HomeMy WebLinkAbout20202830.tiffPUBLIC WORKS
Revenue Changes
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$80,000,000
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2021 Revenue
Total $147,087,500 (2020 $112,540,797)
Fund Balance
$86,250,000
59%
Severance Tax
$1,500,000
1%
Licenses/Permits
$500,000
0%
Other Taxes
$11,300,000
8%
Federal/State
$3,030,000
Transfer Solid Waste
$1,787,500
1%
Miscellaneous
$11,950,000
Highway Users Fee 8%
$10,770,000
Property Taxes 7%
$20,000,000
14%
295
2020-2830
c 0073
PUBLIC WORKS
2021 EXPENDITURES
Total $68,991,268 (2020 $65,348,108)
Bridge Construction
$7.014.045 10%
Municipalities
$3,230,000 5%
Pavement
Mangement
$8,721.547 13%
$30.000.000
$25.000.000
$20,000.000
$15.000.000 $10.000.000
$5.000.000
$0 -,—
Public Works Pavement Municipalities Bridge Gravel Road Maintenance Trucking Mining Adminstraton
Mangement Construction Management Support
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Management
$8,363,435 12%
Public Works
$25.621.375 37%
Maintenance Support
$2.645,298 4%
Trucking $5,872.364
8%
Mining $6,123,557
9%
Adminstration
$1.399.647 2%
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296
SEVEN YEAR TREND
Public Works
$120
$100
$80
2
$40
$20
2015 2016 2017 2018 2019 2020 2021
PUBLIC WORKS FUND SUMMARY
The Public Works Fund records all costs related to Weld County road and bridge construction
and maintenance. This fund is also utilized for allocation of monies to cities and towns for use in
their road and street activities. The resources for 2021 total $147,087,500 which includes a fund
balance of $86,250,000, in addition to the revenue shown in the budget. Property tax is set at
$20,000,000, down $4,000,000 from 2020. Specific Ownership tax is estimated to be the same at
$11,300,000. Total HUTF will be $10,770,000, down $230,000 from 2020. Permit revenues are
budgeted at $500,000, down $125,000. Motor vehicle registration fees are $350,000, down
$20,000 from 2020, and grazing fees are $300,000, down $200,000. Oil and gas revenues are
$6,650,000, down $2,850,000 due to the reduction in drilling from the regulatory climate in
Colorado as well as the economic downturn resulting from COVID-19. There is $1,787,500 from
Solid Waste Fund for paving of impacted roads at $1,000,000 and the County's proportional share
of the 18th/Market Street paving project at $787,500.
Federal mineral lease revenues are $1,000,000 due to the creation of the Weld County Federal
Mineral Lease District. The federal mineral lease revenue will flow through the district and then
Public Works will apply to the district for funding of projects. In 2021, the district is funding
$1,000,000 in oil and gas haul route projects. PILT is budgeted at $80,000 with no change from
last year.
Other revenues from project reimbursements total $4,300,000 from the Transportation Impact
Fees. Revenue from the Energy Impact Assistance grants decreased by half and totals
$1,200,000. There is a State grant for Bridge 19/46.5A for $500,000 and $600,000 in HISP funds
for the traffic signal at CR 47. Severance tax is $1,500,000, and in accordance with policy adopted
by the Board of County Commissioners in 2010, the severance tax revenue is budgeted at a five-
year leveling average due to the fluctuations of the revenue created by the price and production
levels of oil and gas commodities.
The budgeted appropriations for Public Works in 2021 total $68,991,268 and are up $3,642,160
primarily due to larger design and construction projects funded in 2021. Municipal share back is
funded at $3,230,000. With the economic downturn and record high unemployment resulting from
COVID-19, there is no cost of living adjustment recommended for 2021, and salaries will be
adjusted down $35,992 to correct an overestimated amount budgeted for insurance expenses
from 2020.
Other Public Works budget unit is budgeted at $25,621,375 based on the Capital Improvement
Plan (CIP). This is a total increase of $3,176,398 from 2020. Personnel decreased $226,502 due
to; $140,230 for a decrease of seasonal staff by four in relation to the two new FTE added to the
Gravel Road (Org 32200) division, Overtime decreased $74,295, and benefits decrease $11,977.
