certain services, IT is also a catalyst for business innovation. The business
units and offices identify goals that can be enabled by IT; and IT can present new technologies
that prompt business units and offices to reconsider how they deliver services.
The county must be the center of information services innovation for advancing the delivery of
county services, anytime and anywhere. The county must be continually focused on providing
superior information services to support the multitude of county services and programs we offer.
The county's goal is to provide a reliable, secure, integrated information services environment
that meets not only today's needs for communication and business efficiency, but positions the
county to leverage new technology innovations, such as cloud services, and best practices for
business transformation and improved service delivery in the future.
Departments throughout Weld County government need to find ways to deploy new technology
tools to expand employees' flexibility, allowing them to become more productive and better serve
our customers in the community. This means changing the way we design county services by
continually looking for more opportunities to streamline operations and by addressing public
needs in innovative, comprehensive ways. It may mean we have to change how we communicate
with the public we serve by expanding the services and information the public can find online and
through social media.
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Transportation
The most obvious need for future investment in Weld County, which allows for dealing with the direct
impact of the oil and gas development, and accommodating the future growth in the county, is in the
long-term investment in the road and bridge infrastructure. Growth in the county has put an
increasing demand on the county's infrastructure. The growth has increased the use of county roads
and created congestion on several county roadways which need to be mitigated. Although the
county has made tremendous progress the last thirty years in improving the overall condition of
county roads and bridges, the growth is adding a whole set of new problems. The character of many
county roads in the Greeley -Windsor area and southwest part of the county has changed from rural
roads to urbanized roads due to the traffic volume demanding a higher capacity and level of service.
While past years have shown growth in the county's assessed value, and the economic stimulus of
the energy industry in Weld County has been positive, the downside is that the county has had to
add significant resources to the Public Works budget over multiple years to accommodate heavy
hauling traffic, address safety issues, and improve roads impacted by the oil and gas industry's
heavy hauling on county roads due to new exploration. In recent years, funds have been added to
the Public Works budget to deal with the Haul Route Program (HARP) to accommodate the energy
development impacts. The Weld County 2035 Transportation Plan summarizes existing
transportation conditions and recommends policy, funding and roadway development for Weld
County through the 2035 planning horizon. The transportation plan takes the condition of the current
transportation system and uses county land use forecasts and regional travel demand models to
outline a plan that will develop and maintain a safe and efficient roadway network in Weld County
long-term. The plan strives to improve the movement of people and goods to all Weld County
communities by enhancing regional arterial roadways.
The total projected costs identified in the Weld County 2035 Transportation Plan are over $400
million. When the plan is broken down into ten-year time increments, the short-term (2011-2016)
amount is $39.8 million, mid -range (2016-2025) $178 million, and long-range (2026-2035) $186.4
million. Prior to 2013, many of the projects in the Weld County 2035 Transportation Plan were
unfunded in the budget projections for future years. This changed with the Strategic Investment Plan
for the Future of Weld County. In approaching the funding requirement, it required another $15
million going to the Public Works Fund from property taxes, raising property tax levels to $24 million
in 2019 and 2020, and back to $20 million for 2021 and going forward. The additional property tax
investment in the transportation system, together with the anticipated federal mineral leasing dollars,
severance tax from energy development, and transportation impact fees, will add many of the
necessary resources to fund the Weld County 2035 Transportation Plan. Besides these resources,
the funds will also help provide matching funds to leverage grants from the Energy Impact
Assistance program and NFRMPO and UFRMPO to fund projects in the Weld County 2035
Transportation Plan.
A. five-year Public Works Capital Improvement Plan will continue to be updated annually and will
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 in the
county.
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Economic Development
The goal of economic development in Weld County is to create and maintain a healthy and
sustainable economy that creates wealth, preserves the quality of life and improves the standard of
living for county residents. To accomplish this, the county and our economic development partners
must focus on facilitating and attracting investment, creating new job opportunities, and stimulating
growth and expanding the county tax base. To increase the number and quality of business
enterprises and primary or basic jobs in Weld County, the economic development efforts must focus
on enterprises that export goods and services outside the local economy to regional, national, and
international clients and, in turn, creating an inflow of capital into the local economy. With a strong
agricultural economy complemented by several value-added processing companies, like JB s and
Leprino, and the energy industry, the county has a strong economic foundation upon which to build.
Weld County is pro -growth and has a healthy economy. It has a diverse workforce, room to grow, and
easily accessible transportation in regards to roadways and railways. Weld County has seen recent
growth in certain industries such as oil and gas exploration and production and renewable energy
technology and development. It offers proximity to urban areas while maintaining its agricultural base
and protecting water resources. The communities of the county have a small-town feel, but still have
also seen rapid growth in population and land development. There are also established retail centers
and service centers. All these features create a good economic development environment to attract
new businesses.
Working with economic development partners, such as Upstate Colorado Economic
Development, Small Business Development Centers, Colorado Enterprise Fund, and state
agencies, Weld County has many economic development incentives to offer and tools to assist
existing and new businesses. The county offers a personal property tax incentive program, small
business incentives, Larimer/Weld Business Revolving Loan Fund, and Colorado Enterprise Loan
Fund. Portions of the county are designated as an Enterprise Zone under the state program. Other
state incentives and jobs program are available for businesses looking to locate and expand in
Weld County. In addition to the programs cited, in 2016 the county established through property
tax credits, donations, and a $63 million endowment from the sale of NCMC hospital property, a
Brighter Weld County Scholarship Program for all Weld County high school graduates for enhanced
workforce development.
Weld County must have the long-term vision to diversify the economic base and assessed value
base of the county to become less dependent upon oil and gas assessed values. Investment in
economic development for the diversity of the local economy will lay a solid foundation for long-term
economic growth and allow Weld County to be competitive in retaining and attracting quality
companies and a labor force to support those companies. Innovative economic development
initiatives must bring together the synergy that Weld County has, such as no sales tax, low property
tax rates, leveraging of oil and gas assessed value to nurture other economic development, use of
the natural gas and wind power in the area to provide low-cost electricity, and having an
infrastructure that is strategically situated for the location of businesses and high technology
installations of the future. To accomplish long-term economic prosperity and maintain the county's
strong fiscal health, Weld County must use its financial resources to drive innovation and foster more
productive, inclusive, and sustainable growth by better use of the assets and creativity of the county
and our private partners. This could mean looking at current economic development incentives, such
as personal property tax credits, and providing infrastructure to accommodate new companies in
innovative and creative ways. Weld County is fortunate that it has the financial resources to initiate,
direct, and implement innovative economic development ideas when the opportunities present
32
themselves.
County Government Financial Trends
Adherence to conservative and prudent fiscal management practices have enabled Weld
County to maintain balanced budgets and stable reserves, implement proactive strategies to
manage county programs, avoid debt entirely through cash financing of capital projects, fully
fund its pension plan, and provide core services to residents.. The county's financial discipline
has enabled us to embrace the changes that are reshaping all aspects of our lives — from how
we live and work to how we share information and communicate — in many ways
fundamentally changing the public's expectations of, and relationship with, government.
There are a number of future issues and concerns that will be impacting Weld County's budget
in subsequent fiscal years. Some of the issues are shared by many local governments, such
as the state's long-term structural budget issues, federal debt, ever increasing healthcare
costs, and growing citizen service demands. Unique to Weld County is the continued impact of
oil and gas development touching on many aspects of Weld County currently, and in planning
for the future. The energy development presents both challenges and opportunities for Weld
County government.
The volatility of the oil and gas assessed values continues to be a major impact to the
County's budget planning. Because of the volatility of production levels and price fluctuations
of the oil and gas values, the county must continue to prudently manage the property tax base
created by the energy development. In February 2012, staff developed, and the Board of Weld
County Commissioners approved, the Strategic Investment Plan for the Future of Weld
County The purpose of the Strategic investment Plan for the Future of Weld County was to
provide the Board of Weld County Commissioners an analysis of the optional uses of the
projected property tax revenues from the new oil and gas development in Weld County. The
option selected was to develop a long-term strategy of investment in the county's
infrastructure, technology and innovation, workforce training and development, economic
development for diversification of the local economy, and to establish a fluctuation reserve to
deal with the volatility of the peaks and valleys in energy prices and production.
The budget must continue to reflect a multi -year strategic approach to managing county
resources within the ongoing challenging economic environment. The primary goals of this
strategy are to preserve core services, maintain the commitment to the county's capital
program, and accommodate the impacts of the energy development in Weld County. The
county has been able to accomplish these objectives while adhering to its fund balance and
reserves policy that specifies that a large contingency fluctuation reserve be maintained as a
buffer for unexpected fiscal events and the fluctuation of oil and gas assessed values. The
county's proactive management of its cost structure using this multi -faceted approach is
assurance of its commitment to maintaining fiscal health and stability.
33
Weld County's Strengths, Weaknesses, Opportunities
and Challenges Identified
STRENGTHS:
• Fiscally responsible and
constrained
• Visionary and proactive
• Provide good and
effective services to
citizens
Commitment to being a
responsive government
Responsible and
accountable to the citizens
• Coordinated efforts inside
and outside the county
Good use of technology to
communicate internally
and externally
• Strong advocates for our
citizens and their values
• Effective use of
technology to provide
services
•
•
•
WEAKNESSES:
Enhance communications
with public
Im • rove relationships
with other entities
Understand the impacts
f demographic changes
in the county
Focus efforts to recruit
and retain good
employees
Im rove public
perception of Weld
County
Use technology to
advance county services
34
Weld County's Strengths, Weaknesses, Opportunities
and Challenges Identified
OPPORTUNITES: CHALLENGES:
Increasing revenues equal
increased voice and
leverage
Budget strength equals
political strength
Technology on the leading
edge
Consolidation/partnerships
through government
collaboration and private
community organizations
Self promotion nationally
and through industry
leaders
Leveraging resources
Diversification of the local
economy
Education/information
telling our own story
Changing demographics of
county with growth
Immigration from different
areas and cultures
(language)
Oil and gas volatility and
impact on the economy as
a whole
Biased reporting in the
media
Distrust of government at
all levels
Private competition and
public labor market
Natural disasters,
pandemic, terrorists, and
cyber security
Citizen activists locking up
government
Federal and state structural
budget problems
35
STRATEGIC AREA PLANS
OVERVIEW
The following pages provide an overview of each strategic area
plan, including the mission statement for each strategic area, the
goals and desired outcomes, strategies to achieve the goals, and
performance objective/key performance indicators. The
strategic areas are:
•Public Safety
•Health Service
• Human Services
*Transportation
*Community and Economic Development
•Enabling Strategies: Financial and Operational Support
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STRATEGIC AREA:
PUBLIC SAFETY
STRATEGIC AREA: PUBLIC SAFETY
• Mission Statement: To seek justice, promote public safety and fight for our community.
(District Attorney)
o Goal PSDA 1: Systematic reduction of gang violence in our community.
o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County.
o Goal PSDA 3: Reduction of recidivism of changed offenders.
o Goal PSDA 4: Increase communication with the public and other customers of the
District Attorney's Office.
o Goal PSDA5: Reduction of paper files and duplicated data entry efforts.
• Mission Statement: To provide effective public safety services with honor and integrity
(Patrol Division)
o Goal SO PD1: Protect the well-being of the citizens of Weld County.
o Goal SO PD2: Establish and maintain meaningful communication with the citizens
of Weld County.
• Mission Statement: To accept and lawfully hold prisoners in a safe, humane and
wholesome environment that returns people to the community better, or no worse, than
when they arrived. (Detention Division)
o Goal SO DD1: Lawfully hold prisoners in a safe and humane environment.
o Goal SO DD2: Maintain a continuum of effective jail alternatives that offer a range
of sentencing and pre -adjudication options to secure custody.
• Mission Statement: The Weld County Regional Communications Center will provide
professional public safety communications support to the agencies served and work
together to preserve and improve the quality of life for our citizens. This is accomplished
through the prompt, efficient and accurate collection and dissemination of information.
(Weld County Regional Communications Center)
o Goal PS WCRCC1: To answer 90% of 9-1-1 calls during the average busy hour
each day within 10 seconds.
38
o Goal PS WCRCC2: To answer 95% of 9-1-1 calls during the average busy hour
each day within 20 seconds.
o Goal PS WCRCC3: To resolve Severe/Immediate/Urgent Issues 100% monthly.
o Goal PS WCRCC4: To resolve all Service Requests 90% monthly.
o Goal PS WCRCC5: Implement a new public safety information system.
o Goal PS Wireless 1: Resolve all Wireless Subscriber Service Requests within 20
days (including repairs).
• Mission Statement: To provide a responsive, proactive, medico -legal investigation in an
efficient and compassionate manner. (Coroner)
o Goal PS Cl: Continually adjust to meet readiness and service needs.
o Goal PS C2: Enhance professionalism and promote department excellence.
o Goal PS C3: Maintain highly -qualified staff to meet the present and future needs
of the department.
• Mission Statement: To support and improve the functions of our criminal justice system
by providing innovative and cost-effective services and/or programs to those functions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing, responsible members of our community. (Justice Services)
o Goal JS -1: To reduce the cost of pretrial incarceration through effective pretrial
release and supervision services; assure defendant court appearance and no new
law enforcement contact while on supervision in the community. (Justice Services)
o Goal JS -2: To provide safe and less expensive sentencing alternatives to the use of
jail; deliver effective offender services for seamless community re-entry. (Justice
Services)
o Goal JS -3: To provide safe and less expensive alternatives to the use of jail and
prison; administer the Weld County Community Corrections Board, various
contracts and agreements with the Colorado Department of Public Safety and the
Department of Corrections, provide oversight of selected vendors and of the
Community Corrections Facility. (Community Corrections)
39
• Mission Statement: To support Weld County and its citizens in Preparedness, Prevention,
Mitigation, Response, and Recovery using an All -Hazards approach, and to develop and
sustain broad and sincere relationships among individuals and the organization to
encourage trust, advocate a team atmosphere, build consensus, and facilitate
communication. (Office of Emergency Management)
o Goal PS OEM 1: Enhance capability necessary to protect the community from all
hazards.
1. Enrich outreach initiatives to create "Culture of preparedness" in Weld
County.
2. Ensure and improve the level of preparedness through training and exercise
opportunities.
3. Bolster planning efforts through cooperative collaboration with community
partners.
o Goal PS OEM 2: Increase response capability necessary to improve life, safety,
property protection and environmental preservation.
1. Heighten the level of readiness through emerging technologies.
2. Expand public, private, non-profit and faith -based partnerships to
strengthen response capabilities.
3. Assess, identify, maintain and enhance resources for emergency response.
o Goal PS OEM 3: Implement initiatives to engage the whole community in order to
more effectively recover from disasters.
1. Enhance community partnerships to identify and resolve unmet needs.
2. Review and enhance short and long-term recovery methods.
3. Pioneer new techniques for more accurate and timely damage assessments.
o Goal PS OEM 4: Build a more resilient community through innovative mitigation
strategies.
1. Identify and apply new research to accurately assess possible risks and
hazards to the community.
2. Leverage various funding sources to complete mitigation projects.
40
STRATEGIC AREA:
HUMAN SERVICES
STRATEGIC AREA: HUMAN SERVICES
• Mission Statement: We are an innovative organization that provides comprehensive and
responsive services to the Weld County community, always exceeding performance
expectations. (Department of Human Services)
o Goal HHS 1: To continuously strengthen services and support innovation that leads
to a culture that empowers people to improve their quality of life.
o Goal HHS2: Develop and deploy consistent performance management approaches
across the Department of Human Services.
o Goal HHS3: Establish a systematic structure to effectively communicate inside and
outside of the Department of Human Services.
o Goal HHS4: To prepare for the future by identifying appropriate actions to
opportunities and challenges that may impact the Department of Human Services.
o Goal HHS5: To develop a means to clearly and effectively communicate the value
of Human Service programs to any person inside or outside of the organization on
a continuous basis.
o Goal HHS6: To develop and reinforce "best customer service" standards and
commitment within all employees and partners of the Weld County Department of
Human Services.
o Goal VS1: Perform as advocate for Veterans and dependents seeking Service
Connected Disability Compensation and Non -Service Pension claims. (Veterans
Services)
o Goal VS2: Assist veterans and dependents enroll in Veterans Administration health
care. (Veterans Services)
o Goal VS3: Provide education assistance and burial and survivor benefits for
veterans and dependents services. (Veterans Services)
42
STRATEGIC AREA:
HEALTH SERVICES
STRATEGIC AREA: HEALTH SERVICES
• Mission Statement: We serve Weld County by cultivating partnerships to promote public
health and environmental quality through the delivery of relevant, innovative, and cost-
effective services
o Goal HS 1: Achieve organizational excellence through an engaged, connected, and
skilled workforce.
o Goal HS2: Cultivate a culture of continuous quality improvement to advance
excellence in business practices, programs, and services.
o Goal HS3: Foster engagement in community partnerships to achieve optimal public
health outcomes.
44
STRATEGIC AREA:
TRANSPORTATION
STRATEGIC AREA: TRANSPORTATION
• Mission Statement: To dcsign, build, and maintain safe and cconomical roads and bridges,
buildings, and othcr facilities for thc safc and cfficicnt use by thc citizens of Weld County and
others. (Public Works Administration)
o Goal TPW1: Provide effective and efficient administrative and managerial support and
supervision to thc Public Works Department. (Public Works Administration)
o Goal TPW2: Pcrform transportation of matcrials for maintcnancc and construction projccts
by delivering the quantities required within the time frames requested and by surpassing
past efficiencies. (Public Works Trucking)
o Goal TPW3: Provide regularly scheduled maintenance of all HUTF roads, continuous
improvement of road conditions, and opening all non -paved roads within 72 hours after a
snow event. (Public Works Grader)
o Goal TPW4: Perform the construction, rcpair, and replacement of County Road and Bridge
infrastructure projects by staying within the scope, within thc budget, and on time. (Public
Works Bridge Construction)
o Goal TPW5: Maintain traffic control devices on County roads and bridgcs. (Public Works
Maintenance Support)
o Goal TPW6: Perform the production of aggregate materials, rcclamation activities, and
safety measures. (Public Works Mining)
o Goal TPW7: Providc pavement managcmcnt to include pavement testing, paving,
patching, crack scaling, and sweeping. Contract administration of concrete curb and gutter,
seal coat, aggregate, and other contracted services as assigned. (Pavement Management)
o Goal TPW8: Development, design, inspection, testing, planning, and review of all phases
of County road and bridge engineering services for both in-house and contracted projects.
(Engineering)
o Goal TPW9: lmplcmcnt thc Colorado Wced Management Act on County properties and
assist landowners with compliance with the law through public cducation and assistance.
(Pest and Wccd)
46
STRATEGIC AREA:
ECONOMIC
DEVELOPMENT
STRATEGIC AREA: ECONOMIC DEVELOPMENT
• Mission Statement: Create a region with a healthy and sustainable economy that creates
wealth, preserves the quality of life, and improves the standard of living for area residents.
Focus on facilitating and attracting investment, creating new job opportunities, stimulating
income growth and expanding the local community tax base.
o Goal ED 1: Encourage the expansion of existing businesses and the location of new
industries that will provide employment opportunities in Weld County.
o Goal ED2: Support and facilitate public and private economic development efforts
that are consistent with the Goals and Policies of Weld County.
o Goal ED3: Structure land use policies and regulations so they encourage County-
wide economic prosperity and economic growth.
o Goal ED4: Recognize and promote specific places and resources in Weld County
that can uniquely support economic development.
o Goal ED5: Maintain relevant economic data that is specific to Weld County and
which complements other sources of similar information.
o Goal ED6: Expand economic opportunity for local residents, businesses and
governments by building and diversifying the primary job base in Southwest Weld
County.
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STRATEGIC AREA:
LAND USE
STRATEGIC AREA: LAND USE
• Mission Statement: To promote quality, well planned development, while respecting the
agricultural tradition, by cultivating and maintaining positive relationships with our greater
community, so that quality of life and property values are maintained for County residents,
business and property owners through a coordinated and cooperative planning process.
o Goal CED1: Increase effectiveness by maintaining regular communication with
the public, outside agencies, County departments, and the County Planning
Commission.
o Goal CED2: Plan for the long-term development and legacy of the County to
ensure efficiency of services to promote economic investments.
o Goal CED3: Provide consistency, quality, and thoughtful land use and
transportation planning.
o Goal CED4: Develop and maintain incentives for small business development.
o Goal CED5: Minimize government by implementing common sense approaches
to solving problems and adapting to changes.
o Goal CED6: Work with, not against, the flowing tide of free markets whereby
reducing or eliminating red tape and barriers to entry.
o Goal CED7: Ensure safe construction throughout unincorporated Weld County.
(Building Inspection)
o Goal CED$: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education. (Building Inspection)
o Goal CED9: Maintain quality, professional and timely site inspections. (Building
Inspection)
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STRATEGIC AREA:
ENABLING STRATEGIES
STRATEGIC AREA: ENABLING STRATEGIES
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Office of the Board)
o Goal ES 1: Enable County departments and its service partners to deliver quality
customer service.
o Goal ES2: Enhance community access to reliable information regarding services
and County government issues.
o Goal ES3: Ensure the County Attorney staff is meeting the needs of elected
officials and department heads. (County Attorney)
o Goal ES4: To improve service, increase efficiency and provide greater information
access and exchange between the County Commissioners and the citizens of Weld
County. (Clerk to the Board)
• Mission Statement: To ensure the process of recording and maintaining permanent records
which are accessible to the public. (Clerk & Recorder - Recording)
o Goal ES5: Ensure statutory requirements and regulations governing the recording,
indexing, imaging and electronic archiving are met. To be accountable and
responsible to the public's needs. Maintain a staff of highly -trained professionals
who have the responsibility for the administration of the recording office and all
duties charged to the office. Ensure that the citizens receive professional, timely
and quality service at all times.
• Mission Statement: To ensure the process of elections is open, error free, convenient and
accessible to all eligible voters. (Clerk & Recorder - Elections)
o Goal ES6: Ensure that every eligible voter is given the opportunity to vote either
through Mail Ballots, Voter Service and Polling Centers or Provisional voting.
Register all voters that have a desire to vote and allow them to cast a ballot at the
time of the election. Provide a Voter Service and Polling Center that is organized,
safe and free of influence. Maintain a staff of highly -trained professionals who have
the responsibility for the administration of the election office and all duties charged
to the office.
o Goal ES7: Ensure every motor vehicle is properly titled and registered according
to current Colorado laws. To be accountable and responsible to the public's needs
within the guidelines of the law. Maintain a staff of highly -trained professionals
who have the responsibility for the administration of the motor vehicle office and
all duties charged to the office. Ensure that the citizens receive professional, timely
and quality service at all times. (Clerk & Recorder - Motor Vehicle)
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o Goal ES$: To provide County treasury and tax collection services in the most
accurate, efficient and cost-effective manner possible. (Treasurer)
o Goal ES9: Correctly discover, list, value and defend values for property taxes for
Weld County taxing authorities. (Assessor)
o Goal ES10: Ensure the financial viability of the County through sound financial
management practices. (Finance & Administration)
o Goal ES1 1: Deliver on promises and be accountable for performance. (Finance &
Administration)
o Goal ES 12: Ensure the financial accounting of County funds is accurate
(Accounting)
o Goal ES 13: To provide the effective procurement of quality products and services
at the best value to Weld County taxpayers. (Purchasing)
o Goal ES14: Attract, develop and retain an effective diverse and dedicated team of
employees. (Human Resources)
o Goal ES15: Plan, construct, and maintain well -designed County facilities in time
to meet the needs of Weld County. (Facilities)
o Goal ES 16: Direct planning, design, engineering, construction services, and capital
improvements. (Facilities)
o Goal ES 17: Ensure responsive, service -oriented, and effective maintenance
services. (Facilities)
o Goal ES 1$: Perform preventative maintenance actions to reduce lifetime
operational cost. (Facilities)
o Goal ES 19: Deliver timely, high quality and cost-effective printing and supply
services to County departments. (Print Shop)
o Goal ES20: To provide quality, sufficient, and well -maintained county vehicles to
county departments. (Fleet Services)
o Goal ES21: Capitalize on phone technology to improve service, increase efficiency
and provide greater telecom access and exchange. (Telecom)
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• Mission Statement: Provide responsive, adaptive, transformative, innovative, and cost-
effective information technology solutions and services. This assists County departments
and offices to successfully achieve their objectives. IT will assist with the implementation
and support of technology solutions empowering the citizens of Weld County to access
information and mission critical services in a comprehensive, responsive and effective
manner. (Information Technology (IT) Department)
o Goal 1: Information Technology Security
o Goal 2: Adopting Cloud Services
o Goal 3: Consolidation and Optimization
o Goal 4: Budget and Cost Control
o Goal 5: Human Resource / Talent Management
o Goal 6: Strategic IT Planning
o Goal 7: Mobility
o Goal $: Disaster Recovery and Business Continuity
o Goal 9: Geographic Information Systems (GIS)
Note: Information Technology has a comprehensive strategic plan available online at:
http:I/wci. we ld. gov/DepartmentLinks/Informati onTe chnology/index. html
54
2022
BUDGET STRATEGY
The budget strategy uses proven methodologies of dealing with past budgets and looking at future
strategic approaches. The budget is based upon the following assumptions and approaches:
No local property tax initiative will be approved by the voters and the 15.038 mill
levy cannot be raised without political fallout.
➢ In the 2022 budget request, any net county cost increase in a budget unit
must be offset with a corresponding decrease in a department's total budget.
➢ Unless a change is legally mandated, the county's share of partnership programs
will not increase, it will decrease wherever possible. County dollars will not
displace federal or state reductions.
➢ Programs funded with state and/or federal allocation increases must be able to
have a sustainability plan when staff or program costs are increased or be
prepared to reduce staff or program costs if the allocation declines.
Program managers and the public will be made aware of the proposed service
reductions as soon as possible.
➢ Early warning sessions will be held in September addressing budget issues
identified early in the process.
All county departments and offices will receive a set target amount for 2022 before
budget preparations begin.
• A target of ten percent (10%) off the 2021 budget base will be uniformly
applied to all budget units.
➢ Fringe benefits will be left at the current level of benefit.
➢ No salary adjustments will be included in the requested budget. The Board will
determine any salary adjustments above the 2021 level in the Final Budget
process. Any Department Head or Elected Official justifying to the Board a higher
salary for a class unique to that department or office should include the additional
salary within the assigned target budget amount.
Any 2022 classification upgrades will be treated like new position requests in the
budget process, with the department funding any requests within the target
amount.
➢ There will not be any recommended increases in staff in the recommended budget
to the Board. Increased workload will be absorbed by existing personnel wherever
possible through increased productivity.
55
➢ Outside agencies that provide contractual services will be treated like county
departments.
➢ New or expanded mandates will be absorbed within the 2022 target amount by all
budget units.
Additional program options outside the overall budget plan will be proposed for
Board consideration. Staff will explore the options as directed by the Board, and
these options will be topics of discussion at the public work sessions and hearings.
• Self-supporting budgets will float at the 2021 funding levels.
➢ A review of all discretionary programs will be done by the Department Head or
Elected Official and the Board.
All vacant positions in 2022 will follow the "sunset review" process to determine if
the position needs to be filled.
• Resources for new activities will come from increased productivity and termination
of existing activities wherever possible. No new non -mandated programs will be
proposed without proportionate cutbacks in other programs.
All user and service fees will be examined, and recommendations made for
increases or other adjustments to match the cost of providing such services.
As 2022 budget requests accommodate or are integrated with long-term program
strategies, they will be highlighted.
The budget strategy will permit Weld County to cope with the new fiscal and program challenges
faced in 2022, while accomplishing a balanced budget. The 2022 budget must be structured to
attempt, within available funds, to ensure that:
➢ Basic services are funded at adequate levels.
• Revenue has been estimated at realistic levels.
• Reserves that afford protection for the future are funded.
• Productivity improvement programs are continued.
➢ Employee compensation levels are based upon realistic employment market
considerations and within the county's ability to pay.
TABOR Amendment limits will be adhered to in the budget.
Legislative and regulatory changes are accommodated.
Technologies are employed in cost-effective manners in the county.
56
➢ Population growth and development is planned for and accommodated.
➢ New initiatives associated with the human capital management strategies are
accommodated.
➢ Investment in the transportation system infrastructure as outlined in the Five -Year
Public Works Capital Improvement Plan addressing the strategic roads of the
county and the maintenance of the current road and bridge infrastructure.
➢ Weld County must continue the initiatives required to foster area economic
development and to improve the quality of life.
➢ Provide for long-term capital planning for facilities, information technology, and
Communication infrastructure.
57
2022
BUDGET CALENDAR
April 6 Board reviews the 2022 budget plan.
May 10- May 13
June 11
June 11
June 11
June 11
July 2
July 2 - September 13
September 21
September 21
September 23
October 19 and 21
November 2
October 21 - December 12
December 15
Director of Finance discusses target budgets and 2022 budget
plan with department heads and elected officials.
Elected officials and department heads submit requests for
Facilities special projects to the Director of Facilities and
Finance.
Elected officials and department heads submit new position
requests and any reclassification requests to Human
Resources and Finance.
Elected officials and department heads submit requests for
information technology services to Information Technology
and Finance.
Elected officials and department heads submit requests for
vehicles to the Director of Fleet Services and Finance.
Submit budget request to Director of Finance and
Administration and Budget Manager.
Finance office review.
Early warning budget work session and community agency
requests.
Budget Message to Board and transmit Proposed Budget to
Commissioners.
Publish notice of availability of Proposed Budget.
Budget work session hearings with Commissioners and
elected officials and department heads.
Publish notice of final budget hearing.
Prepare final budget.
Public Hearing on Final Budget, and adopt mill levy 9:00 a.m.
58
EXPLANATION OF OVERVIEW OF
BUDGET AND MANAGEMENT SYSTEM
Budgeting, at best, is an inexact science. It can be both precise and unyielding as numbers tend
to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's budgeting
process is to produce a "user friendly" document, designed to enhance policy makers', managers',
and citizens' understanding of major issues, resource choices, and impact of the total budget.
The budget is not only a financial plan, but a policy document, operational guide, and
communication device.
As a financial plan, Weld County's budget includes all funds, presents a summary of historical
and projected revenues and expenditures, describes major revenue sources, underlying
assumptions and trends, and includes projected changes to fund balances.
As a policy document, the budget includes a budget message articulating strategic priorities,
describes budget and financial policies, and addresses long-term concerns and issues.
As an operations guide, the document includes an organizational chart(s), provides authorized
personnel schedules, describes departmental services or functions, and includes goals and
objectives.
As a communications device, the budget includes a summary of budgetary issues, trends, and
resource choices, explains the impact of other plans or planning processes, describes the
preparation, review, and adoption process, includes a demographics or community profile section,
and contains a table of contents and glossary of terms.
The budget and management system begins with community assessments that take the form of
formal assessments, such as those done by the Health Department and Social Services, surveys,
town meetings, citizen input, and various forms of input from citizen advisory boards. Based upon
the community assessments, policy formulation is done by analyzing community needs,
developing county -wide goals, assessing prior year program performance, reviewing policy
alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is the
creation of a capital improvements plan and long-range plan.
Program planning at the department level follows policy formulation. All departments assess their
programs, explore alternatives, design and define existing and new programs, develop program
objectives, and relate present operations to the programs planned. The budget is then based
upon the program, performance, and periodic program review. This process allows for the
allocation of resources by program area and multi -year projections. The programs are then
evaluated on an on -going basis through program analysis, review of performance, and an
examination and evaluation of alternatives. This input then cycles into the policy formation
process for a new budget cycle.
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The budget and management system is supported by the Banner Accounting System, fiscal
control and cost accounting by program, and workload and performance management systems
and reports.
In summary, Weld County's budget process is virtually a year -around process, combining months
of planning, analysis, program and policy review, and constant monitoring. The adopted budget
asserts Weld County's commitment to meet or exceed the community's highest priority
expectations at the lowest possible cost to citizens. In the end, the budget represents a balance
between the political process represented by citizen input, policymakers, county departments and
offices, and teamwork.
The following two pages show the process graphically.
60
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
POLICY
FORMULATION
Community
Assessment
PROGRAM
EVALUATION
Program Analysis
Review Program
Performance
Examine and Evaluate
Alternatives
Service
Delivery
Analyze Community Needs
Develop County -Wide Goals
Assess Prior Year's
Performance
Review Policy Alternatives
Establish General Priorities
Establish Fiscal
Policy
SUPPORT
Accounting System
Fiscal Control
Cost Accounting
By Program
Performance
Measurement
Systems and Reports
BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Allocate Resources by
Program Area
Develop Multi -Year
Projections
Schedule Action
Long Range Planning
Capital Improvements
PROGRAM
PLANNING
Assess Program Alternatives
Design Program
Define Program
Objectives
Relate to Present
Operations
Revise as Necessary
61
HIERARCHY OF BUDGET INFORMATION
/
BOARD OF COUNTY
COMMISSIONERS
Budget Policies
Budget Process
Revenue Policies
Policy Directions
Accounting Policies
Investment Policies
Capital Improvement
Policies
Budget Guidelines
Allocation of
Resources
N
Implementation and
Results of
Strategic Objectives
Major Program Goals
Specific Revenue
Assumptions
Policy Matters/
Points of Issue
Workload Data
Department Objectives
Significant Changes
/
DEPARTMENT BUDGET UNITS
62
2022
BUDGET PROCESS
OBJECTIVES:
1. Identify the cost of existing activities within the county.
2. Analyze new or expanding services, using common criteria for justification, aimed
at identifying mandated and optional programs.
3. Analyze and give a thorough explanation of each existing program and services
with the Budget Review Form and Performance Measures.
4. Rank, in priority order, all new and existing services which fall within a marginal
range of funding.
5. Aggressively analyze major revenue sources.
6. Eliminate procedures which were not fully utilized in the decision -making process
of the budget.
7. Identify optional programs and service levels which may be reduced, if necessary.
8. Continue refinement of the budget process with the key aspects of planning,
evaluation, priority setting, rational resources allocation process, and creative
management approaches.
9. Utilize the target budget approach.
10. Continue a strategic planning process.
63
SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
WELD COUNTY FUND STRUCTURE
By Budgetary Basis
It Modified Accrual Basis of Budgeting
(Government Fund Types)
Public Social
Works Services
Solid Waste
Conservation
Trust
Human
Services
Weld
County Trust
Fund
BUDGETARY ACCOUNTING BASIS:
ir Accrual Basis of Budgeting
(Proprietary Fund Types)
Internal
Service Funds
Fleet
Services
Insurance
Weld
Finance
Corp.
Health
Insurance
Telecom
Services
Enterprise
Funds
Regional
Crime Lab
The Weld County budgetary procedure uses the following Basis of Accounting. Basis of Accounting refers
to when revenue and expenditures are recognized in the accounts and reported in the financial statements.
Basis of Accounting relates to the timing of the measurements made, regardless of the measurement focus
applied.
The governmental funds and expendable trust funds utilize the modified accrual basis of accounting. Under
this method revenue is recorded in the year in which it becomes both measurable and available as net
current assets. "Measurable" means the amount of the transaction can be determined and "available"
means collectible within the current period or soon enough thereafter to pay liabilities of the current period.
Revenue susceptible to accrual, that is, measurable and available to finance the County's operations, or of
a material amount and not received at the normal time of receipt, primarily consists of 1) state highway
users tax; 2) property taxes, assessed in 2021, payable in 2022, and 3) various routinely provided services
(health department). Unbilled charges for services are recorded in the appropriate funds at year end.
Expenditures are generally recorded when the related fund liability is incurred.
Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the year in which
it is earned and becomes measurable. Expenses are recorded when liabilities are incurred. Due to
Colorado legal requirements, capital expenses are budgeted and appropriated in the Proprietary Funds.
64
BUDGET ADOPTION:
An annual budget and appropriation ordinance is adopted by the Board of County Commissioners in
accordance with the Colorado State Budget Act and Weld County Home Rule Charter. The budget is
prepared on a basis consistent with generally accepted accounting principles for all governmental,
proprietary and expendable trust funds. The accounting system is employed as a budgetary management
control device during the year to monitor the individual departments (level of classification which
expenditures may not legally exceed appropriations). All annual appropriations lapse at year end.
The Director of Finance and Administration is authorized to transfer budgeted amounts within departments
of each fund. Any revisions that alter the total appropriation for each department must be approved by the
Board of County Commissioners through a supplemental appropriation ordinance.
AMENDMENT TO BUDGET PROCESS:
Section 29-1-111, C.R.S., provides that, if during the fiscal year, the governing board deems it necessary,
in view of the needs of the various offices or departments, it may transfer budgeted and appropriated monies
from one or more spending agencies in the fund to one or more spending agencies in another fund and/or
transfer budgeted appropriated monies between spending agencies within a fund.
Section 29-1-111, C.R.S., provides that, if during the fiscal year, the governing body or any spending
agency received unanticipated revenue or revenues not assured at the time of the adoption of the budget
from any source other than the local government's property tax mill levy, the governing board of the local
government may authorize the expenditure of these unanticipated or unassured funds by enacting a
supplementary budget and appropriation.
Supplementary budget and appropriations require a two-thirds majority vote by the Board of County
Commissioners.
PROPERTY TAXES:
Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later than
December 15 and are payable the following year in two installments on February 28 and June 15, or in full
on April 30. The county, through the Weld County Treasurer, bills and collects its own property taxes, as
well as property taxes for all school districts, cities and towns and special districts located within the county.
In accordance with Section 14-7 of the Weld County Home Rule Charter, all ad valorem tax levies for county
purposes, when applied to the total valuation for assessment of the county, shall be reduced so as to
prohibit the levying of a greater amount of tax revenue than was levied from ad valorem taxation in the
preceding year, plus five percent (5%), except to provide for the payment of bonds and interest. The Board
of County Commissioners may submit the question of an increased levy to the County Council and, if in the
opinion of a majority of the County Council, the county is in need of additional funds, the Council may grant
an increased levy for the county in such amount as it deems appropriate, and the county is authorized to
make such increased levy.
Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal
to a three -mill levy for three years shall be prohibited unless approved by a majority vote of the qualified
electors at a general or special election, per Section 14-8 of the Weld County Home Rule Charter.
With the passage of Amendment One (TABOR) effective November 4, 1992, the mill levy cannot be
increased above the prior year mill levy, except by a vote of the people. In addition, the growth of property
tax revenue cannot exceed the prior year amount plus inflation plus net new construction, without voter
approval.
65
EXPLANATION OF
INDIVIDUAL FUNDS
GOVERNMENTAL FUND TYPES:
Funds generally used to account for tax -supported activities.
Genera! Fund
The General Fund accounts for all financial transactions of the County that are not properly
accounted for in other funds. Ordinary operations of the County such as public safety, County
administration and other activities financed from taxes and general revenues are reflected in this
fund. The three percent of fiscal spending reserve established in accordance with the State
Constitution Amendment One (TABOR), passed November 3, 1992, is included in the General
Fund's fund balance.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked revenue for the
County which finances specified activities as required by law or administrative action.
Public Works Fund: The Public Works Fund records all costs related to Weld County
road and bridge construction and maintenance. This fund is also utilized for allocation of
monies to cities and towns for use in their road and street activities.
Social Services Fund: The Social Services Fund accounts for the various public welfare
programs administered by the County.
Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received
from the State of Colorado to be used for the acquisition, development, and maintenance
of new and existing conservation sites within Weld County. The funds are derived from
the Colorado State Lottery.
Weld County Trust Fund: The Weld County Trust Fund, a permanent fund, accounts for
the assets held by the Weld Trust, a Colorado nonprofit corporation recognized by the
Internal Revenue Service as an exempt charitable organization under Internal Revenue
code section 501 (c)(3), for charitable purposes to benefit the citizens of Weld County.
Contingent Fund: The Contingent Fund records any property tax revenue levied by the
Board of County Commissioners to cover reasonably unforeseen expenditures.
Public Health Fund: The Weld County Department of Public Health and Environment
provides health services to County residents. The fund reflects revenue and expenditures
for health care, health education, health monitoring, and other related activities.
Human Services Fund: The Human Services Fund accounts for various Federal and
State human service grants. Primary funding agencies are DOL, HHS, and CSA.
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Solid Waste Fund: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites for the purpose of combating environmental
problems and for further improvement and development of landfill sites within the County.
Capita! Project Funds
Capital Project Funds are established to account for financial resources used for the acquisition
or improvement of the capital facilities of the County.
Capital Expenditures Fund: This fund accounts for various capital improvement projects
on County property as required by Section 29-1-301, C.R.S., 1973.
Communications Capital Development Fund: This fund accounts for various capital
improvement projects for the development and maintenance of the county
communications system infrastructure.
PROPRIETARY FUND TYPES:
Proprietary funds focus on the determination of operating income, changes in net assets (or cost
recovery), financial position, and cash flows. There are two different types of proprietary funds:
enterprise funds and internal service funds.
Enterprise Funds:
Enterprise Funds account for departments providing services primarily to third -party payers.
Northern Colorado Regional Forensic Laboratory Fund: This fund accounts for the
maintenance and operational cost of the Northern Colorado Regional Forensic
Laboratory. It is funded by rent paid by participating agencies.
Internal Service Funds:
Internal Service Funds are established to account for goods and services provided to other
departments of the County on a cost -reimbursement basis.
Fleet Services Fund: This fund accounts for the revenue and costs generated by
equipment and vehicles rented to the Public Works Fund and to various departments of
other County funds.
Insurance Fund: This fund accounts for all insurance costs for the County. The program
is a combination of insured risks and protected self-insurance risks.
Telecom Services Fund: This fund accounts for all phone costs provided to the County
and other outside agencies on a cost -reimbursement basis.
Health Insurance Fund: This fund accounts for the self -insured health, dental, and vision
plans offered to County employees.
Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of
county facilities. There are no active leases. The last lease was paid off on August 1, 2007.
67
BUDGET POLICIES
The basic budget policies of Weld County are stated in the following forms:
• Budget Process
• Program Policy Changes/Impacts
• County Strategic Objectives
• Revenue Policies and Assumptions
• Policy Directions
• Significant Budget and Accounting Policies
• 2022 Budget Guidelines
The overall County budget policies are reflected at the program level on each of the "Budget Unit
Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact
operations, service levels and/or finances at the program level. In addition, comments on the
summaries explain implementation issues and provide goals and workload and performance data
for monitoring purposes.