Purchased Services increased $3,402,900 overall. Utilities increased $5,472 to cover the
electricity of a traffic signal, sixteen new streetlights at the County Road 54 and 17 roundabout,
and the eleven Weather Stations. Contract Payments increased $7,139,236 due to the cost of the
construction of intersection WCR41/66 ($3,000,000) and connector WCR80/37 ($3,777,836) but
is offset by a decrease of $3,741,808 due to the changes in road projects for the year.
Under Other Public Works, Strategic Roads was renamed Infrastructure Projects and for 2021
includes; 'O' Street/35th Avenue Roundabout Construction at $4,280,669; CR 66/41 Intersection
Construction with 2021 costs of $2,200,000; Hokestra Trail Construction cost of $80,000; CR
33/74 Roundabout Joint Project with CDOT, CMAQ, and Town of Eaton for Right -of -Way and
Utilities Relocation at a cost of $750,000; CR 47/State Highway 392 Traffic Signal Construction -
joint project with CDOT at a cost of $600,000; and the County's proportional share of the 18th
Street/Market Street Intersection Improvement Project at a cost of $787,500 (the Solid Waste
298
Fund will cover this cost as this project is needed due to the haul route of a nearby solid waste
facility). $3,000,000 is budgeted for the Haul Route Program (HARP) and $200,000 for the
maintenance of the County Highway. Fixed Charges saw no change. Grants and Donations
stayed at $600,000 for costs related to the construction of Bridge 19/46.5A, which is a project in
conjunction with CDOT.
The other significant changes for 2021 in the Public Works Fund include increases in the Bridge
Construction and Maintenance Support units. Supplies increased overall by $251,499 in Bridge
Construction for the cost of supplies, and Contract Payments increased by $140,000 due to the
addition of Dewatering/Watering Filtration services required by Water Discharge Permits for short-
term projects. Vehicle Expense increased $39,125 to adjust for gallons of fuel as well. For
Maintenance Support, Road Construction Supplies were up $304,800 for increased quantities
and costs of snow removal materials due to County Road 49 operations, and Cost of Goods Sold
increased $16,500 due to an increase in prices and quantities of striping paint.
While the growth in the County's assessed value and economic stimulus of the energy industry in
Weld County has been positive in recent years, the downside is the County has had to add
significant resources to the Public Works budget to accommodate heavy hauling traffic, address
safety issues, and improve roads impacted by the oil and gas industry's heavy hauling on county
roads due to new exploration and population growth. A five-year Public Works Capital
Improvement Plan will continue to be updated annually and will ensure a fair and reasonable
determination of project priorities in accordance with the County's overall transportation needs,
especially in dealing with the impact of energy development and population growth in the County.
As oil and gas prices and production stabilizes, looking forward to 2021 and beyond, the amount
spent on capital projects should also be stable.
The 2021 Public Works Capital Improvements Plan is available on the County web site at
http://www.co.weld.co.us/departments/public works/index.html.
299
CONCERNING LOCAL
ACCOUNTABILITY
FOR MONEY USED
FOR HIGHWAY PURPOSES
In accordance with Section 29-1-110, C.R.S., 1973, at a public hearing on the budget, Weld
County must discuss the proposed use of its allocation of highway users tax fund monies and the
County Public Works Fund and provide an opportunity for any elector to be heard on the
expenditure of such monies for the current year and for the fiscal year governed by the proposed
budget.
The proposed use of the 2021 allocation of highway user tax fund monies and county road and
bridge fund are as follows:
Gravel Road Management
Maintenance Support
TOTAL
$ 8,363,435
2,406,565
$ 10,770,000
300
CONSTRUCTION BIDDING FOR
STATE -FUNDED LOCAL PROJECTS
In accordance with Sections 29-1-701 through 707, C.R.S., as amended, cities or counties of
30,000 persons or more are required to bid projects over $150,000. Local governments are
required to bid competitively among private contractors for projects using Highway Users Tax
Fund money (state funded projects) and are prohibited from dividing projects into two or more
projects to evade provisions of the act.
"State -funded public project" means any construction, alteration, repair, demolition, or
improvement by any agency of local government of any land, structure, facility, road, highway,
bridge, or other public improvement suitable for and intended for use in the promotion of the public
health, welfare, or safety and any defined maintenance project which is funded in whole, or in
part, from the highway users tax fund and which may be reasonably expected to exceed $150,000
in the aggregate for any fiscal year.