The "Budget Unit Summary" has been structured as follows to accommodate the governing board
and public reader:
• Department Description
• Resources
• Summary of Changes
• Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators
• Workload Measures
• Staff Recommendations
NOTE: In accordance with Article IV, Section 4-2(6)(b), of the Weld County
Home Rule Charter, the Director of Finance and Administration
shall cause the policies adopted or approved by the Board of
County Commissioners to be implemented in the county as required
by the Board of County Commissioners and insure that the activities
of the departments are consistent with the policies determined and
set by the Board of County Commissioners.
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SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
Prepare the county for the most efficient and effective use of American Recovery Plan Act
(ARPA) revenues of $63 million.
Adjust to account for a nearly 20% drop in assessed valuation due to oil and gas.
Address rising inflation concerns and salary survey information to ensure competitive
wages.
➢ Complete the implementation of Communications recovering 40% of costs through user
fees versus 20%.
➢ Improvements and expansion to the Southeast Weld building of $6,000,000 as population
increases in south county.
• The Sheriff's Office is increasing the number of body -worn cameras for sworn officers as
a result of the requirements in Senate Bill 20-217.
Continue efforts to control health care costs for county employees/dependents. No rate
increase in 2022, meaning premiums are 11.8% lower than they were eight years ago.
➢ The public safety information system of CentralSquare will be employed.
➢ The 2022-2026 Capital Improvements Plan for facilities is funded at $39,975,000.
Continue providing staff resources in response to SB 19-181 for the air quality monitoring
system.
➢ Fund the Public Works road and bridge 2022-2026 Capital Improvement Plan.
➢ Lower the employee pension plan assumption to a more reasonable 5.9% rate of return.
2022 is an election year with one General Election and one Primary Election, requiring
substantial increases in funding for new statutory requirements.
➢ Adding the Communications Capital Fund for increased visibility of the E-911 capital
projects.
Progressing to the full implementation of the Family First Prevention Services Act through
Social Services.
Initiating the first full year of the Community Development Block Grant program.
Beginning the implementation process for an Enterprise Resource Planning (ERP)
system.
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LONG TERM FINANCIAL
PLANNING POLICIES
Balancing the Operating Budget: The State of Colorado's constitution requires all local
governments to annually adopt a balanced budget. Balanced budget means expenditures cannot
exceed available resources. No debt financing of the operational budget is permitted. Weld
County's policy is that under no circumstances will Weld County adopt a budget that is not
balanced, even if the constitutional requirement is lifted.
Long Range Planning: The Board of County Commissioners has adopted countywide strategic
goals. The recommended budget shall, to the extent possible, based upon available resources,
be consistent with the goals and objectives of the county's strategic goals. The process shall
involve identifying several critical areas which have or are expected to have an impact on the
financial condition of the county over the next five years. Once the critical issues are identified,
specific goals and objectives will be developed along with an implementation plan by impacted
departments.
Long Term Financial Forecast: Annually prepare a five-year forecast that maintains the current
level of services, including known changes that will occur during the forecast period. If the forecast
does not depict a positive operating condition in all five years of the forecast, the county will strive
to balance the operating budget for all years included in the five-year financial forecast.
Long Term Budget -to -Actual Trends: Annually evaluate trends from a budget -to -actual
perspective and from a historical year-to-year perspective to identify areas where resources have
been over allocated. This will improve the accuracy of revenue and expenditure forecasts by
eliminating the impact of recurring historical variances.
Asset Inventory: An inventory of capital needs will be maintained by the Director of Finance and
Administration. The inventory shall include the identified needs, a list of projects, their cost
estimates, and project timetable for funding, acquisition or construction. The recommended
budget shall include a capital budget and a five-year capital plan with a balanced financial base
for renewal, replacement, and new projects. The capital budget shall be adequate to maintain
capital assets at a level sufficient to protect infrastructure and minimize future maintenance and
replacement costs.
Revenue Diversification: Weld County encourages a diversity of revenue sources in order to
improve the County's ability to handle fluctuations in individual revenue sources year to year and
long-term. Due to the high percentage of oil and gas assessed values, Weld County also
encourages the diversification of revenues for long range planning to minimize the dependence
of the County's budget on oil and gas revenue fluctuations in production and price, and long-
range depletion of the resource in the County.
Fees and Charges: Unless fees or charges are established by state law or contractually, Weld
County will establish fees for goods and services at full cost recovery, including direct and indirect
costs, where the user of the goods or services has the ability to pay. All fees will be reviewed
periodically to insure they are still appropriate. Fees will be available for the public and adopted
by code in public meetings.
Use of One -Time Revenues: Weld County has a policy discouraging the use of one-time
revenues for ongoing operational expenditures. The highest priority for one-time revenues will be
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to fund assets or other non -recurring expenditures, or to put the one-time revenues in a reserve
fund.
Debt Capacity, Issuance, and Management: To the extent possible, Weld County will pay cash
for major projects rather than borrowing. Any existing debt will be retired at the earliest possible
time during the life of the debt unless circumstances change significantly. Weld County's debt
level per Weld County's Home Rule Charter and state law cannot exceed three percent of the
current assessed value of the county. The current debt capacity is nearly $450 million. Debt
under the debt limit includes all financial obligations over one year in duration, e.g. general
obligation bonds, revenue bonds, certificates of participation, notes, lease purchase agreements,
letters of credit, revenue warrants, long term lease obligations, or any other multiple -fiscal year
direct or indirect debt or other financial obligation. Obligations for pension plans are excluded
under Colorado state law.
Stabilization Funds: Weld County maintains a prudent level of financial resources in the form
of a contingent reserve, plus adequate fund balances for cash flow, to protect against the need to
reduce service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted
one-time expenditures. See fund balance policy in the policy section of the Budget Message for
more details.
Operating/Capital Expenditure Accountability: A budgetary control system will be maintained
by the Finance Department to ensure accountability and adherence to the budget by restricting
the expenditure of funds above the amount appropriated for the spending agency. Monthly
financial reports will be available on-line through the accounting system for elected officials and
department heads, detailing the progress towards budget compliance. These reports will, at a
minimum, compare the current budget and year-to-year revenues and expenditures by
department.
Contingency Planning: Weld County supports a financial planning process that assesses the
long-term financial implications of current and proposed operating and capital budgets, budget
policies, cash management, and investment policies, programs and assumptions that will permit
Weld County to deal with future contingencies in a reasonable and responsible way without
adversely impacting County citizens.
Strategic Investment Plan for the Future of Weld County: Due to the oil and gas boom in Weld
County from development of the Niobrara formation, Weld County property tax revenue has
increased. As a result, in February 2012, staff developed, and the Board of Weld County
Commissioners approved the Strategic Investment Plan for the Future of Weld County. A long-
term strategy of investment in the county's infrastructure, technology and innovation, staff and
workforce development, and economic development for diversification of the local economy can
all have a demonstrable long-term payoff. A good county transportation system facilitates the
movement of goods and services. Investment in innovation and technology will lay the foundation
for new and more efficient governmental services being provided by Weld County government.
Staff development ensures that the county's employees have the skills required to provide the
very best service possible to the citizens of Weld County. Investment in economic development
for the diversity of the local economy will lay a solid foundation for long-term economic growth in
the county and allow Weld County to be competitive in retaining and attracting quality companies
and a labor force to support those companies. Weld County has to focus on investing rather than
spending in order to ensure long-term economic prosperity not only while the energy boom is
happening, but also when it eventually ends.
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CAPITAL IMPROVEMENT POLICY
1. Capital Improvement Plan - A plan for capital expenditures to be incurred each year over
a fixed period of several years (normally on a five-year cycle) setting forth each capital
project and identifying the expected fiscal year for each project and the anticipated
revenues to finance those projects.
2. Capital Improvement Staff Committee - The Director of Finance and Administration in
conjunction with the Director of Facilities develops a Long Range County -wide Capital
Improvement Plan for all major capital expenditures within the County after surveying
County -wide needs with program managers. The Board of County Commissioners is
responsible for approving capital improvement policies, as well as, approving capital
improvement programming as a part of the annual budget.
3. Capital Assets - Capital assets are defined as land, improvements to land, easements,
buildings, building improvements, vehicles, machinery, equipment, works of art and
historical treasures, infrastructure, and all other tangible or intangible assets that are used
in operations and that have initial useful lives extending beyond a single reporting period.
4. Capital Projects - Capital projects are defined as those major, non -recurring projects that
have a time interval of at least three (3) years between such expenditures and have a total
cost of at least $10,000. Purchases of real property and selected equipment may be
exempted from these limitations. Examples of capital projects include:
A. New and expanded physical facilities.
B. Large-scale rehabilitation and replacement facilities.
C. Major equipment which has a relatively long period of usefulness.
D. The cost of engineering or architectural studies for services related to a
major public improvement.
E. Acquisition of land and/or buildings.
5. Annual Action Program - Those capital improvement projects from the plan which have
been identified by the Director of Finance and Administration and the Director of Facilities
and approved by the Board of County Commissioners for funding and implementation for
each fiscal budget year.
6. Relationship Between Capital Funding and Operating Budget - Capital assets, which
include property, plant equipment, software, rights -of -way, and infrastructure assets (e.g.,
roads, bridges and similar items,) are reported in the applicable governmental or business -
type funds. Capital assets are defined by the County as assets with an initial, individual
cost of more than $5,000 and a useful life of more than one year. All fixed assets are
valued at historical cost or estimated historical cost if actual historical cost is not available.
Donated capital assets are recorded at estimated fair market value at the date of donation.
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The costs of normal maintenance and repairs that do not add to the value of the asset or
materially extend assets lives are not capitalized.
All reported capital assets, except for gravel roads, rights -of -way, intangible assets, and
land are depreciated. Improvements are depreciated over the remaining useful lives of
the related capital assets. Depreciation on all assets is provided on the straight-line basis
(asset value divided by years of useful life) over the following estimated useful lives:
Buildings
Improvements
Infrastructure - Bridges
Infrastructure - Roads
Equipment
Heavy Equipment
20 - 50 years
10 - 20 years
50 years
20 years
1 - 5 years
10 - 20 years
GASB Statement 34 allows an alternative approach which would reflect a reasonable
value of the asset and the cost incurred to maintain the service potential to locally
established minimum standards in lieu of depreciation. To elect this option the County
must develop and implement an asset management system which measures, at least
every third year by class of asset, if the minimum standards are being maintained. The
County has elected to use this alternative approach only for gravel roads.
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INVESTMENT POLICY
On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment
policy that is reviewed annually by the Investment Committee. A copy of the detailed investment
policy can be obtained by contacting the Weld County Treasurer at (970) 400-3260. The following
is a brief overview of the investment policy:
The County Treasurer is responsible for the investment of all available monies. The statutes
defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S.
Investment priorities are (1) safety, (2) liquidity, and (3) yield.
In compliance with statutes, deposits/investments are made only in "qualified" financial
institutions, i.e., those which are federally insured by either FDIC or FSLIC. Further, any
deposit/investment amount more than $250,000 may only be made at institutions that are
designated as public depositories by the state bank or savings and loan commissioners, Sections
11-10-118 and 11-47-118, C.R.S. Such designation occurs when acceptable collateral is pledged
to secure the total deposit.
Deposits/investments shall be made in the name of the treasurer in one or more state banks,
national banks having their principal offices in this state, or in compliance with the provisions of
Article 47 of Title 11, C.R.S. 1973, savings and loan associations having their principal offices in
this state which have been approved and designated by written resolution by a majority of the
Board of County Commissioners.
The Board of County Commissioners can designate, by resolution, an average annual rate of
interest income to be paid to a specific fund or funds. All other interest income is deposited to the
county general fund for the purpose of supplementing the county mill levy, thus reducing the
amount of revenue required from property tax.
The County maintains a cash and investment pool that is available for use by all funds except the
Pension Trust Fund. Several of the County's funds also hold investments on their own account.
The cash and investments of the Pension Trust Fund are held separately from those of the other
County funds.
Deposits:
At year end, the estimated carrying amount of the County's deposits is nearly $310 million.
Of this amount, approximately $1 million will be covered by Federal deposit insurance,
and the remainder was collateralized with securities held by the pledging financial
institution's trust departments or agents in the County's name.
Investments:
Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies, and
instrumentalities, commercial paper, and repurchase agreements. The Pension Trust
Fund is also authorized to invest in corporate bonds and mortgages.
Interest revenue is projected on the basis of an average interest rate of 0.25-0.075 percent in
2022.
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FUND BALANCE AND
RESERVE POLICY
Weld County considers maintenance of adequate operating reserves to be a prudent
management tool and important factor in providing financial flexibility to the County. A financial
reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures.
The reserves provide a first line of defense against deficit spending and help maintain liquidity
when budget downturns become inevitable. The appropriate size of such fund balance reserves
depends on the potential viability of the County's revenues and expenses, as well as its working
cash needs to handle seasonality of revenues or expenditures.
The Board of County Commissioners adopted the County Fund Balance Policy on December 14,
2011, nunc pro tunc January 1, 2011. The policy was created to help reduce the negative impact
on the County in times of economic uncertainty, major fluctuations in oil and gas assessed
valuations, and potential losses of funding from other governmental agencies. The policy
established minimum requirements for reserves and guidelines for the use of certain funds. The
reserves and restrictions are also consistent with the requirements under Colorado statute or
state constitutional requirements. The County Fund Balance Policy requires the following:
• Any remaining fund balance following all restrictions and commitments in the Health
Fund shall be assigned for future health programs for the benefit of the citizens of Weld
County.
• Any remaining fund balance following all restrictions and commitments in the Social
Services Fund shall be assigned for future welfare programs for the benefit of the
citizens of Weld County.
• Any remaining fund balance following all restrictions and commitments in the Human
Services Fund shall be assigned for future welfare, senior, and employment programs
for the benefit of the citizens of Weld County.
• The Contingency Fund shall maintain a minimum fund balance to cover a minimum
ten (10) percent of the annual expenditures and maximum of twenty (20) percent of
the annual total expenditures as determined by the Director of Finance and
Administration to provide: (1) a reasonable level of assurance that Weld County's
operations will continue even if circumstances occur where revenues are insufficient
in an amount that is equal to at least one -percent of annual expenditures to cover
necessary expenses for public safety, public welfare and public works; (2) there is a
major reduction in oil and gas assessed valuations; or (3) there are other unexpected
needs or emergency situations costing an amount that is equal to at least one -percent
of annual total expenditures that do not routinely occur. The Contingency Fund shall
be funded by property tax. The Board may also exceed the balance of the maximum
of twenty (20) percent of the annual total expenditures in the annual budget process if
circumstances warrant it, such as oil and gas assessed valuation fluctuations.
• The three -percent TABOR emergency reserve required by Article X, Section 20(5) of
the Colorado Constitution shall be a restricted fund balance in the General Fund in an
amount equal to ten -million dollars or three -percent of the TABOR revenue limit,
whichever is greater.
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POLICY DIRECTIONS
Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget
submission.
Incorporate the Strategic Investment Plan for the Future of Weld County into the budget.
Continue revenue maximization policy to support County services to users.
Continue policy of identifying ways to minimize the reliance upon property tax funding.
Advocate legislative positions.
Examine County programs on a continual basis to maximize productivity and maintain
current service levels with current or reduced workforce.
Examine County programs and services to prepare Weld County for continuing financial
uncertainties and future limitations.
Utilize cost cutting/revenue raising strategies to hold down costs and support County
services. This may be accomplished by:
Organization assessment
Contraction in services
Productivity improvement
Privatization and contracting
Automation
Energy conservation
Administrative reorganization
Innovation/technological transfer
Continue position sunset review process to assess the need for any vacated positions.
Utilize a target budget approach with the following features:
Identifies County's resource capacity
Clearly identifies targets and related reductions
Identify proposed non -funding early
Allows time to accommodate reductions (employees)
Offers support to managers to eliminate marginal services, less productive
employees, etc.
Allows board discretion in allocating funds to unfunded programs in critical
service areas
Targets all offices, departments, and outside agencies
Better reflects County priorities
Since limits are known, allows planning of alternative expenditure levels six
months before fiscal year begins
Constrains growth in existing levels, so high priority requests can be
granted while lower priority projects are cut
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Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services.
Clearly identify all newly mandated program costs for the Board.
Continue the County's share of partnership programs, unless a change is legally
mandated, and decrease the share wherever possible.
Maximize manpower avoidance or substitution methods for all departments through
automation, productivity improvements, or cost cutting strategies.
Recommend capital outlay expenses for equipment only when the need has been fully
justified, the useful life of equipment cannot be extended, and it has been determined that
salvage equipment is unavailable for use. Vehicle replacement must be recommended
by the Director of Fleet Services for consideration in the budget process.
Continue to examine priorities, which services to provide, best way to deliver services,
and most cost-effective way to provide services within the constraints of TABOR.
Minimize levels of management for departments within the County by flattening the
organization and empowering employees to the maximum extent possible.
Continued deployment of LEAN. The County began to use LEAN, a continuous
improvement methodology in 2017. Significant process improvements have been made in
many departments including Motor Vehicle, Jail Booking, and Human Services operations.
The County's Lean efforts are evolving from a centralized group in Information Technology
to broader deployment throughout county departments involving their own staff.
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2022 GUIDELINES
➢ There will be limited recommended increases in personnel in the recommended budget to
the Board. Increased workload should be absorbed by existing personnel wherever
possible through increased productivity.
➢ Resources for new activities should come from increased productivity and termination of
existing activities wherever possible. No new non -mandated programs should be
proposed without proportionate cutbacks in other programs. Any new programs or
expansion of existing programs will be highlighted as a policy issue for the Board.
➢ All newly mandated program costs should be clearly identified for the Board.
➢ Unless a change is legally mandated, the county's share of partnership programs should
not be increased, the share should be decreased wherever possible.
➢ Methods to maximize manpower avoidance or substitution should be encouraged by all
departments through automation, productivity improvements, or cost cutting strategies.
• Capital outlay expenses for equipment should only be recommended when the need has
been fully justified, the useful life of equipment cannot be extended, and it has been
determined that salvage equipment is unavailable for use. Vehicle replacement must be
recommended by the Director of Fleet Services for consideration in the budget process.
• Budgets are to be prepared on a program basis with submission in a program format, as
well as in the normal line item format like 2021's budget presentation.
• Salaries should be budgeted at the 2021 level. Any salary increase for a class unique to
a department must be absorbed in target amounts.
➢ All user and service fees should be examined and recommendations made for increases
or other adjustments to match the cost of providing such services.
Those areas where increased personnel productivity has shown gains in services and/or
reductions in cost should be identified.
Target budget amounts will be provided to each department and office. Any amount
exceeding the target base will be competing for a small amount of unallocated funds
during the budget hearing process in October. Therefore, all offices and departments
should make concerted efforts to put together realistic programs and efforts within the
target budget base amount, since the ability of the Board to fund beyond that level will be
substantially restricted. Ranking forms will begin at 90% of target, and must be completed
by each department.
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• In reviewing the 2022 budget request, The Director of Finance and Administration will
develop preliminary recommendations to the Board of County Commissioners. The
Director of Finance and Administration and Budget Manager will ask the same basic
questions that, hopefully, each of the departments asked regarding the evaluation of their
program activities. These questions concern need and purpose, objectives, departmental
priorities and rank, achievements and benefits expected, means, if any for measuring
results, consequences of not implementing the request, impact on other agencies or
departments, alternative approaches or service level, resources required, means of
financing, and whether or not all cost cutting and revenue generating strategies have been
applied.
• Unless a significant organizational change has occurred, upgrades of specific positions
that were requested but denied in the last two years will not be reconsidered in the 2022
budget process.
Y Use the following budget population data for performance measures:
YEAR
2020 (Actual)
2021 (Estimated)
2022 (Projected)
POPULATION
331,893
338,545
346,050
• Interns: Any department planning on using interns in the next fiscal year must include any
costs associated with the interns in the budget request. Costs should include any salaries,
equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern position
requests will be approved that have a cost that is not already budgeted in the final budget.
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2022
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used for submission of your 2022 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 2, 2021.
2. All departments are requested to submit, on or before June 11, 2021, the following items
that will be part of your 2022 budget:
A. Special Project Request for Facilities projects estimated to be over $5,000.
B. Any additional position requests or reclassifications, as outlined in the
Budget Manual, to allow Human Resources to assess the need.
C. Information Technology requests for computer hardware, software,
phones, system upgrades or system study. (See memo from the CIO
regarding 2022 IT Project Request process)
D. New or replacement vehicle requests to the Director of Fleet Services for
inclusion in the Fleet Services budget.
3. Salary and fringe benefits will be budgeted at the 2021 level. Any anticipated increase
over 2021 level must be absorbed in target amount.
4. For budgetary purposes, please use the 54¢ per mile reimbursement rate in developing
your 2022 budget.
5. Any requests for equipment should be submitted as part of your departmental budget
request. Once a determination has been made as to whether the Board of County
Commissioners will approve your request for equipment purposes, the total amount will
be moved to a Capital Outlay budget unit as has been the practice in past years.
6. Fleet Services IGA rates should be ascertained from the Director of Fleet Services for
budget purposes. This is necessary because of the varying rates for unique kinds of
vehicles, such as patrol cars, etc. Fuel costs should be budgeted as follows: Unleaded
$2.17/gallon, Diesel $2.04/gallon, E85 $1.56/gallon, CNG $2.39/gallon, and LNG at
$1.69/gallon.
7. Any new or replacement vehicles should be discussed with the Director of Fleet Services
and a Vehicle Request Form completed. Vehicles being replaced must be identified on
the Vehicle Request Form and will be turned in when the replacement arrives in 2022.
8. Postage costs are anticipated to be 55¢ in 2022.
9. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Finance and Administration to coordinate the overall
target amounts.
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10. Any amount in excess of the 90% target amount must have an Appropriation
Request Exceeding Target Budget Level form and be ranked on the Budget Unit
Ranking Form for the regular budget.
11. Any budget unit with project account codes should prepare a worksheet summarizing each
account with total comparison to 2022. See Director of Finance and Administration for
exact format.
12. Any 2022 position classification upgrades will be treated the same as a new position
request in the budget process, with the department funding any requests within the target
amount. Unless there has been a significant organizational change, reclassification
requests made in the last two years and denied by the Board will NOT be reconsidered in
the 2022 budget process.
13. Early Warning Budget Hearings will be held in September.
14. As revenues are budgeted, each department should examine whether credit cards should
be implemented at the point of sale for the specific service being offered. If credit card
services for payment are an option, discuss with the Director of Finance and
Administration, the way the credit card service fee can be recovered or absorbed in the
fee structure in compliance with all legal and credit card service provider requirements.
15. A worksheet showing each line item with five years' history is being provided to show
historical expenditure patterns.
16. INTERNS: Any department planning on using interns in the next fiscal year must include
any costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern
position requests will be approved that have a cost that is not already budgeted in the final
budget.
17. The training budget for your department should be delineated in the format per the
attached instructions in conjunction with the Human Capital Management Strategy.
18. A vital part of the 2022 budget process will include an in-depth look with every
department head, elected official and the Weld County Commissioners of each
program county -wide. The preparation of the Budget Review Form, Budget Unit
Ranking Form, as well as the existing Performance Measures and Strategic Goals
are mandatory before final review and approving the budget.
If, in the development of your budget request, you determine that there are unique requirements
or unique situations in your department that affect your budget presentation, please do not
hesitate to contact the Budget Manager at 970-400-4202, or the Director of Finance and
Administration at 970-400-4218 to answer questions, or to get approval for variation to the normal
procedures outlined in the special instructions.
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2022
PROGRAM ISSUES
Prepare the county for the most efficient and effective use of American Recovery Plan Act
(ARPA) revenues of $63 million.
➢ Adjust for a nearly 20% drop in assessed valuation due to oil and gas.
➢ Address rising inflation concerns and salary survey information to ensure competitive
wages.
➢ Complete the implementation of Communications recovering 40% of costs through user
fees versus 20%.
Improvements and expansion to the Southeast Weld building of $6,000,000 as population
increases in south county.
➢ The Sheriff's Office is increasing the number of body -worn cameras for sworn officers as
a result of the requirements in Senate Bill 20-217.
➢ Continue efforts to control health care costs for county employees/dependents. No rate
increase in 2022, meaning premiums are 11.8% lower than they were eight years ago.
The public safety information system of CentralSquare will be employed.
➢ The 2022-2026 Capital Improvements Plan for facilities is funded at $39,975,000.
➢ Continue providing staff resources in response to SB 19-181 for the air quality monitoring
system.
Fund the Public Works road and bridge 2022-2026 Capital Improvement Plan.
Lower the employee pension plan assumption to a more reasonable 5.9% rate of return.
➢ 2022 is an election year with one general election and one primary election, requiring
substantial increases in funding for new statutory requirements.
Adding the Communications Capital Fund for increased visibility of the E-911 capital
projects.
• Progressing to the full implementation of the Family First Prevention Services Act through
Social Services.
➢ Initiating the first full year of the Community Development Block Grant program.
➢ Beginning the implementation process for an Enterprise Resource Planning (ERP)
system.
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REVENUE POLICIES
AND ASSUMPTIONS
The following
budget.
1.
revenue policies and assumptions have been used in the preparation of the 2022
Wherever possible, those receiving the benefits of a government service should
pay for what they receive in full through current fees, charges, and other
assumptions.
2. Continual search for new sources of revenue shall be made to diversify the
County's financing plan.
3. The County shall seek the establishment of a diversified and stable revenue
system to shelter the County from short run fluctuations in any one revenue source.
4. Estimated revenues are conservatively projected.
5. Proposed rate increases are based upon:
A.
B.
C.
D.
Fee policies applicable to each activity.
Related cost of the service provided.
The impact of inflation in the provision of services.
Equitability of comparable fees.
6. Programs funded by state and federal revenue sources shall be reduced or
eliminated accordingly if state or federal revenues are reduced or eliminated.
Local funding will be substituted only after a full study by the Board and if the
program has a high priority to satisfy a local need.
7. Revenue targeting for a specific program shall only be utilized whenever legally
required and when a revenue source has been established for the sole purpose of
providing a specific program.
8. Revenue from intergovernmental sources with a specific ending date shall not be
projected beyond the date.
9. Assume a local economy with the COVID-19 economic slowdown recovering by
midyear in 2021, with a full recovery by the end of 2022. Assume interest rates
averaging between 0.25 to 0.75 percent throughout 2022.
10. Property taxes are based upon the maximum allowable under Amendment One
(TABOR) and the Weld County Home Rule Charter limitation.
11.
Assume that unless there is proven evidence to the contrary, federal and state
categorical and entitlement grants will continue at the current level of funding.
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SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and considered in forecasting revenue trends.
Property Tax: Weld County's property tax revenue is very dependent upon oil and gas assessed
valuation. The volatility of the oil and gas assessed values continues to be a major impact to the
County's budget planning, as it has been for the last decade. In addition, legislative proposals
and ballot initiatives regulating energy development in Colorado continue to threaten the
long-term viability of the energy industry in the state. In the 2019 legislative session, SB 19-181
was passed and signed into law. SB 19-181 is a major rewrite of Colorado's oil and gas
regulations. We will not be able to quantify the bill's full impact on oil and gas production in
Colorado until the State Oil and Gas Commission promulgates new rules, and we see how each
city and county responds with its own new rules. The energy industry is also being hampered by
the reluctance of investors to put money into fossil fuel development.
With the COVID-19 economic downturn and the Saudi Arabia and Russian oil price war, the drop
in production and prices during 2020 significantly impacted the assessed valuation for the 2022
budget. The oil and gas assessed valuation for the Weld County 2022 budget dropped nearly
40% over the prior year. Because of the volatility of production levels and price fluctuations of the
oil and gas values, the County must continue to prudently manage the property tax base created
by the energy development. The county has dealt with fluctuations in the oil and gas assessed
valuations by keeping the county budget's base costs level and using increased property tax in
good years for one-time expenses or putting funds into the fluctuating contingency reserve. Going
forward the county will levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation.
Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to be the same
in 2022 due to projected vehicle sales and how the new vehicles figure into the five-year sliding
fee schedule.
Building Inspection, Oil and Gas Permits, and Planning Permits: Although growth is still
occurring in the county, due to the slowdown in the economy as a result of the COVID-19
pandemic and decline in the oil and gas activity, permit revenues are anticipated to be down
slightly in 2022. Although the investment in the oil and gas infrastructure is anticipated to continue
for the next few years, there has been a significant decline in drilling activity, which impacts
building permit revenue.
State and Federal Grant Revenue: The budget is prepared at the signed contract level or
anticipated funding level provided by state or federal agency. We can anticipate moderation in
non -defense discretionary spending and some spending cuts in entitlements. Spending and
revenue imbalances at the state and federal levels will most likely result in lower or, at best, slower
growth in intergovernmental revenues for the county in the future. In 2021-2022 the county will
receive nearly $63 million in one-time American Rescue Act funding that will be for the recovery
of lost revenues from COVID and used primarily on one-time capital projects.
Charges for Services: Charges are anticipated to be up due to the economic recovery.
Earning on Investments: Interest revenue is calculated on the average earnings rate of 0.25 to
0.75 percent, times the estimated average daily cash balances. Based upon Federal Reserve
84
projected interest rates and increased cash balances in 2022, interest income is estimated to be
the same as the larger cash balance of the county will be offset by lower interest rates.
Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral
interests owned by Weld County. These revenues have been up significantly the last six years
but are anticipated to lower due to oil prices and production going forward, along with the impact
of SB 19-181.
Rental: All rental income is based upon signed leases.
Overhead/Cost Plan: Revenues are based upon the 2020 Indirect Cost Plan approved by the
Department of Health and Human Services that results in federal revenue allowable from grants.
Social Services has been charged the full indirect cost allocation amount since July 1, 2012, which
results in approximately an additional $5.3 million in revenues in this area.
County Clerk Fees: Calculated on the historical level of activity, and legislative changes in the
last few years. Increased housing refinancing recording activity is being offset by declining oil and
gas leasing activity in the county resulting in the projected revenues being up only slightly in this
area.
Treasurer's Fees: Based upon historical level of activity for fees, which have been growing
slightly due to the statutory fee structure for property taxes collected.
Highway Users - Special Bridge: Revenue based upon signed state and federal grant contracts.
Motor Vehicle Registration Fees: Like Specific Ownership Tax this revenue is anticipated to be
up some in 2022 due to projected vehicle sales and population growth.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less three
percent reduction that Weld County has historically experienced. As vehicles become more
fuel -efficient less fuel is purchased, thus paying less HUTF tax that is based upon a per gallon
tax. This is offset by population growth in the state.
Social Service Revenue: Based on anticipated caseload as discussed under each program plus
state and federal funding formula for each program.
Health Grants: Based upon contracts signed July 1, 2021.
Health Fees: Based upon historical patient/client caseload with 2022 rates applied. With more
and more uninsured patients, utilization continues to increase in the county clinic due to
affordability.
Human Services Grants: Based upon contract funding level as of October 1, 2021,
State Lottery: Funded at the current level, with no anticipated legislative changes.
Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and input on
projected volume from landfill operators.
Proprietary Fund Revenues: Revenues for each Proprietary Fund equal funded anticipated
expenditures in user departments' budgets.
Severance Tax: See policy on severance tax direct distribution in the Public Works
Non -Departmental Revenue (Budget Unit 2000-90100).
85
MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
DESCRIPTION
2018
2019
2020
2021
2022
Property
Taxes
$ 145,754,379
$ 173,539,158
$ 224,660,533
$ 225,047,613
$ 179,977,118
Other
Taxes
13,630,000
12,770,000
12,970,000
12,800,000
11,710,000
Fees
13,059,800
13,481,000
14,109,600
16,178,350
17,757,300
Intergovernmental
73,012,071
70,021,975
67,679,862
67,669,679
99,528,078
Licenses/Permits
4,473,750
4,678,000
6,880,000
5,366,500
5,133,550
Charges for Services
9,558,280
10,182,870
11,499,426
11,544,735
13,365,291
Proprietary
Services
32,503,524
31,228,972
33,706,303
35,298,521
36,158,063
Miscellaneous
27,302,514
22,059,361
24,559,545
28,141,881
24,695,868
TOTAL REVENUES
$ 319294,318
$ 337,961,336
$ 396,065,269
$ 402,047,279
$ 388,325268
TREND ANALYSIS
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
MAJOR REVENUE TRENDS
250
200
150
c
100
50
0
Psaceptiams-agriw
2018 2019 2020 2021 2022
—0— Property Taxes
Intergovernmental
Proprietary Services
—X— Other Revenue
Property Tax: Increases will track with the Home Rule Charter and TABOR tax limitations, which
are growth in actual property value, plus cost -of -living. As has been the case for the last few years'
growth and development activity directly, or indirectly, related to oil and gas exploration seems to
be the main influence on the growth of the property tax base in the county. The volatility of the oil
and gas assessed values continues to be a major impact to the County's budget planning the last
decade. For the 2020 budget, the increase in the county's assessed value from oil and gas values
was over 34%. Oil and gas assessed valuation are close to two-thirds of the county's total
assessed valuation. For the 2021 budget, the county's assessed value from oil and gas values
was close to the same level as 2020. However, legislative proposals and ballot initiatives
regulating energy development in Colorado continue to threaten the long-term viability of the
energy industry in the state. In the 2019 legislative session SB 19-181 was passed and signed
into law. 5B19-181 is a major rewrite of Colorado's oil and gas regulations. With the COVID-19
economic downturn and the Saudi Arabia and Russian oil price war, the drop in production and
prices during 2020 significantly impacted the assessed valuation for the 2022 budget, as the
assessed valuation dropped nearly 20% even in a reappraisal year. Weld county experienced
nearly a 40% drop in the oil and gas assessed valuation for the 2022 budget. With the volatility
of production levels and price fluctuations of the oil and gas values, the county must continue to
prudently manage the property tax base created by the energy development. With the potential
impact of SB 19-181 and reluctance of investors putting money into fossil fuel development, oil
and gas assessed valuation in Weld county may have peaked in 2020-2021.
intergovernmental: The significant jump in state and federal revenues in 2018 was attributed
primarily to the increased state and federal funding for Public Works projects, many associated
with the recovery efforts from the September 2013 epic flooding. Many of these grants were
one-time and dropped after 2018. The drop from 2018 to 2019 and into 2020 was primarily due
to reductions in energy impact and flood recovery related federal grants for road projects. In 2022
the significant increase in intergovernmental revenues is from the American Recovery Acy where
Weld County will be receiving nearly $63 million in COVID recovery funds in 2021-2022. Once
the economy recovers from COVID many anticipate moderation in non -defense discretionary
spending and some spending cuts in entitlements. Spending and revenue imbalances at the state
and federal levels will most likely result in lower or, at best, slower growth in intergovernmental
revenues for the county in the future beyond 2022.
Proprietary Services: Predictable revenue based on stable usage. Health insurance costs in
the self -insured program are slowing and even dropped 15% in 2019, so the increases in this
area over the next five years should be more moderate. For example, there has been a 11.8%
decrease in health insurance rates in the last eight years, but participation in the insurance plan
is up with the addition of county employees and dependents, resulting in a net increase.
OTHER REVENUE TRENDS
a
a
30
25
20
15
10
5
0
2018 2019 2020 2021 2022
—0— Other Taxes
—is— Fees
Licenses/Permits
Charges for Services
r Miscellaneous
Other Taxes: Primarily, specific ownership taxes that track car registrations and severance tax.
The fluctuating trend the last few years is due to a new formula for the direct distribution of
severance tax to cities and counties from the state. Severance tax revenues follow the price of oil
and gas since that is where they are derived. With oil and gas production projected to be down
the next 2-3 years these revenues will most likely be lower also.
Fees: Fees have been increased and new fees added. Fees from vehicle registration should
increase as vehicle sales are projected to continue to increase and as the county's population
continues to grow. Refinancing of mortgages are increasing Recording fees. Public Trustee fees
were first budgeted when the Treasurer assumed the role of Public Trustee on July 1, 2020. The
87
big jump in 2021 is the increase in fees from the Treasurer's Office, based on the increase in
taxing entities and including the new Public Trustee fees.
Licenses/Permits: A change in fees in 2018 regarding oil and gas well permit fees lowered
building inspection revenue more than anticipated. The new oil and gas regulations resulting from
SB 19-181 increased permit revenues in 2020 by nearly $2 million but have since dropped
dramatically as investment in fossil fuel development has slowed. With the COVID-19 pandemic
slowdown in the economy, oil and gas drilling activity fees from new construction and oil and gas
permits dropped in 2021, and that trend is projected to continue in 2022 and beyond.
Charges for Services: Revenue is predictable based on contracts for service and reimbursable
projects. The increase of over $1 million in 2020 is due to dispatch user fees moving from 20% to
40% of cost recovery. The increase in 2022 is attributed to an accounting change between
Communications and the E-911 Authority.
Miscellaneous: Revenue remains predictable, even though there is some variation in specific
years. Interest revenue is found in this category and was up nearly $1.5 million in 2019 and
remained the same in 2020. With lower interest rates earning from investments, even with higher
cash balances interest revenues are flat. Public Works contracts were down due to reimbursable
road projects in 2019, but up nearly $500,000 in 2020, and up $2.89 million in 2021. There are
no project generating revenues in 2022. Fines from traffic violations are projected to drop in 2022
due to new police reform legislation. Oil and gas royalty payments were up substantially the last
five years but are anticipated to be down in 2021-2022 due to lower production and prices. The
policy decision to charge social services the full amount of indirect costs raised this category to
$5.3 million in 2022.
88
FIVE YEAR PROJECTED REVENUE AND
EXPEN ITURE TRENDS
2023-2027 REVENUE PROJECTIONS
The forecasting revenue trends cited in the graphs below are discussed in the previous section,
Major Revenue Historical and Future Trends and Analysis. Assumptions include:
• Property tax levy with maximum allowable, per Weld County Home Rule charter and
Amendment One (TABOR) limitation. The projections are set at 5% annually. However,
the impact of SEA 19-181 regulating oil and gas production and the COVID-19 economic
slowdown could reduce property tax revenue starting in 2022-2025.
• Assessed value from oil and gas will fluctuate, but the Contingency Reserve will allow for
a leveling effect with oil prices being in the range of $45-65 long term.
Intergovernmental revenues will show only moderate annual changes of 2% as
non -defense discretionary spending slows and some cuts in entitlements occur due to
planned federal deficit reductions.
• Fees, licenses, charges for service, and miscellaneous revenues will grow at the rate of
inflation and population growth.
• Proprietary Services will be driven primarily by inflation.
• Proprietary Services revenues are offset by the same expenditure amount with an
adjustment for the property tax assessed for the Insurance Fund.
DESCRIPTION
2023
2024
2025
2026
2027
Property
Taxes
$200,000,000
$190,000,000
$199,500,000
$209,475,000
$219,948,750
Other
Taxes
12,056,500
12,413,395
12,780,997
13,159,627
13,549,616
Fees
18,283,269
18,825,017
19,383,018
19,957,758
20,549,741
Intergovernmental
75, 510,184
77,826,672
79,164,667
80,530,779
81,925,629
Licenses/Permits
5,279,575
5,429,824
5,584,421
5,743,492
5,907,169
Charges
for Services
13,732,560
14,110,173
14,498,427
14,897,628
15,308,089
Proprietary
Services
38,110,088
40,181,384
42,379,778
44,713,631
47,191,872
Miscellaneous
23,179, 866
23,523,848
23, 878,115
24,242,974
24,618,740
TOTAL
REVENUES
$387,158,042
$382,310,313
$397,169,423
$412,720,889
$428,999,606
MAJOR REVENUE PROJECTIONS
250
200
4A
a 150
100
50
0
2023 2024 2025 2026 2027
—- Property Taxes
—e- Intergovernmental
Proprietary Services
CIE- Other Revenue
2023-2027 EXPENDITURE PROJECTIONS
DESCRIPTION
2023
2024
2025
2026
2027
General Government
$56,105,608
$58,623,559
$59,435,155
$61,772,950
$63,182,795
Public Safety
88,043,362
90,684,663
95,215,203
98,071,659
101,013,809
Public Works
85,701,860
88,272,916
91,521,103
94,266,736
97,094,738
Public Health
Welfare
and
59,727,840
60,916,577
62,129,089
63,365,850
64,627,347
Human Services
8,658,573
8,829,880
9,004,613
9,182,841
9,364,633
Culture
and Recreation
1,093,526
1,113,641
1,134,259
1,155,390
1,177, 050
Proprietary
Services
44,570,939
46,929,694
49,430,726
52,083,309
54,897,346
Capital
11,015,139
11,348,700
5,356,500
a
11,377,125
8,575,000
Miscellaneous
8,625,079
8,832,492
9,046,059
9,265,961
9,492,387
TOTAL EXPENSES
$363,541,926
$375,552,124
$382,272,707
$400,541,822
$409,425,105
Assumptions used for the expenditure projections are as follows:
Inflation is projected to stabilizing in the next year with the COVIO-19 recovery and then
resume at an average 3 percent over the five-year period for all categories, except federal
and state funded programs.
• Population growth follows the State Demographer's estimate of an average 2-3 percent
growth for Weld County.
• Public Health and Welfare and Human Services program costs will follow the trend of the
state and federal revenues supporting them. Therefore, the program expenditures will
grow only moderately at 2% annually as non -defense discretionary spending slows and
some cuts in entitlements occur due to planned federal deficit reductions.
In election years, General Government will increase by approximately $500,000 for
General Election years and $1,000,000 for Presidential Election years and drop by the
corresponding amount in off -election years.
Public safety will experience infusion of funds beyond inflation to fund the additional costs
of opening additional jail beds as the inmate population grows.
• Proprietary Services will be driven primarily by inflation.
• Proprietary Services revenues are offset by the same expenditure amount.
• Capital costs follow the revenue contribution to the Capital Expenditure Fund in
accordance with the Capital Improvements Plan.
• Public Works costs will be increased to accommodate the growth in traffic as the county's
population increases, and energy development continues to impact the road system.
MAJOR EXPENDITURE PROJECTIONS
120
100 -
u) 80
+t�
60
40
20
0
2023 2024 2025 2025 2027
General Government
f Public Safety
Public Works
i•S Public Health and Welfare
CIE- Human Services
Internal Services
Capital
Miscellaneous
2023-2027 FUND BALANCE PROJECTIONS
1 2023
2024
2025
2026
2027
Begin Fund Balance
$447,036,097
$470,652,213
$477,410,402
$492,307,118
$504,486,184
Total
Revenues
387,158,042
-
382,310,313
-
397,169,423
412,720,889
•
428,999,606
Total
Expenses
363,541,926
..
375,552,124
382,272,707
400,541,822
409,425,105
Ending Fund Balance
$470,652,213
$477,410,402
$492,307,118
$504,486,184
$524,060,686
FUND BALANCE PROJECTIONS
550
525
500
475
th 450
._
425
2
400
375
350
325
300
2023 2024 2025 2026 2027
Begin Fund Balance
tTotal Revenues
f Total Expenses
limi•wm. Ending Fund Balance
DEPARTMENT/FUND MATRIX AND ORGANIZATIONAL
RESPONSIBILITY FOR BUDGET UNITS
BUDGET UNIT
RESPONSIBLE OFFICIAL
Genera! Fund:
Office of the Board
Chairman, Board of County Commissioners
Public Information
Public Information Officer
County Attorney
County Attorney
Public Trustee
Treasurer
Planning and Zoning
Director, Planning Services
Clerk to the Board
Clerk to the Board
Clerk and Recorder
Clerk and Recorder
Elections
Clerk and Recorder
Motor Vehicle
Clerk and Recorder
Treasurer
Treasurer
Assessor
Assessor
Facilities
Director, Facilities
County Council
Chairman, County Council
District Attorney
District Attorney
Juvenile Diversion
District Attorney
Victim Witness
District Attorney
Adult Diversion
District Attorney
Finance and Administration
Director, Finance and Administration
Accounting
Controller
Purchasing
Director, Finance and Administration
Printing and Supply
Controller
Human Resources
Director, Human Resources
Community Dev Block Grant
Director, Finance and Administration
Information Services
Chief Information Officer
Geographical Information System
Chief Information Officer
93
BUDGET UNIT
RESPONSIBLE OFFICIAL
Technology Projects
Chief Information Officer
Sheriff Administration Units (21100-
21160)
Sheriff
Patrol Unit
Sheriff
Investigation Unit
Sheriff
Regional Forensic Lab
Sheriff
Victim Advocates
Sheriff
Drug Task Force
Sheriff
Contract Services
Sheriff
Ordinance Enforcement
Sheriff
Communications - County -wide
Director, Public Safety Communications
Public Safety Wireless Communication
Director, Public Safety Communications
Public Safety Information System
Chief Information Officer
Communications System Development
Director, Public Safety Communications
Coroner
Coroner
Court and Transportation
Sheriff
Inmate Services and Security Units
Sheriff
Justice Services
Director, Justice Services
Community Corrections
Director, Justice Services
Work Release
Director, Justice Services
Building Inspection
Director, Planning Services
Oil and Gas Energy
Director, Oil and Gas Energy
Office of Emergency Management
Director, Office of Emergency Management
Pest and Weed Control
Director, Public Works
Economic Development
Director, Finance and Administration
Waste Water Management
Director, Finance and Administration
Engineering
Director, Public Works
Extension Service
Director, Extension Office
Veteran's Office
Director, Facilities
Mental Health
Director, Finance and Administration
Developmentally Disabled
Director, Finance and Administration
94
BUDGET UNIT
RESPONSIBLE OFFICIAL
Seniors Program
Director, Finance and Administration
Parks and Trails
Director, Finance and Administration
Building Rents
Director, Finance and Administration
Non -Departmental
Director, Finance and Administration
Community Agency Grants
Director, Finance and Administration
Bright Futures
Director, Finance and Administration
Island Grove Building
Director, Finance and Administration
Asset and Resource Management
Director, Finance and Administration
County Fair
Director, Extension Office
Special Revenue Funds:
Public Works Fund
Director, Public Works
Social Services Fund
Director, Human Services
Health Fund
Director, Public Health and Environment
Human Services Fund
Director, Human Services
Conservation Trust Fund
Director, Finance and Administration
Contingency Fund
Director, Finance and Administration
Weld County Trust Fund
Director, Finance and Administration
Solid Waste Fund
Director, Finance and Administration
Capita! Funds:
Capital Expenditure Fund
Director, Finance and Administration
Communications Capital Development
Fund
Director, Finance and Administration
Enterprise Fund:
Regional Forensic Crime Lab Fund
Director, Finance and Administration
Proprietary Funds:
Fleet Services Fund
Director, Fleet Services
Insurance Fund
Director, Finance and Administration
Telecom Fund
Chief Information Officer
Health Insurance Fund
Director, Finance and Administration
95
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
Clerk to the Board:
Reclassify three Office Tech III to IV - Grade 15 to 22
Reclassify two Office Tech IV from Grade 21 to 25
Reclassify supervisor from Grade 28 to 32
Remove 0.75 FTE Office Tech III Grade 15
INCLUDED EXCLUDED
$ 22,674
11,922
6,998
- 30,667
Clerk and Recorder:
Reclassify entry level positions from Grade 8 to 10
Reclassify Chief Deputy from Grade 44 to 50 17,844
Reclassify MV OTIII to IV for Bookkeeping (G15 to 21) 9,663
Assessor's Office:
Reclassify two Office Tech III from Grade 15 to Grade 19
Increase of one Analyst Grade 35
89,086
District Attorney:
Reclassify four Deputy District Attorney III to V (G49 to 61) 127,272
Victim Witness:
Increase of one County Court VWA Grade 24
Increase of one Restitution Clerk Grade 20
71,395
59,379
Human Resources:
Increase of one Deputy Director at Grade 55 136,685
Increase of one Risk Safety Specialist at Grade 35 89,135
Reclassify Recruiting Coordinator from Grade 37 to 39 4,422
Reclassify Employee Health Specialist from Grade 37 to 39 4,320
Reclassify Risk Manager from Grade 42 to 44 5,619
Facilities:
Increase of one Deputy Director at Grade 52
Increase of one Project Manager at Grade 46
Increase of two Security positions at Grade 20
127,942
112,273
65,959
Information Technology:
Increase of one Application Analyst at Grade 47 82,780
Remove 0.75 FTE from two full-time positions - 92,705
Reclassifications for succession planning and restructuring 42,246
Sheriff:
Reclassify Budget Manager from Grade 44 to 46 5,577
Reclassify one Grade 39 to 23 for Body -worn camera - 53,293
Increase of two BWC Techs at Grade 23 140,021
Reclassify Records Manager from Grade 30 to 38 8,315
Patrol Drone 26,054
$ 14,129
10,129
96
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
FUNDING
Sheriff (continued):
Patrol SWAT "Throwbot" command tower
Increase one Custodian position at Grade 15
Courts X-ray machines (2)
Coroner:
Reclassify Deputy Chief Coroner from Grade 44 to 49
Reduction of Coroner Administrative Deputy 0.4 FTE
Oil and Gas Energy:
Reduction of Hearing Officer
Reduction of Permit Enforcement
Engineering:
Reclassify Engineer Tech Ito Engineer Tech II
Reclassify Engineer Tech II to Engineer Tech III
Economic Development:
SBDC
Upstate Colorado Economic Development
Community Agencies:
Reading Great by 8 (formerly Promises for Children)
211 Information and Referral
Weld's Way Home
RSVP
Bright Futures:
Education Program Officer
Increase over 2021 base for Overhead and IT
Extension:
4-H Program Outreach Coordinator funding
Contingency:
Reclassification of Clerical Positions
TOTAL GENERAL FUND
INCLUDED
5,700
61,969
49,461
14,191
- 68,686
- 170,470
- 98,756
8,398
5,641
10,000
0
5,000
0
33,583
465,206
EXCLUDED
65,000
100,000
50,000
20,000
5,000
48,460
30,000
$ 1,412,153 $ 342,718
97
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
PUBLIC WORKS FUND:
Bridge Division add one Foreman at Grade 38 $95,094
Pavement add one Traffic Control Grade 25 60,016
Pavement add four Grade 25 240,064
Other Public Works Seven Season Employees - 231,864
Reclassification of Clerical Positions 6,878
TOTAL PUBLIC WORKS FUND
$ 170,188 $0
HUMAN SERVICES:
Reclassify 2.0 FTE from Grade 16 to Grade 23 N/A
Reclassify 1.0 FTE from Grade 23 to Grade 27 N/A
Added WIOA Case Manager at Grade 23 N/A
Added AAA Deputy Director midyear N/A
Added AAA Grade 25 Older American Act Specialist N/A
Reclassify Fiscal Manager from Grade 43 to 50 N/A
Add 6.0 FTE for Child Welfare at Grades 35 and 36 N/A
Add 2.0 FTE for Child Welfare Supervisors at Grade 44 N/A
Reclassification of Clerical Positions 30,942
PUBLIC HEALTH:
Add 0.625 FTE to Administrative Services N/A
Remove 3.125 FTE from Health Communications N/A
Remove 13.04 FTE from Community Health Services N/A
Add 7.825 FTE to Environmental Health Services N/A
Add 15.45 FTE to Public Health Preparedness N/A
Add 1.915 FTE to Clinical Services N/A
Reclassification of Clerical Positions 28,667
NOTE:
• Policy matters are changes in current policies.
• Points of issue are items where the Director of Finance and Administration has a different
recommendation than the budget unit's department head/elected official.
98
2022 SALARY AND BENEFIT
RECOMMENDA TIONS
Weld County has always strived to pay competitive and equitable salaries and benefits. To
maintain this competitive position, Weld County participates in various salary surveys. Salaries
are set by the Board of County Commissioners after full consideration is given to:
• Present pay rates compared to labor market competitors. The competitive job market may
vary by job classification or specific job. The comparison is to beginning salary and middle
level salary. Weld County does not compare to maximum salary range amounts.
• Ability to pay and the sustainability of the pay long term.
• Benefits and supplemental pay policies.
• Supply/demand situations for personnel needs.
• Supply/demand situation in the labor market.
• Employees' expectations.
• Retention of career employees.
• Taxpayers' perceptions of pay and benefits.
• Economic conditions locally and nationally.
Salary Surveys Utilized:
Mountain States Employers' Council — Public Employers
Mountain States Employers' Council — Front Range
In light of the economic conditions and Weld County's own financial situation as we look forward,
the following recommendations are being made:
• For the 2022 budget, a salary increase of 4.0 percent to Weld County employees is
included. Employees will get step increases for longevity and performance.
• Health insurance rates will remain the same for the employees and the county for 2022.
This means health insurance rates decrease 11.8% in eight years. Health coverage will
be provided by Aetna on a partially self -insured basis with a Preferred Provider
Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement
Account (HDHP/HRA) option.
• Retirement costs will remain the same based upon the Board's policy to fully fund the
Annual Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's
actuary each year.
All other benefits are recommended to remain the same for 2022.
99
OTHER BENEFITS
VISION PROGRAM:
Coverage follows health insurance program coverage for both single and family plans
➢ Maximum amount paid for single $300/year or family $600/year
➢ No deductible
➢ 50% of covered expenses incurred
➢ Examination, lenses, and frames or contacts limited to one each year
DENTAL PROGRAM:
The County offers three dental plans:
• County Plan
• Alpha Dental Plan
• SunLife Dental Plan
LIFE: Three times annual salary up to $600,000 at $0.133/$1,000/per month
LONG TERM DISABILITY (LTD): $.33/$100 compensation
SHORT TERM DISABILITY: $.165/$10 of covered benefit of 60% of compensation after 31 days
of absence due to illness or accident. Employee must also exhaust all accumulated sick leave
before coverage starts. Coverage ends when the 180 -day LTD elimination period ends and LTD
starts. Program replaces sick leave bank. Employee sick leave accumulation limited to a
maximum of 480 hours.
EMPLOYEE ASSISTANCE PROGRAM: Program offered by IOME.
WELLNESS: Wellness program has been enhanced for all County employees with the addition
of a full-time Wellness Coordinator and new wellness resources. Aetna will contribute $100,000
to the wellness program.
EXECUTIVE PAY PLAN: Elected Officials have a direct benefit plan for health purposes.
MILEAGE: Indexed two cents below IRS mileage allowance rate.
RETIREMENT BENEFIT:
County Retirement Plan: 12.5 percent of gross salary for County and 9.0 percent employee
contribution.
PERA — Health Department: 14.22 percent of gross salary for County contribution and 8.5
percent of gross salary for employee contribution.
PERA — District Attorney only: 10.5 percent of gross salary for County contribution and
20.95 percent of gross salary for employee contribution.
VOLUNTARY COVERAGES: Include supplemental life, accidental death and dismemberment,
hospital indemnity, critical illness, SunLife vision plan, and accident insurance. These plans are
100% employee paid.
100
POSITION A UTHORIZA TION CHANGES
DUE TO 2022 BUDGET
FUND AND
DEPARTMENT
1000-10100
1000-10400
1000-10400
1000-10400
1000-10400
1000-11100
1000-11100
1000-11300
1000-13100
1000-15100
1000-15300
1000-15300
1000-16400
1000-16400
1000-16400
1000-16400
1000-16400
1000-17100
1000-17100
1000-17100
1000-17100
1000-17100
1000-17100
1000-17100
1000-17100
1000-17200
1000-17200
1000-17200
1000-17200
1000-17200
1000-17200
1000-17200
1000-17200
1000-17200
1000-17200
1000-17300
1000-17300
1000-17300
1000-17300
1000-17300
1000-17300
1000-17300
1000-17300
DEPARTMENT
NAME
Office of the Board
Clerk to the Board
Clerk to the Board
Clerk to the Board
Clerk to the Board
Clerk and Recorder
Clerk and Recorder
Motor Vehicle
Assessor's Office
District Attorney
Victim Witness Assist
Victim Witness Assist
Human Resources
Human Resources
Human Resources
Human Resources
Human Resources
Planning Services
Planning Services
Planning Services
Planning Services
Planning Services
Planning Services
Planning Services
Planning Services
Facilities
Facilities
Facilities
Facilities
Facilities
Facilities
Facilities
Facilities
Facilities
Facilities
Information Technology
Information Technology
Information Technology
Information Technology
Information Technology
Information Technology
Information Technology
Information Technology
OLD
POSITION
Office Manager (G30) 1
Office Tech III (G15) 3 FTE
Office Tech IV (G21) 2
CTB Supervisor (G28) 1
Office Tech III (G15) 0.75
Chief Deputy C&R (G44) 1
Office Tech III (G15), 1
None
None
Deputy DA III (G49), 4 FTE
None
None
None
None
Recruiting Coord (G37) 1
EMP Health Spec (G37) 1
Risk Manager (G42) 1 FTE
Planning Director (G68) 1
None
Planner II (G43) 1 FTE
None
None
None
None
None
Project Manager (G46) 1
None
Superintendent (G43) 1
HVAC Supervisor (G40) 1
None
HVAC Tech II (G33) 1
None
Accounting Clerk (G17) 1
None
Warehouse Tech (G12) 1
None
None
Dir of App Sys (G60) 1
Sr App Analyst (G52) 1
Database Admin III (G52)1
Bus Process (G37), 2 FTE
GIS Analyst (G38) 1 FTE
Sr App Analyst (G52) 1
NEW
POSITION
Executive Assistant to BOCC (Grade 33) 1 FTE
CTB Technician (Grade 22), 3 FTE
Deputy Clerk to the Board (Grade 25), 2.0 FTE
CTB Supervisor (Grade 32) 1.0 FTE
None
Chief Deputy C&R (Grade 48) 1.0 FTE
None
Office Tech IV (Grade 22), 1.0 FTE
Analyst (Grade 35), 1 FTE
Deputy DA V (Grade 61), 4 FTE
County Court VWA (Grade 24), 1.0 FTE
Restitution Clerk (Grade 20), 1.0 FTE
Deputy Director of HR (Grade 55), 1.0 FTE
Risk Safety Specialist (Grade 35), 2.0 FTE
Recruiting Coordinator (Grade 39), 1.0 FTE
EMP Health & Prod Spec (Grade 39), 1.0 FTE
Risk Manager (Grade 44), 1.0 FTE
Planning Director (Grade 69) 1.0 FTE
Development Review Mgr (Grade 53) 1.0 FTE
Planning Manager (Grade 52) 1.0 FTE
Engineer III (Grade 49), 1.0 FTE
Engineer II (Grade 45), 2.0 FTE
Engineer I (Grade 38), 1.0 FTE
Engineer Tech II (Grade 32), 1.0 FTE
Engineer Tech I (Grade 25), 4.0 FTE
PM Supervisor (Grade 50) 1.0 FTE
Project Manager (Grade 46), 2.0 FTE
Superintendent (Grade 46), 1.0 FTE
HVAC Supervisor (Grade 43), 1.0 FTE
Building Automation HVAC (Grade 41) 1.0 FTE
HVAC Tech III (Grade 36), 1.0 FTE
HVAC Tech II (Grade 33), 1.0 FTE
Accounting Clerk IV (Grade 21), 1.0 FTE
Security (Grade 20), 2.0 FTE
Washbay Technician (Grade 25), 1.0 FTE
Application Analyst (Grade 47), 1.0 FTE
Database Administrator (Grade 47), 1.0 FTE
ERP Technical Lead (Grade 60), 0.75 FTE
ERP App Analyst (Grade 52), 0.5 FTE
ERP Database Admin (Grade 52), 0.75 FTE
Lead PM / BP Analyst (Grade 39), 2.0 FTE
GIS Manager (Grade 43), 1.0 FTE
App Analyst Manager (Grade 54), 1.0 FTE
101
POSITION A UTHORIZA TION CHANGES
DUE TO 2022 BUDGET (continued)
FUND AND
DEPARTMENT
1000-17300
1000-21100
1000-21100
1000-21100
1000-21100
1000-21110
1000-21120
1000-21120
1000-21140
1000-21140
1000-21140
1000-21150
1000-21205
1000-24415
1000-24415
1000-22100
1000-23200
1000-23200
1000-23200
1000-24100
1000-24100
1000-24100
1000-24100
1000-25200
1000-25200
1000-31100
1000-31100
1000-31100
1000-31100
1000-31100
1000-31100
1000-31100
1000-96400
2000-30100
2000-32300
2000-32700
2000-32700
2000-32500
DEPARTMENT
NAME
Information Technology
SO Administration
SO Administration
SO Administration
SO Administration
SO Booking
SO Professional Stds
SO Professional Stds
SO Support Services
SO Support Services
SO Support Services
SO Records Unit
SO Investigations
SO Security
SO Security
Communications
Coroner
Coroner
Coroner
Justice Services
Justice Services
Justice Services
Justice Services
Oil & Gas Energy
Oil & Gas Energy
Engineering
Engineering
Engineering
Engineering
Engineering
Engineering
Engineering
Veterans Services
PW Administration
PW Bridge Division
PW Pavement Mngmt
PW Pavement Mngmt
Other Public Works
OLD NEW
POSITION POSITION
Dir of GIS (G60) 1 FTE Dir of GIS and Web Dev (Grade 62), 1.0 FTE
Budget Manager (G44) 1 Budget Manager (Grade 46), 1.0 FTE
Office Tech III (G15) 1 None
Office Manager (G30) 1 None
None Admin Support Manager (Grade 43), 1.0 FTE
Admin Support Mgr (G43) None
Patrol Deputy II (G39) 1 Body -Worn Camera Tech (Grade 23), 1.0 FTE
None BWC Tech (Grade 23), 2.0 FTE
None Facilities Manager (Grade 30), 1 FTE
Custodial Foreman (G21)1 None
Custodian (G15) 4 FTE None
Records Mgt (G30), 1 FTE Records Manager (Grade 36), 1.0 FTE
None Office Tech III (Grade 17), 1.0 FTE
None Custodial Foreman (Grade 21), 1.0 FTE
None Custodian (Grade 15), 5.0 FTE
None Dispatcher I (Grade 26), 6.0 FTE
Ops Director (G63) 0.4 None
Chief Deputy (G44), 1 FTE Chief Deputy Coroner (Grade 47), 1.0 FTE
None Medicolegal Investigator (Grade 36), 1.0 FTE
CJAC Coordinator (G40) 1 None
Pretrial Manager (G40) 1 Pretrial Services Manager (Grade 42) 1.0 FTE
PS Specialist II (G30) 1 Pretrial Services Specialist II (Grade 32) 1.0 FTE
Pretrial Specialist (G27) 1 Pretrial Services Specialist II (Grade 32) 1.0 FTE
Hearing Officer (G55) 1 None
Permit Enforcement (G38) None
PW Sr Cty Engineer (G55) PW Senior County Engineer (Grade 63), 1.0 FTE
Development Mgr (G53) 1 None
Engineer III (G49) 1 FTE None
Engineer II (G45) 1 FTE None
Engineer I (G38) 2 FTE None
Engineer Tech II (G32) 1 None
Engineer Tech I (G25) 4 None
Veterans Supervisor (G32) None
Safety Specialist (G29) 1
None
None
None
Seasonal, 7.0 Temporary
None
Foreman (Grade 38), 1.0 FTE
Traffic Control (Grade 25), 1.0 FTE
Service Worker III (Grade 25), 4.0 FTE
None
NOTE: Clerical position reclassifications approved county -wide are not listed individually per department.
102
POSITION A UTHORIZA TION CHANGES
DUE TO 2022 BUDGET (continued)
FUND AND
DEPARTMENT
2100-42110
2100-42110
2100-42110
2100-42110
2100-42110
2100-42365
2100-42375
2100-42410
2100-42410
2100-42410
2100-42410
2500-41100
2500-41210
2560-41300
2560-41400
2560-41500
2590-41600
2625-61460
2625-61401
2625-61450
2650-61700
2650-618325
2650-61835
DEPARTMENT
NAME
Administration
Administration
Administration
Administration
Administration
TANF
Child Care
Child Welfare
Child Welfare
Child Welfare
Child Welfare
PH Admin
Communications
Community Health Sery
Environmental Health
Public Health Prepared
Health Clinical Services
Wagner/Peyser
WIOA
WIOA (Youth)
HS Area on Aging
AAA State Funds
AAA State Funds
OLD
POSITION
None
Fiscal Manager (G43) 1 FTE
Fiscal Supervisor (G38) 1 FTE
Eligibility Clerk (G16) 2 FTE
Assistant Ops Manager (G40) 1 FTE
1.0 FTE
1.0 FTE
None
Transportation Coord (G28) 1 FTE
Career Services Rep (G25) 1 FTE
Manager Trainee (G36), 1 FTE
None
3.125 FTE
13.04 FTE Communicable Diseases
None
None
None
None
None
Youth Life Skills Navigator (G23) 1
None
None
None
NEW
POSITION
11.0 FTE
Fiscal Division Head (Grade 50) 1 FTE
Fiscal Supervisor (Grade 40) 1 FTE
Eligibility Tech (Grade 23), 2.0 FTE
None
None
None
2.0 FTE
Permanency Caseworker (G35) 1 FTE
Permanency Caseworker (G35) 1 FTE
Permanency Supervisor (G44) 1 FTE
0.625 FTE
None
None
7.825 FTE
15.45 FTE, COVID related
1.915 FTE
Career Services Supervisor (G35) 1
Adult Case Manager (G23) 1.0 FTE
Youth Life Skills Navigator (G27) 1 FTE
1.0 FTE
OAA Specialist (G25), 1 FTE
AAA Deputy Director (G46) 1.0 FTE
NOTE: Clerical position reclassifications approved county -wide are not listed individually per department.
__GO NT r
104
ALL FUNDS REVENUE
$450,000,000
$400 ,000 ,000
$350,000,000
$300 ,000 ,000
$250,000,000
$200 ,000 ,000
$150,000,000
$100,000,000
$50,000,000
$0
Net Property Tax
co co
03 IL
ntergo ern manta
O 2021
■ 2022
I■
0 =
E .- C C .t.0
co C)
Zri 8 8 -a
c - S 03
J 2
a.
2022 Revenue
Total $871,775,768 (2021 $672,881,857)
Fund Balance
$423,450,500
52%
Proprietary Services
$36,158,063
5%
Miscellaneous
$24,695,868
3%
Chg for Service
$13,365,291
2%
Net Property Tax
$179,977,118
22%
Other Taxes
$11,710,000
1%
Fees
$17,757,300
2%
Intergovernmental
$99,528,078
12%
Licenses/Permits
$5,133,550
1%
n
ALL FUNDS EXPENDITURES
$100,000,000
$90,000,000
$80,000,000
$70,000,000
$60,000,000
$50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$0
S
rtes pct esti
de O°
�`►
■ 2021
• 2022
0 s s
��� �� Vie' t�� �� ���'� ��G ��t� ��C�C N C • c
epC1 46
e
.§to ° , 6 M1 e g it- if 4,1 Cues sqk
2022 EXPENDITURES
Total $374,739,671 (2021 $352,208,640)
Social Services
$44,065,400
12%
Proprietary Services
$42,345,774
11%
Miscellaneous
$7,502,130
2%
Contingency
$10,000,000
3%
Public Works
$18,029,812
5%
Human
Services
$8,490,625
2%
Road & Bridge
$69,365,102
18%
Auxiliary
$934,183
0%
Capital
$17,307,493 Health
$14,497,012
T 4%
Public Safety
$85,895,963
23%
Culture/Recreation
$1,094,219
0%
General Government
$55,211,958
15%
MILL LEVY
2022 TOTAL 15.038
Insurance
0.334
2%
Public Works
1.253
8%
Social Services
1.012
7%
4111111111111111111/4,
Capital
3.259
22%
2021 TOTAL 15.038
Social Services
0.817
5%
Insurance
0.234
Public Works
1.336
9%
Contingency
3.174
21%
Capital
2.292
15%
General
9.180
61%
General
',•- 7.185
48%
2022
SUMMARY OF FUND BALANCES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2500 Health Department
2600 Human Services
2700 Solid Waste
7400 Weld County Trust Fund
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
4010 Communications Dev.
GROSS TOTALS
LESS INTERFUND TRANSFERS
NET TOTAL
PROPRIETARY FUNDS:
5200 Regional Crime Lab
6000 Fleet Services
6200 Health Insurance
6300 Insurance
6400 Telecom Service
6500 Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
2021
BEGINNING
BALANCE
$ 34,342,366
116,242,892
4,963,009
678,542
51,201,678
5,604,569
778,441
4,689,661
65,935,803
13,604,432
$ 298,041,393
$ 298,041,393
546,330
5,326,648
18,122,466
2,842,785
767,185
$ 27,605,414
$ 325,646,807
2021
MILL
LEVY
2022
BEGINNING
BALANCE
7.185 $ 42,700,000
2022
MILL
LEVY
2022
PROPERTY
TAXES
9.180 $ 109,869,581
1.336 130, 500, 000 1.253
0.817 4,900,000 1.012
680,000
3.174 100,225,000
3,700,000
778,000
4,000,000
68,000,000
2.292 38,000,000 3.259
3,047,500
14.804 $ 396,530,500
14.804 $ 396,530,500
550,000
5,300,000
15,500,000
15,000,000
12 ,107, 537
39, 000, 000
14.704 $ 175, 977,118
14.704 $ 175,977,118
0.234 4,800,000 0.334
770,000 -
4,000,000
0.234 $ 26,920,000 0.334 $ 4,000,000
15.038 $ 423,450,500 15.038 $ 179,977,118
108
Assessed Value $11,968,155,218
2022
INTERGOV'T
REVENUE
$ 17,334,624
35,946,818
31,957,863
500,000
6,077,674
7,711,099
2022
OTHER
REVENUE
$ 43,235,034
$ 99,528,078 $
$ 99,528,078 $
19,675,000
6,000
1,647,025
673,950
2,000,000
2,600,000
975,000
1,850,000
2022
INTERFUND
TRANSFER
$
2022
AVAILABLE
FINANCING
2022
APPRO-
PRIATIONS
2022
ENDING
BALANCE
- $ 213,139,239 $ 172,318,272 $ 40,820,967
1,288,904
6,481,313
12,351
$ 202,410,722
$ 48,965,400
$ 1,186,000
$ 100,225,000
$ 17,906,012
$ 9,175,400
$ 6,000,000
$ 70,600,000
$ 77,975,000
$ 4,897,500
72,662,009 $ 7,782,568 $ 752,480,273 $
(7,782,568) (7,782,568)
72,662,009 $ - $ 744,697,705 $
310,000
12,233,872
21,682,084
325,000
1,607,107
$ - $ 36,158,063 $
$ 99,528,078 $ 108,820,072 $
$ 860,000
$ 17,533,872
$ 37,182,084
$ 9,125,000
$ 2,377,107
$
$ 67,078,063
$ 811,775,768
69, 365,102
44,065,400
518,755
10,000,000
14,206,012
8,397,400
2,498,031
1,500,000
15,531,350
1,776,143
$ 133,045,620
$ 4,900,000
$ 667,245
$ 90,225,000
$ 3,700,000
$ 778,000
$ 3,501,969
$ 69,100,000
340,176,465 $
(7,782,568)
332,393,897 $
310,000
12,233,872
23,869,795
4,325,000
1,607,107
$ 42,345,774
$ 374,739,671
62,443,650
3,121,357
412,303,808
412,303,808
550,000
5,300,000
13,312,289
4,800,000
770,000
$ 24,732,289
$ 437,036,097
109
2022 BUDGET
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
7400
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
Weld County Trust
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
4010 Communications Dev.
2022
BEGINNING
BALANCE
$ 42,700,000
GROSS TOTALS $
LESS INTERFUND TRANSFE
NET TOTAL $
PROPRIETARY FUNDS:
130,500,000
4,900,000
680,000
100,225,000
3,700,000
778,000
4,000,000
68,000,000
38,000,000
3,047,500
2022
PROPERTY
TAXES
$ 109,869,581
396,530,500 $
396,530,500 $
5200 Regional Crime Lab 550,000
6000 Fleet Services 5,300,000
6200 Health Insurance 15,500,000
6300 Insurance 4,800,000
6400 Telecom Service 770,000
6500 Weld Finance Corp -
15,000,000
12,107,537
39,000,000
2022
INTERGOV'T
REVENUE
2022
OTHER
REVENUE
2022
INTERFUND
TRANSFER
$ 17,334,624 $ 43,235,034 $
35,946,818
31,957,863
500,000
6,077,674
7,711,099
19,675,000
6,000
1,647,025
673,950
2,000,000
2,600,000
975,000
1,850,000
1,288,904
6,481,313
12,351
175,977,118 $ 99,528,078 $ 72,662,009 $ 7,782,568
(7,782,568)
175,977,118 $ 99,528,078 $ 72,662,009 $
4,000,000
310,000
12,233,872
21,682,084
325,000
1,607,107
NET TOTAL - IS FUNDS $ 26,920,000 $ 4,000,000 $ - $ 36,158,063 $
GROSS TOTAL ALL FUNDS $ 423,450,500 $ 179,977,118 $ 99,528,078 $ 108,820,072 $
110
Assessed Value $11,968,155,218
2022 2022
AVAILABLE PERSONNEL
FINANCING
2022
SERVICE/
SUPPLIES
2022
CAPITAL
2022
APPRO-
PRIATIONS
2022
ENDING
BALANCE
$ 213,139,239 $ 110,563,060 $ 60,940,202 $ 815,010 172,318,272 $ 40,820,967
202,410,722
48,965,400
1,186,000
100,225,000
17,906,012
9,175,400
6,000,000
70,600,000
77,975,000
4,897,500
16,914,820
30,712,000
10,615,680
5,763,300
52,450,282
13,353,400
518,755
10,000,000
3,564,332
2,634,100
2,498,031
1,500,000
26,000
15,531,350
1,776,143
69,365,102
44,065,400
518,755
10,000,000
14,206,012
8,397,400
2,498,031
1,500,000
15,531,350
1,776,143
133,045,620
4,900,000
667,245
90,225,000
3,700,000
778,000
3,501,969
69,100,000
62,443,650
3,121,357
$ 752,480,273 $ 174,568,860 $ 147,459,102 $ 18,148,503 $ 340,176,465 $ 412,303,808
(7,782,568) (7,782,568) (7,782,568) -
$ 744,697,705 $ 174,568,860 $ 139,676,534 $ 18,148,503 $ 332,393,897 $ 412,303,808
860,000
17,533,872
37,182,084
9,125,000
2,377,107
1,783,212
223,507
310,000
10,250,660
23,869,795
4,325,000
1,383,600
310,000
200,000 12,233,872
- 23,869,795
- 4,325,000
1,607,107
$ 67,078,063 $ 2,006,719 $ 40,139,055 $ 200,000 $ 42,345,774
$ 811,775,768 $ 176,575,579 $ 179,815,589 $ 18,348,503 $ 374,739,671
550,000
5,300,000
13,312,289
4,800,000
770,000
$ 24,732,289
$ 437,036,097
111
2021 ESTIMATE
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
7400
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
Weld County Trust Fun
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
4010 Communications) Dev.
2021
BEGINNING
BALANCE
2021
PROPERTY
TAXES
2021
INTERGOV'T
REVENUE
2021 2021
OTHER INTERFUND
REVENUE TRANSFER
$ 34,342,366 107,521,153 $ 27,548,378 $ 40,641,612 $
116,242,892
4,963,009
678,542
51,201,678
5,604,569
778,441
4,689,661
65,935,803
13,604,432
20,000,000
12,226,460
47,500,000
34,300,000
29,530,000 35,750,000 1,787,500
33,660,634
500,000
4,557,268
8,373,399
10,000
1,523,322
1,677,577 4,314,290
712,000 12,351
2,200,000
3,564,197
725,000
3,047,500
7,000,000
GROSS TOTALS $ 298,041,393 $ 221,547,613 $ 104,169,679 $ 89,851,208 $ 13,114,141
LESS INTERFUND TRANSFE
NET TOTAL $ 298,041,393 $ 221,547,613 $ 104,169,679 $ 89,851,208 $
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
546,330
5,326,648
18,122,466
2,842,785
767,185
3,500,000
310,000
12,054,709
21,195,168
338,675
1,399,969
(13,114,141)
2,000,000
NET TOTAL - IS FUNDS $ 27,605,414 $ 3,500,000 $ - $ 35,298,521 $ 2,000,000
GROSS TOTAL ALL FUNDS $ 325,646,807 $ 225,047,613 $ 104,169,679 $ 125,149,729 $ 2,000,000
112
Assessed Value $14,965,262,185
2021 2021
AVAILABLE PERSONNEL
FINANCING
2021
SERVICE/
SUPPLIES
2021
CAPITAL
2021
APPRO-
PRIATIONS
2021
ENDING
BALANCE
$ 210,053,509 $ 102,601,442 $ 63,811,327 $ 940,740 167,353,509 $ 42,700,000
203,310,392
50,850,103
1,188,542
100,225,000
16,153,704
9,876,191
6,889,661
69,500,000
55,629,432
3,047,500
16,105,041
31,185,000
9,358,809
5,979,630
56,705,351
14,765,103
508,542
3,076,395
3,118,561
2,889,661
1,500,000
18,500
17,629,432
72,810,392
45,950,103
508,542
12,453,704
9,098,191
2,889,661
1,500,000
17,629,432
130,500,000
4,900,000
680,000
100,225,000
3,700,000
778,000
4,000,000
68,000,000
38,000,000
3,047,500
$ 726,724,034 $ 165,229,922 $ 146,374,940 $ 18,588,672 $ 330,193,534 $ 396,530,500
(13,114,141) (13,114,141) (13,114,141) -
$ 713,609,893 $ 165,229,922 $ 133,260,799 $ 18,588,672 $ 317,079,393 $ 396,530,500
856,330
17,381,357
39,317,634
8,681,460
2,167,154
1,665,159
217,074
306,330
10,189,550
23,817,634
3,881,460
1,180,080
226,648
306,330
12,081,357
23,817,634
3,881,460
1,397,154
$ 68,403,935 $ 1,882,233 $ 39,375,054 $ 226,648 $ 41,483,935 $
$ 782,013,828 $ 167,112,155 $ 172,635,853 $ 18,815,320 $ 358,563,328 $
550,000
5,300,000
15,500,000
4,800,000
770,000
26,920,000
423,450,500
113
2020 ACTUAL
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2020
BEGINNING
BALANCE
$ 19,106,281
2000 Public Works 103,163,708
2100 Social Services 3,629,200
2200 Conservation Trust 699,965
2300 Contingent 17,484,432
2500 Health Department 3,571,818
2600 Human Services 1,089,816
2700 Solid Waste 4,493,510
7400 Weld County Trust Fund 60,545,842
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 26,697,679
GROSS TOTALS $ 240,482,251
LESS INTERFUND TRANSFER NET TOTAL $ 240,482,251
PROPRIETARY FUNDS:
5200 Regional Crime Lab
6000 Fleet Services
6200 Health Insurance
6300 Insurance
6400 Telecom Service
6500 Weld Finance Corp
546,330
914,369
19,359,835
2,817,702
760,580
2020
PROPERTY
TAXES
2020
INTERGOV'T
REVENUE
2020 2020
OTHER INTERFUND
REVENUE TRANSFER
119,642,188 $ 24,641,422 $ 37,016,041 $
23,221,312
13,063,861
40,629,806
25,348,686
16,820,424
32,470,727
472,538
4,435,510
7,334,967
30,810
29,987,836
5,453
37,440
2,604,160
491,457
1,949,909
5,479,351
4,706,070
552,547 1,000,000
$ 221,905,853 $ 86,206,398 $ 78,124,194 $ 5,706,070
(5,706,070)
$ 221,905,853 $ 86,206,398 $ 78,124,194 $
3,385,817
275,033
11,428,384
21,276,052
391,640
1,572,246
4,276,000
NET TOTAL - IS FUNDS $ 24,398,816 $ 3,385,817 $ - $ 34,943,355 $ 4,276,000
GROSS TOTAL ALL FUNDS $ 264,881,067 $ 225,291,670 $ 86,206,398 $ 113,067,549 $ 4,276,000
114
Assessed Value $15,488,048,362
2020 2020
AVAILABLE PERSONNEL
FINANCING
2020
SERVICE/
SUPPLIES
2020
CAPITAL
2020
APPRO-
PRIATIONS
2020
ENDING
BALANCE
$ 200,405,932 $ 99,677,065 $ 62,486,799 $ 3,899,702 166,063,566 $ 34,342,366
173,193,280
49,163,788
1,177,956
58,151,678
15,317,558
8,916,240
6,443,419
66,025,193
15,326,540
30,328,605
9,712,989
5,793,561
41,585,888
13,872,174
499,414
6,950,000
2,344,238
1,753,758
89,390
37,960 56,950,388
44,200,779
499,414
- 6,950,000
- 9,712,989
- 8,137,799
1,753,758
89,390
116,242,892
4,963,009
678,542
51,201,678
5,604,569
778,441
4,689,661
65,935,803
52,629,722 - - 39,025,290 39,025,290 13,604,432
$ 631,424,766 $ 160,838,760 $ 129,581,661 $ 42,962,952 $ 333,383,373 $ 298,041,393
(5,706,070) (5,706,070) (5,706,070)
$ 625,718,696 $ 160,838,760 $ 123,875,591 $ 42,962,952 $ 327,677,303 $ 298,041,393
821,363
16,618,753
40,635,887
6,595,159
2,332,826
275,033
1,490,521 9,742,334
22,513,421
- 3,752,374
1,349,649
215,992
275,033
59,250 11,292,105
22,513,421
- 3,752,374
- 1,565,641
$ 67,003,988 $ 1,706,513 $ 37,632,811 $ 59,250 $ 39,398,574 $
$ 692,722,684 $ 162,545,273 $ 161,508,402 $ 43,022,202 $ 367,075,877 $
546,330
5,326,648
18,122,466
2,842,785
767,185
27,605,414
325,646,807
115
GOVERNMENT FUNDS
2020-2022
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Licenses and Permits
Intergovernmental
Miscellaneous
Fees
Charges for Services
Total Estimated Financial Sources
EXPENDITURES
Current:
General Government
Public Safety
Public Works
Public Health and Welfare
Human Services
Culture and Recreation
Miscellaneous
Capital Outlay
Contingency/Reserves
Total Use of Resources
Net Increase (Decrease) in Fund Balance
Fund Balance at Beginning of the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves $ 298,041,393 $ 396,530,500 $ 412,303,808
Contingencies/Reserves Appropriated
but Unspent
Fund Balance at End of Year - with
Contingencies/Reserves $ 298,041,393 $ 396,530,500 $ 422,303,808
ACTUAL
2020
234,130,533
6,880,000
86,206,398
27,410,488
19,109,600
11,499,426
$ 385,236,445
56,019,745
80,578,533
71,428,399
53,913,768
8,137,799
2,133,833
17,649,153
30,866,073
$ 6,950,000
PROJECTED
2021
234,347,613
5,366,500
104,169,979
41,961,323
18,178,350
11,544,735
$ 415,568,500
50,974,025
77,797,068
84,280,338
59,655,433
9,190,975
1,078,270
18,473,852
15,629,432
$
BUDGET
2022
187,687,118
5,133,550
99,528,078
24,695,868
17,757,300
13,365,291
$ 348,167,205
55,211,958
85,895,963
87,394,914
58,562,412
8,490,625
1,094,219
8,436,313
17,307,493
$ 10,000,000
$ 327,677,303 $ 317,079,393 $ 332,393,897
57,559,142 98,489,107 15,773,308
$ 240,482,251 $ 298,041,393 $ 396,530,500
10,000,000
116
PROPRIETARY FUNDS
2020-2022
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Intergovernmental
Transfers
Charges for Services
ACTUAL
2020
PROJECTED
2021
$ 3,385,817 $ 3,500,000 $
4,276, 000
34,943,355
2,000,000
35,298,521
BUDGET
2022
4,000,000
36,158, 063
Total Estimated Financial Sources $ 42,605,172 $ 40,798,521 $ 40,158,063
EXPENDITURES
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
Total Use of Resources
Net Increase (Decrease) in Fund Balance
Fund Balance at Beginning of the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves
Contingencies/Reserves Appropriated
but Unspent
Fund Balance at End of Year - with
Contingencies/Reserves $ 27,605,414 $ 26,920,000 $ 24,732,289
$ 275,033 $ 306,330 $
11,292,105 12, 081, 357
22, 513, 421 23, 817, 634
3,752, 374 3,881,460
1,565,641 1,397,154
310,000
12,233, 872
23,869,795
4,325,000
1,607,107
$ 39,398, 574 $ 41,483, 935 $ 42,345, 774
3,206, 598
24,398,816
27,605,414
(685,414)
27,605,414
26, 920, 000
(2,187, 711)
26,920,000
24,732,289
117
Weld County 2021 Taxable Assessed Value (12110!2021)
Class
Vacant
Residential
Commercial
Industrial
Agricultural
Natural Rsc
Oil & Gas
State Assd
Total Value:
Less TIF Value
Net Total:
2020 Final
Assessed Value
93,7291570
2,384,568,550
1,198,189,420
1,379,196,040
210,131,020
26,915,360
8, 907, 509,500
1, 080, 562,400
$ 15,280,801,860
$ 315,539,675
$ 14,965,262,185
C)
es to
v
w ._
4,
et
10000
9000
8000
7000
6000
5000
4400
3000
2000
1000
0
Value Changes 2020-2021
P
cite Cr
Class
2021 Preliminary
Assessed Value
124,826,670
2,719,198,300
1,322,702,560
1,351,792,660
214,215,170
32,550,700
5,428,275,740
1,244,638,800
$
Change $
31, 097,100
334,629,750
124,513,140
(27,403,380)
4,084,150
5,635,340
(3,479,233,760)
164, 076,400
$ 12,438,200,600 $ (2,842,601,260)
$ 470,045,382 $ 154, 505, 707
$ 11,968,155,218 $ (2,997,106,967)
Change
33.18%
14.03%
10.39%
-1.99%
1.94%
20.94%
-39.06%
15.18%
-18.60%
48.97%
-20.03%
Oil & Gas
44%
Assessed Value By Class
2021
State Assd
10%
Natural Rsc
0%
Vacant
1%
Agricultural
2%
Residential
22%
Commercial
10%
\\_ Industrial
11%
118
NET PROGRAM COST
NET COST
ALLOCATED
SUPPORT
TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD
PUBLIC TRUSTEE
CLERK & RECORDER
ELECTIONS
TREASURER
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
SHERIFF
CORONER
CLERK TO THE BOARD
TOTAL
MANDATED:STATE/FEDERAL COUNTY COST
INMATE SERVICES AND SECURITY
COURTS AND TRANSPORTATION
COMMUNITY CORRECTIONS
SOCIAL SERVICES
HUMAN RESOURCES
PUBLIC HEALTH
TOTAL
CRITICAL -- NON -MANDATED COUNTY COST
PUBLIC SAFETY INFORMATION SYSTEM
CRIME LAB
POLICE SERVICES (LEVEL)
SHERIFF CONTRACT SERVICES
COMMUNICATIONS -COUNTY -WIDE
OFFICE EMERGENCY SERVICES
DRUG TASK FORCE
TOTAL
$ 934,275 $
(234,058) $
(4,252,385) $
2,320,129 $
(6,564,719) $
4,058,529 $
54,268 $
7,667,163 $
7,226,125 $
1,533,635 $
698,591 $
504,521
6,555
1,206,334
367,664
660,506
7,444
691,952
2,326,625
269,636
140,523
$ 1,438,796
(227,503)
(3,046,051)
2,687,793
(6,564,719)
4,719,035
61,712
8,359,115
9,552,750
1,803,271
839,114
$ 13,441,553 $
6,181,760
$ 19,623,313
$ 33, 719,987 $
4,762,580 $
0 $
12,107,537 $
12,351 $
5,680,275 $
5,664,435
302,426
3,252,028
774,083
1,325,678
$ 39,384,422
47762,580
302,426
15,359,565
786,434
7,005,953
$ 56,282,730 $
11,318,651
$ 67,601,381
686,866 $
687,541 $
11,565,087 $
(17,329) $
2,783,794 $
548,629 $
347,912 $
119,986
2,259,545
273,086
6,033
$ 686,866
807,527
13,824,632
(17,329)
2,783,794
821,715
353,945
$ 19,261,149
$ 16,602,500 $
2,658,649
NET PROGRAM COST
NET COST
ALLOCATED
SUPPORT
TOTAL
LOCAL DISCRETION
INNOVATION & TECHNOLOGY PROJECTS
PLANNING & ZONING/BLDG INSP
OIL AND GAS ENERGY
COMMUNITY DEVELOPMENT BLOCK GRANT
ANIMAL CONTROL/CODE ENFORCEMENT
NOXIOUS WEEDS
EXTENSION SERVICE
VETERANS SERVICES
AIRPORT
MENTAL HEALTH
MISSILE SITE PARK
COUNTY FAIR
DEVELOPMENTALLY DISABLED
SENIOR COORDINATORS
VICTIM/WITNESS ASSISTANCE
JUVENILE DIVERSION
VICTIM ADVOCATES
WASTE WATER MANAGEMENT
ECONOMIC DEVELOPMENT
PUBLIC INFORMATION
GEOGRAPHICAL INFORMATION SYSTEM
COMMUNITY AGENCY GRANTS
PARKS AND TRAILS
ISLAND GROVE BUILDING
JUSTICE SERVICES
WORK RELEASE
ADULT DIVERSION
WELD PLAZA BUILDING
BRIGHT FUTURES
ASSET & RESOURCE MANAGEMENT
TOTAL
PUBLIC WORKS
ENGINEERING
TOTAL
CAP ITAL:
EQUIPMENT
BUILDINGS
TOTAL
SUPPORT FUNCTION
COUNTY ATTORNEY
FACILITIES
FINANCE & ADMINISTRATION
ACCOUNTING
PURCHASING
HUMAN RESOURCES
TELECOM SERVICES
INSURANCE
NON -DEPARTMENTAL
BUILDING RENTS
INFORMATION TECHNOLOGY
PRINTING & SUPPLY
TOTAL
0
1,387,043
621,805
0
242,491
1,025,079
467,755
162,105
0
291,000
0
168,763
38,225
40,000
661,633
34,514
60,133
10,000
0
362,160
184,055
15,000
253,000
153,701
1,348,741
1,202,066
136,337
(147,359) $
275,763 $
4,665,291 $
- $
626,427
263,012
54,159
169,744
43,619
13,157
737
6,235
115,801
15,428
742
28,387
375,831
ME
315,084
254,133
2,013,470
884,817
0
242,491
1,079,238
637,499
205,724
13,157
291,000
737
174,998
38,225
40,000
777,434
49,942
60,133
10,000
742
390,547
559,886
15,000
253,000
153,701
1,663,825
1,456,199
136,337
(147,359)
275,763
4,665,291
$13,659,301 $
2,282,496
15,941,797
$ 15,000,000 $ 4,574,200 $
18,029,812 $ 603,647
19, 574,200
18,633,459
$ 33,029,812 $ 5,177,847 $
38,207,659
$ - $
39,000,000 $
39,000,000
39,000,000 $
IIMMI
39,000,000
1,256,622
9,582,610
885,395
1,186,737
358,826
2,400,396
0
4,000,000
918,750
0
10,019,271
237,607
$ (1,256,622) $
(9,582,610)
(885,395)
(1,186,737)
(358,826)
(2,400,396)
0
(4,000,000)
(918,750)
0
(10,019,271)
(237,607)
$ (30,846,214) $
0
0
0
0
0
0
0
0
0
0
0
$ 30,846,214
SEVEN YEAR TREND
Beginning Fund Balance
450,000,000
400,000,000
350,000,000
300,000,000
250,000,000
200,000,000
150,000,000
100,000,000
50,000,000
423,450
270,834,578
125, 217,000 121, 860,000
/
106,550,000
114, 260,000
92, 690,000
11
,500
y
2016
2017 2018 2019
2020 2021* 2022
*Note: In 2020, Weld County created the Weld County Trust Fund from the
million procedes of the sale of a hospital property. The Weld County Trust Fund
accounts for the assets held by the Weld Trust, a Colorado nonprofit corporation.