"Defined maintenance project" means any project that involves a significant reconstruction,
alteration, or improvement of any existing road, highway, bridge, structure, facility, or other public
improvement, including, but not limited to, repairing or seal coating of roads or highways or major
internal or external reconstruction or alteration of existing structures. "Defined maintenance
project" does not include routine maintenance activities such as snow removal, minor surface
repair of roads or highways, cleaning of ditches, regrading of unsurfaced roads, repainting,
replacement of floor coverings, or minor reconstruction or alteration of existing structures.
Based upon the above definitions, Weld County's Public Works 2020 budget would be allocated
as follows by the above categories:
TOTAL HUTF STATE LOCAL/OTHER
Road and Bridge Construction $ 7,014,045 $ 0 $ 7,014,045
Gravel Road Management 8,363,435 8,363,435 0
Maintenance Support 2,645,298 2,406,565 238,733
Trucking 5,872,364 0 5,872,364
Mining 6,123,557 0 6,123,557
Administration 1,399,647 0 1,399,647
Pavement Management 8,721,547 0 8,721,547
Municipalities 3,230,000 0 3,230,000
Public Works:
Haul Route Program (HARP) 3,000,000 0 3,000,000
Part-time 1,612,898 0 1,612,898
Contract 21,008,477 0 21,008,477
TOTAL $68,991,268 $ 10,770,000 $58,221,268
Based upon the above allocation, Weld County is not required to competitively bid any service.
However, it is anticipated that Weld County will bid out $3,100,000 in asphalt purchases and
contracts for overlays and reconstruction, chip and seal of $1,000,000, and $2,899,000 in surface
gravel for a total of $6,999,000 in bid projects for 2021. A major portion of the $21,008,477 may
also be contracted, which raises the potential bid project amount to $28,007,477. Maintenance of
effort requirement was eliminated by the 1994 State Legislature, effective with the 1995 budget;
therefore, it is not demonstrated in this budget document.
301
PUBLIC WORKS
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
2024 2421 2021 2421
Budget Request Recommend Final
TAXES
2000 90100 4112 CURRENT PROPERTY TAXES
2000 90100 4130 SPECIFIC OWNERSHIP TAXES
2000 90100 4140 SEVERANCE TAXES
TOTAL TAXES
PERMITS
2000 90100 4221 PERMITS
INTERGOVERNMENTAL
2044 90100 4316 GRAZING ACT
2044 90100 4318 PAYMENT IN LIEU OF TAXES
2044 90100 4334 HIGHWAY USER
2000 90100 4338 MOTOR VEHICLE REG
2000 90100 4340 GRANTS
TOTAL INTERGOVERNMENTAL
MISCELLANEOUS
2004 90100 4640 OIL AND GAS
2000 90100 4680 OTHER
TOTAL MISCELLANEOUS
TRANSFER
2044 90100 712700 TRANSFER
TOTAL PUBLIC WORKS
24, 000, 000
11,300,000
1,500,000
20,000,000
11,300,000
1,500,000
20,000,000
11,300,000
1,500,000
36,840,400 32,800,004 32,800,004
625,000 500,000 500,000
500,000 300,000 300,000
80,000 80,000 80,000
11,000,000 10,770,000 10,770,000
370,000 350,000 350,000
4,250,000 2,300,000 2,300,000
16,200,000
13,800,000 13,800,000
9,500,000
2,415,797
6,650,000
5,300,000
6,650,000
5,300,000
11,915,797
11,950,000 11,950,000
1,787,504 1,787,504
65,540,797
60,837,504 60,837,504
302
PUBLIC WORKS
SUMMARY OF EXPENDITURES
2021
2020 2021 2021 2021
Fund Org Expenditure Function Budget Request Recommend Final
2000 30100 ADMINISTRATION 1,315,299 1,399,647 1,399,647 0
2000 32100 TRUCKING 5,872,364 5,872,364 5,872,364 0
2000 32200 GRAVEL ROAD MANAGEMENT 8,405,930 8,363,435 8,363,435 0
2000 32300 ROAD AND BRIDGE CONSTRUCTION 6,583,321 7,014,045 7,014,045 0
2000 32400 MAINTENANCE SUPPORT 2,404,630 2,645,298 2,645,298 0
2000 32500 OTHER PUBLIC WORKS 22,444,977 25,621,375 25,621,375 0
2000 32600 MINING 6,118,631 6,123,557 6,123,557 0
2000 32700 PAVEMENT MANAGEMENT 8,339,501 8,721,547 8,721,547 0
2000 56200 CITIES AND TOWNS 3,863,455 3,230,000 3,230,000 0
TOTAL PUBLIC WORKS 65,348,108 68,991,268 68,991,268 0
303
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2000
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 13,335,460
$ 16,294,816
$ 16,296,346
$ 16,296,346
Supplies
9,352,550
15,864,494
16,806,150
16,806,150
Purchased Services
41,853,354
32,518,798
35,218,772
35,218,772
Fixed Charges
3,002,823
645,000
670,000
670,000
Contra Expense
-500,000
0
0
0
Capital
29,360
25,000
0
0
Gross County Cost
$ 67,073,547
$ 65,348,108
$ 68,991,268
$ 68,991,268
Revenue/Fund Bal.