The earnings of the fund are being used to fund Bright Futures student grants
each year.
121
SEVEN YEAR TREND
County Expenditures
$120
$100
$80
$60
$40
$20 -7
$o
cO
z
o General Government
o Public Safety
o Roads & Bridges
❑ Health/Human SrviSoc Sry
/77
/77
2016
C)
cc
co
0
CD
CO
C
l/
C
N -
r
CO
co
///7
co
cc
yozzei
U)
CD
CO
z7
N-
Q
C
LU
U
O
CO
z/ze
c)
(0
«o
CD
N
L
0,
co
N-
co co
co
2017 2018 2019 2020 2021 2022
122
County Citizens
Assessor
County
Attorney
County
Council
Department of
Finance and
Administration
Commissioner
Coordinator
Accounting
Budget
Capital Projects
Contract Administration
Grant Administration
Finance Division
Human Resources
Printing and Supply
Purchasing
Public Information Office
Risk Management
Special Projects
Treasurer's Office
Information Services
GIS and Mapping
Telecom Services
Public Safety IT
Clerk to the Board
Housing Authority
i
Board of County
Commissioners
Department of
Public Health and
Environment
Corn missioner
Coordinator
Health Administration
Environmental Health
Public Health Services
Health Communication,
Education and Planning
Board of Public Health
Coroner
Justice Services
Communications
Wireless
Communications
Sheriff
Corrections, Law Enforcement,
Animal Control, Forensic Lab,
Task Force, Code Enforcement
Department of
Public Works
Corn missioner
Coordinator
Engineering
Road and Bridge
Facilities
Veterans Services
Office of Emergency
Management
Fleet Services
Department of
Planning Services
Commissioner
Coordinator
Clerk and
rcorder
Recording, Motor Vehicle, Elections
Planning and Zoning
Building Inspection
Board of Adjustment
International Building Code
Planning Commission
Utility Board
Oil and Gas Energy
County Extension
Office
Fair Board
Department of
Human Services
Commissioner
Coordinator
Human Services
Social Services
AAA
Child Support
Assistance Payments
Child/Adult Protection
Employment Services
Red = Elected
Positions
123
SUMMARY OF
COUNTY FUNDED FULL TIME EQUIVALENTS (FTE)
2022
DEPARTMENT
LAST#JRRBIIT
ACTUAL
YEAR 20212022
REQUEST
BUDGET
FINAL
BUDGET
2022
CURRENT TO
FINAL
CHANGE
YEAR 2020
FUND:
GENERAL
Office of the
Board
6.000
6.000
6.000
6.000
Public Information
4.000
4.000
4.000
4.000
County
Attorney
5.000
5.000
5.000
5.000
Public Trustee
0.000
2.500
2.500
2.500
Clerk to the Board
7.750
7.750
7.000
7.000
- 0.750
Clerk and Recorder
59.000
59.000
59.000
59.000
Elections
7.000
7.000
7.000
7.000
Treasurer
10.000
10.000
10.000
10.000
Assessor
37.500
38.500
39.500
39.500
+ 1.000
County
Council
1.000
1.000
1.000
1.000
District
Attorney
64.000
64.000
64.000
64.000
Juvenile Diversion
1.500
1.500
1.500
1.500
.
Restorative
Justice
0.000
0.000
0.000
0.000
Victim
Witness
13.500
14.000
16.000
16.000
+ 2.000
Finance and Administration
2.000
3.000
3.000
3.000
Accounting
8.000
7.750
7.750
7.750
Purchasing
3.000
3.000
3.000
3.000
Human Resources
15.000
15.000
,I
17.000
i
18.000
+ 3.000
Planning and Zoning
16.000
15.000
15.000
25.000
+ 10.000
Community
(CDBG) B G)
Develop
0.500
1.500
1.500
1.500
Facilities
35.000
38.000
43.000
43.000
+ 5.000
Information Services
50.000
51.000
51.750
52.000
+ 1.000
Printing
and Supply
4.000
4.000
4.000
4.000
SO Admin Patrol
17.000
17.000
16.000
16.000
- 1.000
SO Admin Detention
30.000
31.000
30.000
30.000
- 1.000
SO Prof. Standards
10.000
10.000
12.000
12.000
+ 2.000
iI
SO Civil Unit
6.000
7.000
7.000
7.000
SO Support
Services
7.000
a
7.000
3.000
3.000
- 4.000
SO Records Unit
12.000
12.000
12.000
12.000
SO Evidence Unit
2.000
2.000
2.000
2.000
Sheriff Patrol
62.000
62.000
62.000
62.000
Sheriff Investigations
19.000
I
19.000
20.000
20.000
+ 1.000
Municipal
Contract
2.000
2.000
2.000
2.000
Animal Control/Code
Enforcement
3.000
3.000
3.000
3.000
124
DEPARTMENT
LAST
ACTUAL
YEAR 2020
CURRENT
YEAR 2021
REQUEST
BUDGET
2022
FINAL
CURRENT TO
FINAL
CHANGE
BUDGET
2022
Crime
Lab
5.000
5.000
5.000
5.000
Victim
Advocates
3.000
3.000
3.000
3.000
Drug Task
Force
2.000
2.000
2.000
2.000
Inmate
Services
20.000
20.000
20.000
20.000
Security
201.000
223.000
229.000
229.000
+ 6.000
Courts
and Transport
35.000
35.000
35.000
35.000
Communications
78.000
78.000
84.000
84.000
+ 6.000
PS Information
Systems
10.000
10.000
10.000
10.000
PS Wireless
Communications
1.000
1.000
, 1.000
1.000
Coroner
10.000
11.400
11.000
12.000
+ 0.600
Justice
Services
15.500
15.500
14.500
14.500
- 1.000
Work
Release
21.000
21.000
21.000
21.000
Adult
Diversion
1.500
1.500
1.500
1.500
Community
Corrections
1.000
1.400
1.400
1.400
Building
Inspection
13.000
14.000
14.000
14.000
Oil and
Gas Energy
15.000
9.000
8.000
7.000
- 2.000
Noxious
Weeds
2.000
2.000
2.000
2.000
Office
of Emergency Mgt.
4.000
4.000
4.000
4.000
General
Engineering
38.000
39.000
39.000
29.000
- 10.000
Missile
Site
1.000
0.000
0.000
0.000
Bright
Futures
2.000
0.000
0.000
0.000
Extension
Service
12.375
12.375
12.375
12.375
Fair
1.250
1.250
1.250
1.250
Veteran's
Office
3.000
3.000
2.000
2.000
- 1.000
1,015.375
1,042.925
1,058.525
1,059.775
+ 16.850
TOTAL
GENERAL
FUND
PUBLIC
WORKS:
Administration
9.000
9.000
9.000
8.000
- 1.000
Trucking
33.000
33.000
33.000
33.000
Motor
Graders
51.000
52.000
52.000
52.000
Bridge
Construction
32.000
32.000
33.000
33.000
+ 1.000
Maintenance
Support
12.000
12.000
12.000
12.000
Mining
7.000
7.000
7.000
7.000
Pavement
Management
21.000
21.000
26.000
26.000
+ 5.000
TOTAL PUBLIC WORKS
165.000
166.000
172.000
171.000
I + 5.000
125
LAST
ACTUAL T[!AL
YEAR 2020
CURRENT
YEAR 2021
BUDGET
2022
FINAL
BUDGET
2022
CURRENT TO
FINAL
CHANGE
HEALTH FUND:
Administration
14.000
12.000
12.625
12.625
+ 0.625
Health
Communication
r 17.375
17.125
14.000
14.000
- 3.125
Environmental
Services
81.400
30.275
38.100
38.100
+ 7.825
Health
Preparedness
2.000
2.000
17.450
17.450
+ 15.450
Public Health
Services
41.800
41.200
30.075
30.075
- 11.125
106.075
102.600
112.250
112.250
+ 0.650
TOTAL HEALTH FUND
861.000
861.000
374.000
374.000
+ 13.000
SOCIAL SERVICES
89.000
89.000
85.000
85.000
- 4.000
HUMAN SERVICES
18.000
18.000
19.000
19.000
+ 1.000
FLEET SERVICES
3.000
2.000
2.000
2.000
TELECOM SERVICES
GRAND TOTAL
1,757.450
1,781.525
1,822.775
1,823.025
+ 41.50
126
GENERAL FUND
Revenue Changes
$12020002000
$100,0002000
$80,0002000
$607000,000
$40,0007000
$2020007000
$ 0
2021
2022
I I
I I
iC At
kda-
I I
cfr
et
vs,
ce
2022 Revenue
Total $213,139,239 (2021 $179,426,420)
Property Tax
$109,8691581
52%
Other Taxes
$160,000
0%1
Fee Accounts
$17,532,300 Intergovernmental
8% $17,334,624
8%
Fund Balance
$42,700,000
20%
Licenses/Permits
$3,724,800
2%
Charges for Services
$9,996,291
5%
Fines/Forfeitures
$171,000
0%
Miscellaneous
$11,650,643
5%
GENERAL FUND
EXPENDITURE CHANGES
$90,000,000
$80,000,000
$70,000,000
$00,000,000
$50,000,000
$40,000,000
$30,000,000
$20,0002000
$10,000,000
$0
Public Safety General Gov.
Human Serv.
Misc.
Auxilary
Culture/Rec. Public Works
Health &
Welfare
2022 Expenditures
Total $172,318,272 (2021 $156,053,509)
General Gov.
$55,211,958
32%
Public Safety
$85,895,963
50%
Health & Welfare
$5,971,275
4%
Human Serv.
$105,570 Misc.
0% $575942041
3%
Auxilary
$934,183
1%
Culture/Rec.
$575,464
0%
Public Works
$18,029,812
10%
128
SEVEN YEAR TREND
General Government
$60
$55
$50
$35
U)
z
0 $30
J
J
2
$25
$20
$15
$10
$5
I
2016 2017 2018 2019 2020 2021 2022
129
SEVEN YEAR TREND
Public Safety
$90
$80
$70
$60
$50
z
O
J
E $40
$30
$20
$10
2020
2016 2017 2018 2019
2021 2022
SEVEN YEAR TREND
Health & Welfare
$70
$60
$50
$40
z
O
J
2
$30
$20
$10
2016 2017 2018 2019 2020 2021 2022
GENERAL FUND SUMMARY
The General Fund is funded at the level of $172,318,272, up $16,264,763 or 10.04%. The largest
increases are specific to Elections, Facilities, Human Resources, Engineering and
Communications. Facilities is up $651,387 or 7.42% largely due to five (5) new positions and
new or expanded facilities and projects which results in increased need for staffing, supplies and
purchased services. The Elections budget is up $1,267,387 with two elections in 2022, versus
one in 2021. Human Resources is increasing by $264,795 with the addition of two positions and
upgrades for three others. Engineering has a total expenditure increase of $6,559,866 for project
expenses necessary for the anticipated IGAs, designs, rights -of -way and improvement
requirements in 2022. Across numerous departments are significant increases in the software
maintenance contracts.
Communications gross county costs are up $2,084,276 due to an accounting change between
the General Fund and E-911. Net county costs increased by only $7,680 due to the offsetting
revenue brought in from E-911 for that same accounting change. Public Safety Information
Services is down a total cost of $645,843, primarily for software decreases as a result of the
implementation of the CentralSquare Public Safety Management System.
Information Technology (IT) is down $813,933 mostly due to a reduction in capital expenditures
and an increase in chargebacks to cover actual expenses. IT capital is funded in accordance with
the Five -Year Capital Improvement Plan. For the last seven years, all technology and innovation
projects have been transferred to the IT budget, since they are mainly IT projects, but the funds
have not been fully utilized as the Capital Improvement Plan has met many of the county's needs,
and requests are coming in less frequently for new systems.
Public Safety functions are up $2,398,097. The overall Sheriff's Office recommended budget is
up in net county costs by $1,439,088 or 2.63%. The Sheriffs Personnel Services increased by
$960,748, or 2.1%, of which $791,706 is attributed to the salary parity agreement made with the
Board in 2021 that carries forward into 2022, giving the sworn deputies a 2.5% increase to keep
salaries in line with other agencies in the area. The Sheriff's Office is requesting a total increase
of three (3) positions in 2022, with two being for the increased needs of the body -worn camera
program as a result of Senate Bill 20-217, and one additional custodian position for the new wing
of the Jail. Sheriff supplies are up $34,098 for personal protective equipment due to COVID-19,
and an increase in uniform alterations to utilize the body -worn cameras. Purchased Services for
the Sheriff are up $276,444 due to increased costs of contracts for service in the jail, including
medical services and inmate food services.
The Oil and Gas Energy Department continues to adjust to responsibly meet the needs the
department was created for in 2019. Changes in state regulations as a result of Senate Bill 19-181
are beginning to be finalized, giving stability to the industry to resume production. However, with
the slowdown in oil and gas activity due to the COVID-19 pandemic and increased regulations at
the federal and state level, the department has once again been reduced by 2 FTE and
restructured to most efficiently utilize the staff for closely related purposes. This accounts for a
decrease in expenditures of $204,690, and an additional decrease in projected revenues of
$417,500, increasing the Net County Cost to $590,956, an increase of 56.28% from 2021
budgeted costs.
The General Fund's subsidy to the Public Health Department is down $28,006 due to anticipated
increases in grant revenue covering COVID-19 related expenses. An increase of $4,609,626 is
included for other General Fund departments' 4% anticipated COLA increases, salary
reclassifications for clerical staff, and step increases. Health insurance rates will remain the same
for employees and the employer in 2022. This means the health insurance rate has decreased
11.8% in the last eight years.
132
The available resources to the General Fund are $213,139,239, compared to $179,426,420
in 2021, up $33,712,819. Property taxes are budgeted at $109,869,581, up $2,348,428.
Revenues from interest earnings remain unchanged at $4,000,000 for 2022, due to higher cash
balances in the year but low interest rates. Intergovernmental revenues are up $10,286,236,
most of which is the American Rescue Act grant money of $9,600,000. Charges for Services
are up $2,004,356, mostly concerning a change in capital funding between Communications
and the E-911 board. This revenue is offset by a corresponding increase in
expenditures. Fines from traffic enforcement are down an additional $169,000 from 2021 due
to less traffic enforcement resulting from SB 20-217. Licenses and permits are down an
additional $358,700 from 2021, with $417,500 attributed to the reduction from oil and gas
energy fees and offset by minor increases in Building Inspection and Planning fees. Indirect
cost recovery is down $505,277 due to Social Services' allocation. Rents from the Weld Plaza
are down $391,275 due to the largest tenant not renewing their lease for 2022. There are
moderate increases in the Public Trustee Fees ($93,950), Recording ($750,000) and
Treasurer's Fees ($800,000). All other revenues are relatively stable with little change.
The beginning fund balance is anticipated to be $42,700,000 for 2022. An estimated ending fund
balance of $40,820,967 is projected for year-end. Part of the increase in the beginning fund
balance is attributed to $2,700,000 in carry over construction projects in Engineering that have to
be re -budgeted in 2022. The fund balance amount serves as an additional contingency amount
during the fiscal year. This fund balance amount is consistent with the anticipated ending fund
balances for the last few years. It is prudent fiscal management for Weld County to maintain an
anticipated fund balance of this level to respond to unforeseen needs of the citizens of Weld
County in 2022 and future years.
133
GENERAL FUND
SUMMARY OF REVENUES
2022
Fund Org Acct Account Title
TAXES
1000 90100 4112 CURRENT PROPERTY TAXES
1000 90100 4116 PROPERTY TAX ADJUSTMENT
1000 90100 4117 PERSONAL PROPERTY TAX INCENTIVE
1000 90100 4140 SEVERANCE TAXES
1000 90100 4150 TOBACCO PRODUCTS
TOTAL TAXES
2021 2022 2022 2022
Budget Request Recommend Final
LICENSES AND PERMITS
1000 90100 4215 LICENSES, LIQUOR/DANCE
1000 17100 4221 PERMITS
1000 25200 4221 PERMITS
1000 25100 4222 BUILDING
1000 25100 4224 ELECTRICAL
1000 25100 4226 PLAN CHECK
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
1000 26200 4311 FEMA REIMBURSEMENT
1000 21300 4320 FEDERAL GRANTS
1000 90100 4320 FEDERAL GRANTS
1000 15100 4336 REIMBURSEMENTS
1000 21200 4336 REIMBURSEMENTS
1000 21260 4336 REIMBURSEMENTS
1000 24410 4336 REIMBURSEMENTS
1000 24420 4336 REIMBURSEMENTS
1000 15200 4340 GRANTS
1000 15300 4340 GRANTS
1000 1T150 4340 GRANTS
1000 21260 4340 GRANTS
1000 21300 4340 GRANTS
1000 24200 4340 GRANTS
1000 24410 4340 GRANTS
1000 26200 4340 GRANTS
1000 96400 4340 GRANTS
1120 15300 4340 GRANTS
1130 15300 4340 GRANTS
1130 24220 4340 GRANTS
116021 24220 4340 GRANTS
1000 90100 4351 TOWN OFFREDRICK
1000 90100 4352 THORNTON
1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY
1000 21300 4354 CITIES AND TOWNS
1000 24415 4354 CITIES AND TOWNS
1000 90100 4355 ERIE URBAN RENEWAL AUTHORITY
1000 90100 4358 FORT LUPTON URA
1000 90100 4359 MEAD URA (MURA)
1000 90100 4360 EAGLE BUSINESS PARK URA
1000 90100 4361 EVANS URA
1000 90100 4362 NORTH FIRESTONE URA
1000 90100 4363 WYNDAM HILL URA
1000 90100 4364 DACONO URA
1000 90100 4365 CENTRAL FIRESTONE URA
TOTAL INTERGOVERNMENTAL
10 7,521,153 108,980,429 108,980,429 109,869,581
O 160,000 160,000 160,000
107,521,153 109,140,429
109,140,429 110,029, 581
6,000
500,000
1,037,500
1,100,000
1,000,000
440,000
4,800
400,000
620,000
1,300,000
900,000
500,000
4,800
400,000
620,000
1,300,000
900,000
500,000
4,800
400,000
620,000
1,300,000
900,000
500,000
4,083,500 3,724,800 3,724,800 3,724,800
111,729 85,979 85,979 85,979
75,160 86,700 86,700 86,700
O 9,600,000 9,600,000 9,600,000
124,960 124,960 124,960 124,960
30,000 25,000 25,000 25,000
6,000 10,000 10,000 10,000
20,000 11,000 11,000 11,000
5,000 0 0 0
153,000 153,000 153,000 153,000
176,434 114,070 114,070 114,070
1,000,000 1,057,287 1,057,287 1,057,287
17,000 29,000 29,000 29,000
T1,638 59,118 59,118 59,118
119,334 121,612 121,612 121,612
308,000 308,000 308,000 308,000
76,000 76,000 76,000 76,000
29,400 29,400 29,400 28,560
180,644 409,245 409,245 409,245
112,366 112,366 112,366 112,366
3,046,531 0 0 0
O 3,103,548 3,103,548 3,103,548
10 10 10 12
65,053 74,465 74,465 74,465
285,029 285,492 285,492 241,104
36,000 36,000 36,000 36,000
430,000 500,000 500,000 500,000
176,322 33,000 33,000 4,800
20,107 20,036 20,036 29,563
150,646 148,345 148,345 161,613
53,652 53,652 53,652 86,422
180 180 180 0
100,331 100,331 100,331 184,843
761 765 765 740
598 590 590 406,137
66,503 66,035 66,035 93,480
7,048,388 16,835,186
16,835,186 17,334,624
134
GENERAL FUND
SUMMARY OF REVENUES
2022
Fund Org Acct Account Title
CHARGES FOR SERVICES
1000 11200 4410 CHARGE FOR SERVICES
1000 15100 4410 CHARGE FOR SERVICES
1000 15200 4410 CHARGE FOR SERVICES
1000 17200 4410 CHARGE FOR SERVICES
1000 17350 4410 CHARGE FOR SERVICES
1000 17600 4410 CHARGE FOR SERVICES
1000 21100 4410 CHARGE FOR SERVICES
1000 21110 4410 CHARGE FOR SERVICES
1000 21130 4410 CHARGE FOR SERVICES
1000 21150 4410 CHARGE FOR SERVICES
1000 21210 4410 CHARGE FOR SERVICES
1000 22100 4410 CHARGE FOR SERVICES
1000 22400 4410 CHARGE FOR SERVICES
1000 22500 4410 CHARGE FOR SERVICES
1000 24100 4410 CHARGE FOR SERVICES
1000 24125 4410 CHARGE FOR SERVICES
1000 24150 4410 CHARGE FOR SERVICES
1000 24410 4410 CHARGE FOR SERVICES
1000 26100 4410 CHARGE FOR SERVICES
1000 90100 4420 PARKING
1000 13100 4430 SALE OF SUPPLIES
1000 17600 4430 SALE OF SUPPLIES
1000 24100 4430 SALE OF SUPPLIES
TOTAL CHARGES FOR SERVICES
2021 2022 2022 2022
Budget Request Recommend Final
FINES
1000 21200 4510 FINES
1000 90100 4510 FINES
TOTAL FINES
MISCELLANEOUS
1000 90100 4610 EARNINGS ON INVESTMENTS
1000 17250 4624 RENTS FROM BUILDINGS
1000 22100 4624 RENTS FROM BUILDINGS
1000 90100 4624 RENTS FROM BUILDINGS
1000 90100 4650 OVERHEAD
1000 21110 4670 REFUND OF EXPENDITURE
1000 21260 4670 REFUND OF EXPENDITURE
1000 22100 4670 REFUND OF EXPENDITURE
1000 24410 4670 REFUND OF EXPENDITURE
1000 24420 4670 REFUND OF EXPENDITURE
1000 23200 4680 OTHER
TOTAL MISCELLANEOUS
FEES, CABLE, FRANCHISE
1000 12100 4720 ADVERTISING FEES
1000 10300 4730 OTHER FEES
1000 11100 4730 OTHER FEES
1000 12100 4730 OTHER FEES
1000 13100 4730 OTHER FEES
1000 21110 4730 OTHER FEES
1000 22100 4730 OTHER FEES
1000 90100 4740 FEES, CABLE FRANCHISE
TOTAL FEES
TOTAL GENERAL FUND
350,000 350,000 350,000 350,000
60,000 60,000 60,000 60,000
4,000 4,000 4,000 4,000
5,000 0 0 0
3,500 3,500 3,500 3,500
260,000 220,000 220,000 220,000
91,875 95,000 95,000 95,000
30,000 30,000 30,000 30,000
150,000 150,000 150,000 150,000
0 5,000 5,000 5,000
309,587 313,914 313,914 313,914
4,505,332 6,550,097 6,550,097 6,550,097
389,391 364,530 364,530 364,530
285,400 307,400 307,400 307,400
35,000 35,000 35,000 35,000
964,350 964,350 964,350 964,350
15,000 10,000 10,000 10,000
500,000 500,000 500,000 500,000
6,000 6,000 6,000 6,000
19,000 19,000 19,000 19,000
500 500 500 500
4,000 4,000 4,000 4,000
4,000 4,000 4,000 4,000
7,991,935 9,996,291
9,996,291 9,996,291
300,000 135,000
40,000 36,000
135,000 135,000
36,000 36,000
340,000 171,000
171,000 171,000
4,000,000
1,409,060
127,335
486,472
5,837,185
1,500
40,000
501,052
4,000
35,000
46,500
4,000,000
1,055,888
138,663
490,072
5,331,908
1,500
40,000
516,915
4,000
40,000
65,000
4,000,000
1,055,888
138,663
490,072
5,331,908
1,500
40,000
516,915
4,000
40,000
65,000
4,000,000
1,017, 785
143,463
490,072
5,331,908
1,500
40,000
516,915
4,000
40,000
65,000
12,488,104 11,683,946
11,683,946 11,650,643
8,000 8,000 8,000 8,000
296,600 390,550 390,550 390,550
8,250,000 9,000,000 9,000,000 9,000,000
7,000,000 7,800,000 7,800,000 7,800,000
50,000 60,000 60,000 60,000
235,000 160,000 160,000 160,000
32,750 32,750 32,750 32,750
81,000 81,000 81,000 81,000
15,953,350 17, 532,300 17, 532,300 17, 532,300
155,426,430 169,083,952 169,083,9 52 170,439,239
135
GENERAL FUND
SUMMARY OF EXPENDITURES
2022
Fund Org Expenditure Function
2021
Budget
2422
Request
2022
Recommend
2422
Final
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD
1000 10150 PUBLIC INFORMATION
1000 10200 COUNTY ATTORNEY
1000 10300 PUBLIC TRUSTEE
1000 10400 CLERK TO THE BOARD
1000 11100 COUNTY CLERK
1000 11200 ELECTIONS AND REGISTRATION
1000 11300 MOTOR VEHICLE
1000 12100 TREASURER'S OFFICE
1000 13100 ASSESSOR
1000 14100 COUNTY COUNCIL
1000 15100 DISTRICT ATTORNEY
1000 15200 JUVENILE DIVERSION
1000 15300 VICTIM WITNESS
1120 15300 VICTIM WITNESS
1130 15300 VICTIM WITNESS
1000 16100 FINANCE
1000 16200 ACCOUNTING
1000 16300 PURCHASING
1000 16400 HUMAN RESOURCES
1000 17100 PLANNING OFFICE
1000 17150 COMMUNITY DEV BLOCK GRANT
1000 17200 FACILITIES DEPARTMENT
1000 17250 WELD PLAZA
1000 17300 INFORMATION SERVICES
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM
1000 17600 PRINTING AND SUPPLY
TOTAL GENERAL GOVERNMENT
PUBLIC SAFETY
1000 21100 ADMINISTRATION
1000 21110 BOOKING
1000 21120 PROFESSIONAL STD
1000 21130 CIVIL
1000 21140 SUPPORT SERVICES
1000 21150 RECORDS UNIT
1000 21160 EVIDENCE UNIT
1000 21200 PATROL
1000 21205 INVESTIGATIONS
1000 21210 CONTRACT SERVICES
1000 21230 ORDINANCE ENFORCEMENT
1000 21260 REGIONAL LAB
1000 21300 VICTIM ADVOCATES
1000 21410 DRUG TASK FORCE
1000 22100 COMMUNICATIONS SERVICE
1000 22400 PUBLIC SAFETY INFORMATION SYSTEM
1000 22500 PUBLIC SAFETY WIRELESS COMM
1000 23200 COUNTY CORONER
1000 24100 JUSTICE SERVICES
1000 24125 WORK RELEASE
1000 24150 ADULT DIVERSION
1000 24200 COMMUNITY CORRECTIONS-ADMIN
116020 24220 COMMUNITY CORRECTIONS -SERVICES
116021 24220 COMMUNITY CORRECTIONS -SERVICES
1000 24410 INMATE SERVICES
1000 24415 SECURITY
1000 24420 COURTS AND TRANSPORTATION
1000 25100 BUILDING INSPECTION
1000 25200 OIL AND GAS ENERGY
1000 26100 WEED AND PEST
1000 26200 OFFICE OF EMERGENCY MANAGEMENT
TOTAL PUBLIC SAFETY
932,487
345,443
1,206,310
169,267
666,985
998,058
1,350,301
3,452,029
1,124,972
3,903,879
52,783
7,448,140
186,757
788,660
180,644
112,366
898,656
1,105,245
345,173
1,973,744
2,201,905
1,000,000
8,784,935
753,949
10,364,100
192,955
434,282
50,974,025 53,136,312 53,110,538 55,211,958
921,987
347,182
1,206,310
170,767
673,277
967,655
2,617,688
3,586,838
1,137,684
4,038,966
52,783
7,581,104
186,757
707,009
409,245
112,366
900,256
1,111,885
345,173
2,238,539
2,291,802
1,057,287
9,431,322
870,426
9,550,167
187,555
434,282
921,987
347,182
1,206,310
170,767
673,277
967,655
2,617,688
3,571,193
1,137,684
4,028,837
52,783
7,581,104
186,757
707,009
409,245
112,366
900,256
1,111,885
345,173
2,238,539
2,291,802
1,057,287
9,431,322
870,426
9,550,167
187,555
434,282
934,275
362,160
1,256,622
156,492
698,591
987,951
2,670,129
3,759,664
1,243,281
4,119,029
54,268
7,852,123
191,514
775,703
409,245
112,366
885,395
1,186,737
358,826
2,400,396
2,618,435
1,057,287
9,582,610
870,426
10,019,271
187,555
461,607
2,047,272
2,467,680
1,858,153
518,595
1,415,044
957,493
189,308
8,755,098
2,372,635
300,050
231,335
773,929
248,420
335,754
7,842,843
1,697,548
285,400
1,641,445
1,395,937
2,049,610
149,284
119,334
3,046,531
0
7,888,149
22,419,572
4,594,391
1,756,801
1,415,646
1,005,763
718,048
80,497,068 82,993,922 82,895,165 85,895,963
1,992,039
2,435,652
2,311,817
525,091
1,243,788
947,235
226,651
8,767,329
2,442,464
288,301
238,464
760,511
245,447
336,846
9,927,119
1,026,844
307,400
1,557,155
1,298,521
2,049,610
149,284
121,612
0
3,103,548
8,132,109
23,058,247
4,703,447
1,789,818
1,309,713
1,017,033
680,827
1,992,039
2,435,652
2,311,817
525,091
1,243,788
947,235
226,651
8,767,329
2,442,464
288,301
238,464
760,511
245,447
336,846
9,927,119
1,026,844
307,400
1,557,155
1,298,521
2,049,610
149,284
121,612
0
3,103,548
8,132,109
23,058,247
4,703,447
1,789,818
1,210,956
1,017,033
680,827
2,116,238
2,563,065
2,378,278
538,008
1,263,323
928,010
252,268
9,053,874
2,671,213
296,585
242,491
766,541
241,951
347,912
10,027,019
1,051,396
307,400
1,598,635
1,387,741
2,166,416
146,337
121,612
0
3,103,548
8,216,617
24,454,805
4,802,580
1,868,608
1,241,805
1,031,079
710,608
136
GENERAL FUND
SUMMARY OF EXPENDITURES
2022
Fund Org Expenditure Function
2021 2422 2022
Budget Request Recommend
2422
Final
PUBLIC WORKS
1000 31100 ENGINEERING
CULTURE AND RECURATION
1000 50200 PARKS AND TRAILS
HEALTH AND WELFARE
1000 56110 SENIOR PROGRAMS
1000 56120 WASTE WATER
1000 56130 DEVELOPMENTALLY DISABLED
1000 56140 MENTAL HEALTH
1000 56160 COUNTY CONTRIBUTION
TOTAL HEALTH AND WELFARE
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL
1000 90150 COMMUNITY AGENCIES GRANTS
1000 90160 BRIGHTER WELD
1000 96100 EXTENSION
1000 96200 FAIR
1000 96400 VETERANS
1000 96500 ISLAND GROVE BUILDINGS
1000 96600 ASSET AND RESOURCE MANAGEMENT
1000 99999 CONTINGENCY
TOTAL MISCELLANEOUS
TOTAL GENERAL FUND
11,469,946 15,034,955
239,000 239,444
15,034,955 18, 029,812
239,000 253,444
40,000 40,000 40,000 40,000
10,000 10,000 10,000 10,000
38,225 38,225 38,225 38,225
291,000 291,000 291,000 291,000
5,720,632 5,692,626 5,692,626 5,692,626
6,099,857 6,071,851 6,071,851 6,071,851
918,750 918,750 918,750 918,750
15,000 90,000 15,000 15,000
242,140 324,183 275,763 275,763
459,050 494,252 464,252 467,755
158,280 158,280 158,280 168,763
260,058 161,550 161,550 190,665
173,403 153,701 153,701 153,701
4,546,932 4,665,291 4,665,291 4,665,291
0 4,609,626 4,609,626 0
6,773,613 11,575,633
11,422,213 6,855,688
156,053,509 169,051,673
168, 773,722 172,318,272
137
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department
is overseen by one Commissioner, with each Commissioner serving as an assistant in another
area, on a rotating basis each year. Statutory duties also include sitting as the Board of
Equalization to hear appeals on tax assessments; sitting as the County Board of Social Services;
and filling, by appointment, all vacancies in county offices except the Board of Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 787,667
$ 813,742
$ 813,742
$ 826,030
Supplies
1,198
1,900
1,900
1,900
Purchased Services
99,006
116,845
106,345
106,345
Contra
-7,933
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 879,938
$ 932,487
$ 921,987
$ 934,275
Revenue
0
0
0
0
Net County Cost
$ 879,938
$ 932,487
$ 921,987
$ 934,275
Budgeted Positions
6.00
6.00
6.00
6.00
SUMMARY OF CHANGES:
Purchased Services decreased by $10,500. Publications were moved to the Public Information
Office for a $500 decrease, and $10,000 was removed from local travel due to reduced travel and
changes in County Code.
Final budget adjustment includes an increase in salaries of $12,288.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The board approved a reclassification of the support staff based on HR
presented salary surveys, and approved the budget as requested.
138
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.181
0.177 0.173
$2.65 $2.75
$2.70
Goal ES1: Enable County departments and its service partners to deliver quality customer
service.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES1-1:
Clearly defined
performance
expectations and
standards
Citizen satisfaction feedback for
service delivery departments
High
High
High
ES1-2:
Conveniently
accessed and easy -
to -use services
ES1-3:
Unity of County
service delivery
ES1-4:
Satisfied customers
Resident and visitor satisfaction
feedback with County services
High
High
High
Goal ES2: Enhance community access to reliable information regarding services and County
government issues.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES2-1:
Easily accessible
information
regarding County
services and
programs (priority
outcome)
Community satisfaction with
information availability
Customers awareness of services
provided by Weld County
government
High
High
High
High
High
High
ES2-2:
Positive image of
County government
Percent of residents with a
positive image of Weld County
government
90%
90%
90%
139
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Public Information - - 1000-10150
DEPARTMENT DESCRIPTION: The public information function of the county is funded in this
budget unit. The director serves as the county's Public Information Officer. The staff of this
department assists all departments in developing and disseminating information to the public
about Weld County government and services.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 301,558
$ 298,568
$ 298,568
$ 313,546
Supplies
12,515
23,656
24,599
24,599
Purchased Services
8,493
23,219
24,015
24,015
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 322,566
$ 345,443
$ 347,182
$ 362,160
Revenue
0
0
0
0
Net County Cost
$ 322,566
$ 345,443
$ 347,182
$ 362,160
Budgeted Positions
4.0
4.00
4.00
4.00
SUMMARY OF CHANGES: The increase in Supplies of $943 is due to an increase in software
expenses. The increase of $796 under Purchased Services is due to Publications and
Subscriptions increasing to cover the consolidation of all media subscriptions shared by the
BOCC and PIO office. All other expenses remain the same.
Final budget adjustments include an increase in salaries of $14,978.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
140
PUBLIC INFORMATION
(CONTINUED)
1000-10150
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
County Roots Newsletter Issues 13 26 26
Weld Faith Partnership Newsletters 6 10 10
AAA Newsletter 1 4 4
Intranet Articles/Employee Communication 72 144 144
News Releases 64 70 70
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.121
$0.97
0.118 0.116
$1.02 $1.05
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Information
goals in Budget Unit 1000-10100.
For 2022, the Communications Team set several goals aimed at increasing the quality and
quantity of communication between county government and the public.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
County Roots
Newsletter
viewership
increased
100% subscriber increase
2,942
3,272
4,908
County Roots
Newsletter open
rate maintained
Maintain an open rate of 50%
average or more
45%
45%
45%
Social Media:
Facebook Follows
Increased
Increase by 10%
25,372
27,910
30,701
Social Media:
Twitter Likes
Increased
Increase by 10%
1,608
1,769
1,945
141
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000-10200
DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County
Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of
County regulations. The three full-time assistants share the responsibilities of the County
Attorney.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 839,277
$ 844,700
$ 844,700
$ 895,012
Supplies
382
1,720
1,720
1,720
Purchased Services
460,089
359,890
359,890
359,890
Fixed Charges
-11,909
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,287,839
$ 1,206,310
$ 1,206,310
$ 1,256,622
Revenue
0
0
0
0
Net County Cost
$ 1,287,839
$ 1,206,310
$ 1,206,310
$ 1,256,622
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: No changes requested for the 2022 budget.
Final budget adjustments include an increase in salaries of $50,312.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
142
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of new requests for legal assistance 501 500
Number of new mental health cases 72 70
Number of new code violations 120 120
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support) $3.82
Number of agenda requests/D&N/mental
cases per FTE
0.151
175
500
70
120
0.148 0.144
$3.56 $3.63
175
175
Goal ES3: Ensure the County Attorney staff is meeting the needs of elected officials and
department heads.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES3-1:
Efficient and
effective legal
representation of
Weld County
Client satisfaction of elected officials
and department heads
99%
99%
99%
143
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE
BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300
DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the County as
prescribed in Section 38-37-101, C.R.S., et. seq.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 82,681
$ 162,767
$ 162,767
$ 148,492
Supplies
8,725
1,000
1,000
1,000
Purchased Services
3,393
5,500
7,000
7,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 94,799
$ 169,267
$ 170,767
$ 156,492
Revenue
351,007
296,600
390,550
390,550
Net County Cost
$ -256,208
$ -127,333
$ -219,783
$ -234,058
Budgeted Positions
2.5
2.5
2.5
2.5
SUMMARY OF CHANGES: On July 1, 2020, the Public Trustee function was transferred to the
Treasurer. As 2021 was the first year to budget for this office, the budget is being adjusted in
2022 to realize actual expenses for this new function. Purchased Services increased by $1,500
to account for the anticipated increase in postage for mailings in 2022. Revenue is anticipated to
return to a normal volume in 2022 as foreclosure sales escalate. This assumption is based on
mortgage rates expected to increase, and the end of the foreclosure moratorium in December
2021.
Final budget adjustments include a decrease in salaries of $14,275.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
144
PUBLIC TRUSTEE
(CONTINUED)
1000-10300
ACTUAL ESTIMATED PROJECTED
Work Outputs
Foreclosures Started 334 116 200
Releases 30,307 33,000 28,000
Efficiency Measures
FTE's per 10,000/capita 0.075 0.074 0.072
Per capita cost (county support) -$0.77 -$0.38 -$0.68
145
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK TO THE BOARD
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of
the County Commissioners and manages all official records of the Board concerning land use,
special districts, liquor licenses, property tax abatements, road right-of-way vacation petitions,
and County Board of Equalization.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 562,105
$ 575,989
$ 586,916
$ 612,230
Supplies
32,531
53,271
54,936
54,936
Purchased Services
18,888
37,725
31,425
31,425
Fixed Charges
-8,297
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 605,227
$ 666,985
$ 673,277
$ 698,591
Revenue
13,255
0
0
0
Net County Cost
$ 591,972
$ 666,985
$ 673,277
$ 698,591
Budgeted Positions
7.75
7.75
7.00
7.00
SUMMARY OF CHANGES: Budget request is up $6,292. Personnel Services will increase as a
result of six (6) requested reclassifications ($10,927), offset by the elimination of a vacant 0.75
part-time Office Tech Ill position. Supplies are up $1,665 for adjustments to computer software
maintenance. Purchased Services are down $6,300, with advertising and legal notices ($5,000)
and professional services ($1,600) both decreasing due to fewer expected Code revisions, but an
increase in phones of $300.
Revenues and chargebacks for ongoing support services provided to the Commissioners and
County Attorney's Office have been removed.
Final budget adjustments include an increase in salaries of $25,314.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The multiple staff
reclassifications are a policy issue for the board.
BOARD ACTION: Board approved the new reclassification structure for the Clerk to the Board's
staff as recommended by Human Resources based upon salary surveys. Board also approved
the elimination of the 0.75 FTE part-time Office Tech Ill position in conjunction with the new
reclassification structure for the Clerk to the Board's staff.
146
CLERK TO THE BOARD
(CONTINUED)
1000-10400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of meetings/hearings transcribed 190 150 180
Number of documents optically scanned 3,943 3,700 3,900
Number of BOE appeals processed 186 280 150
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per meeting/hearing
0.234
$1.78
$3,241.51
0.229
$1.97
$3,334.93
0.202
$2.02
$3,881.06
Goal ES4: To improve service, increase efficiency and provide greater information access and
exchange between the County Commissioners and the citizens of Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES4-1:
User friendly
government
information and
services
Percent of users (residents, visitors,
employees, etc.) satisfied with
services and information
99%
99%
99%
ES4-2:
Timeliness of
provision of
public records
Percent of Commissioner and
departmental records (current and
historical) electronically scanned
and available upon request or
accessible via Tyler Web
99%
99%
99%
ES4-3:
Processing of,
and access to,
records of
County -owned
mineral interests
Percent of records which are
accurately prepared for auction, or
oil and gas revenues which are
received for processing
100%
100%
100%
147
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100
DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and
reproduces copies of legal documents, and issues marriage licenses.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 795,299
$ 823,669
$ 783,931
$ 804,227
Supplies
73,084
100,701
106,299
106,299
Purchased Services
36,048
72,188
77,425
77,425
Fixed Charges
0
1,500
0
0
Capital
0
0
0
0
Gross County Cost
$ 904,431
$ 998,058
$ 967,655
$ 987,951
Revenue
9,048,835
8,250,000
9,000,000
9,000,000
Net County Cost
$ - 8,144,404
$ - 7,251,942
$ - 8,032,345
$ - 8,012,049
Budgeted Positions
7 FTE Recording
3 FTE Admin.
7 FTE Recording
3 FTE Admin.
6 FTE Recording
3 FTE Admin.
6 FTE Recording
3 FTE Admin.
SUMMARY OF CHANGES: Recording is requesting two changes in Personnel. First is the
reclassification of the Chief Deputy Salary at a total cost of $17,844 for salary and benefits. There
is also a reduction of 1.0 FTE, requesting a move to Motor Vehicle. This is a reduction of $57,582
to Recording, but a corresponding increase in Motor Vehicle. The $5,598 increase in Supplies is
specific to the software maintenance contracts and verified by IT. The $5,237 in Purchased
Services is an increase to Repairs and Maintenance of equipment, specifically for Microfiche
machines and scanners. Revenue increased based on historical trends.
Final budget adjustment includes an increase in salaries of $20,296.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The moving of
personnel and reclassification are policy issues for the Board.
BOARD ACTION: The reclassification of the Chief Deputy was approved at a Grade 48.
Everything else was also approved as recommended.
148
CLERK AND RECORDER
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded 103,733 105,071 110,324
Number of copies produced 243,898 241,575 256,092
Number of marriage licenses issued 2,114 2,163 2,219
Efficiency Measures
FTE's per 10,000/capita — Recording 0.301 0.295 0.260
Per capita contribution $2.73 $2.95 $2.85
Number of documents recorded per FTE 14,819 15,010 18,387
149
CLERK AND RECORDER
(CONTINUED)
1000-11100
Goal ES5: Ensure statutory requirements and regulations governing the recording, indexing,
imaging and electronic archiving are met. To be accountable and responsible to the public's
needs. Maintain a staff of highly -trained professionals who have the responsibility for the
administration of the recording office and all duties charged to the office. Ensure that the citizens
receive professional, timely and quality service at all times.
PRELIMINARY
DESIRED
OUTCOMES*
PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)*
Educate
Press release, working
Public Education
Ongoing
Ongoing
customers
with public that call or
come into the office.
Campaign
Educate on how to use
the system to best serve
the public needs. Clear
and understandable
website.
Maintain quality work
for accurate and
availability of copies
Ongoing
Ongoing
Provide access
Assist with the upkeep of
the online vendor system
for copies
and continue to improve
the process with the
vendor.
Work with County IT
and Vendor for
updates and training.
Ongoing
Ongoing
Upkeep the recording
Receive
documents for
system with the latest
updates, train employees
Accept e -recordings,
mail, and in office
Ongoing
Ongoing
recording and
on ways to use the
documents and
electronic
vendor system more
record. Index 150
recording
effectively.
documents a day with
Acutely accept, record,
index, and verify
documents.
Zero percent error
ratios. Verify
documents within
three days after
indexing.
Following state
Acutely process
statute for filling out
Ongoing
Ongoing
Issue Marriage
marriage and civil union
application.
and Civil Union
applications, along with
Working with IT to
Licenses
licenses. Follow state
statute. Develop online
application tool.
develop an online
application for people
to pre -fill out license
application.
Military
Follow state statute on
Maintain
Discharges
recording and providing
copies
confidentiality
Ongoing
Ongoing
150
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200
DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general
elections every two years, conducts voter registration, maintains records alphabetically and by
precinct, conducts schools for election judges, provides supplies for elections, issues certificates
of registration for proof of age and citizenship for international travel, services municipal clerks,
school districts, special districts, and conducts special elections each November in the off year.
Starting in 2020 there will be a Presidential Primary every four years.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 872,608
$ 723,103
$ 1,275,212
$ 1,327,653
Supplies
1,032,780
382,000
934,375
934,375
Purchased Services
249,538
225,198
385,601
385,601
Fixed Charges
47,495
20,000
22,500
22,500
Capital
0
0
0
0
Gross County Cost
$ 2,202,421
$ 1,350,301
$ 2,617,688
$ 2,670,129
Revenue
1,070,769
350,000
350,000
350,000
Net County Cost
$ 1,131,652
$ 1,000,301
$ 2,267,688
$ 2,320,129
Budgeted Positions
7.0
7.0
7.0
7.0
SUMMARY OF CHANGES: The total increase in Elections of $1,267,387 is due to two scheduled
elections and legislated election mandates requiring an increase in polling locations and hours of
operations. The Supplies increase is specific to ballots, printing, Ballot -on -Demand printers, and
computer software maintenance. Purchased Services increases are specific to postage, printing
and maintenance of the voting machines.
Final budget adjustments include an increase in salaries of $52,441.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
151
ELECTIONS (CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter transactions 394,155 405,980 414,912
Revenue generated from elections $1,059,839 $350,000 $350,000
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Transactions per FTE
0.211 0.207 0.202
$3.41 $2.95 $6.70
56,308 57,997 59,273
Goal ES6: Ensure that every eligible voter is given the opportunity to vote either through Mail Ballots, Voter
Service and Polling Centers or Provisional voting. Register all voters that have a desire to vote and allow them
to cast a ballot at the time of the election. Provide a Voter Service and Polling Center that is organized, safe
and free of influence. Maintain a staff of highly -trained professionals who have the responsibility for the
administration of the election office and all duties charged to the office.
DESIRED
OUTCOMES*
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)*
Educated Voters
Press releases, meetings, high
school student council elections,
tours of the election office. Availability
to public, clear and understandable
website.
Voter
Education
Campaign
Ongoing
Ongoing
Opportunities for
Maintain and recruit Voter Service
Assessable
Even years —
Ongoing
every eligible
registered voter
and Polling Centers, Drop-off
locations and 24 -hour drop boxes
locations,
high public
June,
October and
to conveniently
locations throughout Weld County
traffic areas
November
cast a vote
during election time.
Odd years-
October/Nov.
Returning
Votes counted
and reported
accurately and in
a timely manner
Maintain voting equipment and retain
trained election judges.
judges,
testing
accuracy of
equipment
Ongoing
Ongoing
Integrity of voter
Knowledgeable staff on all data entry
Training and
Ongoing
Ongoing
records
maintained
processes and low error ratio
reports
State within
two years of
Integrity of ballot
Clear procedures following state law
Completion
permanent
security
of State
employment.
certification
National
Two to Seven
Thorough
State and National certification
and National
within seven
years after
knowledge of
Election Law
certification
years.
permanent
employment
152
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000-11300
DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership tax,
sales tax, and files chattel mortgages on motor vehicles, processes title applications, maintains
files on all titles and license plates issued in Weld County, and provides law enforcement agencies
with vehicle registration information.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 2,872,502
$ 3,097,865
$ 3,180,755
$ 3,353,581
Supplies
16,037
42,285
51,639
51,639
Purchased Services
342,667
311,879
354,444
354,444
Fixed Charges
60
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,231,266
$ 3,452,029
$ 3,586,838
$ 3,759,664
Revenue
0
0
0
0
Net County Cost
$ 3,231,266
$ 3,452,029
$ 3,586,838
$ 3,759,664
Budgeted Positions
45 Full-time
4 Temporary
45 Full-time
4 Temporary
46 Full-time
4 Temporary
46 Full-time
4 Temporary
SUMMARY OF CHANGES: The total budget request reflects an increase of $134,809, of which
$57,582 is a transfer of 1.0 FTE from Recording, and an additional $9,663 to move this position
from a Grade 15 to Grade 21. The increase of 1.0 FTE is to replace a Bookkeeping Office Tech
IV (Grade 21) that was removed from Motor Vehicle in 2016. This added oversight will decrease
bookkeeping errors and improve workflow and efficiency, and the workload is supported by the
transactions per FTE. The remaining $15,645 increase in Personnel Services is to request
reclassifying entry level positions from a Grade 8 to Grade 10 to allow for improving the applicant
pool possibilities.
Supplies increased by $9,354, of which $7,819 is for the purchase of two fireproof cabinets for
the two branch offices, and an increase of software maintenance from Nemo-Q. Purchased
Services is up $42,565, made up of a 13% increase in postage expenses ($33,565), $1,000 for
printing, and $8,000 for contracted shredding services at all three locations.
Final budget adjustments include an increase in salaries of $172,826.
FINANCE/ADMINISTRATION RECOMMENDATION: The position reclassifications are being
reviewed by HR and removed from the recommendation as they will be addressed countywide.
The new position from Recording is a policy issue for the Board. Recommend approval.
BOARD ACTION: Approved as recommended.
153
MOTOR VEHICLE
(CONTINUED)
1000-11300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of titles/registrations issued 594,580 618,363 624,309
FORT LUPTON BRANCH OFFICE: Number 220 220 240
of marriage licenses issued
DEL CAMINO BRANCH OFFICE: Number of 375 300 320
marriage licenses issued
Efficiency Measures
FTE'S per 10,000/capita — DMV 1.476 1.447
Per capita cost $10.57 $10.08
Number of titles/registrations issued per FTE 13,213 13,741
1.445
$10.86
13,571
Goal ES7: To ensure every motor vehicle is properly titled and registered according to current
Colorado laws. To be accountable and responsible to the public's needs within the guidelines of
the law. Maintain a staff of highly -trained professionals who have the responsibility for the
administration of the motor vehicle office and all duties charged to the office. Ensure that the
citizens receive professional, timely and quality service at all times
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES7-1:
Receive
documents for
titling and
registering
100% accuracy with
indexing and verification
Customer satisfaction
99%
0 complaints
99%
0 complaints
99%
0 complaints
ES7-2:
Educate
customers
(public, dealers,
banks, title
clerks, etc.)
Press releases
Website updates
Posting of educational
signs
20
36
15
20
40
15
20
40
15
154
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Treasurer - - 1000-12100
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,
such as property taxes, and disbursing funds collected for the state, county school districts,
municipalities and special districts. The Treasurer deposits County funds with banks in the
county, and invests reserve funds as allowed by statute and approved by the Board of
Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 788,753
$ 796,684
$ 796,684
$ 902,281
Supplies
112,870
118,388
131,000
131,000
Purchased Services
225,083
209,900
210,000
210,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,126, 706
$ 1,124,972
$ 1,137,684
$ 1,243,281
Revenue
7,993,477
7,008,000
7,808,000
7,808,000
Net County Cost
$ - 6,866,771
$ - 5,883,028
$ - 6,670,316
$ - 6,564,719
Budgeted Positions
10
10
10
10
SUMMARY OF CHANGES: Supplies increased by $12,612, of which $12,244 is specific to
computer software. Purchased Services had many small reallocations to meet needs without
increasing the overall costs by more than $100.
Revenues are up based upon historical trends from Treasurer's fees.
Final budget adjustments include an increase in salaries of $105,597.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
155
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Property Tax Collected $968M $1,100M $800M
Investments
Efficiency Measures
FTE's per 10,000/capita
Per capita expenditure
$440M $440M $440M
0.301 0.295 0.289
$3.39
$3.32
$3.59
Goal ES8: To provide County treasury and tax collection services in the most accurate, efficient
and cost-effective manner possible.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)*
ES8-1:
Effective and
Cost per tax bill
$5.53
$6.09
$5.75
cost-efficient
Number of tax bills per FTE
19,800
19,800
19,800
County tax
Tax revenue per FTE
$85M
$110M
$130M
collection
Fee Income per FTE
$481,600
$588,303
$700,800
ES8-2:
Investments that
Return on investments (Percent)
1.02%
.24%
.24%
are safe, liquid
and deliver the
best yield
possible — in that
order
Return on investments (Actual)
$4.5M
$1.0M
$1.0M
156
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000-13100
DEPARTMENT DESCRIPTION: The Assessor's Office discovers and lists all real and personal
property in Weld County; maintains accurate public records, including ownership history, parcel
values and parcel maps; completes appraisals of all real and personal property using statutory
mandates and mass appraisal techniques; completes statutory reports and certifications for Weld
County taxing authorities for use in the property tax system; and completes and delivers an
accurate tax warrant to the Treasurer for collection of property taxes.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 3,288,265
$ 3,421,847
$ 3,521,062
$ 3,601,125
Supplies
208,661
265,638
295,610
295,610
Purchased Services
351,534
216,394
222,294
222,294
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,848,460
$ 3,903,879
$ 4,038,966
$ 4,119,029
Revenue
157,484
50,500
60,500
60,500
Net County Cost
$ 3,690,976
$ 3,853,379
$ 3,978,466
$ 4,058,529
Budgeted Positions
37.5
38.5
39.5
39.5
SUMMARY OF CHANGES: The request is to increase the Net County Cost by $135,087.
Personnel Services increased by $99,215 with the request of 1.0 FTE Analyst position at a
Grade 35 ($89,086) and a request to reclassify two (2) positions from Grade 15 to Grade 19 at a
total cost of $10,129. The $29,972 increase under Supplies is specific to software maintenance
and contract increases. Purchased Services increased by $5,900 for Publications, such as MLS
subscriptions.
Final budget adjustments include an increase in salaries of $80,063.
FINANCE/ADMINISTRATION RECOMMENDATION: The position reclassifications are being
reviewed by HR and removed from the Recommendation as they will be addressed countywide.
The new position is a policy issue for the Board. Recommend approval.
BOARD ACTION: The Board approved the request of 1.0 FTE Analyst position at a Grade 35
($89,086). The Board only approved request to reclassify two (2) positions from Grade 15 to
Grade 17, and not Grade 19 to be consistent with other comparable positions in the county. All
other items approved as recommended.
157
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of parcels (including personal
property, OG equipment and SA)
Number of new land accounts
206,500 208,000 211,000
5,100 6,000 6,600
Telephone Calls Answered 18,000 18,000 18,000
Number of administrative updates to database 152,000 155,000 158,000
Tax Authorities 495 525 555
Ownership transfers by account 31,700 34,700 36,000
Number of Permits reviewed 8,500 9,300 10,000
New Construction units added 4,150 5,150 5,500
Sales Verification 16,100 17,000 18,500
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per parcel
Parcels Per FTE
Effectiveness Measures (desired results)
Deed Processing Time (days)
Requests for Information per FTE
Percent of Properties Site Reviewed
Assessment Levels compared to
market value
1.130 1.137 1.141
$11.12 $11.38 $11.73
$17.87 $18.53 $19.23
5,507 5,403 5,342
5 5 5
825 825 825
5% 5% 5%
100% 100% 100%
158
ASSESSOR
(CONTINUED)
1000-13100
Goal ES9: Correctly discover, list, value, and defend values for property taxes for Weld County
taxing authorities.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES9-1:
Effective County
property
valuation
Complete submission of the tax
warrant by the January 10th statutory
date
Compliance with all statutory
deadlines and requirements
Successful report on the annual
study audit for Assessors
100%
100%
100%
ES9-2:
User friendly
e -government
sharing for
assessment and
property data
Percent of users satisfied with
electronic/technology access to
services and information
Percent of operations, services and
programs available through website
access
100%
100%
100%
159
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCIL
BUDGET UNIT TITLE AND NUMBER: County Council - - 1000-14100
DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five -member,
unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council
are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners,
reviewing county government and making periodic reports to the citizens, and authorizing an
increased levy in ad valorem taxes if requested by the County Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 23,435
$ 22,583
$ 22,583
$ 24,068
Supplies
0
300
300
300
Purchased Services
712
29,900
29,900
29,900
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 24,147
$ 52,783
$ 52,783
$ 54,268
Revenue
0
0
0
0
Net County Cost
$ 24,147
$ 52,783
$ 52,783
$ 54,268
Budgeted Positions
1 PT
1 PT
1 PT
1 PT
SUMMARY OF CHANGES: No requested changes for 2022.
Final budget adjustments include an increase in salaries of $1,485.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
160
SEVEN YEAR TREND
District Attorney
9
6
5
z
O
2
4
3
2
1
I I
I I
2016 2017 2018 2019 2020 2021 2022
161
SEVEN YEAR TREND
District Attorney Local Cost
8.00
7.00
6.00
5.00
CM
24.00
O
3.00
2.00
1.00
0.00
2016 2017 2018
2019
2020 2021
2022
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: District Attorney - - 1000-15100
DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation
and complaint of law enforcement agencies; answers all criminal complaints of the people;
handles such civil matters as juvenile actions and non-support actions; serves as attorney for all
county officers, except the County Commissioners; handles consumer fraud and welfare fraud
complaints.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 6,852,041
$ 7,160,348
$ 7,287,620
$ 7,557,518
Supplies
36,231
41,874
42,080
42,080
Purchased Services
225,955
245,918
251,404
252,525
Fixed Charges
-906
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 7,113,321
$ 7,448,140
$ 7,581,104
$ 7,852,123
Revenue
171,847
184,960
184,960
184,960
Net County Cost
$ 6,941,474
$ 7,263,180
$ 7,396,144
$ 7,667,163
Budgeted Positions
64.00
64.00
64.00
64.00
SUMMARY OF CHANGES: The District Attorney's Office budget is requesting a total increase
of $132,964, of which $127,272 is specific to reclassifying four (4) Deputy District Attorney III
positions from Grade 49 up to District Attorney V positions at Grade 61. The cost per position is
approximately $31,818. The increase in Supplies is specific to software maintenance contract
increases, and Purchased Services is for the anticipated increase in vehicle depreciation costs.
Final budget adjustments include an increase in salaries of $269,898.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The
reclassifications are a policy issue for the board.
BOARD ACTION: Approved as recommended including the reclassifying of four (4) Deputy
District Attorney III positions from Grade 49 up to District Attorney V positions at Grade 61. The
department also requested an additional $1,121 for a specific assessment charge that is added
to the Final approved budget amount.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
163
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200
DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce
the juvenile caseloads for the Courts and Probation. Counseling component provides
supervision, counseling, an apology letter to victim, restitution payments, community service
hours, and a variety of groups and other services to juvenile offenders who would otherwise be
prosecuted through the Courts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 179,986
$ 128,216
$ 128,216
$ 132,973
Supplies
576
200
200
200
Purchased Services
54,590
58,341
58,341
58,341
Fixed Charges
0
0
0
0
Gross County Cost
$ 235,152
$ 186,757
$ 186,757
$ 191,514
Revenue
86,622
157,000
157,000
157,000
Net County Cost
$ 148,530
$ 29,757
$ 29,757
$ 34,514
Budgeted Positions
1.5
1.5
1.5
1.5
SUMMARY OF CHANGES: Per a work session with the commissioners in May 2021, the MOU
with Youth Family Connection (YFC) to provide Restorative Justice services was not resigned
and ended effective July 2021. Instead, the DA's Office plans to utilize $53,000 of the total state
allocation of $153,000 to fund part of the Juvenile Diversion Program, and hope to increase
options to help fund these services in 2022 and beyond. The allocation prioritizes Restorative
Justice and is reflected in the Purchased Services section of this budget.
Final budget adjustments include an increase in salaries of $4,757.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
164
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Restorative Justice -- 1000-15250
DEPARTMENT DESCRIPTION: Provide diversion from the criminal court system, case
management, and Restorative Justice referral and services, in collaboration with community
partner and contracted provider, Youth and Family Connections. Served juveniles would
otherwise be prosecuted by the Courts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
19,720
0
0
0
Fixed Charges
0
0
0
0
Gross County Cost
$ 19,720
$ 0
$ 0
$ 0
Revenue
40,511
0
0
0
Net County Cost
$ -20,791
$ 0
$ 0
$ 0
Budgeted Positions
.25
.0
.0
.0
SUMMARY OF CHANGES: This program was removed beginning in 2020 and is covered by the
state allocation under Juvenile Diversion, Org 15200.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
165
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Victim Witness Assistance -- 1000-15300
DEPARTMENT DESCRIPTION: The Victim Witness Assistance Unit provides services for victims
of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime
Victim Compensation and the Victims' Rights Amendment. The VW Program provides services
to all victims/witnesses involved in cases being prosecuted through the District Attorney's Office.
Crime Victim Compensation provides monetary assistance to eligible crime victims who have
reported the crime to a law enforcement agency.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,026,747
$ 1,053,920
$ 1,197, 970
$ 1,266, 664
Supplies
1,894
300
300
300
Purchased Services
137,308
27,450
30,350
30,350
Fixed Charges
593,624
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,759,573
$ 1,081,670
$ 1,228, 620
$ 1,297, 314
Revenue
1,149, 328
469,444
635,681
635,681
Net County Cost
$ 610,245
$ 612,226
$ 592,939
$ 661,633
Budgeted Positions
13.5
14.0
16.0
16.0
SUMMARY OF CHANGES: The Victim Witness program was awarded a grant to cover 95% of
two (2) new FTE. One Victim Witness Assistant for the County Court at Grade 24, and one
Restitution Clerk at Grade 20 have been added to the budget request, with the grant revenue
appropriated to offset the cost. The need for these positions has been justified due to the increase
in county courtrooms and restitution required. The Purchased Services increase of $2,900 is due
to actual expenses in phone charges for this unit.
The total cost of the program, with the increase of 2.0 FTE, decreases by $19,287 because of the
increase in grant revenue.
Final budget adjustments include an increase in salaries of $68,694.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The 2.0 FTE are a
policy issue for the board and will result in a decrease of grant revenue if not approved.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
166
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Finance and Administration - - 1000-16100
DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of
County Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 580,422
$ 888,356
$ 888,356
$ 873,495
Supplies
142
300
300
300
Purchased Services
4,446
10,000
11,600
11,600
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 585,010
$ 898,656
$ 900,256
$ 885,395
Revenue
0
0
0
0
Net County Cost
$ 585,010
$ 898,656
$ 900,256
$ 885,395
Budgeted Positions
2.00
3.00
3.00
3.00
SUMMARY OF CHANGES: Budget request includes an increase of $1,600 under Purchased
Services to account for an additional person to attend the annual GFOA conference and 10
County Budget conference. Membership and Registration Fees increased by $1,200 and Travel
and Meetings increases by $400 anticipating 3 attendees. No other changes requested.
Final budget adjustments include a decrease in salaries of $14,861.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
167
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures
Budgeted fund balance vs. actual variance
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
2.61%
4.79%
0.060
$1.76
3.00% 3.00%
3.00% 3.00%
0.089 0.087
$2.65
$2.56
Goal ES10: Ensure the financial viability of the County through sound financial management
practices.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES10-1:
Sound asset
management
and financial
investment
strategies
Number of audit exceptions
Return on investments
0
1.85%
0
1.50%
0
1.00%
ES10-2:
Plan necessary
resources to
meet current and
future operating
and capital
needs (priority
outcome)
Percent of cash reserves
40.1%
50%
50%
Goal ES11: Deliver on promises and be accountable for performance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES11-1:
Alignment of
services
provided with
community's
needs and
desires
Percent of strategic plan outcomes
with appropriate performance
indicators
Community satisfaction with value of
County services for tax dollars paid
100%
95%
100%
95%
100%
95%
168
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200
DEPARTMENT DESCRIPTION: The Accounting Department is in charge of all general
accounting functions and must maintain and produce accurate records for various departments'
use to allow proper budgetary control. Maintains records for grants in the County and assists in
the annual audit by an independent auditor. Issues County warrants and provides budgetary
control by processing supplemental appropriations, etcetera.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,002,642
$ 902,175
$ 902,175
$ 977,027
Supplies
125,561
159,070
165,710
165,710
Purchased Services
27,487
44,000
44,000
44,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,155, 690
$ 1,105,245
$ 1,111, 885
$ 1,186,737
Revenue
0
0
0
0
Net County Cost
$ 1,155, 690
$ 1,105,245
$ 1,111, 885
$ 1,186,737
Budgeted Positions
8.0
7.75
7.75
7.75
SUMMARY OF CHANGES: Budget increased $6,640, attributed to the various required
software maintenance contracts used to perform the duties of the department.
Final budget adjustment includes an increase is salaries of $74,852.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
169
ACCOUNTING
(CONTINUED)
1000-16200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants issued 14,520 15,420 15,360
Average number of employees paid 1,789 1,860 1,860
Number of employees trained on General 300 300 300
Ledger
Total Intergovernmental funds $58.9M $72.9M $72.9M
Efficiency Measures
FTE's per 10,000/capita 0.241 0.229 0.224
Per capita cost (county support) $3.48 $3.26 $3.43
Account Payable warrants per week per 300 300 300
A/P FTE
Employees paid monthly per Payroll FTE
1,193
1,240
1,240
Goal ES12: Ensure the financial accounting of County funds is accurate.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES12-1:
Compliance with
financial laws
and generally
accepted
accounting
principles, etc.
Government Financial Officers
Association awards
Complete submission of CAFR to
required agencies by July 1st
Achieved
Achieved
Achieved
Achieved
Planned
Planned
ES12-2:
Cohesive,
standardized
County -wide
financial systems
and processes
Annual external audit has no
major issues
Achieved
Achieved
Planned
170
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Purchasing - - 1000-16300
DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,
telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Department
seeks approval from the Board of County Commissioners on all bids over $25,000.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 331,126
$ 337,123
$ 337,123
$ 350,776
Supplies
1,402
250
250
250
Purchased Services
5,315
7,800
7,800
7,800
Fixed Charges
0
0
0
0
Gross County Cost
$ 337,843
$ 345,173
$ 345,173
$ 358,826
Revenue
0
0
0
0
Net County Cost
$ 337,843
$ 345,173
$ 345,173
$ 358,826
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: No changes requested for 2022.
Final budget adjustments include an increase in salaries of $13,653.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
171
PURCHASING
(CONTINUED)
1000-16300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work OufDufs
Number of formal bids presented to BOCC
Number of Purchase Orders placed
198 200 200
969 1,000 1,000
Efficiency Measures
FTE'S per 10,000/capita 0.090
Per capita cost (county support) $1.02
No. of formal bids/FTE presented to BOCC 66
0.089
$1.02
70
0.087
$1.04
70
Goal ES -13: To provide the effective procurement of quality products and services at the
best value to Weld County taxpayers.
DESIRED
OUTCOMES*
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)*
ES 13-1:
Inclusion of as many vendors as
On -going and
On -going and
On -going and
To acquire
goods and
services at the
best possible
possible on every bidding opportunity.
Evaluation of current practices by
continual.
Attendance of
continual.
Attendance at
continual.
Attendance
value.
attending appropriate training and
review of peer codes.
1 seminar.
1 seminar.
at 1 seminar.
ES 13-2:
Ensure all
procurement
processes are
conducted in
All goods and services acquired via
requirements of the Weld County
Code.
Development of guidance documents
100%
All developed
100%
All developed
100%
All developed
accordance
and other tools so that Departments
documents
documents
documents
with county,
state, and
federal rules.
are confident in their practices.
Purchases will be audited for
updated.
On -going and
updated.
On -going and
updated.
On -going and
compliance with Weld County Code.
continual.
continual.
continual.
172
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000-16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. This department is
responsible for setting up employment policies, rules, job classification, and compensation. Full
scope employment efforts managed by Human Resources, with assistance given as needed,
especially in the areas of recruiting, hiring, discipline and terminations. Training of staff including
supervisors, managers and line employees play an important role in this department. The county's
risk management and wellness programs are also funded in this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,513,829
$ 1,482,758
$ 1,722,939
$ 1,884,796
Supplies
353,734
413,136
421,250
421,250
Purchased Services
77,127
77,850
89,350
89,350
Fixed Charges
0
0
5,000
5,000
Capital
0
0
0
0
Gross County Cost
$ 1,944,690
$ 1,973,744
$ 2,238,539
$ 2,400,396
Revenue
0
0
0
0
Net County Cost
$ 1,944,690
$ 1,973,744
$ 2,238,539
$ 2,400,396
Budgeted Positions
15
15
17
18
SUMMARY OF CHANGES: Human Resources total budget request is up $264,795 and 2.0 FTE.
The Personnel Services request includes the increase of a Deputy Director position at a Grade
55 ($136,685) and a Risk Management Safety Specialist at a Grade 35 ($89,135). The remaining
personnel increase of $14,361 is for three (3) requested reclassifications based on salary survey
information provided.
Supplies increased by $7,114 to cover software maintenance agreements and $1,000 in Office
Supplies to cover the two new positions. Purchased Services increased by $10,000 for
Advertising expenses, $1,000 for increases in Assessment Testing, and $500 for phones for the
two new positions. The $5,000 in fixed charges are for anticipated office moves, furniture and
equipment needed for the two new positions.
Final budget adjustments include one position increased for $93,053 and an increase in salaries
of $68,804.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The new FTE and
reclassifications are policy issues for the board.
173
HUMAN RESOURCES
(CONTINUED)
1000-16400
BOARD ACTION: All items approved as recommended including the additional positions and
reclassifications. The final approval also includes one FTE moved from Public Works to Human
Resources as a General Safety Specialist position.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Authorized County positions (FTE'S)
Occupied FTE'S
Employees
Terminated/Resigned/Retired
Employees Hired
Turnover Rate
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Personnel served per FTE
1,756
1,690
1,782 1,816
1,713 1,750
175 210 220
250 269 300
10% 10% 10%
0.452
$5.86
117
0.443
$5.83
119
0.520
$6.94
101
Goal ES14: Attract, develop and retain an effective, diverse and dedicated team of employees.
PRELIMINARY
DESIRED
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
ES14-1:
Continue working with
Testing done
Testing,
Continue to streamline
Provide
departments
Departments in
recruiting and hiring
after interviews,
managers not
filtering,
recruiting
process. Increase ability
to test skills prior to
with best
efforts to provide the
getting enough
best
interviewing candidates
qualified
best qualified
qualified
candidates
when possible. Continue
personnel
individuals for open
positions.
candidates.
to research recruiting
sources to find best
candidates.
174
HUMAN RESOURCES
(CONTINUED) 1000-16400
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES14-2:
PeopleSoft
ePerformance
system
becomes
greater value
for Managers
and
employees
Enhance PeopleSoft
use for employees and
Managers. Continue to
create better
evaluations and data for
all to see. Continue to
enhance reporting to
enable managers to use
ePerformance as a
successful
management tool.
Managers put
basic info in
ePerformance
to look at past
performance
The enhancements created by the upgrade
should make PeopleSoft a much better tool
for employees, supervisors and managers.
Managers use ePerformance as a
management tool throughout the year to
enable ability to track and monitor skills
year round. Evaluations become better
tool for managing performance level and
discussions had with employees on an
ongoing basis. Reporting delivered will
enable managers to monitor and hold staff
accountable more successfully.
ES14-3:
Workforce
skills to
support
County
priorities
(leadership,
customer
service, fiscal
problem -
solving, etc)
County Skills
Training
Continue training
programs in skills
needed for staff
development. Develop
and initiate leadership
training for employees
to enable them to grow
and be successful as
managers and leaders.
Work within
Departments and
outside resources to
offer specific training to
all County employees to
enhance their skills and
abilities on an everyday
basis. Included is
working with IT on
Computer support
(Excel or other
programs needed),
Development
in process
Continue Leadership Classes for
Supervisors and Managers
Ongoing training at all levels will enhance
the skills and employee satisfaction and
help reduce turnover.
ES14-4:
Enhance
Wellness
Program to
provide cost
savings and
benefits to
County and
employees
Continue to enhance
Wellness Program,
partnering with
providers for effective
metrics and proof of
County cost savings.
Progress
continues...
Sigma, Peer
Support, etc.
Goal is to continue to reduce the health
risks affecting the individuals thereby
affecting claims for both Health Insurance
as well as Workers Comp by .75%
annually.
175
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 1000-17100
DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of
County Commissioners with research and recommendations regarding land use decisions in
relationship to the Weld County Comprehensive Plan, zoning, development review, and the
issuance of land use entitlements. The department provides information, guidance, and
assistance to Weld County citizens and jurisdictions with land use decisions and community
development activities.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,612,262
$ 1,638,874
$ 1,638,874
$ 2,745,967
Supplies
5,505
9,000
8,500
17,672
Purchased Services
1,028,243
845,599
951,217
384,372
Contra Account
-291,568
-291,568
-306,789
-529,576
Gross County Cost
$ 2,354,442
$ 2,201,905
$ 2,291,802
$ 2,618,435
Revenue
542,094
500,000
400,000
400,000
Net County Cost
$ 1,812,348
$ 1,701,905
$ 1,891,802
$ 2,218,435
Budgeted Positions
16.0
15.0
15.0
25.0
SUMMARY OF CHANGES: Planning revenue is anticipated to decrease due to fallout from
COVID-19 and code changes related to the elimination of Recorded Exemptions and certain Use
by Special Review permits being fewer than current levels. Supplies decreased by $500 under
Small Items of Equipment. Purchased Services increased by $105,618, mainly due to
chargebacks from Engineering (up $108,795) and increases in vehicle depreciation ($5,075), with
small decreases to offset the increases.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. On August 3, 2021,
the Board approved the reorganization of the development review and permitting process in
Planning, Oil and Gas Energy, and Engineering. In the final budget 10 FTE will be moved from
Engineering to Planning reducing salary and benefits in Engineering by ($834,103) and increasing
salaries in Planning by a like amount. The offsetting charge back amounts to Planning from
Engineering will be reduced to $240,578. Planning will be charging Oil and Gas Energy $222,787
for development review services formerly done by Engineering and Building Inspection for
$306,789 for a total of $529,576. Therefore, the reorganization is cost neutral to this department.
A Deputy Planning position will also be added in the final budget ($144,397). Two of the 10
positions transferred from Engineering will be frozen until workload justifies filling them and one
Current Planner position will be frozen until workload justifies filling it.
BOARD ACTION: The final budget is adjusted to include the approved 4% COLA, and salaries
and benefits for the 10 FTE from Engineering. Also included is $53,643 of operating expenses to
account for the employees moved. Approved as recommended.
176
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
2(0201 2(021) 2(0221
Current Planning Work Outputs
Number of total applications submitted
Number of administrative land use cases
(ZP's, SPR's, etc.)
Number of FHDP and FP (Flood Hazard Dev.
Permits)
WOGLA (Oil and Gas Location Assessments)
LAP (Location Assessment for Pipelines)
560 440 475
365 300 375
87 85 85
65 0* 0*
5 0* 0*
Long Range Planning Work Outputs
Special Projects 1 4 1
Walk in's 1,167 1,200 1,300
Pre -Application Meetings 225 375 350
Code Revisions 4 4 2
Comp Plan Amendments/ Sub Area plans 1 1 2
Technical Support Work Outputs
Total Public Hearings (PC and BOCC) 100 135
Case Clean Up (RE, SE, USR, Subdivisions) 20 10
Town/County Staff Outreach Meetings 2 3
195
10
3
Compliance Planning Work Outputs
Number of Complaints 311 338 300
Number of violations opened 286 439 350
Number of violations closed 270 405 375
Average number of County Court hearings 10 15 12
(Vouchers) 23 8 10
Efficiency Measures
FTE's per 10,000/capita 0.482 0.443 0.722
*Geo Hazard Development Permits (GHDP's) will no longer be required after July 25, 2019
*WOGLA's and LAP's moved to new department (Oil and Gas Energy Department) in August
2019. 2020 WOGLA's — 65 cases heard with 54 approved, 9 continued, 1 withdrawn and 1 denied.
177
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal CED1: Increase effectiveness by maintaining regular communication with the public, outside
agencies, County departments, and the County Planning Commission.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED1-1:
Improved
community
access to land
use trend
information and
services
Revise website as needed but no
less than monthly
Implementation of Citizen Access
module in Accela.
Implement EDR (Electronic
100%
85%
50%
100%
100%
75%
100%
100%
75%
Document Review)
CED1-2:
Prepare a survey
to gain feedback
from customers
on the land use
process
A survey will be sent out to all
customers that completed an
entitlement process with the County,
e.g. SPR, USR, Subdivision, etc. The
purpose of the survey is to gain
feedback about level of service and
to provide suggestions.
75%
100%
100%
CED1-3:
Strong
relationships with
municipal
Staff attendance of monthly meetings
with Municipal planning staff.
Attend one Annual Summit with
8
4
4
planning
departments and
excellent
knowledge of
current regional
issues
municipal staff and conduct 2020
Forum as precursor to Comp Plan
Amendment
2
2
2
CED1-4:
A well-informed
and prepared
Minimum of six Planning Commission
training sessions
4
4
4
Planning
Commission
A well-informed
and prepared
Board of
Adjustment
Minimum of one BOA training session
throughout year
1
1
1
CED1-5:
Update Ordinance and Policies per
100%
100%
100%
Adequate
decision making
tools for BOCC
Commissioner direction
100% of special projects requested
by the Board are completed
100%
100%
100%
178
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal CED2: Plan for the long-term development and legacy of the County to ensure efficiency of
services to promote economical investments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED2-1:
Implement FLUM
and target key
areas in County
for Commercial /
Industrial Zoning
Establish sub area plans to promote
and incentivize commercial and
industrial zoning changes. Dissolve
existing Regional Urbanization Areas.
0
1
2
CED-2:
Provide staff to
support the HWY
85 Coalition
Staff attendance at HWY 85, Hwy 34
Coalition meetings. Attend Freedom
Parway meetings.