50,593,166
41,348,108
48,991,268
48,991,268
Net County Cost
$ 16,480,381
$ 24,000,000
$ 20,000,000
$ 20,000,000
Budgeted Positions
161
165
167
167
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
304
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100
DEPARTMENT DESCRIPTION: Directs the activities of Public Works, as necessary; coordinates
complaints; and maintains cost accounting records on projects.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 936,273
$ 967,804
$ 1,055,057
$ 1,055,057
Supplies
107,327
140,000
129,321
129,321
Purchased Services
198,394
207,495
215,269
215,269
Fixed Charges
-2,190
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,239,804
$ 1,315,299
$ 1,399,647
1,399,647
Revenue
0
0
0
0
Net County Cost
$ 1,239,804
$ 1,315,299
$ 1,399,647
$ 1,399,647
Budgeted Positions
9
9
10
10
SUMMARY OF CHANGES: Administration budget request reflects an increase of $84,348
over last year.
Personnel Services increased by $87,253 for an added Safety Specialist position for the Public
Works department which includes an outerwear reimbursement budget of $250. This position will
ensure staff are utilizing current safety processes, and projects and equipment are operating
safely with an overall goal of reducing accidents.
Supplies decreased $10,679 overall due to Other Operating Supplies decreases in Supply Stock
Room purchases.
Purchased Services increased $7,774. Publications increased $30 to reflect increase in costs,
Other Purchased Services increased $616 to include shredding services. Travel & Meetings
increased to include conference travel expenses for two staff at $1,500 for training on a new
project management software. Training increased $14,000 and includes $12,000 for online
flagger testing and certification, and $2,000 for a Cartegraph conference registration for two staff.
Phones decreased by $2,140. Vehicle Expense also decreased by $2,006 to reflect actual costs.
Repair & Maintenance Equipment was decreased from $4,000 to zero. Repair & Maintenance
Other saw a total decrease of $226 for a reduced scanner maintenance contract.
FINANCE/ADMINISTRATION RECOMMENDATION: The Safety Specialist position will result in
a corresponding decrease of one FTE from Gravel (Org 32200). This was approved by the Board
in a work session on June 8, 2020. Recommend approval.
305
ADMINISTRATION
(CONTINUED)
2000-30100
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Perform administrative duties with less
than 1% error
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
95% 95% 95%
0.278
$3.83
0.270
$3.95
0.292
$4.09
Goal TPW1: Provide effective and efficient administrative and managerial support and supervision
to the Public Works Department.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW1-1:
Accurately
monitor and
report activities
of the
department
Perform duties with less than 1%
errors, 95% of the time
Yes
Yes
Yes
306
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Trucking - - 2000-32100
DEPARTMENT DESCRIPTION: Conducts snow removal operations and provides loading and
transportation of materials and equipment to all job sites, gravel roads, aggregate pits, stockpile
sites, and capital improvement projects with 33 full time employees, 30 assigned truck tractors
and 36 trailers, 4 loaders and 5 dump trucks. This department is responsible for organizing and
supervising the County Community Service Work Program and operational supervision and
management of the trucking contract.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,593,785
$ 2,847,978
$ 2,847,978
$ 2,847,978
Supplies
2,902
27,000
27,000
27,000
Purchased Services
2,253,416
2,997,386
2,997,386
2,997,386
Fixed Charges
-1,095
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,849,008
$ 5,872,364
$ 5,872,364
$ 5,872,364
Revenue
0
0
0
0
Net County Cost
$ 4,849,008
$ 5,872,364
$ 5,872,364
$ 5,872,364
Budgeted Positions
33
33
33
33
SUMMARY OF CHANGES: Trucking budget request has no changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
307
TRUCKING
(CONTINUED)
2000-32100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Tons of Surface Gravel Transported
Tons of All Material Transported
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
416,547
656,892
375,000 375,000
575,000 575,000
1.020 0.991
$14.98 $17.63
0.964
$17.15
Goal TPW2: Perform transportation of materials for maintenance and construction
projects by delivering the quantities required within the time frames requested and by
surpassing past efficiencies.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW2-1:
Operate within
budget limits
95% of the time operate within
established budget guidelines;
emergencies, e.g. except for
weather, etc.