Progress towards a HWY 85
Regional Plan / Design Standards
2
50%
2
50%
2
50%
Goal CED3: Provide consistency, quality, and thoughtful land use and transportation planning.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED3-1:
Increased infill
development,
located where
public
infrastructure is
available
Support new non -agrarian
development to occur within
intergovernmental agreement area
and urban growth boundaries.
Create a FLUM (Future Land Use
Map) and promote concentric
development.
n/a
0
1
1
1
1
CED3-2:
Continue to
develop and
evolve land use
process which
minimizes
burdensome
restrictions
Revision of WCC in response to
research and applicant feedback
concerning Weld County's process
versus land use processes in other
jurisdictions
100%
100%
100%
Goal CED4: Develop and maintain incentives for small business development.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED4-1:
Promote small
business
development in
the County
Approval and Authorization of Small
Business Incentive Program (SBIP)
by the Board of County
Commissioners
1
2
2
179
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal CED5: Minimize government by implementing common sense approaches to solving
problems and adapting to changes.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED5-1:
Continually review
County Code to
ensure it meets
the County's
philosophy and
ideology
Routinely reviewing Code to
determine applicability and ensuring
that the code is consistent with the
County's vision, policies and
ideology. Accomplished through
Code changes.
4
6
6
Goal CED6: Work with, not against, the flowing tide of free markets thereby reducing or eliminating
red tape and barriers to entry.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CEDE -1:
Promote and
sustain a
business -friendly
culture
Meet with business leaders, owners
and economic development groups.
Provide outreach and education on
the various programs that the County
offers. Promote economic
development.
100%
100%
100%
180
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Community Development Block Grant - - 1000-17150
DEPARTMENT DESCRIPTION: Department administers the Community Development Block
Grant program which is funded through an allocation from the U.S. Department of Housing and
Urban Development.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 49,232
$ 145,565
$ 145,565
$ 145,565
Supplies
63
6,000
6,000
6,000
Purchased Services
24
48,435
48,435
48,435
Fixed Charges
0
800,000
857,287
857,287
Capital
0
0
0
0
Gross County Cost
$ 49,319
$ 1,000,000
$ 1,057,287
$ 1,057,287
Revenue
0
1,000,000
1,057,287
1,057,287
Net County Cost
$ 49,319
$ 0
$ 0
$ 0
Budgeted Positions
1 PT
1 PT
1 Full
1 PT
1 Full
1 PT
1 Full
SUMMARY OF CHANGES: The Fixed Charges specific to the award contracts are increasing to
match the federal award amount. No other changes requested.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
181
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FACILITIES
BUDGET UNIT TITLE AND NUMBER: Facilities -- 1000-17200
DEPARTMENT DESCRIPTION: Facilities maintains all county buildings and grounds in the fields
of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn and grounds care,
furniture moves, snow removal, etc. This Department performs cleaning tasks in the Courthouse,
Centennial Complex, Human Services Buildings, South County Services Building, Public Works
Headquarters, North County Jail, Health Building, Training Center, Southwest Weld
Administration Building, Public Safety Administration Building, Alternative Programs Building,
Community Corrections Building, Regional Crime Lab, and Weld Business Park Administrative
Buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 3,105,372
$ 3,382,324
$ 3,801,161
$ 3,952,449
Supplies
560,958
903,447
919,141
919,141
Purchased Services
4,427,522
4,777,164
4,989,020
4,989,020
Fixed Charges
77,904
22,000
22,000
22,000
Contra Account
-100,590
-300,000
-300,000
-300,000
Capital
6,800
0
0
0
Gross County Cost
$ 8,077,966
$ 8,784,935
$ 9,431,322
$ 9,582,610
Revenue
0
5,000
0
0
Net County Cost
$ 8,077,966
$ 8,779,935
$ 9,431,322
$ 9,582,610
Budgeted Positions
35.0
38.0
43.0
43.0
SUMMARY OF CHANGES: Net County Cost has increased by $651,387 due to new or expanded
facilities and projects which results in increased need for staffing, supplies and purchased
services.
Personnel Services are project to increase $418,837. In July 2021, a mid -year request to
reclassify and upgrade four positions and add 1.0 FTE for an HVAC II Technician (Grade 33) was
approved, totaling $112,663. For 2022, four (4) additional FTE are included with salary and fringe
benefit costs for a Deputy Director position (Grade 52 for $127,942), Project Manager (Grade 46
for $112,273), and two Security positions during the last 6 months of 2022 (Grade 20 for $65,959).
Supplies are up $15,694 due to the additional of an annual safety award program ($2,100), Work
Order System Dashboard ($9,094) and Warehousing Work Order Module ($4,500). Purchased
Services are up by $211,856 due to the rise in costs of utilities ($172,299), phones ($4,765), trash
service ($3,471), custodial services ($18,492), and fuel ($12,830).
Final budget adjustment includes an increase in salaries of $151,288.
182
FACILITIES
(CONTINUED)
1000-17200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The increase in
positions are a policy issue for the board.
BOARD ACTION: The final budget was adjusted to hire a Project Manager Supervisor at a Grade
50 instead of a Deputy Director at Grade 52. With county staff taking over the management of the
Weld Plaza effective January 1, 2022, the clerical position in Facilities was reclassified to an
Account Clerk IV. All changes approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of square feet maintained 1,750,274 1,750,274 1,750,274
Number of preventative maintenance work
orders (PMs)
Number of tracked repair work orders 11,816 11,816 12,000
Efficiency Measures
FTE'S per 10,000/capita 1.055 1.122 1.243
Per capita cost (county support) $24.34 $25.93 $27.69
Cost per square foot $5.02 $5.02 $5.47
275 275 275
183
FACILITIES
(CONTINUED)
1000-17200
Goal ES15: Plan, construct, and maintain well -designed County facilities in time to meet the needs
of Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES15-1a:
Customer
satisfaction with
cleanliness of
facilities
Maintain customer complaints above
98% level
99%
98%
99%
ES15-2b:
Eliminate injuries
contributed to
facility
deficiencies
Prioritize and correct safety
deficiencies as they arise
100% of facilities meeting ADA
requirements
100%
100%
100%
100%
100%
100%
ES15-3c:
Improve
customer
satisfaction with
environmental
comfort controls
Respond to hot/cold calls within 30
minutes above the 98% response
level
99%
98%
99%
Goal ES16: Direct planning, design, engineering, construction services, and capital improvements.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Cost effectively
manage building
improvements
and construction
Ensure construction and improvement
projects stay within budget
100%
100%
100%
Goal ES17: Ensure a responsive, service -oriented, effective maintenance services.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Maintenance
requests are
completed within
a timely manner
Maintenance issues are cleared within
30 days of work order submission
98%
98%
98%
Goal ES18: Perform preventative maintenance actions to reduce lifetime operational cost.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Reduce
operational
costs through
effective
preventative
maintenance
program
Complete monthly, quarterly, and
annual periodic maintenance
requirements in accordance with
manufacturer recommendations and
industry standards
100%
100%
100%
184
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FACILITIES
BUDGET UNIT TITLE AND NUMBER: Weld Plaza Building - - 1000-17250
DEPARTMENT DESCRIPTION: The Weld Plaza Building was purchased in 2014 for future
justice services and court related county offices. The building has excess space that will be leased
until there is a county need. This budget accounts for the costs and rental revenues of the building.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
711,307
870,426
870,426
Fixed Charges
0
42,642
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 753,949
$ 870,426
$ 870,426
Revenue
638,307
1,409,060
1,055,888
1,017,785
Net County Cost
$ - 638,307
$ - 655,111
$ - 185,462
$ - 147,359
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects the projected 2022 costs and leases from the
anticipated occupancy in 2022. Rents from the Weld Plaza are down $469,649 due to the largest
tenant not renewing their lease for 2022. The building generates a positive cashflow of $185,462,
even with the county occupying the first floor of the main building for Elections and the Plaza
Annex for Child Welfare.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Final budget adjustment includes a removal of a tenant lease for a reduction
in revenue of $38,103. Approved as recommended. County staff will manage the building effective
January 1, 2022, instead of a real estate management firm.
185
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Information Technology - - 1000-17300
DEPARTMENT DESCRIPTION: Information Technology provides the technology involving the
development, maintenance, and use of computer systems, software, networks, and
telecommunications for the processing and distribution of data support services to Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 6,505,332
$ 6,615,573
$ 6,706,848
$ 7,175,952
Supplies
3,207,563
2,463,281
2,657,112
3,247,112
Purchased Services
575,767
2,090,246
2,023,207
1,141,207
Fixed Charges
20,926
0
0
0
Contra Account
-2,473,197
- 1,500,000
- 2,250,000
- 2,250,000
Capital
1,810,058
695,000
413,000
705,000
Gross County Cost
$ 9,646,449
$ 10,364,100
$ 9,550,167
$ 10,019,271
Revenue
0
0
0
0
Net County Cost
$ 9,646,449
$ 10,364,100
$ 9,550,167
$ 10,019,271
Budgeted Positions
50.0
51.0
51.75
52.00
SUMMARY OF CHANGES: Budget is down $813,933. Personnel Services are up $91,275 to
cover the cost of an added 0.75 FTE as the department adjust staffing to accommodate the new
ERP system implementation in 2022. There are also reclassification requests that are a part of
the succession plan included in the Personnel Services increase. Supplies are up $91,341
primarily for software costs. Purchased Services are down $67,039 in computer hardware
maintenance.
Capital is funded in accordance with the Five -Year Capital Improvement Plan. The 2022 capital
plan requires funding of $413,000. Contra account is up $750,000 due to more chargebacks to
departments, such as Human Services, where the county gets reimbursed from grants.
For 2022 compliance projects (legal, vendor or state mandated) and departmental projects there
has been $1,000,000 funded in account 6570 Miscellaneous. As with the last few years, it is
anticipated that an IT budget work session will be held with IT staff, and requesting departments
presenting their requests along with IT management and Finance and Administration
recommendations for the Board's review. The Commissioners will make the final determination
of 2022 funding of each project.
The final budget adjustment includes an additional FTE at $119,998 and an increase in salaries
of $349,106.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The expenditures
are consistent with the Five -Year Capital Improvement Plan. The reclassifications and new
position are policy issues for the board.
186
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
BOARD ACTION: At the final approval, the Personnel Services were increased to 52.0 FTE and
the operating expenses were reclassified to more accurately reflect capital expenses. All changes
were approved as recommended.
The funds for the new ERP system that will be selected in 2022 will be done with a supplemental
appropriation from the General Fund's fund balance once the full cost is determined.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Computing Devices Supported
Number of Personal Computer systems
installed/replaced
Number of IT Managed Projects
Number of Technical Support Calls/Month
Number of Virtual Servers Managed
Number of Application Managed
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
3,892 3,300 3,900
600 450 200
150 150
1,400 1,400
320 270
125 130
1.507
$29.06
1.506
$30.61
150
1,400
325
130
1.503
$28.95
Mission Statement (Information Technology): The mission of the Weld County
Information Technology (IT) Department is to provide responsive, adaptive, transformative,
innovative, and cost-effective information technology solutions and services. This assists County
departments and offices to successfully achieve their objectives. IT will assist with the
implementation and support of technology solutions empowering the citizens of Weld County to
access information and mission critical services in a comprehensive, responsive and effective
manner.
187
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
Goal 1: — Information Technology Security
IT security is a mission critical function that has a shared accountability across all departments and offices
within the County. Developing and maintaining a robust IT Security framework that is built on industry best -
practice, instills trust and confidence in the departments and offices of the County from the citizens of Weld
County. IT security is an iterative process that we must remain vigilant with our efforts in support of and in
how we communicate the importance of IT Security to all business units and offices within the County.
Goal 2: - Adopting Cloud Services
Weld County embraces the spirit and the potential value -add of Cloud Computing. Weld County IT will use
a thoughtful, blended and transparent approach when implementing these technologies and services and
will guide the County on the uses and benefits of Cloud Computing. This will allow us to leverage the
potential increases in system availability, application stability, security and functionality of services
associated to Cloud Computing.
Goal 3: — Consolidation and Optimization
Network, Voice, Data Center, Enterprise Applications and Storage environments are a critical component
of the Weld County IT infrastructure. Traditional data centers have substantial electrical, cooling and
cabling requirements. Hardware and software virtualization technologies provide the ability to consolidate
these environments. This consolidation assists Weld County IT with keeping capital and operational
expenses lower, while still providing a highly available and robust network and server environment.
Consolidating network and voice services allows the County to leverage investments into core network
technologies and provides a more robust and functional County phone system. Implement advanced
features that will optimize call centers for Human Services, Information Technology and other County offices
and departments. Providing a comprehensive application portfolio for the County will assist IT, departments
and offices with planning future upgrades, professional development, potential of consolidating enterprise
applications and staffing levels.
Goal 4: — Budget and Cost Control
Leading with responsive, innovative and cost effective services is a core value of the County. IT is an
important part of this value and focusing on cost control, cost reduction and budget transparency is an
important part of our mission. This should be done internal to IT, but also focusing on other departments
and offices technology to ensure we are investing in proven applications and hardware that integrate into
the existing environment as well as achieving the business need.
Goal 5: — Human Resource / Talent Management
Hiring and retaining quality IT team members enables higher levels of service and professionalism to
County offices and departments. Creating a work environment that is open and communicative assists with
the recruiting of qualified IT professionals. Implementing a flexible schedule allows for team members to
achieve a work/life balance and ultimately expands the hours of support provided by IT to the County.
Working within the County framework, develop a 5 -year compensation plan for the IT department. Having
a compensation plan provides team members the ability to plan and forecast their career path. This plan,
along with investing in team member's professional development builds continuity and a consistent team
knowledge base.
188
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
Goal 6: — Strategic IT Planning
Providing a technology roadmap and strategic plan for the County will prepare the IT department and other
areas of the county, specifically the Board of County Commissioners, with a framework that can be
referenced and measured against for years to come. IT strategic planning must be a comprehensive
process that includes all areas of the County. Meeting with the business units and understanding their
needs is a key component to ensuring the technology and associated infrastructure aligns with the needs
of the County departments and the citizens they support. The plan is intended to be dynamic in nature, so
that as technology changes, so too can the way we support it. Key items associated to the strategic plan
are; annual review of the Capital Improvement Plan (CIP), review of qualifying domains, and ensuring the
IT strategic plan aligns with the overall County mission.
Goal 7: — Mobility
Anytime / anywhere computing is a requirement for all technology enabled organizations. The ability to
have a mobile workforce is critical in today's world, along with providing a mobile friendly technology
environment that is functional across all types of mobile devices and operating systems. County
departments and offices have the need to move seamlessly from office, to the field, to home and beyond.
This mobility needs to be done in a secure and functional way that is fully supported by the IT department
and the associated application vendors the County uses to perform its specific functions.
Goal 8: — Disaster Recovery and Business Continuity
Information Technology provides the foundation for many of the County's critical services. Disaster
recovery and business continuity planning are a part of every successful organization. Determining mission
critical IT services is a collaborative process and involves all departments and offices within the County.
We must be able to communicate, process critical County functions such as payroll, and deliver services
to the citizens of Weld County during disasters. The ability to recover critical services is dependent upon
hardware, software and key personnel. An environment that is geographically located far enough from the
County is ideal, and should take into account a regional type of disaster. A detailed DR/BC plan should be
developed and then reviewed annually by IT, County departments and the Commissioners.
Goal 9: — Geographic Information Systems (GIS)
The GIS domain is a strategic enterprise platform of technology with a high operational impact. Its users
seek to create, collect, maintain and distribute high quality, accurate and complete geospatial data and
services. The County will raise the awareness of both the beneficial business applications of GIS and seek
to cultivate the advanced analytical use of the technology amongst its users.
NOTE: INFORMATION TECHNOLOGY HAS A COMPREHENSIVE STRATEGIC
PLAN AVAILABLE ONLINE AT:
http://wci.weld.gov/DepartmentLinks/InformationTechnology/index.html
189
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Geographical Information System - - 1000-17350
DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical
support for the development and maintenance of the Weld County geographical information
system that serves the entire county and some outside entities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
159,908
188,095
182,695
182,695
Purchased Services
3,155
4,860
4,860
4,860
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 163,063
$ 192,955
$ 187,555
$ 187,555
Revenue
1,974
3,500
3,500
3,500
Net County Cost
$ 161,089
$ 189,455
$ 184,055
$ 184,055
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: The total request is down $5,400, which is all in software
maintenance costs. No other changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
190
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 143,145 147,578 150,000
# Parcels Updated 4,063 4,433 4,500
# Available Coverage (Layers) in GIS 60 75 80
Efficiency Measures
FTE'S per 10,000/capita 0.000 0.000 0.000
Per capita costs (County support) $0.49 $0.56 $0.53
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of
Information Services, see goals for Budget Unit 1000-17300.
191
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Technology Projects - - 1000-17375
DEPARTMENT DESCRIPTION: Technology Projects focus on how to take advantage of
innovative technological solutions for service delivery in county government, help in reengineering
county practices and policies to determine the most efficient ways to conduct business, to help
departments determine how to consolidate the delivery of any redundant services, and to realize
the maximum potential of new technologies that Weld County can implement.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$
0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$
0
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: Based on discussions with staff, it has been determined that this
fund will no longer be budgeted separately and be a part of Information Technology going forward.
FINANCE/ADMINISTRATION RECOMMENDATION: Concur with the staff recommendation the
funding from this budget be put into the Information Technology budget (budget unit 1000-17300)
going forward starting in the 2021 budget.
BOARD ACTION: Approved as recommended.
192
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies -- 1000-17600
DEPARTMENT DESCRIPTION: Provides printing and supply support, mail processing, and
courier services to the County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 292,400
$ 304,282
$ 304,282
$ 331,607
Supplies
44,468
74,000
74,000
74,000
Purchased Services
67,934
56,000
56,000
56,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 404,802
$ 434,282
$ 434,282
$ 461,607
Revenue
182,083
264,000
224,000
224,000
Net County Cost
$ 222,719
$ 170,282
$ 210,282
$ 237,607
Budgeted Positions
4
4
4
4
SUMMARY OF CHANGES: Due to policy changes on purchasing of supplies and trending
decreases in printing, revenue is anticipated to decrease. No other changes are requested.
Final budget adjustments include an increase in salaries of $27,325.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
193
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 1,615 1,721 1,700
Mail Pieces 388,333 370,432 400,000
Supply Orders 289 244 200
Efficiency Measures
FTE's per 10,000/capita
Per Capita cost (county support)
0.121
$0.67
0.118 0.116
$0.50
$0.69
Goal ES19: Deliver timely, high quality and cost-effective printing and supply services to
County departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES19-1:
User friendly
printing services
to meet
expanding user
needs
Users satisfied with quality and
timeliness of services
99%
99%
99%
194
SEVEN YEAR TREND
Sheriffs Office Local Costs
$ 60
$ 55
$ 50
$45
$40
$35
$30
2
$25
$20
$15
$10
$5
2016 2017 2018 2019 2020 2021 2022
195
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary All Departments
DEPARTMENT DESCRIPTION: See individual budget units.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 44,536,026
$ 45,667,660
$ 46,628,408
$ 49,082,729
Supplies
1,536,043
2,039,517
2,073,615
2,097,615
Purchased Services
9,090,116
9,661,961
9,938,405
9,938,405
Fixed Charges
-85,000
-85,000
-85,000
-85,000
Capital
480,462
88,740
100,010
100,010
Gross County Cost
$ 55,557,647
$ 57,372,878
$ 58,655,438
$ 61,133,759
Revenue
3,173,108
2,695,760
2,539,232
2,539,232
Net County Cost
$ 52,384,539
$ 54,677,118
$ 56,116,206
$ 58,594,527
Budget Positions
436.0
460.0
463.0
463.0
SUMMARY OF CHANGES: The Sheriffs Office is requesting an increase in Net County Costs
from the 2021 approved budget totaling $1,439,088. This reflects an increase of 2.6% from 2021.
A summary of the notable changes and brief justifications are listed below.
Revenues:
Revenues are decreasing since 2021 by $156,528, or 5.8%.
• Increase of $8,125 in Administration for increased count of concealed weapon permit
renewals, VIN inspections and record handling fees.
• Decrease of ($170,000) in Patrol Fines generated due to the COVID-19 pandemic and in
direct relation to SB 20-217.
• Decrease of ($75,000) for Jail Inmate Booking fees related to the coronavirus pandemic.
Increase of $70,000 from Jail cities and towns revenue due to longer stays therefore increased
commission.
Personnel:
Personnel Expenses are increasing by $960,748 or 2.11)/0. The Sheriffs Office is requesting a total
of 3 new positions in 2022 to manage the expanded body worn camera program and meet the
need for custodial work in the new jail wing.
• 2021 salary parity increase for sworn staff at the Sheriff's Office, Board of Commissioners
approved in February 2021 in the amount of $791,706.
• Orq 21120, Administration — Professional Standards: Addition of 2 FTE Body Worn
Technicians (Grade 23) to assist with mandated implementation of body worn cameras for
deputies under Senate Bill 20-217.
• Orq 21120, Administration — Professional Standards: Reclass existing Body Worn Camera
Manager position Grade 39 to Body Worn Camera Tech Grade 23.
196
• Orq 24415, Detentions — Security Unit: Addition of 1 FTE Custodian (Grade 15) to take care
of the expanded work and jail areas in the newly constructed jail wing.
• Orq 21100, Administration: Position reclass request for the WCSO Budget Manager position
from a Grade 44 to Grade 50 accounting for increased responsibilities.
• Orq 21150, Administration — Records Unit: Position reclass request for the Records Manager
position from a Grade 30 to a Grade 38 due to identified increased responsibilities after the
new unit was established.
Supplies
Supplies are increasing by $34,098 or 1.6%.
• $28,000 in additional evidence supplies
• $52,000 in increased cost for uniforms and firearms and the outfitting of uniforms for Body -
Worn cameras
$16,000 increased cost for inmate and staff PPE in the jail
• ($64,000) decrease of supply cost in the Patrol unit, requesting less small equipment items
Purchased Services
Purchased Services are increasing by $276,444 or 2.9%.
• $59,000 for increased phone cost, including SIM cards for the existing Body -Worn cameras
• $13,000 additional cost for a driving range rental
• $9,000 in higher towing cost for Patrol
• $11,000 in increased prisoner transport
• $12,000 in increased animal shelter cost
• $30,000 in maintenance cost for body scanners, evidence equipment and fingerprint
machines
• $130,000 increased medical services contract fees
• $157,000 increase in jail kitchen contract, court security contract fees and interpreter
expense
• ($145,000) decreased vehicle cost
Capital — Equipment Requests
Capital Equipment expenses are increasing by $11,270 compared to 2021.
The Capital Cost for 2022 is projected as follows:
$26,054 Drone for search and rescue with public safety aerial kit; nighttime deployable with
enhanced camera magnification (Patrol Unit, Org 21200)
$5,700 Throwbot command center for the existing Throwbot purchased in 2021; provides
additional safety to the SWAT and Strike Team when entering a building (Patrol Unit, Org
21200)
$9,995 CPI Guardian Property Sealer in the Booking area. Replacement of old machine
(Detentions Booking, Org 21110)
$8,800 for replacement of DME Forensic workstation. (Patrol - Regional Lab, Org 21260)
$49,461 Replacement of two Smiths Detection Hi -Scan 5030C X -Ray Inspection Systems to
ensure optimal court security. (Detentions — Court Unit 24420)
FINANCE/ADMINISTRATION RECOMMENDATION: See individual unit requests.
BOARD ACTION: See individual unit requests.
197
SHERIFF'S OFFICE
DETENTIONS DIVISION
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Sheriff's Office Mission Statement: "To provide effective public safety services with honor and integrity."
Detentions Division Mission Statement: "To accept and lawfully hold prisoners in a safe, humane and
wholesome environment that returns people to the community better, or no worse, than they arrived."
Goal SO DD 1: Lawfully hold prisoners in a safe and humane environment.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO DD 1-1:
Inmates comply with
facility rules and
regulations
(1) Average number of rule violations per
day in the jail.
(2) The number of serious rule violations
per day in the jail.
5
2
8
2
10
3
SO DD 1-2:
(1) The number of meals served.
Food service operations
are hygienic, sanitary
(2) The number of documented inmate
714,779
740,000
765,900
and provide a nutritional
diet
illnesses attributed to food service
operations.
0
0
0
(3) The number of inmate grievances
about food service decided in favor of
the inmate in the past 12 months.
7
9
11
SO DD 1-3:
Actual secure bed
(1) The average daily jail population in the
past 12 months divided by the total
occupancy is within
reasonable operational
jail capacity
number of general population beds
available in the past 12 months.
*2020 had different capacities. 2021 adds
additional beds (954/1335)
(2) The number of sustained inmate
grievances about crowding and
housing conditions.
60%
14
52%
10
60%
12
SO DD 1-4:
(1) The number of inmates with positive
Inmates have access to
a continuum of health
care consistent with that
available in the
community
initial tests for TB, Hepatitis A, B, or C,
HIV or MRSA.
(2) The number of inmate deaths due to
suicide or homicide.
5
0
5
0
6
0
(3) The number of medical prescriptions
written in the jail population.
26,923
13,832
18,250
SO DD 1-5:
Safe operation of the
facility with the proper
number of employees to
ensure Inmate safety.
(1) The number of Deputy overtime sign-
up to work a shift in the jail.
2,756
3,224
3,707
198
SHERIFF'S OFFICE
DETENTIONS DIVISION
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Goal SO DD 1 (continued): Lawfully hold prisoners in a safe and humane environment.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO DD 1-6:
(1) Number of sexual assaults reported in
An investigation is
conducted and
documents sexual assault
the jail population.
(2) Number of reported sustained sexual
6
10
10
or threats reported in the
jail.
assaults in the jail population.
1
0
0
SO DD 1-7:
(1) Percentage of personal searches
Contraband is minimized.
conducted on intakes into facility.
100%
100%
100%
It is detected when
present in the facility.
(2) Percentage of times contraband is
found while conducting personal
searches on intakes into the facility.
>.1%
>.1%
>.1%
(3) Percentage of time contraband is
found on inmates or property in jail
population outside of booking.
100%
100%
100%
Goal SO DD 2: Maintain a continuum of effective jail alternatives that offer a range of sentencing and
pre -adjudication options to secure custody.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO DD 2-1:
(1) The average number of offenders
Secure county jail beds
are used efficiently and
effectively
released from jail within 24 hours of
admission per day.
6
8
10
(2) The average number of jail beds used
per day for pre-trial detention by the
countyldistrict courts.
350
402
462
(3) The average number of jail beds used
per day for jail sentences by the
county/district courts.
189
217
249
(4) The average number of jail beds used
per day for jail sentences by other than
countyldistrict courts.
2
3
4
199
SHERIFF'S OFFICE
PATROL DIVISION
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Patrol Division Mission Statement: "To provide effective public safety services with honor and integrity."
Goal SO PD 1: Protecting the well-being of the citizens of Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO PD 1-1:
Proactively work to
reduce crime
Total number of Violent Crimes
Reported to CBI per 10,000 population.
7.11
6.32
5.72
Total number of Property Crimes
32.63
29.65
28.93
Reported to CBI per 10,000 population.
Total patrol division FTEs per 10,000
population
3.07
3.04
2.98
SO PD 1-2:
Total submissions to the crime lab
1,954
2,150
2,300
Identify crime
trends and
effectiveness of
forensic science to
reduce crime
(Assigned)
Total cases generated (completed)
Total pieces of evidence processed
4,011
19,991
2,800
14,000
2,900
14,250
SO PD 1-3:
Total traffic accidents in Sheriff's Office
267
280
257
Traffic Safety
Jurisdiction
Total traffic tickets (State and MTC)
1,412
2,344
2,189
Total written warnings
3,275
4,695
4,466
Alcohol related crashes in Sheriff's
Office Jurisdiction
7
4
1
Traffic fatalities (all Weld County)
50
49
47
SO PD 1-4:
Maximize the rate of property recovery by
Recovered
Recovered
Recovered
Recover victim
monitoring the reported value of
$3,467,477
$2,166,302
$2,274,617
property
recovered property in relation to the
reported value of stolen property
27% increase
37% decrease
5% increase
(reported in NIBR for Sheriff's Office
Stolen
Stolen
Stolen
jurisdiction).
$7,466,302
$4,100,270
$3,895,256
39% increase
45% decrease
5% decrease
Theft
Theft
Theft
Recovery
Recovery
Recovery
Rate
Rate
Rate
46%
53%
58%
SO PD 1-5:
Total civil process served/attempted.
4,531
5,515
5,723
Service of civil
process
Total civil process served by public safety
deputies.
134
147
151
200
SHERIFF'S OFFICE
PATROL DIVISION
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Goal SO PD 2: Establish and maintain meaningful communication with the citizens of Weld
County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO PD 2-1:
Inform victims of
restorative
services available
to them in the
community
Advocate contacts for Sheriff's Office
Service area
1,281
1,342
1,376
SO PD 2-2:
Appropriate
dissemination of
public safety
information
Number of required violent sexual offender
notifications.
Number of registered sex offenders for
unincorporated Weld County and the
jurisdictions serviced by the Weld County
Sheriff's Office for sex offender registration.
0
403
4
400
1
400
201
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Administration Patrol - - 1000-21100
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriffs
Office. This budget unit provides for policy development, formulation of written directives and
overall direction by the Sheriff and upper agency staff. Typical activities performed within this
budget unit include, clerical staff support, agency service billing, agency procurement, Human
Resources Department support, and lobby counter service access to the public.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,783,620
$ 1,802,566
$ 1,795,613
$ 1,919,812
Supplies
55,808
107,174
93,970
93,970
Purchased Services
87,872
137,532
102,456
102,456
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,927,300
$ 2,047,272
$ 1,992,039
$ 2,116,238
Revenue
155,005
91,875
95,000
95,000
Net County Cost
$ 1,772,295
$ 1,955,397
$ 1,897,039
$ 2,021,238
Budget Positions
17.0
17.0
16.0
16.0
SUMMARY OF CHANGES: 2022 Net County Cost is decreasing by $58,358. This decrease is
reflected in $6,953 less personnel cost due to realigning positions to the correct department. FTE
reflect a decrease from 17 to 16 because the Admin Support Manager was added, and the Facility
Manager and Investigations Admin Tech were shifted to Org 21140 and 21205 respectively. The
net effect of the cost allocation shift is zero to the overall WCSO budget.
The increase includes a reclassification request for the WCSO Budget Manager at a Grade 50
and is adjusted for the 2021 sworn staff salary parity, approved by the Board of Commissioners
in February 2021 in the amount of $17,151. Revenue is only slightly increasing by $3,125 due to
a higher number in concealed weapon permits and VIN charges. Supply cost is decreasing by
$13,204, aligning budget to historical spending. Purchased Services cost is forecasted to
decrease by $35,076 due to the training cost shift to Org 21120, Professional Standards.
Final budget adjustment includes an increase in salaries of $124,199.
FINANCE/ADMINISTRATION RECOMMENDATION: The Budget Manager reclassification is a
policy issue for the board and is recommended at a Grade 46, for a $5,577 increase. The amount
requested was underestimated for a Grade 50, so the recommended amount does not change
the request. All other items are recommended for approval.
BOARD ACTION: The reclassification of the WCSO Budget Manager was approved at Grade
46. All other changes approved as recommended.
202
SHERIFF ADMINISTRATION PATROL
(CONTINUED)
1000-21100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Press Releases (PIO) 87 90 95
Social Media Posts (PIO) 225 200 200
Coordinated Interviews (PIO) 25 20 20
Press Conference/Media Events (PIO) NA 1 2
Vin Checks 1,487 1,550 1,600
Fingerprints 4,123 4,500 4,700
Concealed Handgun Permits Issued 5,696 5,850 6,000
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
0.512 0.502 0.462
$5.34
$5.78 $5.84
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
203
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Booking Unit - - 1000-21110
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriffs
Office. This budget unit provides 24 -hour data entry of prisoner information needed to complete
the booking process. Additional responsibilities include managing prisoner property, money,
inmate and staff supplies, inmate mail processing, facilitating personal and professional visitation
for inmates and lobby counter service access to the public. Revenue is generated from inmate
telephone and commissary contracts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,947,096
$ 2,096,838
$ 1,980,166
$ 2,107,579
Supplies
254,402
320,205
392,931
392,931
Purchased Services
22,753
50,637
52,560
52,560
Fixed Charges
0
0
0
0
Capital
115,505
0
9,995
9,995
Gross County Cost
$ 2,339,756
$ 2,467,680
$ 2,435,652
$ 2,563,065
Revenue
168,855
266,500
191,500
191,500
Net County Cost
$ 2,170,901
$ 2,201,180
$ 2,244,152
$ 2,371,565
Budget Positions
30.0
31.0
30.0
30.0
SUMMARY OF CHANGES: Booking's Net County Cost is increasing by $42,972. Personnel is
reduced by $116,672 due to a decrease from 31 to 30 FTE, requesting that the Admin Support
Manager be reallocated to SO Admin, Org 21100. The net effect of the cost allocation shift is
zero to the overall WCSO budget.
Revenue is decreasing by $75,000 based on 2020 and 2021 actual performance in Booking
revenue. Supply cost is increasing by $72,726 based on higher cost and demand in PPE for staff
and inmates in the jail. Purchased Services cost is forecasted to sightly increase by $1,923. The
$9,995 capital expense is for a new property sealer in the jail that will replace aged equipment.
Final budget adjustments include an increase in salaries of $127,413.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
204
SHERIFF BOOKING UNIT
(CONTINUED)
1000-21110
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Output
Booking
Jail mail out
Jail mail in
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
7,681
26,453
26,760
0.904
$6.54
8,000
27,000
27,000
8,500
28,000
28,000
0.916 0.867
$6.50 $6.85
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
205
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Professional Standards - - 1000-21120
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriffs
Office. This unit is responsible for the administration of the internal affairs investigative process,
recruitment and screening applicants for employment within the Sheriff's Office. Additionally, this
unit is responsible for developing, scheduling, facilitating and documenting/tracking training for all
divisions, updating policy and procedure to comply with current case law, best practice and
ensuring the Sheriff's Office practice and procedure are aligned.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL NEXT
FY
Personnel Services
$ 1,133,931
$ 1,142,784
$ 1,251,994
$ 1,318,455
Supplies
62,629
203,458
176,601
176,601
Purchased Services
327,752
511,911
883,222
883,222
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,524,312
$ 1,858,153
$ 2,311,817
$ 2,378,278
Revenue
0
0
0
0
Net County Cost
$ 1,524,312
$ 1,858,153
$ 2,311,817
$ 2,378,278
Budget Positions
10.0
10.0
12.0
12.0
SUMMARY OF CHANGES: 2022 Net County Cost is increasing by $453,664. This increase is
reflected in $109,210 more personnel cost due to adding 2 FTE Body -Worn Camera (BWC)
Technicians at Grade 23, and a reclassification of the existing BWC Manager position from Grade
39 to a BWC Tech position at Grade 23. In addition, the personnel cost is adjusted for the 2021
sworn staff salary parity, approved by the Board of Commissioners in February 2021 for $22,253.
Supply cost is decreasing by $26,857, allocating firearms and supplies to the Quartermaster in
Org 21140, Support Services. Purchased Services cost is forecasted to increase by $371,311
accounting for $48,000 in additional SIM cards for the existing body -worn cameras and $318,000
in training cost that is shifted to the Professional Standards Unit from all other WCSO Orgs. The
training cost budget has not increased across the WCSO budget from 2021 and the cost shift has
zero net impact.
Final budget adjustments include an increase in salaries of $66,461.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The two new FTE
and reclassification are policy issues for the board.
BOARD ACTION: Approved as recommended including the additional two (2) FTE. Depending
on the success or not of getting grants for the body worn cameras in 2022, a supplemental
appropriation from the General Fund's fund balance may be necessary to cover any amount not
covered by grants.
206
SHERIFF PROFESSIONAL STANDARDS
(CONTINUED)
1000-21120
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Output
Polygraph
Hiring
Training (hours) Provided to WCSO
Academies
Use of Force
Investigations
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
154 168 180
72 145 126
37,008 37,500 38,000
8 8 8
318 280 300
31 25 30
0.301 0.295 0.347
$4.59 $5.49 $6.87
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
207
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Civil Unit - - 1000-21130
DEPARTMENT DESCRIPTION: This budget unit provides a statutorily required function by
serving civil process and precepts issued from the courts. Civil papers are generally court issued
documents but may also pertain to small claims, court summons or subpoenas.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 387,012
$ 488,384
$ 493,384
$ 506,301
Supplies
64
500
500
500
Purchased Services
27,898
29,711
31,207
31,207
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 414,974
$ 518,595
$ 525,091
$ 538,008
Revenue
105,233
150,000
150,000
150,000
Net County Cost
$ 309,741
$ 368,595
$ 375,091
$ 388,008
Budget Positions
6.0
7.0
7.0
7.0
SUMMARY OF CHANGES: Total cost is increasing by $6,496. This increase is reflected in
$5,000 more personnel cost due the 2021 sworn staff salary parity, approved by the Board of
Commissioners in February 2021. Purchased Services cost is forecasted to increase by $1,496
due to increased vehicle cost.
Final budget adjustments include an increase in salaries of $12,917.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
208
SHERIFF CIVIL UNIT
(CONTINUED)
1000-21130
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Civil Process Completed 4,531
5,515 5,723
Evictions 237 421 435
Sheriff's Sales (Court Orders for ceased property
and equipment)
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
8
10 10
0.181 0.207 0.202
$0.93
$1.09 $1.12
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
209
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Support Services - - 1000-21140
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriffs
Office. This unit is responsible for the coordination and facilitation of tracking, ordering and
maintaining designated equipment assigned in all divisions.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 481,289
$ 490,424
$ 263,266
$ 282,801
Supplies
644,415
898,353
977,612
977,612
Purchased Services
6,999
18,267
2,910
2,910
Fixed Charges
0
0
0
0
Capital
0
8,000
0
0
Gross County Cost
$ 1,132,703
$ 1,415,044
$ 1,243,788
$ 1,263,323
Revenue
40,356
0
0
0
Net County Cost
$ 1,092,347
$ 1,415,044
$ 1,243,788
$ 1,263,323
Budget Positions
7.0
7.0
3.0
3.0
SUMMARY OF CHANGES: Net County Cost is decreasing by $171,256. This decrease is
reflected in $227,158 less personnel cost due to realigning positions to the correct department.
The FTE count reflects a decrease from 7.0 to 3.0, moving the Custodian Foreman and four
Custodians personnel reallocated to the Jail, Org 24415 Security, and reallocating the existing
Facility Manager position from SO Admin Org 21100 to this Org. The net effect of the cost
allocation shift is zero to the overall WCSO budget.
Supply cost is increasing by $79,259, accounting for higher cost in ammunition and allocating all
firearms and supplies from POST to the Quartermaster for enhanced monitoring purposes.
Additionally, the uniform and clothing expense line increases due to higher uniform prices and the
outfitting cost of uniform jackets for the Body -Worn cameras. Purchased Services cost is
forecasted to decrease by $15,357 due to the training cost shift to Org 21120, Professional
Standards.
Final budget adjustment includes an increase in salaries of $19,535.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
210
SHERIFF SUPPORT SERVICES
(CONTINUED)
1000-21140
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work output
Projects Managed (Quality Control, Safety 5 5 5
Standards, Contractor Compliance, Completion
Timelines)
Facilities Managed (Maintenance Coordination and 11 12 13
contract compliance on SO Buildings and Property)
Work Orders (submitted and reviewed) 2,386 2,505 2,630
New Hire Equipment Procurement and Issue 71 55 25
Critical Equipment and Firearm Inventory 12 12 12
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
0.211 0.207 0.087
$3.29
$4.18 $3.65
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
211
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Records Unit - - 1000-21150
DEPARTMENT DESCRIPTION: This Sheriffs Office budget unit was established in 2020 when
Law Enforcement Records services, which used to be contracted out to the Greeley Police
Department, were brought inhouse.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 194,899
$ 858,130
$ 866,445
$ 847,220
Supplies
42,948
23,000
17,160
17,160
Purchased Services
694,137
76,363
63,630
63,630
Fixed Charges
0
0
0
0
Capital
6,645
0
0
0
Gross County Cost
$ 938,629
$ 957,493
$ 947,235
$ 928,010
Revenue
0
0
5,000
5,000
Net County Cost
$ 938,629
$ 957,493
$ 942,235
$ 923,010
Budget Positions
12.0
12.0
12.0
12.0
SUMMARY OF CHANGES: Total Net County Cost is decreasing by $15,258. Personnel reflects
an increase of $8,315 due to a reclassification request for the Record Manager Position,
requested to move from a Grade 30 to Grade 38. Revenue is slightly increasing to account for
the record handling and release fees. Supply cost is decreasing by $5,840 because 2021 was a
startup year with higher supply needs. Purchased Services is decreasing by $12,733 due to
training costs shifting to Professional Standards.
Final budget adjustments include a decrease in salaries of $19,225.
FINANCE/ADMINISTRATION RECOMMENDATION: The reclassification of the Records
Manager is recommended by HR, but an issue for the Board. Recommend approval.
BOARD ACTION: The reclassification of the Record Manager Position was approved at a Grade
36. All other changes approved as recommended.
212
SHERIFF RECORDS UNIT
(CONTINUED)
1000-21150
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Weld County Incidents Entered
Weld County Criminal Reports Processed
Warrants— Added/Modified/Cleared
Records Requests Processed (Law)
Records Revenue
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
46,688 47,204 49,564
5,630 5,718 6,030
13,048 8,208 8,618
NA 1,938 2,034
NA $3,924 $4,120
0.362 0.354 0.347
$2.83 $2.83 $2.67
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As this is a new division
for the Sheriffs Office with a start date of January 1, 2021, projected performance measures will
be determined for the first year of service for the 2022 budget cycle. Some historical information
from 2020 is not available due to lapses in contractor record keeping. Estimates are provided for
2021 & 2022 based on statistical trends from 2019-2020 and 2021 actuals in Q1.
213
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Evidence Unit - - 1000-21160
DEPARTMENT DESCRIPTION: This Sheriffs Office budget unit was established in 2020 when
Law Enforcement Evidence services, which used to be contracted out to the Greeley Police
Department, were brought inhouse.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 59,445
$ 148,416
$ 148,416
$ 150,033
Supplies
37,409
22,000
50,010
74,010
Purchased Services
122,250
18,892
28,225
28,225
Fixed Charges
0
0
0
0
Capital
6,664
0
0
0
Gross County Cost
$ 225,768
$ 189,308
$ 226,651
$ 252,268
Revenue
0
0
0
0
Net County Cost
$ 225,768
$ 189,308
$ 226,651
$ 252,268
Budget Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES: 2022 Net County Cost is increasing by $37,343 with no change in
personnel cost. Supply cost is increasing by $28,010 due to $15,000 in software management
license specific to evidence and an additional cost of $11,000 in operating supplies that covers
the evidence supplies for the patrol cars. Purchased services increases by $9,333, including
$6,000 in additional towing cost for cars used for evidence and $2,880 in postage aligning
budget to historical spending.
Final budget adjustments include an increase in salaries of $1,617.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The final budget includes an increase of $24,000 in supplies for anticipated
evidence software maintenance. Approved as recommended.
214
SHERIFF EVIDENCE UNIT
(CONTINUED)
1000-21160
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Total Evidence Items in Inventory
New Physical Evidence Items
New Digital Evidence Items
Total New Evidence Items
Items Disposed or Destroyed
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
74,400 81,000 85,870
3,881 5,200 5,460
5,076 4,200 4,410
8,957 9,400 9,870
6,700 1,500 5,000
0.060 0.059 0.058
$0.68 $0.56 $0.73
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As this is a new division
for the Sheriffs Office with a start date of January 1, 2021, projected performance measures will
be determined for the first year of service for the 2021 budget cycle. Estimates are provided for
2021 and 2022 based on statistical trends from 2019-2020 and 2021 Actuals from Q1.
215
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Patrol - - 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity
or threat to general public safety, to include traffic safety enforcement, in unincorporated areas of
county and within municipalities contracting for law enforcement service. Unit provides crime
prevention information and strategy education, serves arrest warrants, transports prisoners, and
conducts criminal investigations. Activities are frequently coordinated with municipal, other
county, state, and federal law enforcement and regulatory agencies.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 7,032,144
$ 7,321,514
$ 7,481,021
$ 7,767,566
Supplies
180,951
186,260
133,258
133,258
Purchased Services
1,023,534
1,232,324
1,121,296
1,121,296
Fixed Charges
0
0
0
0
Capital
63,492
15,000
31,754
31,754
Gross County Cost
$ 8,300,121
$ 8,755,098
$ 8,767,329
$ 9,053,874
Revenue
224,915
330,000
160,000
160,000
Net County Cost
$ 8,075,206
$ 8,425,098
$ 8,607,329
$ 8,893,874
Budgeted Positions
62.0
62.0
62.0
62.0
SUMMARY OF CHANGES: Net County Cost is increasing by $182,231. This increase is reflected
in $159,507 more personnel cost due to the 2021 sworn staff salary parity, approved by the Board
of Commissioner in February 2021. Revenue is forecasted to decrease by $170,000 due to a
lower number of traffic citations, directly related to SB-217 and a change to the pursue policy.
Supply cost is decreasing by $53,002 because the ballistic vests purchase and replacement are
captured under Org 21140, Support Services. Purchased Services cost is forecasted to decrease
by $111,028 because training is now allocated to Org 21120 Professional Standards and vehicle
expense has decreased compared to 2021. Capital equipment includes funding for a drone with
aerial kit for $26,054 and a command tower $5,700, which will enhance the operation of the
throwbot that was purchased in 2021.
Final budget adjustments include an increase in salaries of $286,545.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The capital
equipment items are policy issues for the board.
BOARD ACTION: Approved as recommended including the capital equipment items.
216
SHERIFF'S PATROL
(CONTINUED)
1000-21200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Adult Arrest
Juvenile Arrest
Total Traffic Stops
Total Traffic Warnings
Dispatched Calls for Service
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
1,203 1,435
20 14
5,405 8,185
3,275 4,695
46,686 47,394
1.868
$24.33
1,444
8
13,752
7,583
47,447
1.831 1.792
$24.89 $25.70
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
217
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Investigations Unit-- 1000-21205
DEPARTMENT DESCRIPTION: This unit is responsible to review reports of criminal activity
documented by patrol deputies and determine if a criminal act was committed, attempt to identify
and apprehend the person(s) responsible and attempt to recover property that has been reported
stolen. The investigations unit is available 24/7 to respond to the scene of criminal activity. This
unit responds to and investigates any major persons and property crimes; this includes the
collection and preservation of evidence, interviewing victims and potential suspects and people
of interest, writing search and arrest warrants, preparing written reports, establishing probable
cause, apprehending suspects and testifying in court.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 2,177,442
$ 2,139,700
$ 2,258,781
$ 2,487,530
Supplies
15,837
14,110
18,100
18,100
Purchased Services
160,441
188,825
165,583
165,583
Fixed Charges
0
0
0
0
Capital
0
30,000
0
0
Gross County Cost
$ 2,353,720
$ 2,372,635
$ 2,442,464
$ 2,671,213
Revenue
7,193
0
0
0
Net County Cost
$ 2,346,527
$ 2,372,635
$ 2,442,464
$ 2,671,213
Budgeted Positions
19.0
19.0
20.0
20.0
SUMMARY OF CHANGES: 2022 Net County Cost is increasing by $69,829. This increase is
reflected in $119,081 more personnel cost due to realigning positions to the correct department.
FTE count reflects an increase from 19 to 20 because the Investigations Admin Tech was shifted
from Org 21100, SO Administration. The net effect of the cost allocation shift is zero to the overall
WCSO budget. The personnel cost is also adjusted for the 2021 sworn staff salary parity,
approved by the Board of Commissioner in February 2021 in the amount of $46,891.
Supply cost is increasing by $3,990 due to higher cost in for small equipment. Purchased Services
cost is forecasted to decrease by $23,242 due to the training cost shift to Org 21120, Professional
Standards.
Final budget adjustments include an increase in salaries of $228,749.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
218
SHERIFF'S INVESTIGATIONS UNIT
(CONTINUED)
1000-21205
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases Assigned
Cases Solved
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
280 308 350
160 175 199
0.572
$7.07
0.561 0.578
$7.01 $7.72
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
219
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Municipal Contract Enforcement - - 1000-21210
DEPARTMENT DESCRIPTION: Provides law enforcement services for contract towns, Weld
Central High School, and Aims Community College.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 274,172
$ 236,895
$ 242,116
$ 250,400
Supplies
0
0
0
0
Purchased Services
38,473
63,155
46,185
46,185
Contra
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 312,645
$ 300,050
$ 288,301
$ 296,585
Revenue
284,044
309,587
313,914
313,914
Net County Cost
$ 28,601
$ - 9,537
$ - 25,613
$ - 17,329
Budget Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES: 2022 Net County Cost is decreasing by $16,076. Personnel has an
increase of $5,221 for the 2021 sworn staff salary parity, approved by the Board of
Commissioners in February 2021. Revenue has increased by $4,327 due to an adjusted service
rate for the 2021 AIMS Community College contract.
The overall gain of $25,613 in Net County Cost is offset by costs residing in Professional
Standards (Org 21120) and Support Services Unit (Org 21140) for training and outfitting the
officers. Purchased Services cost is forecasted to decrease by $16,970 made up of lower
vehicle cost.
Final budget adjustments include an increase in salaries of $8,284.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
220
MUNICIPAL CONTRACT ENFORCEMENT
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Dispatched Calls
Adult Arrests
Juvenile Arrests
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
223 84 80
6 1 1
0 1 1
.060 .059 .058
$0.09
-$0.03 -$0.05
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
221
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Ordinance Enforcement - - 1000-21230
DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88, as
amended, pertaining to dogs -at -large. Animal control officers are only available on a limited basis.
Deputy response outside the dedicated time is limited to cases where public safety threat exists.
This unit is also responsible for handling all calls for illegal dumping of trash/waste within the
county, as enforceable by Weld County Ordinance. Animal control officers routinely collect
illegally dumped items from county roadways and public property to ensure the safety of motorists
traveling within the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 189,389
$ 195,690
$ 195,690
$ 199,717
Supplies
735
6,300
6,300
6,300
Purchased Services
99,977
114,345
121,474
121,474
Fixed Charges
-85,000
- 85,000
- 85,000
- 85,000
Capital
0
0
0
0
Gross County Cost
$ 205,101
$ 231,335
$ 238,464
$ 242,491
Revenue
0
0
0
0
Net County Cost
$ 205,101
$ 231,335
$ 238,464
$ 242,491
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: 2022 Net County Cost is increasing by $7,129. This increase is due
to higher cost in Purchased Services, specifically for veterinarian bills and the Humane Society
contract, which is up for renewal in 2022. Training costs have been shifted to Org 21120,
Professional Standards. 2022 does not forecast any changes in personnel cost or supplies.
Final budget adjustments include an increase in salaries of $4,027.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
222
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 2,273 2,894 3,355
Animals Transported to Shelter 398 445 467
Efficiency Measures
FTE's per 10,000/capita 0.090 0.089 0.087
Per capita cost (county support) $0.62 $0.68 $0.70
GOALSIDESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
223
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory - - 1000-21260
DEPARTMENT DESCRIPTION: The limited forensic laboratory is jointly funded by the City of
Greeley and Weld County. The two entities also have agreements for services on a contract
basis. The laboratory provides forensic analysis of evidence and forensic computer analysis,
latent prints, shoes and tires, controlled substances and fire debris. It also has a DNA position
assigned to the Denver CBI facility performing DNA analyses for Weld County in that lab. The
laboratory meets the stringent requirements necessary for accreditation by the American Society
of Crime Lab Directors.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 545,862
$ 588,592
$ 592,170
$ 598,200
Supplies
44,083
51,188
52,076
52,076
Purchased Services
88,581
125,349
107,465
107,465
Fixed Charges
0
0
0
0
Capital
8,119
8,800
8,800
8,800
Gross County Cost
$ 686,645
$ 773,929
$ 760,511
$ 766,541
Revenue
70,731
63,000
79,000
79,000
Net County Cost
$ 615,914
$ 710,929
$ 681,511
$ 687,541
Budget Positions
5.0
5.0
5.0
5.0
SUMMARY OF CHANGES: 2022 Net County Cost is decreasing by $29,418. There is an
increase of $3,578 in Personnel that covers the 2021 sworn staff salary parity, approved by the
Board of Commissioners in February 2021. Revenue is increasing by $16,000 due a forecasted
raise in Coverdell grant funding. Supply cost is increasing slightly, and Purchased Services cost
is forecasted to decrease by $17,884 due to the training cost shift to Org 21120, Professional
Standards. The capital cost includes the replacement of a DME Forensic Workstation.
Final budget adjustments include an increase of salaries of $6,030.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
224
REGIONAL FORENSIC LABORATORY
(CONTINUED) 7000-21260
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Partner agency cases submitted/ partner 1,551/ 1,749 1,700/2,000 1,900 /2,100
agency cases completed
Total cases submitted to the NCRFL/ Total
cases submitted to CBI Lab System.
1,620 / 7,933 2,000 / 9,000 2,500 /
12,000
Court Testimony Appearances 22 35 40
Efficiency Measures
FTE's per 10,000/capita (19 FTE's, 7 0.151 0.148 0.144
GPD/WCSO)
Per capita cost (county support) $1.86 $2.10 $1.99
Effectiveness Measures (desired results)
Quality Audit — Vault/ Personal Evidence/ 69 69 69
Internal
Proficiency Testing (Test Run/Errors) 1912 19 10 1910
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: The Northern Colorado
Regional Forensic Laboratory (NCRFL) is a consortium of 5 law enforcement agencies that have
combined lab staff, along with CBI staff housed in Greeley, to provide forensic services to the
Northern Colorado region, primarily to the participating agencies.
Over the next year we will be aggressively working to lessen the latent print backlog, provide
continued education training to our staff members and decrease our turn -around times for
biological sciences and digital media submissions.
225
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Victim Advocate Services - - 1000-21300
DEPARTMENT DESCRIPTION: Provides service for victims of crime through Victim Assistance
(VALE/VOCA) funding.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 178,462
$ 221,359
$ 221,359
$ 217,863
Supplies
5,497
4,050
5,000
5,000
Purchased Services
15,789
23,011
19,088
19,088
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 199,748
$ 248,420
$ 245,447
$ 241,951
Revenue
146,820
182,798
181,818
181,818
Net County Cost
$ 52,928
$ 65,622
$ 63,629
$ 60,133
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: 2022 Net County Cost is decreasing by $1,993. There is a slight
increase in supplies and $3,923 lower Purchased Services cost because the training cost shifts
to Org 21120, Professional Standards. Revenue reflects a net change of $980 because the
VOCA grant award increased for 2022 and the VALE grant funding declined slightly. There are
no changes in personnel cost.
Final budget adjustments include a decrease in salaries of $3,496.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
226
VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of victims and witnesses served 1,808 2,240 2,320
Victims served per 10,000/capita 54.47 66.17 67.03
Efficiency Measures
FTE's per 10,000/capita 0.090 0.089 0.087
Per capita cost (county support) $0.16 $0.19 $0.17
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
227
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Multi -Jurisdictional Drug Task Force - - 1000-21410
DEPARTMENT DESCRIPTION: Multi -Jurisdictional Drug Task Force provides drug interdiction
by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit
for any law enforcement agency in Weld County. Task Force personnel are directly supervised
by the Greeley Police Department with policy and strategic direction from a Control Group of area
chiefs and the Sheriff.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 272,978
$ 260,754
$ 265,846
$ 276,912
Supplies
0
0
0
0
Purchased Services
70,248
75,000
71,000
71,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 343,226
$ 335,754
$ 336,846
$ 347,912
Revenue
0
0
0
0
Net County Cost
$ 343,226
$ 335,754
$ 336,846
$ 347,912
Budgeted Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES: Personnel reflects an increase of $5,092 for the 2021 sworn staff
parity, approved by the Board of Commissioners in February 2021. Purchased Services is
expected to decrease by $4,000 aligning the Drug Task Force operating cost portion to actual
cost. The total Net County Cost is increasing by $1,092.
Final budget adjustments include an increase in salaries of $11,066.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
228
MULTI -JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 122 120 125
Drug Arrests 87 150 150
Search Warrants Executed 27 47 50
Cocaine Seizures (Pounds) 2.51 18 20
Methamphetamine Seizures (Pounds) 101.6 25 25
Marijuana Seizures (Pounds) 164.5 150 150
Meth Lab Seized 0 1 1
Efficiency Measures
FTE's per 10,000/capita 0.060 0.059 0.058
Per capita cost (county support) $1.03 $0.99 $1.01
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
229
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Inmate Services - - 1000-24410
DEPARTMENT DESCRIPTION: This unit provides and oversees professional jail support
services such as medical care, food preparation, and facility programming to meet statutory
mandates. This Unit consists of licensed and unlicensed mental health professionals, inmate
classification staff and a part-time inmate chaplain who coordinates community volunteer
services. The staff assesses inmate suicide risk, develop case management plans for inmates
with special needs, and provide other programming to include Right to Read, trusty prisoner work
and the coordination of community -based services.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,700,067
$ 1,810,534
$ 1,810,534
$ 1,895,042
Supplies
42,455
50,849
48,050
48,050
Purchased Services
5,522,855
6,026,766
6,273,525
6,273,525
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 7,265,377
$ 7,888,149
$ 8,132,109
$ 8,216,617
Revenue
916,892
832,000
823,000
823,000
Net County Cost
$ 6,348,485
$ 7,056,149
$ 7,309,109
$ 7,393,617
Budgeted Positions
20.0
20.0
20.0
20.0
SUMMARY OF CHANGES: 2022 Net County Cost is increasing by $252,960. This increase is
reflected in $2,799 decreasing supply cost and an increasing Purchased Services cost of
$246,759, including $130,118 in increased inmate medical services cost, $146,358 increased
kitchen contract services and $5,500 higher printing cost. It is noteworthy that a savings of
$28,000 was applied to Purchased Services by incorporating the law library into the Securus
Inmate Telephone Service contract. Revenue is forecasted to decrease by $9,000 based actual
Social Security Administration reimbursement data. 2022 does not forecast any changes in
personnel cost.
Final budget adjustments include an increase in salaries of $84,508.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES: Included in Security Unit (1000-24415) Summary.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
230
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Security Unit - - 1000-24415
DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders
awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to receive
and safely keep all adult prisoners lawfully committed and hold them in a clean, wholesome, safe,
and well -maintained jail. Additionally, a custodial crew is part of this unit and responsible to clean
the North Jail Complex.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 22,307,335
$ 22,022,774
$ 22,847,831
$ 24,244,389
Supplies
119,223
141,470
84,849
84,849
Purchased Services
136,064
255,328
125,567
125,567
Fixed Charges
0
0
0
0
Capital
267,900
0
0
0
Gross County Cost
$ 22,830,522
$ 22,419,572
$ 23,058,247
$ 24,454,805
Revenue
1,008,283
430,000
500,000
500,000
Net County Cost
$ 21,822,239
$ 21,989,572
$ 22,558,247
$ 23,954,805
Budgeted Positions
201.0
223.0
229.0
229.0
SUMMARY OF CHANGES: 2022 Net County Cost is increasing by $568,675. This increase is
reflected in $825,057 more personnel cost due to realigning positions to the correct department.
FTE count reflects an increase from 223.0 to 229.0 because five existing custodial positions were
shifted to this Org from Org 21140, Support Services. The net effect of the cost allocation shift is
zero to the overall WCSO budget. Additionally, the personnel increase includes one new FTE
custodian at $61,969 to cover the new 2 West wing expansion of the jail, and the 2021 sworn staff
salary parity, approved by the Board of Commissioners in February 2021 in the amount of
$455,542.
Revenue is increasing by $70,000 based on actual historical revenue received from
municipalities. Supply cost is decreasing by $56,621, due to a decreased need in small
equipment. Purchased Services cost is forecasted to decrease by $129,761, including lower
maintenance cost on the jail fingerprint machines and a shift in training cost allocation to Org
21120 Professional Standards.
Final budget adjustments include an increase in salaries of $1,396,558.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The increased 1.0
FTE is a policy issue for the board.
BOARD ACTION: Approved as recommended including the additional FTE and the transfer of
the five positions.
231
SECURITY UNIT
(CONTINUED)
1000-24475
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL ESTIMATED PROJECTED
Work Output
Avg. Secure Jail Population 570 700 800
Number of Offenders Transported to
Court Appearances
New Detention Deputies Entering
Basic Training
Jail Incidents
Jail Hearings
Videos copied
Efficiency Measures
Detention Division FTEs per 10,000 Capita
Per Capita Net County Cost
Average Medical Cost Per Inmate Daily
Avg. Food Cost Per Inmate Daily
Secure Facility Occupancy Rate
14,630 17,408 19,500
38 50 40
1750 2013* 3417
223 257* 610
404 468 510
8.62 9.13 9.074
$103.49 $104.65 $111.21
$20.81 $17.93 $16.14
$4.06 $3.82 $3.84
60% 52% 60%
at 570/954 at 700/1335 at 800/1,335
*NOTE: Estimated numbers for 2021 are low due to COVID-19. Estimates and projection based on 2019/2020 data.
232
SECURITY UNIT
(CONTINUED)
1000-24415
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division
Goals following Sheriff's Office Summary page.
PLEASE NOTE: Detentions Division Efficiency Measures are calculated by combining Booking Unit
(21110), Inmate Services (24410), Security Unit (24415) and Courts and Transportation Unit (24420).
These are the numbers used for calculations:
Total FTE in Detentions Division:
2017: 232
2018: 265
2019: 279
2020: 286
2021: 309
2022: 314
Population:
2017 (Past):
2018 (Past):
2019 (Past):
2020 (Actual):
2021 (Estimated):
2022 (Projected)
304,600
314 350
323 650
331,893
338,545
346,050
Per Capita Net Cost:
2017 Past: $24,972,838
2018 Past: $28,898,686
2019 Past: $31,333,165
2020 Actual: $34,348,350
2021 Estimated $35,429,156
2022 Projected $38,482,567
233
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Courts and Transportation Unit - - 1000-24420
DEPARTMENT DESCRIPTION: Colorado Revised Statute 30-1-114(2) requires the Sheriff to
assist the District Attorney and the Courts of record in the county. 94 CV 419, Div. I, 19th Judicial
District, August 17, 1994, ordered the Sheriff to provide security for the Weld County Courthouse.
This unit provides the transportation of inmates held on Weld County court orders in other
jurisdictions back to Weld County. Additionally, they are responsible to coordinate and facilitate
the transportation of inmates to and from the North Jail Complex to their court appearances at the
court complex. This budget unit supports the resources to comply with all of these requirements.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 3,870,883
$ 3,842,306
$ 3,913,776
$ 4,012,909
Supplies
29,587
10,600
17,198
17,198
Purchased Services
644,493
714,545
723,012
723,012
Fixed Charges
0
0
0
0
Capital
12,137
26,940
49,461
49,461
Gross County Cost
$ 4,557,100
$ 4,594,391
$ 4,703,447
$ 4,802,580
Revenue
44,781
40,000
40,000
40,000
Net County Cost
$ 4,512,319
$ 4,554,391
$ 4,663,447
$ 4,762,580
Budgeted Positions
35.0
35.0
35.0
35.0
SUMMARY OF CHANGES: 2022 Net County Cost is increasing by $109,056. This increase is
reflected in $71,470 more personnel cost due to the 2021 sworn staff salary parity, approved by
the Board of Commissioners in February 2021. Revenue is forecasted to stay the same. Supply
cost is increasing by $6,598 due to aged equipment that needs to be replaced. Purchased
Services cost is increasing by $8,467, made up of a rise in inmate transporting cost (partially
offset with revenue) and an increase in phone charges. Capital cost of $49,461 includes two
X -Ray machines for the Court entrance to replace aging equipment.
Final budget adjustments include an increase in salaries of $99,133.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The requested
capital equipment is a policy issue for the board.
BOARD ACTION: Approved as recommended including the capital items.
PERFORMANCE MEASURES: Included in Security Unit (1000-24415) Summary.
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
234
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Jail Space - - 1000-24440
DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties'
facilities due to the overcrowding of Weld County's jail.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$
0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$
0
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$
0
$ 0
$ 0
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: Current trends do not indicate there will be a need for contracted
jail space to supplement on -site jail capacity. This indication, however, is based upon reasonable
forecasts about the future and does not account for unforeseen impacts on jail utilization during
2022.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES: See Security Unit budget for details.
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
235
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: County -wide Communications - - 1000-22100
DEPARTMENT DESCRIPTION: The Weld County Regional Communications Center (WCRCC)
provides dispatch services for 18 law enforcement agencies, 20 fire departments, 3
rescue/ambulance departments, plus local government including Public Works. Weld County
assumed management of the WCRCC on September 2, 2013.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 6,921,874
$ 7,141,289
$ 7,878,696
$ 7,978,596
Supplies
68,620
42,335
38,559
38,559
Purchased Services
1,164,032
659,219
2,009,864
2,009,864
Fixed Charges
0
0
0
0
Contra Account
-1,916
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 8,152,610
$ 7,842,843
$ 9,927,119
$ 10,027,019
Revenue
3,257,209
5,166,469
7,238,425
7,243,225
Net County Cost
$ 4,895,401
$ 2,676,374
$ 2,688,694
$ 2,783,794
Budgeted Positions
78
78
84
84
SUMMARY OF CHANGES: The budget format has been changed to reflect the February 16,
2021 agreement between the county and the E-911 Authority for the county to provide dispatch
and information technology services to E-911, which adjusted the expenses and revenues
upward. The Gross costs are up $2,084,276 with offsetting revenues being up $2,071,956
resulting in the net county costs for 2022 only increasing $12,320.
In April 2021, the Board approved via work session and pass -around the addition of 6 positions
to fund the newly implemented Guard Terminal, as required by the Colorado Bureau of
Investigation and National Crime Information Center to ensure data compliance standards and
record sharing requirements.
Revenues are up due to the increase effective February 1, 2021 in the E-911 fees from $1.20 to
$1.72 per phone/month being collect for 12 full months in 2022 amounting to $1,055,000.
Revenue from users are up $425,290 primarily due to law enforcement agencies going from
paying 32.5% of their cost to 40%, like the fire agencies.
Final budget adjustments include an increase in salaries of $99,900.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Final budget revenues includes an increase in tower rental revenue of $4,800.
All changes approved as recommended.
236
COMMUNICATIONS
(CONTINUED)
1000-22100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
E-911 Calls
Non -911 Calls
CAD Incidents for Law and Fire/Ambulance
EMD Calls
Wireless Subscriber Service Tickets
124,458 126,500 128,000
276,468 305,300 308,000
292,581 410,000 415,000
20,662 21,300 21,900
482 525 600
Efficiency Measures
FTE's per 10,000 per Capita 2.35 2.30 2.43
Per Capita Cost - Operating Budget $14.74 $7.90 $8.04
EMD Call per FTE 279 273 261
CAD Incident per FTE 3,751 5,256 4,940
237
COMMUNICATIONS
(CONTINUED)
1000-22100
Goal PS WCRCCI : To answer 90% of 9-1-1 calls during the average busy hour each
day within 10 seconds.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC 1-1:
Improve customer
service in the most
critical components
of emergency
dispatch services.
Percentage of calls answered
within 10 seconds
96.21%
95%
95%
Goal PS WCRCC 2: To answer 95% of 9-1-1 calls during the average busy hour each
day within 20 seconds.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC 2-1:
Improve customer
service in the most
critical components
of emergency
dispatch services.
Percentage of calls answered
within 20 seconds
98.82%
98%
98%
Goal PS Wireless 1: Resolve all Wireless Subscriber Service Requests within 20 days
(includes repairs).
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS -Wireless 1-1:
Improve customer
service to Weld
County Radio
System Users.
Resolve all subscriber service
requests with 20 days of report.
(includes repair/replacement)
92.7%
95%
95%
238
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Communication System Development - -1000-22200
DEPARTMENT DESCRIPTION: Capital outlay for development of the county -wide
communications system and replacement plan for radios.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
185,783
0
0
0
Gross County Cost
$ 185,783
$ 0
$ 0
$
0
Revenue
0
0
0
0
Net County Cost
$ 185,783
$ 0
$ 0
$
0
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: In 2018, a Ten -Year Capital Plan for the Weld County
Communications infrastructure and facilities was developed. Beginning January 1, 2019, the
increased E-911 surcharge from 70 cents to $1.20 per month will raise an estimated additional
$1.85 million per year. From the E-911 surcharge amount each year $1,850,000 will be dedicated
to fund the Ten -Year Communications Capital Plan. The capital plan totals $19 million. No funding
will be placed in this budget in future years for communications equipment with the new funding
plan for the 2022-2031 Communications Capital Plan.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
239
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Public Safety Information System - - 1000-22400
DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system
serving multiple public safety agencies, including computer -aided dispatch, criminal records
management, jail records management, and prosecution system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,196,156
$ 1,306,714
$ 1,327,338
$ 1,351,890
Supplies
691,640
1,196,349
697,800
697,800
Purchased Services
27,596
28,550
28,550
28,550
Fixed Charges
0
0
0
0
Contra Account
0
-914,065
-1,026,844
-1,026,844
Capital
625,286
80,000
0
0
Gross County Cost
$ 2,540,678
$ 1,697,548
$ 1,026,844
$ 1,051,396
Revenue
1,227,229
389,391
364,530
364,530
Net County Cost
$ 1,313,449
$ 1,308,157
$ 662,314
$ 686,866
Budgeted Positions
10.0
10.0
10.0
10.0
SUMMARY OF CHANGES: The net county costs for this budget are down $645,843. Salaries
reflect the 2022 salary step increases and cost of living of $20,624. Supplies are down $498,549
with $343,549 attributed to software decreases, and computer and network equipment of
$155,000. Capital is down $80,000. The charge back to Communications for the CAD system of
50% of the Public Safety IT costs is $1,026,844, which is up $112,779. Revenue from Greeley
Police records is $364,530, which is down $24,861.
There is also $441,800 budgeted for capital items in the E-911 capital budget to support the new
Spillman replacement system (CentralSquare) in 2022.
Final budget adjustments include an increase in salaries of $24,552.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
240
PUBLIC SAFETY INFORMATION SYSTEM
(CONTINUED)
1000-22400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Service Tickets
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
3,750
5,000 5,000
0.301 0.295
$3.96
$3.86
0.289
$1.98
Goal PS WCRCC 3: To resolve Severe/Immediate/Urgent Issues 100% monthly.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC 3-1:
Improve
customer service
to public safety
agencies
Resolve severe/immediate/urgent
issues 100% monthly.
100%
100%
100%
Goal PS WCRCC 4: To resolve all Service Requests 90% monthly.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC 2-1:
Improve
customer service
to public safety
agencies
Resolve all service requests 90%
monthly.
95%
100%
100%
Goal PS WCRCC 5: Implement a new public safety information system.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC5-1:
Implement a
new public
safety
information
system
Implementation
0%
50%
100%
241
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Public Safety Wireless Communications - - 1000-22500
DEPARTMENT DESCRIPTION: Provides wireless communication maintenance of radio
equipment for all Weld County Regional Communications Center (WCRCC) users which are for
18 law enforcement agencies, 20 fire departments, 3 rescue/ambulance departments, plus local
government including public works. Weld County began offering this service in-house June 2018.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 106,841
$ 118,608
$ 125,426
$ 129,490
Supplies
336
8,045
8,045
8,045
Purchased Services
4,694
26,923
26,923
26,923
Fixed Charges
-821
131,824
147,006
142,942
Contra Account
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 111,050
$ 285,400
$ 307,400
$ 307,400
Revenue
252,700
285,400
307,400
307,400
Net County Cost
$ -141,650
$ 0
$ 0
$ 0
Budgeted Positions
1.0
1.0
1.0
1.0
SUMMARY OF CHANGES: This is the fourth year for this budget, so there has been more
experience how the costs will align by account. The gross county costs are $307,000, and net
county costs are $0. The 2022 salaries with step increases are included in the recommended
budget to set 2022 service rates.
Supplies total $8,045 for operating supplies. Purchased Services total $26,923 for training
($9,705), memberships ($332), telephone ($1,354), and vehicle costs ($15,532). Fixed costs
include miscellaneous costs of $147,006 for overhead costs, depreciation, contingencies, and
capital reserve.
Revenues include $307,400 for full cost recovery for the radio maintenance services. Final budget
adjustments include an increase in salaries of $4,064 and an offsetting decrease in Fixed
Charges.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
242
PUBLIC SAFETY WIRELESS COMMUNICATIONS
(CONTINUED)
1000-22500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Service Tickets
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
2,686
0.030
-$0.43
2,700 2,700
0.030 0.029
$0.00 $0.00
243
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CORONER'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Coroner - - 1000-23200
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies
are performed in all cases of suspicious death, or at the discretion of the Coroner's or District
Attorney's Office.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,102,776
$ 1,218,572
$ 1,165,472
$ 1,206,952
Supplies
23,992
31,948
46,948
46,948
Purchased Services
401,114
327,925
344,735
344,735
Fixed Charges
0
0
0
0
Capital
0
63,000
0
0
Gross County Cost
$ 1,527,882
$ 1,641,445
$ 1,557,155
$ 1,598,635
Revenue
0
46,500
65,000
65,000
Net County Cost
$ 1,527,882
$ 1,594,945
$ 1,492,155
$ 1,533,635
Budgeted Positions
11.0
11.4
11.0
12.0
SUMMARY OF CHANGES: The Coroner's Office has transitioned into the new facility, providing
both greater efficiency and the opportunity for increased revenue. The Personnel request is an
overall decrease with the elimination of the Operations Director position of 0.4 FTE (-$68,686),
and a reclassification of the Chief Deputy Coroner at a cost of $14,191.
Supplies increase by $15,000 to account for morgue consumables. Purchased Services
increased by $16,810 for anticipated repairs and maintenance of equipment as well as the
increase in vehicle fuel, maintenance and depreciation based on numbers provided by
Accounting. Revenue increases by $18,500 to account for anticipated outside agency autopsy
revenue.
Overall, the Net County Cost is reduced by $102,790 with the hope that if unexpected expenses
due to the new facility and morgue arise, documentation can be submitted for a possible
supplemental.
Final budget adjustments include an increase in salaries of $41,480.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The
reclassification is a policy issue for the board.
BOARD ACTION: The board approved an additional Medicolegal Investigator position at a Grade
36 per the Coroner's request in September 2021. The Chief Deputy Coroner reclassification was
approved at a Grade 47. All requests were approved as recommended.
244
CORONER
(CONTINUED)
1000-23200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Total number of cases reviewed
Number of cases investigated
Number of full autopsies
Efficiency Measures
FTEs per 10,000/capita
Per capita cost (county support)
Cost per autopsy (with toxicology)
1,658
895
241
0.331
$4.60
$1,350
1,725
950
250
1,725
950
250
0.337 0.347
$4.71 $4.43
$1,205 $1,130*
*County -employed autopsy assistant is now working in the new County facility.
STRATEGIC GOALS
Goal PS Cl: Continually adjust to meet readiness and service needs
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSC 1-1:
Investigative report
cycle time
All investigative reports are
submitted to the supervisor within
14 days of assignment.
90%
90%
90%
PSC 1-2:
Improve response
times to scenes by
10% from 7AM to 5
PM and 15% after
hours
Response times measured by
dispatch time report information.
75%
7to5PM:
85%
After
hours:
85%
7to5PM:
90%
After hours:
90%
245
CORONER
(CONTINUED)
1000-23200
Goal PS C2: Enhance professionalism and promote department excellence.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS C2-1:
Formal,
documented
training for staff
members twice
each month,
offered in an
asynchronous
format
Using in-house and other cost -
saving resources, provide job-
specific training to each staff
member
a
30 /0
75%
0
75 /o
PS C2-2:
Provide
participating staff
members an
individualized and
structured wellness
improvement plan
through the County
Wellness Program
Using existing county resources,
provide voluntary participation in
individualized wellness
assessments and year -long
programming intended to improve
Department efficiency by increasing
employee wellness
91%
91%
91%
Goal PS C3: Maintain highly -qualified staff to meet the present and future needs of the
Department
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS C3-1:
National
certification for all
eligible
investigators
Assure that all field personnel are
nationally -certified or state -certified
within first year of employment.
71%
100%
100%
PS C3-2:
Meet continuing
education hours
required by the
state Coroner
Standards and
Training Board
Assure that the Coroner remains
compliant with required Coroner
Standards and Training Board
continuing education requirements
a
100%
100%
0
100 /o
246
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Pretrial Services — 1000-24100
DEPARTMENT DESCRIPTION: Pretrial Services personnel gather and present information to
the Court about newly arrested persons entering the jail and offer recommendations on possible
safe release options of these persons. They also provide supervision methods for selected
defendants released from jail before trial in order to decrease any unnecessary and costly pretrial
incarceration, to assure that they will appear and answer before the Court and to reduce any
future criminal acts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,124,682
$ 1,260,587
$ 1,163,171
$ 1,252,391
Supplies
32,055
40,000
40,000
40,000
Purchased Services
55,892
95,350
95,350
95,350
Gross County Cost
$ 1,212,629
$ 1,395,937
$ 1,298,521
$ 1,387,741
Revenue
16,080
39,000
39,000
39,000
Net County Cost
$ 1,196,549
$ 1,356,937
$ 1,259,521
$ 1,348,741
Budgeted Positions
15.50
15.50
14.50
14.50
SUMMARY OF CHANGES: In June 2021, the BOCC agreed to dissolve the Criminal Justice
Advisory Committee (CJAC) to include the administrative support function. This results in a
decrease in Personnel Services by $97,416 and 1.0 FTE. The Board approved mid -year
reclassifications and restructuring due to staff recruitment and retention issues.
Final budget adjustments include an increase in salaries of $89,220.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
247
PRETRIAL SERVICES
(CONTINUED)
1000-24100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Pretrial Services Risk Assessments 1,360* 2,600* 3,200
Defendants on Pretrial Supervision (ADP) 1,520* 1,500* 1,350
Domestic Violence Screening Assessments 284* 700* 750
*Risk/DV Assessments output reduction due to
pandemic and restrictions set at the jail and by the
Courts - but unprecedented uptick in supervision
service demands due to Courts' significantly
extending criminal case dispositions.
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
.467 .458
$3.61
$4.01
.419
$3.90
Goal PS JS1: To reduce the cost of pretrial incarceration through effective pretrial release and
supervision services; assure defendant court appearance and no new law enforcement contact while
on supervision in the community.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
PS JS1-1:
To use evidence -based practices
1,360*
2,600*
3,200 projected
Pretrial Services
in defendant risk assessment for
defendant
projected
defendant bond
Assist county and
pretrial release and supervision of
bond risk
defendant bond
risk
judicial officials by
defendants in the community;
assessments
risk
assessments at
formulating release
assure court appearance and law-
at the jail and
assessments at
the jail and
recommendations
abidance.
1,520*
the jail and
1,400 projected
and providing
defendants
1,500 projected
defendants on
supervision of
on
defendants on
community
defendants that
community
community
supervision
reasonably assure
supervision
supervision
(ADP)
that those on
conditional release
return to court and
do not engage in
Estimated variable cost
(ADP)
(ADP)
$4,817,800
$5,929,600
criminal activity
pending their trial
and/or sentencing.
avoidance to help manage high
expense of operating the jail**.
* based on approx. jail
figures/$109 per day costs
$2,520,000
248
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Work Release - - 24125 (Formerly 1000-24425)
DEPARTMENT DESCRIPTION: Section 18-1.3-106, C.R.S., allows for the operation of jail
alternative programs to be used by the court in sentencing. This unit offers a cost-effective
alternative to secure custody for low risk offenders.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,817,029
$ 1,803,622
$ 1,803,622
$ 1,920,428
Supplies
20,965
28,890
28,890
28,890
Purchased Services
149,037
217,098
217,098
217,098
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,987,031
$ 2,049,610
$ 2,049,610
$ 2,166,416
Revenue
551,705
964,350
964,350
964,350
Net County Cost
$ 1,435,326
$ 1,085,260
$ 1,085,260
$ 1,202,066
Budgeted Positions
21.0
21.0
21.0
21.0
SUMMARY OF CHANGES: No changes requested for 2022.
Final budget adjustments include an increase in salaries of $116,806.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
249
Work Release / Electronic Monitoring
(Continued)
1000-24725
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Avg. Work Release Clients - ADP 100* 125* 150-175
Avg. Electronic Home Monitoring - ADP 150* 150* 100-150
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
0.633
0.620 0.607
$4.32 $3.21 $3.47
*Due to COVID-19 pandemic, Work Release population dropped significantly. Electronic Home
Monitoring program placements increased. Forecasting return to more balance, pre-COVID
population rates in 2022.
Goal PS JS2: To provide safe and less expensive sentencing alternatives to the use of jail; deliver
effective offender services for seamless community re-entry.
PRELIMINARY
DESIRED
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
PS JS2-1:
Offender utilization by
90 to 100* ADP -
*125 ADP - Work
150 to 175 ADP -
Alternative
Programs - Provide
providing less costly
sentencing
Work Release
Release
Work Release
safe, community
alternative to jail
Over 150* ADP —
*125 ADP —
125 ADP —
based alternative
incarceration for adult
Electronic Home
Electronic Home
Electronic Home
sentencing
placement options
for eligible adult
offenders ordered by
the Courts, in lieu of
convicted offenders;
Offenders taking part
in educational,
rehabilitative and/or
Monitoring
Monitoring
Monitoring
traditional jail
sentence. Ensure
offenders are given
opportunities and
access to resources;
treatment and
employment
employment
programming; and
Estimated variable
cost savings of
programs to
taxpayers for clients'
100%
100%
100%
services, while living
in a staff -secure
correctional setting
or on electronic
monitoring home
confinement.
average length of
stay at Work Release
Facility (excludes
electronic home
monitoring
placements).
$545,000**
$681,250**
$817,500**
**based on
approximate jail costs
of $109 per day
250
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Adult Diversion Services — 1000-24150
DEPARTMENT DESCRIPTION: Adult Diversion Services offers persons charged with criminal
offenses alternatives to traditional criminal justice or juvenile justice proceedings. Staff screens
defendants for acceptance into the program and develop service plans to address defendants'
risks and needs. Completion of the program will result in dismissal of charges or its equivalent.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 82,072
$ 148,284
$ 148,284
$ 145,337
Supplies
0
500
500
500
Purchased Services
6,942
500
500
500
Fixed Charges
0
0
0
0
Gross County Cost
$ 89,014
$ 149,284
$ 149,284
$ 146,337
Revenue
10,070
15,000
10,000
10,000
Net County Cost
$ 78,944
$ 134,284
$ 139,284
$ 136,337
Budgeted Positions
1.50
1.50
1.50
1.50
SUMMARY OF CHANGES: There are no anticipated expense changes for 2022. The actual
revenue reflects program fees collected from defendants. The amount collected was impacted by
the pandemic.
Final budget adjustments include a decrease in salaries of $2,947.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
251
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Community Corrections - 24200 & 24220
DEPARTMENT DESCRIPTION: Community Corrections Boards in Colorado are authorized
under Title 17, Article 27 of the Colorado Revised Statute to administer funds allocated by the
Colorado legislature through the Division of Criminal Justice (DCJ) for administration and
placement of offenders into community corrections programs. The Weld County Community
Corrections Board, under the authority of the Board of Commissioners of Weld County, and
through the department, sub -contracts with selected vendor to provide residential and non-
residential supervision services of adult felony offenders sentenced directly to the program, or in
lieu of, or as a transition from prison. Justice Services oversees all aspects to the administration
of community corrections.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 195,965
$ 64,585
$ 83,160
$ 83,160
Supplies
1,566
5,000
1,501
1,501
Purchased Services
3,055,971
3,065,931
3,115,448
3,115,448
Fixed Charges
28,026
30,349
25,051
25,051
Capital
0
0
0
0
Gross County Cost
$ 3,281,528
$ 3,165,865
$ 3,225,160
$ 3,225,160
Revenue
3,500,575
3,165,865
3,225,160
3,225,160
Net County Cost
$ -219,047
$ 0
$ 0
$ 0
Budgeted Positions
1
1.4
1.4
1.4
SUMMARY OF CHANGES: State allocation for the placement of adult offenders for these
services for State Fiscal Year 2021-2022: $2,781,227 for Residential Diversion, Transition,
Condition of Probation and Condition of Parole placements; $84,953 for Non -Residential
Diversion services; $103,000 for Offender Treatment Support Services; $134,367 for Facility
Payment funding to lessen vendor staff turnover and promote evidence -based programming; and
$121,612 for Community Corrections Board and Department administration. Personnel increased
to account for a 3% COLA, Step increases and accurate accounting of benefits.