Yes
Yes
Yes
TPW2-2:
Complete
annual gravel
plan
100% of scheduled gravel plan
accomplished annually
90%
90%
90%
TPW2-3:
Respond to
calls for service
within one
working day
98% of service calls responded to
within 24 hours
100%
100%
100%
308
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Gravel Road Management - 2000-32200
DEPARTMENT DESCRIPTION: Fleet of 46 motor graders, 13 water tankers, 9 rollers,
2 reclaimers, 29 grader zones, 20 satellite Public Works facilities, and four fugitive dust/roving
maintenance teams responsible for the upkeep of gravel roads in Weld County (approximately
2,500 miles).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 3,979,292
$ 4,208,824
$ 4,312,298
$ 4,312,298
Supplies
1,473,113
2,243,600
1,981,800
1,981,800
Purchased Services
1,728,135
1,953,506
2,069,337
2,069,337
Fixed Charges
-1,095
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 7,179,445
$ 8,405,930
$ 8,363,435
$ 8,363,435
Revenue
0
0
0
0
Net County Cost
$ 7,179,445
$ 8,405,930
$ 8,363,435
$ 8,363,435
Budgeted Positions
51
51
52
52
SUMMARY OF CHANGES: The Gravel Roads budget has decreased $42,495.
Personnel increased $103,474 for the addition of two FTE: Service Worker II positions with
benefits and outerwear of $250 for a total cost of $163,362, which will be offset by the reduction
of $140,230 for four seasonal positions from Org 32500 for Other Public Works budget. The
Property Accountability Clerk position was moved to Administration and reclassified as a Safety
Specialist at a salary savings in this unit of $59,891 per a Board work session on June 8, 2020.
Supplies decreased $261,800 overall. This is due to a decrease of $260,550 in Other Operating
Supplies to reflect changes in material costs and reductions in quantity. Also, a decrease in
Uniforms & Clothing to reflect historical spending and a reduction of staff for $1,250 savings.
Purchased Services saw an increase of $115,831. Utilities increased $5,000 to account for actual
costs at grader sheds (20) and vehicle Expense increased by $135,831 for an increase in fuel
usage. Other Professional Services saw a $25,000 reduction in costs for actual expenses.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The 2.0 FTE
Service Workers are a policy issue for the Board.
BOARD ACTION:
309
GRAVEL ROAD MANAGEMENT
(CONTINUED)
2000-32200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Miles of Topical Application
Miles of Full Depth Application 74 70
Miles of Road Rehabilitation 30 35
Miles of Gravel Replenished 426 450
Lane Miles of Gravel Roads Maintained 118,519 111,825
Lane Miles of Snow Removed on Gravel 103,088 95,000
Roads
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
1.576
136 160 165
70
40
450
112,000
95,000
1.532 1.518
$22.18 $25.24
$24.42
Goal TPW3: Provide regularly scheduled maintenance of all HUTF roads, continuous improvement
of road conditions, and opening all non -paved roads within 72 hours after a snow event
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW3-1:
Perform surface
maintenance on
gravel roads
90% of surface maintenance schedule
accomplished annually
Yes
Yes
Yes
TPW3-2:
Perform HUTF
surface
maintenance
100% of HUTF roads receive annual
surface maintenance
Yes
Yes
Yes
TPW3-3:
Respond to calls
for service within
one working day
98% of service calls responded to within
one working day
Yes
Yes
Yes
310
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Bridge Construction - - 2000-32300
DEPARTMENT DESCRIPTION: This unit consists of 32 full time employees and 11 seasonal
positions, with over $5 million of reportable equipment. It is organized as a Bridge section,
Construction section, and Drainage section which perform a variety of tasks in those areas. This
unit also supports snow and ice control and conducts tree removal on county rights -of -way.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,544,536
$ 2,796,550
$ 2,796,550
$ 2,796,550
Supplies
1,859,334
2,841,350
3,092,849
3,092,849
Purchased Services
785,865
900,421
1,079,646
1,079,646
Fixed Charges
-176
45,000
45,000
45,000
Capital
0
0
0
0
Gross County Cost
$ 5,189,559
$ 6,583,321
$ 7,014,045
$ 7,014,045
Revenue
132
0
0
0
Net County Cost
$ 5,189,427
$ 6,583,321
$ 7,014,045
$ 7,014,045
Budgeted Positions
30
32
32
32
SUMMARY OF CHANGES: The Road & Bridge division budget increased by $430,724.