The revenue from the lease amount paid by the vendor to use the Community Corrections Facility
remains budgeted at $303,444 per year and is listed under Budget Unit #1000-90100.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
252
COMMUNITY CORRECTIONS ADMINISTRATION
(CONTINUED)
1000-24200 & 24220
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Intervention Community Correction Services:
Total Average Daily Populations of Offender 150** 200** 200
Populations by Type - Residential Transition,
Residential Diversion, Non -Residential
Diversion and IRT Placements
Efficiency Measures
FTE's per 10,000/capita
0.030 0.041
0.040
**COVID-19 impacted services and reduced offender populations
Goal PS JS3: To provide safe and less expensive alternatives to the use of jail and prison;
administer the Weld County Community Corrections Board, various contracts and
agreements with the Colorado Department of Public Safety, provide oversight of selected
vendor and of the Community Corrections Facility.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
PS JS3-1:
Cost savings by providing a less
120**
150**
160
Community
costly alternative jail and prison
residential
residential
residential
Corrections -
Provide safe,
community based
incarceration for adult convicted
offenders.
(capacity)
**30 non-
(capacity)
**50 non-
(capacity)
40 non -
correctional
placement for
eligible adult
Recidivism rates for offenders,
completing the community
corrections program is
residential
residential
residential
offenders ordered
by the Courts
and/or Department
of Corrections.
substantially lower after release
than offenders either released
from prison or placed directly on
parole.
2-3%
2-3%
2-3%
Ensure offenders
are given
opportunities and
access to reentry
resources;
treatment and
employment
services, while
living in a staff -
secure residential
All offenders participate in some
form of educational and/or
vocational programming.
Receive, manage, and process all
allocated community corrections
funds from the State.
Approximate variable cost
150
$3,281,528
200
$3,165,865
200
$3,225,160
correctional
setting.
avoidance/savings ratio of
community corrections program to
taxpayers.
$2,792,250
$2,815,200
$2,978,400
253
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100
DEPARTMENT DESCRIPTION: Building Inspection administers building codes, reviews plans,
and makes on -site inspections during each phase of construction to insure minimum requirements
are met. The Department also assists Weld County citizens in understanding and applying the
International Building Code for utmost construction safety.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,326,383
$ 1,316,425
$ 1,316,425
$1,348,289
Supplies
72,434
59,808
102,852
149,778
Purchased Services
57,829
89,000
63,752
63,752
Fixed Charges
291,568
291,568
306,789
306,789
Capital
0
0
0
0
Gross County Cost
$ 1,748,214
$ 1,756,801
$ 1,789,818
$1,868,608
Revenue
2,311,233
2,540,000
2,700,000
2,700,000
Net County Cost
$ -563,019
$ -783,199
$ -910,182
$ -831,392
Budgeted Positions
13.00
14.00
14.00
14.00
SUMMARY OF CHANGES: Supplies are increasing by $43,044 because of increases in the
software maintenance contracts and verified by IT. The corresponding decrease in Purchased
Services of $25,248 is from Vehicle Maintenance based on estimated numbers given by
Accounting. Fixed charges increased based on actual costs of staff chargebacks calculated. The
numbers for Building Inspection Services are holding steady. Wind and solar facilities are
keeping inspectors busy as oil and gas facilities appear to dwindle. Along with new residential
constructions, revenue is anticipated to remain stable.
Final budget adjustments include an increase in salaries of $31,864.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Final budget includes an increase in software expenses of $46,926, and all
changes were approved as recommended.
254
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Field Inspection Work Outputs
Number of Building Permits Issued 2,265 2,250 2,316
Number of inspections performed 27,498 24,000 26,000
Avg. # of inspections per Inspector 21.91 18.50 30
Number of Inspectors 5 5 5
Number miles driven by Inspectors 131,500 125,000 130,000
Walk-ins 6,271 5,200 6,840
Number of Plan Reviews 2,060 2,050 2,167
Number of Plan Examiners 3 3 3
Number of Building Compliance violations 103 60 50
Number of Building Complaints 73 77 70
Number Compliance cases closed 69 50 40
Number of Building Compliance Officers 1 1 1
255
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal CED 7: Ensure safe construction throughout unincorporated Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVEIKEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED7-1:
Conduct safe
and quality plan
reviews and
inspections
following
adopted codes
Attendance of each Plans
Examiner/Building Inspector/Building
Official/Tech at 2 ICC classes (7 staff)
Maintenance of appropriate
certifications
18
100%
18
100%
18
100%
Goal CED 8: Increase knowledge and understanding of adopted codes to citizens, homeowners,
contractors, and builders through education.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED 8-1:
To ensure current
and updated
information is
available to the public
on handouts and
website
Revise handouts and update
website quarterly
100%
100%
100%
Ensure routine
communication with
builders and
contractors
Host/attend two Building Trades
Advisory meetings per year
2
2
2
Ensure inspectors
have more handouts
in the field for a non-
technical audience
Plans examiner present to the
Building Official any changes to
code quarterly
4
4
4
Consistent
inspections
conducted in the field
Provide "team training" in the
field to ensure consistency by
inspectors
3
3
3
256
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal CED 9: Maintain quality, professional and timely site inspections.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED 9-1: Maintain
a record of permit
expirations and
inspections to
ensure permits are
current.
Percentage of complete records
100%
100%
100%
Provide 24 -hour
Percentage of 24 -hour
turnaround time for
inspections.
turnaround inspections
(measured by complaints)
99%
99%
99%
Ensure timeliness
of entering
Maintain proficiency in Accela
inspections and
appropriate follow-
up.
to ensure information is
updated and available
95%
95%
100%
Provide plan review
turnaround within
Review plans in a timely
manner current with policy time
current policy time
frame.
frame — measurable by
complaints
100%
100%
100%
Return customers
call and questions
Measurable by number of
within 24 hours.
complaints annually
100%
100%
100%
Maintain quality
customer service
with existing staff
Measurable by annual
levels
complaints
100%
100%
100%
257
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: OIL AND GAS ENERGY DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Oil and Gas Enerqy -- 1000-25200
DEPARTMENT DESCRIPTION: Responsible for permitting, regulating and enforcing surface
and air oil -and -gas operations for drilling sites located in unincorporated areas of Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,007,673
$ 1,006,145
$ 835,674
$ 766,182
Supplies
4,033
24,200
24,200
24,200
Purchased Services
335,195
385,301
449,839
451,423
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,346,901
$ 1,415,646
$ 1,309,713
$ 1,241,805
Revenue
621,254
1,037,500
620,000
620,000
Net County Cost
$ 725,647
$ 378,146
$ 689,713
$ 621,805
Budgeted Positions
15.0
9.0
8.0
7.0
SUMMARY OF CHANGES: Personnel is reduced by $170,471 with the reduction of a full-time
Hearing Officer based on fewer expected permits. Purchased Services is up a total of $64,538 to
account for $50,000 to allow for contracting for a Hearing Officer when needed. There is also an
increase of $9,938 reflecting an expected COLA and Step increases to the Public Works and
Engineering chargebacks and a corresponding decrease in the existing Contract Hearing Officer
charges to reflect actual need due to permit activity. Credit card fees of $4,100 added into
Purchased Services as well to reflect the fees charged to process credit card payments for
permits.
Revenue was adjusted down to align more with levels seen in 2020, and what has been processed
to date in 2021. Final budget adjustments include a decrease in salaries of $69,492.
FINANCE/ADMINISTRATION RECOMMENDATION: Due to one vacant position being frozen
for 2021, it is recommended to reduce the budget by that open position with the opportunity to
request again if permitting levels increase to justify the cost ($98,757). Otherwise, recommend
approval.
BOARD ACTION: On August 3, 2021, the Board approved the reorganization of the development
review and permitting process in Planning, Oil and Gas Energy, and Engineering. In the final
budget the charge back amounts to this department from Engineering ($222,787) will be charged
from Planning instead of Engineering. Change is cost neutral to this department. Final budget
also includes an increase in purchased services to cover the contract Hearing Officer. Approved
as recommended.
258
OIL AND GAS ENERGY
(CONTINUED)
1000-25200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
LAP Permits
WOGLA permits
WOGLA Permits with no wells
Wells
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
$8,500 $12,500 $15,000
55 40 60
1 1 2
627 440 660
0.452 0.266 0.202
$2.19 $1.12 $1.80
259
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100
DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the
County.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 501,668
$ 514,027
$ 514,027
$ 528,073
Supplies
72,562
78,410
78,980
78,980
Purchased Services
377,823
391,326
399,526
399,526
Fixed Charges
0
22,000
24,500
24,500
Capital
0
0
0
0
Gross County Cost
$ 952,053
$ 1,005,763
$ 1,017,033
$ 1,031,079
Revenue
34,582
6,000
6,000
6,000
Net County Cost
$ 917,471
$ 999,763
$ 1,011,033
$ 1,025,079
Budgeted Positions
2 FTE
10 PT
2 FTE
10 PT
2 FTE
10 PT
2 FTE
10 PT
SUMMARY OF CHANGES: Supplies are up $570 as Computer Software and Attachments
increased due to the addition of Adobe Creative Cloud software and a reduction in costs for the
Pix4D React software.
Purchased Services are up $8,200 as Vehicle Expenses increased for fuel for one additional
CNG vehicle and increased depreciation costs.
Fixed Charges are up $2,500 as Machinery and Equipment Rental was increased for the rental
of one large fixed -wing drone as needed for the weed program.
Final budget adjustments include an increase in salaries of $14,046.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
260
NOXIOUS WEEDS
(CONTINUED)
1000-26100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Mowing Lane Miles
Spraying Lane Miles
Acres Sprayed (Only noxious weeds being
sprayed beginning in 2017)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
3,035 2,400 2,400
8,166
1,412
7,500 7,500
1,500 1,500
0.060 0.059
$3.04
$2.98
0.058
$2.96
Goal TPW9: Implement the Colorado Weed Management Act on County properties and assist
landowners with compliance with the law through public education and assistance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVEIKEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW9-1:
Respond to calls
and emails from
landowners within
one working day.
98% of citizen and landowner
generated contacts responded to
within one working day.
100%
100%
100%
TPW9-2:
Perform noxious
weed control on
all Weld County
owned properties.
95% of non -roadway properties owned
by Weld County sprayed or otherwise
controlled for noxious weeds annually.
Yes
Yes
Yes
TPW9-3:
Mowing/spraying
of all roads
maintained by
Weld County.
95% of all Weld County maintained
roads and intersections will be
addressed for noxious weeds annually.
Yes
Yes
Yes
TPW9-4:
Resolve all legal
notices mailed to
landowners for
noxious weed
infestations.
90% of all legal notices mailed to
landowners in Weld County will be
brought into compliance.
100%
90%
90%
261
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management - - 1000-26200
DEPARTMENT DESCRIPTION: Section 24-32-2107, C.R.S., requires each county to maintain
a Disaster Agency which has jurisdiction over and serves the entire county. The Director or
Coordinator of the Disaster Agency is responsible for the planning and coordination of local
disaster services, develops plans, and coordinates emergency planning in case of either natural
or other disasters on county, state, and federal level. The focus for OEM is All -Hazards Planning
and Coordination with county departments, agencies and organizations.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 440,921
$ 435,464
$ 435,464
$ 465,245
Supplies
27,336
34,780
36,124
36,124
Purchased Services
87,831
247,804
209,239
209,239
Fixed Charges
345
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 556,433
$ 718,048
$ 680,827
$ 710,608
Revenue
120,633
187,729
161,979
161,979
Net County Cost
$ 435,800
$ 530,319
$ 518,848
$ 548,629
Budgeted Positions
4.0
4.0
4.0
4.0
SUMMARY OF CHANGES: Changes for 2022 include a decrease in the training line item from
$61,500 to $21,500, as we did not hold an out-of-town conference for training and do not plan to
do so in 2022. Estimated costs increased for phones by $1,435 to account for cell phones, EOC
phones and iPads. Computer Software agreements are up $1,344. Grant revenue also decreased
by $25,750. The overall budget is down by $37,221.
Final budget adjustments include an increase in salaries of $29,781.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
262
OFFICE OF EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of drills and exercises 6 12 12
Number of people participating in drills 120 500 500
Number of inspections and/or reports 12 24 24
Efficiency Measures
FTE's per 10,000/capita 0.121 0.118 0.116
Per capita cost $1.31 $1.57 $1.59
Mission Statement: To support Weld County and its citizens in Preparedness, Prevention,
Mitigation, Response, and Recovery using an All -Hazards approach, and to develop and sustain
broad and sincere relationships among individuals and organization to encourage trust, advocate
a team atmosphere, build consensus, and facilitate communication.
• GOAL 1. Enhance capability necessary to protect the community from all hazards.
1. Enrich outreach initiatives to create "Culture of preparedness" in Weld County.
2. Ensure and improve the level of preparedness through training and exercise
opportunities.
3. Bolster planning efforts through cooperative collaboration with community partners.
• GOAL 2. Increase response capability necessary to improve life safety, property
protection and environmental preservation.
1. Heighten the level of readiness through emerging technologies.
2. Expand public, private, non-profit and faith -based partnerships to strengthen response
capabilities.
3. Assess, identify, maintain and enhance resources for emergency response.
• GOAL 3. Implement initiatives to engage the whole community in order to more
effectively recover from disasters.
1. Enhance community partnerships to identify and resolve unmet needs.
2. Review and enhance short and long-term recovery methods.
3. Pioneer new techniques for more accurate and timely damage assessments.
• GOAL 4. Build a more resilient community through innovative mitigation strategies.
1. Identify and apply new research to accurately assess possible risks and hazards to
the community.
2. Leverage various funding sources to complete mitigation projects.
NOTE: OFFICE OF EMERGENCY MANAGEMENT HAS A COMPREHENSIVE STRATEGIC
PLAN AVAILABLE ONLINE AT: http://www.co.weld.co.us/Departments/OEM/index.html
263
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: General Engineering - - 1000-31100
DEPARTMENT DESCRIPTION: Provides engineering services for bridge designs; field survey
operations to establish line and grade control; administrative and inspection work in utility and
subdivision construction; performs laboratory tests to determine soil properties, construction and
materials quality; all phases of highway engineering, bridge engineering, design and construction
inspection.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 4,072,899
$ 4,257,386
$ 4,291,425
$ 3,427,474
Supplies
208,792
228,315
226,495
207,323
Purchased Services
4,316,460
7,920,729
11,581,716
14,625,593
Capital
238,814
14,000
10,000
10,000
Contra
5,614,443
-950,484
-1,074,681
-240,578
Gross County Cost
$ 14,451,408
$ 11,469,946
$ 15,034,955
$ 18,029,812
Revenue
-56,000
0
0
0
Net County Cost
$ 14,507,408
$ 11,469,946
$ 15,034,955
$ 18,029,812
Budgeted Positions
38.0
39.0
39.0
29.0
SUMMARY OF CHANGES: Total budget is up $6,337,079. Personnel Services are up $34,039
as salaries and benefits were increased to move one Engineer Tech II to Engineer Tech III and
one Engineer Ito Engineer II.
Supplies are down $20,922 as Software Maintenance decreased $10,820 based on current
software needs, and items were transferred to Planning with the staff transfers. Road
Construction Supplies increased $3,000 for survey and staking supply needs. Other Operating
Supplies increased $6,000 for additional equipment for the materials lab to perform testing on
more county roads.
Purchased Services are up $6,704,864 as Memberships and Registration decreased $200 with
the elimination of the Intelius Premier monthly membership fee. Other Purchased Services
increased $3,000 to reflect increased supply and testing for water quality administration. Phones
was down $1,000 with the reduction in the number of new iPads needed for the materials lab.
Engineering and Architectural increased $50,000 for anticipated costs for engineering consultants
and surveying. Other Professional Services was up $57,500 with increases for geotechnical
services, the addition of the DRCOG local match, and the increase for Roadway Profilograph.
Vehicle Expense increased $37,204 based on 2020 fuel and repairs and increased depreciation
costs. Infrastructure Projects increased $427,127 based on Capital Improvement projects.
Grants and Donations increased $6,175,706 for IGA's with Pierce ($351,261), Greeley for the CR
35 Improvements ($1,800,000), 59th Avenue roundabout ($1,669,565), SH 52 and WCR 37
intersection ($1,994,880), and Boulder County for the CR 1/20.5 Intersection project ($360,000).
Capital is down $4,000 due to a reduction in anticipated Machinery and Equipment needed for
the materials lab. Chargebacks to Planning and Oil and Gas Energy are down $487,119.
264
GENERAL ENGINEERING
(CONTINUED)
1000-31100
FINANCE/ADMINISTRATION RECOMMENDATION: On August 3, 2021, the Board approved
the reorganization of the development review and permitting process in Planning, Oil and Gas
Energy, and Engineering. In the final budget 10 FTE will be moved from Engineering to Planning
reducing salary and benefits in Engineering by ($834,103) and the offsetting charge back amounts
to Planning and Oil and Gas Energy were reduced accordingly. Engineering will still chargeback
$240,578 to Planning. The County Engineering section within Engineering was also reorganized
to have the County Engineer report directly to the Director of Public Works, instead of the Deputy
Director.
BOARD ACTION: The final budget includes updates to move staff to Planning and operating
expenses to Planning and Building Inspections. All changes approved as recommended. Due to
roll over of 2021 projects into 2022, the General Fund's fund balance is up $2,700,000 at the end
of 2021. The infrastructure and grant accounts were adjusted accordingly in the final budget.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed 16 10
Number of construction projects completed 4 4
Number of land use case reviews 930 800
Access Permit 775 800
Right -of -Way Permits 847 750
Efficiency Measures
7
6
850
900
900
FTE's per 10,000/capita 1.175 1.152 0.838
Per capita cost $45.30 $44.41 $52.10
*Numbers do not include flood projects.
265
GENERAL ENGINEERING
(CONTINUED)
1000-31100
Goal TPW8: Development, design, inspection, testing, planning, and review of all phases of County
road and bridge engineering services for both in-house and contracted projects.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW8-1:
Develop accurate
Capital
Improvement Plans
Plans will not require changes
after project goes to construction
95% of the time
100%
100%
100%
TPW8-2:
Perform accurate
construction testing
Construction tests will not
require repeat tests or re-
calculations 95% of the time
100%
100%
100%
TPW8-3:
Present accurate
improvement
agreements
Improvement agreements will be
error free when presented to the
BOCC 98% of the time
100%
100%
100%
266
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FACILITIES
BUDGET UNIT TITLE AND NUMBER: Missile Site Park -- 1000-50100
DEPARTMENT DESCRIPTION: Maintains Missile Site Park which includes camp grounds and
related equipment, as well as the missile silo and archive storage areas. Also provides security
for the park.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 1,967
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
1,560
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,527
$
0
$
0
$
0
Revenue
3,215
0
0
0
Net County Cost
$ 312
$
0
$
0
$
0
Budget Positions
1
0.0
0.0
0.0
SUMMARY OF CHANGES: Based on a work session on January 27, 2020, the FTE and
expenses under this budget unit will be absorbed into the Building and Grounds budget under
budget unit 17200 starting in 2021. No 2022 budget, but budget unit kept in budget book to close
out the history of the budget unit. This will be last year it appears.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of visitors
Work Outputs
FTE's per 10,000/capita
Per capita cost (county support)
600 0 0
0.030
$0.00
0.000 0.000
$0.00 $0.00
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and
Grounds Budget Unit (1000-17200).
267
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Parks and Trails - - 1000-50200
DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and future
park projects. The Poudre River Trail maintenance agreement is per the IGA approved by the
County Commissioners November 3, 2021.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
195,909
239,000
239,000
253,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 195,909
$ 239,000
$ 239,000
$ 253,000
Revenue
0
0
0
0
Net County Cost
$ 195,909
$ 239,000
$ 239,000
$ 253,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The budget includes a total of $229,000 to the Poudre River Trail
Corridor Board. Of this amount, $29,000 covers one-third of the annual maintenance and
operating costs. $200,000 is combined with contributions from Windsor and Greeley to leverage
for grant dollars for planned trail improvements, protection and repairs. Beginning in 2020, the
Poudre River Trail Board began requesting funding of $200,000 annually of each participant
governments to repair the trail in accordance with the 2019 engineering plan developed. In
accordance with the engineering plan, $200,000 is included in the 2022 budget for repairs.
The Great Western Trail Authority is requesting $10,000 for ongoing trail maintenance and
operations covering 6.5 miles between Eaton and Windsor in unincorporated Weld County. The
towns of Eaton, Severance and Windsor are also contributing $10,000 each annually, for a total
of $40,000 for the maintenance and operations of the eleven miles of trail.
FINANCE/ADMINISTRATION RECOMMENDATION: The Poudre River Trail submitted a late
request in August to increase their proposed budget by $14,000 to $243,000. This is a policy
issue for the board.
BOARD ACTION: The increase was approved by the board as recommended. The new Poudre
River Trail maintenance agreement is per the IGA approved by the County Commissioners
November 1, 2021.
268
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GREELEY-WELD COUNTY AIRPORT
BUDGET UNIT TITLE AND NUMBER: Airport Transfer - - 1000-56100
DEPARTMENT DESCRIPTION: County support for capital improvements to the Greeley - Weld
County Airport.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$
0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$
0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Airport Board has adopted the policy that they will be self-
sufficient and will no longer request funding for local grant matches for capital FAA projects.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
269
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES
BUDGET UNIT TITLE AND NUMBER: Senior Programs - - 1000-56110
DEPARTMENT DESCRIPTION: Weld County's financial support to the twenty senior centers
throughout the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
40,000
40,000
40,000
40,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 40,000
$ 40,000
$ 40,000
$ 40,000
Revenue
0
0
0
0
Net County Cost
$ 40,000
$ 40,000
$ 40,000
$ 40,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Recommended budget of $40,000 is the same as 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
270
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT
BUDGET UNIT TITLE AND NUMBER: Waste Water Management - - 1000-56120
DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality
Planning Association for waste water management.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
8,215
10,000
10,000
10,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 8,215
$ 10,000
$ 10,000
$ 10,000
Revenue
0
0
0
0
Net County Cost
$ 8,215
$ 10,000
$ 10,000
$ 10,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This budget is the same as 2021 for the North Front Range Water
Quality Planning Organization (NFRWQPO) ($10,000).
Membership for the Little Dry Creek Watershed Group ($6,000) is included in the Budget Unit
account 1000-31100-6340 budget, since it involves drainage issues and not water quality.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
271
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED
BUDGET UNIT TITLE AND NUMBER: Envision - - 1000-56130
DEPARTMENT DESCRIPTION: Weld County's financial support of Envision, formerly
Centennial Development Services, Inc., which provides services for the developmentally disabled
citizens of the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
38,225
38,225
38,225
38,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 38,225
$ 38,225
$ 38,225
$ 38,225
Revenue
0
0
0
0
Net County Cost
$ 38,225
$ 38,225
$ 38,225
$ 38,225
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Envision is requesting $38,225, which is the same as 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
272
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health - - 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Range Behavioral
Health which provides extensive mental health services to citizens in Weld County. In addition,
this budget funds client treatments in Weld County Adult Treatment Court.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
230,768
291,000
291,000
291,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 230,768
$ 291,000
$ 291,000
$ 291,000
Revenue
0
0
0
0
Net County Cost
$ 230,768
$ 291,000
$ 291,000
$ 291,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: North Range Behavioral Health is requesting $191,000, which is the
same amount as 2021. $121,000 is for the base mental health programs, $50,000 for the
Frederick expansion of mental health services, and $20,000 for the Suicide Education and
Support Services (SESS) program.
$100,000 is included for the Weld County Adult Treatment Court program to treat clients in with
alcohol, drug and other substance abuse issues. In 2016, the county and courts developed an
ongoing MOU for this arrangement.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
273
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER
BUDGET UNIT TITLE AND NUMBER: A Kid's Place - - 1000-56150
DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to young
victims of child abuse and non -offending family members.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Contra Account
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This program is now funded in the Social Services budget under
Child Welfare, since the usage justifies Social Services paying 100%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continuing to fund this
program in the Social Services budget under Child Welfare in 2022, since the usage justifies
Social Services paying 100%.
BOARD ACTION: Approved as recommended.
274
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retirement Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: Central budget unit for the transfer of administrative costs for
Weld County Retirement Plan.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$
0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$
0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This unit is for the transfer to the Weld County Retirement Plan Fund
for the administrative costs of the program. With the underfunding of the Weld County Retirement
Plan the Board decided to reimburse the Retirement Fund for the administrative costs of the plan.
The administrative costs include the investment fees and other administrative costs. Annually the
costs are approximately $1,000,000. The County stopped paying the fees in the 1980's. From
2011-2015 the General Funds made substantial contributions to repay the Retirement Fund for
the past administrative costs. As of December 31, 2015, the Weld County Retirement Plan was
fully funded under the new accounting rules of GASB 67 and 68. The level of funding for this
purpose can be reduced in years where the property tax revenues from oil and gas fluctuate
downward and when the retirement fund is fully funded. Due the retirement plan being totally
funded no contribution is required in the 2022 budget.
The investment rate assumption will be 5.90% as of December 31, 2021. The 5.90% rate is much
more realistic based upon projected investment returns for the Plan.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
275
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Human Services Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program
(Human Services Budget).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
12,351
12,351
12,351
12,351
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Revenue
0
0
0
0
Net County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The transfer to the Human Services Fund of $12,351 is for the Area
Agency on Aging Administration match.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
Fund.
276
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
8,022,131
5,708,281
5,680,275
5,680,275
Capital
0
0
0
0
Gross County Cost
$ 8,022,131
$ 5,708,281
$ 5,680,275
$ 5,680,275
Revenue
0
0
0
0
Net County Cost
$ 8,022,131
$ 5,708,281
$ 5,680,275
$ 5,680,275
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: See Health Fund for details.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund.
277
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Economic Development - - 1000-60200
DEPARTMENT DESCRIPTION: General Fund Department used to fund the County's economic
development program through the Upstate Colorado Economic Development (Upstate Colorado),
a public/private non-profit organization. Starting in 2009, the County began contributing to the
East Colorado Small Business Development Center (SBDC), in addition to Upstate Colorado
Economic Development.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$
0
Supplies
0
0
0
0
Purchased Services
148,750
0
0
0
Gross County Cost
$ 148,750
$ 0
$ 0
$
0
Revenue
279
0
0
0
Net County Cost
$ 148,471
$ 0
$ 0
$
0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: East Colorado Small Business Development Center (SBDC) has
requested $80,000, an increase from 2021 of $15,000 due to hiring two new consultants to serve
Weld County. Upstate Colorado requested $150,000, same as 2020 and 2021. Upstate wishes
to continue the additional $50,000 for the succession programing started in 2019 for 3-5 years.
The additional amount above the base funding level of $100,000 will assist in staffing overlap.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval the SBDC funding
of $65,000 to remain consistent with prior year funding levels from the Economic Development
Trust Fund. Recommend approval of the base funding for Upstate for $100,000, and $50,000 for
succession planning come out of the Economic Development Trust again in 2022. The Economic
Development Trust Fund is well funded with over $16 million uncommitted and can absorb this
cost.
BOARD ACTION: Approved as recommended. Board only approved funding the SBDC at the
$65,000 level.
GOALSIDESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
278
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Building Rents - - 1000-60300
DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase
contracts for county buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget reflects the County's debt service on any long-term debt
and/or lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP), as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
279
LEASE -PURCHASE AGREEMENTS
The following supplemental data regarding lease -purchase agreements involving real property
is required under Section 29-1-104(2)(d), C.R.S., 1973:
A. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease -purchase agreements
involving real property
B. The total maximum payment liability of the
local government under all lease -purchase
agreements involving real property over the
entire terms of such agreements, including
all optional renewal terms
C. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease -purchase agreements other
than those involving real property
D. The total maximum payment liability of the
local government under all lease -purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal
$ -0-
$ -0-
$ -0-
$ -0-
280
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Non -Departmental - - 1000-90100
DEPARTMENT DESCRIPTION: Central budget unit containing county -wide costs that are not
allocated to program budgets, e.g. training, audit fees, membership, professional contracts, etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
184,294
68,000
68,000
68,000
Purchased Services
666,209
790,750
775,750
775,750
Fixed Charges
106,630
60,000
75,000
75,000
Capital
7,784
0
0
0
Gross County Cost
$ 964,917
$ 918,750
$ 918,750
$ 918,750
Revenue
123,084,392
118,910,002
129,486,110
130,875,540
Net County Cost
$- 122,119,475
$- 117,991,252
$- 128,567,360
$- 129,956,790
SUMMARY OF CHANGES: There is no change to the expense side of this budget. Supplies are
unchanged. Purchased Services are down $15,000 with an adjustment for historical expenditure
patterns among accounts. Fixed Charges for costs miscellaneous expenses are up $15,000.
Revenues are up $11,965,538 from the current year. Property taxes are budgeted at
$109,869,581 up $2,348,428. Revenue from interest earnings is at $4,000,000 for 2022. Rents
from Buildings total $490,072 from Social Services ($166,234), Grainery farm lease ($20,400),
and Community Corrections Building ($303,438). Recovery of indirect costs is $5,331,908
and revenues from Urban Renewal Authorities (URA) are budgeted at $1,283,179. American
Rescue Act grant funds total $9,600,000. Tobacco tax is $160,000. Other smaller
revenues are stable with little change. Total revenues are $130,875,540.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended with the adjustment in the property tax amount
with the final assessed valuation.
281
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS
BUDGET UNIT TITLE AND NUMBER: Community Agency Grants -- 1000-90150
DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that
do not fit under a specific county program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
40,000
15,000
90,000
15,000
Gross County Cost
$ 40,000
$ 15,000
$ 90,000
$ 15,000
Revenue
0
0
0
0
Net County Cost
$ 40,000
$ 15,000
$ 90,000
$ 15,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Funding is included for the following community agencies:
AGENCY PRIOR YEAR
Reading Great by 8 $ 10,000
211 Information and Referral 0
RSVP 0
Weld's Way Home 5,000
Total $ 15,000
REQUEST
$ 10,000
50,000
5,000
25,000
$ 90,000
RECOMMEND
$ 10,000
0
0
5,000
$ 15,000
FINAL
$ 10,000
0
0
5,000
$ 15,000
FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community
agencies with requests that do not fit under a specific program. The following is the
recommendation for each agency:
Reading Great by 8 (formerly Promises for Children). The Board, in May 2004, made a
commitment to fund this program along with other partners in the community. A request
for $10,000 was made. Recommend approval. Approved as recommended.
211 Information and Referral program has requested $50,000 for the 211 information
and referral system operated by United Way. Weld provided $75,000 of CARES funding
in 2020, with the expectation that no funding would be given in 2021 through 2023. The
recommendation is no funding be provided for these three years. Approved as
recommended with no funding in 2022.
RSVP is an assistance program for seniors and works with the Department of Human
Services to provide a needs assessment for specific households, and then works to
provide what is needed to allow adults to remain in their homes. The program was funded
once by the commissioners a few years back. The recommendation is to ask them to go
through the AAA program in Human Services for direct funding. This is a policy issue for
the board. Board approved no funding for this program in the final budget.
282
COMMUNITY AGENCY GRANTS
(CONTINUED)
7000-90750
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
Weld's Way Home has requested $25,000 for 2022. In 2021, the county funded $5,000.
The funding would be for the Weld's Way Home (WWH) effort, which is a long-term
countywide strategic plan to address homelessness and housing instability. WWH does
not intend to offer direct services; instead they aim to support and expand the capacity of
the expert service provider already addressing this challenge in Weld County. Increased
funding is a policy issue for the Board. Board only approved $5,000 for this program in the
final budget.
Homeless Shelters have not been funded in the past by General Fund dollars. Catholic
Charities, A Woman's Place, and Greeley Transitional House did not request General
Fund monies for 2022. Human Services has been doing a $20,000 program with a voucher
process through CSBG for the shelters. If the homeless shelters are funded it should be
by a Human Services allocation of CSBG dollars as vouchers to clients or other Human
Services program funds. Recommend no General Fund funding. Human Services may
fund with CSBG funds, if funds are available. Approved as recommended.
BOARD ACTION: See notes for each agency regarding funding in italics.
283
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TREASURER
BUDGET UNIT TITLE AND NUMBER: Weld County Bright Futures - 1000-90160
DEPARTMENT DESCRIPTION: This budget unit administers the Weld County Bright Futures
Program and the donations and tax credits that support it. The program offers student grants from
donations to eligible Weld County high school graduates, students earning GEDs and veterans
pursuing post high school education or training. Under SB 15-82 the County is authorized to allow
the use of county property tax incentive payments or credits to taxpayers contributing to the
program for workforce development.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 43,667
$ 0
$ 0
$ 0
Supplies
13,834
0
0
0
Purchased Services
32,238
242,140
324,183
275,763
Fixed Charges
6,336
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 96,075
$ 242,140
$ 324,183
$ 275,763
Revenue
0
0
0
0
Net County Cost
$ 96,075
$ 242,140
$ 324,183
$ 275,763
Budgeted Positions
2
0
0
0
SUMMARY OF CHANGES: The 2022 request includes a request to cover 50% of a new
Education Program Officer ($48,460), Administrative Overhead ($25,417) and $25,000 for
additional IT expenses from the new providers. There is also a $4,500 increase requested for
Advertising, and $2,000 increase for miscellaneous, contingent expenses. The requested budget
also includes a decrease in $8,000 for the Americorp Vista Program Fee that is no longer available
to the organization.
FINANCE/ADMINISTRATION RECOMMENDATION: Funding of 50% of the Education Program
Officer ($48,460) is not recommended. This appears to be a function the Weld Trust should be
paying entirely for and not asking Bright Futures to pay 50%, since the education component is
key part of the mission of the Weld Trust. The funding of the Education Program officer and other
increase over the 2021 base ($33,000) are all a policy issue for the Board.
BOARD ACTION: Approved as recommended with no increased funding to cover 50% of a new
Education Program Officer ($48,460).
284
BRIGHT FUTURES
(CONTINUED)
1000-90160
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Students in Program 1,222 1,071 1,300
Investments $1.99M $2.14M $2.60M
Efficiency Measures
FTE's per 10,000/capita 0.060 0.000 0.000
Per capita administrative expenditure $0.29 $0.72 $0.79
Per capita student grant expenditure $7.80 $7.01 $7.51
285
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICES
BUDGET UNIT TITLE AND NUMBER: Extension - - 1000-96100
DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research -based
education for agricultural, environmental, and consumer issues.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 389,497
$ 411,050
$ 416,252
$ 419,755
Supplies
4,515
8,300
8,300
8,300
Purchased Services
21,296
39,700
69,700
39,700
Fixed Charges
1,478
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 416,786
$ 459,050
$ 494,252
$ 467,755
Revenue
0
0
0
0
Net County Cost
$ 416,786
$ 459,050
$ 494,252
$ 467,755
Budgeted Positions
12.375
12.375
12.375
12.375
SUMMARY OF CHANGES: Personnel increased by $5,202 to account for cost of living increases
for staff paid in partnership with the State of Colorado.
The Extension Office's 4-H Program is requesting an increase of $30,000 under Purchased
Services to support the 4-H Outreach Coordinator position. For the last two years, half of this
position's salary has been covered by the Weld County 4-H Foundation endowment, with the
other half being funded by grants. Grants were not awarded for 2022. This position would assist
in creating a new endowment committee and begin a fundraising campaign to cover this position's
salary in the future. The request would be a three-year, decreasing request, with $30,000 in 2022,
$20,000 in 2023 and $10,000 in 2024. The $30,000 is more than previously requested for this
program, but it is an investment in the youth of Weld County, with this program focusing on
creating a positive effect in their lives.
Final budget adjustments include an increase in salaries of $3,503.
FINANCE/ADMINISTRATION RECOMMENDATION: While the 4-H program is valued, Weld
County has a policy of not funding youth programs that are typically supported by grants or non-
profit programs. The $30,000 is not recommended, and a policy issue for the board. Recommend
approval of the remaining request.
BOARD ACTION: Approved as recommended, with assistance from the board offered for
fundraising efforts to cover the 4-H Outreach Coordinator position, but no county funding.
286
EXTENSION SERVICES
(CONTINUED)
1000-96100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
4-H enrollment 1,000 1,000 1,000
4-H outreach 6,000 8,000 8,000
Master Gardener contacts 3,000 3,000 3,000
Master Gardener Volunteer Hours 2,750 3,000 3,000
Master Food Safety Advisors Volunteer Hours 200 200 200
Family & Consumer Science Outreach 1,500 1,000 1,500
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.373 .366 .358
$1.26
$1.36 $1.35
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: This Budget Unit's goals
and objectives are part of a separate CSU Extension's published document available through
Colorado State University.
287
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: County Fair - - 1000-96200
DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual County Fair.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 71,122
$ 69,285
$ 69,285
$ 79,768
Supplies
0
20,000
20,000
20,000
Purchased Services
132,462
68,995
68,995
68,995
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 203,584
$ 158,280
$ 158,280
$ 168,763
Revenue
0
0
0
0
Net County Cost
$ 203,584
$ 158,280
$ 158,280
$ 168,763
Budgeted Positions
1.25
1.25
1.25
1.25
SUMMARY OF CHANGES: No changes requested for the 2022 Weld County Fair budget. The
Fair Coordinator and Fair Board members work to raise contributions for in -kind and cash
donations to support the fair. The $68,995 in Purchased Services expenses represents only a
portion of the actual expenses. Donations for the fair represent an additional $125,000 annually.
Final budget adjustments include an increase in salaries of $10,483.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
288
COUNTY FAIR
(CONTINUED)
1000-96200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered
3,676 5,000 5,000
Exhibitors registered 687 1,500 1,500
Attendees 2,000 45,000 45,000
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.038 .037 .037
$0.61 $0.47 $0.49
289
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FACILITIES
BUDGET UNIT TITLE AND NUMBER: Veterans Services - - 1000-96400
DEPARTMENT DESCRIPTION: Provides all types of services to veterans of Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 248,551
$ 240,708
$ 144,700
$ 174,267
Supplies
705
3,500
3,500
3,500
Purchased Services
7,670
15,850
13,350
12,898
Gross County Cost
$ 256,926
$ 260,058
$ 161,550
$ 190,665
Revenue
29,400
29,400
29,400
28,560
Net County Cost
$ 227,526
$ 230,658
$ 132,150
$ 162,105
Budgeted Positions
3.0
3.0
2.0
2.0
SUMMARY OF CHANGES: Due to the downturn of clients seeking assistance, personnel
services are reduced by $96,008 and 1.0 FTE. The reduction is made through attrition where the
position was not backfilled because of the decreased demand for services and is requested to be
eliminated in the sunset review process. Purchased Services are reduced by $2,500 for the
reduction of staff not attending the annual certification training.
Final budget adjustments include an increase in salaries of $29,567.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: The final revenue was reduced by $840 in anticipation of a reduction of grant
revenue. Purchased Services decreased by $452 as a reduction in software licenses. All other
changes approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active files
Office visits
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support
5,405
1,249
0.090
$0.69
4,950 5,500
2,100 1,600
0.089 0.058
$0.68 $0.47
290
VETERANS SERVICES
(CONTINUED)
1000-96400
Goal VS1: Perform as advocate for Veterans and dependents seeking Service Connected
Disability Compensation and Non -Service Pension claims
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Obtain the
appropriate claim
outcome for the
veterans
documented
conditions
Ensure accurate submission of
claim applications that include
proper supporting documents
100%
100%
100%
Goal VS2: Assist veterans and dependents enroll in Veterans Administration health care
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVEIKEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Register eligible
veterans in the
VA health care
system
Accurately complete appropriate
VA health care applications
along with supporting
credentials
100%
100%
100%
Goal VS3: Provide education assistance and burial and survivor benefits for veterans
and dependents services
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVEIKEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Veteran and/or
dependents
received
education, burial
and survivor
benefits they are
entitled
Obtain and submit appropriate
credentials to support
entitlement applications
100%
100%
100%
291
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Island Grove Building - - 1000-96500
DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building
(Event Center).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
158,091
173,403
153,701
153,701
Capital
62,703
0
0
0
Gross County Cost
$ 220,794
$ 173,403
$ 153,701
$ 153,701
Revenue
0
0
0
0
Net County Cost
$ 220,794
$ 173,403
$ 153,701
$ 153,701
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Event Center's proposed budget for 2022 is $498,402. Revenue
from rents and facility use fees for 2022 is estimated to be $191,000. The County payment for
the Event Center is proposed to be $153,701, which is down $19,702 or 11.4%, Historically, when
the final costs are reconciled with the City of Greeley at the end of the year, the amount paid by
the county is less than budgeted.
The City of Greeley will also contribute $153,701 for 2022, per the intergovernmental agreement
between Weld County and the City of Greeley for the operation of the facility.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
292
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Asset and Resource Management - - 1000-96600
DEPARTMENT DESCRIPTION: Funds costs associated with the management of county
property assets and leases.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
3,892,778
3,726,500
4,207,017
4,207,017
Fixed Charges
760,660
820,432
458,274
458,274
Capital
0
0
0
0
Gross County Cost
$ 4,653,438
$ 4,546,932
$ 4,665,291
$ 4,665,291
Revenue
0
0
0
0
Net County Cost
$ 4,653,438
$ 4,546,932
$ 4,665,291
$ 4,665,291
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: This budget consolidates the funding of costs associated with the
management of county property assets and leases. $60,000 for engineering for water rights on
gravel pits, and $38,385 for water right assessments owned by the county. $419,889 is funded
for the leases of county assets. $4,147,017 is funded for depreciation of county assets.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
293
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY
BUDGET UNIT TITLE AND NUMBER: Contingency - - 1000-99999
DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In the
proposed budget, this includes appropriations for points of issue.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
FINAL
NEXT FY
Personnel Services
$ 0
$ 0
$ 4,609,626
$
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
$ 4,609,626
$
0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 4,609,626
$
0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: 2022 salary increases are a policy issue for the Board. There is a
recommended 4% cost -of -living included in the 2022 budget and funds for step increases due to
employees in 2022. In addition, there are funds to make salary pay grade adjustments for a
number of clerical positions due to salary survey data supporting the increases.
Budget reflects no change in health insurance costs. This means that over the last eight years
health insurance costs are down 11.8%. There are no other benefit changes.
The cost for all salary adjustments for 2022 is $4,609,626 with $465,206 of that amount
attributed to the clerical pay grade adjustments.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION: The salary adjustments were approved as recommended and distributed
throughout the General Fund.
294
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