Personnel had no changes.
Supplies increased overall by $251,499. Small Equipment increased by $1,000 to reflect actual
costs. Road Construction Supplies increased $263,849 due to the annual Solid Waste Fund
project. Other Operating Supplies decreased $17,350 for adjustments to quantities and prices of
supplies. Cost of Goods Sold increased $4,000 for an increase in the price of cattleguards.
Purchased Services increased by $179,225. Utilities increase by $100 to account for actual
expenditures. Contract Payments increased by $140,000 due to the addition of
Dewatering/Watering Filtration services required by Water Discharge Permits for short-term
projects. Vehicle Expense increased $39,125 to adjust for gallons of fuel.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
311
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Miles of Road Construction Completed
Bridge Projects Completed
Culverts Replaced
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
15.0 16.25 16.0
12 10 10
93 90 90
0.927
$16.03
0.961 0.934
$19.77 $20.48
GoalTPW4: Perform the construction, repair, and replacement of County Road and Bridge
infrastructure projects by staying within the scope, within the budget, and on time.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW4-1:
Complete all
projects as
scheduled
80% of construction projects
completed within established
timelines
100%
100%
100%
TPW4-2:
Maintain bridge
system
Less than 10% restricted bridges,
100% of critical repair of bridges
completed within one year of
discovery
100%
100%
100%
TPW4-3:
Complete all
scheduled culvert
replacements
100% of culvert replace/repairs
completed ahead of scheduled road
projects
Yes
Yes
Yes
TPW4-4:
Respond to calls
for service within
one working day
98% of service calls responded to
within one working day
85%
98%
98%
312
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Maintenance Support - - 2000-32400
DEPARTMENT DESCRIPTION: Performs all traffic control maintenance, management of signs,
barricades, construction project signing, and roadway striping county -wide. The unit conducts
routine and sustained snow removal operations as needed.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 881,560
$ 1,034,810
$ 1,034,810
$ 1,034,810
Supplies
999,433
1,074,920
1,392,000
1,392,000
Purchased Services
124,530
269,900
218,488
218,488
Fixed Charges
-1,095
0
0
0
Capital
0
25,000
0
0
Gross County Cost
$ 2,004,428
$ 2,404,630
$ 2,645,298
$ 2,645,298
Revenue
0
0
0
0
Net County Cost
$ 2,004,428
$ 2,404,630
$ 2,645,298
$ 2,645,298
Budgeted Positions
10
12
12
12
SUMMARY OF CHANGES: The Maintenance Support budget increased by $240,668. Personnel
had no change.
Supplies increased $317,080. Road Construction Supplies was up $304,800 for increased
quantities and costs of snow removal materials due to County Road 49 operations. Uniforms &
Clothing decreased $150 with the removal of seasonal staff. Other Operating Supplies decreased
$4,070 due to a decrease in consumable supplies and the addition of high build paint. Cost of
Goods Sold increased $16,500 due to an increase in prices and quantities of striping paint.
Purchased Services decreased $51,412. Vehicle Expense decreased $38,412 to adjust for
gallons of fuel used. Repair & Maintenance Other decreased by $13,000 for a decrease in
maintenance materials.
Capital decreased from $25,000 to zero as no capital assets are requested in the 2021 budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
313
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Stop Signs Repaired
Miles of Pavement Striped
Scheduled Construction Closures
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
664 750 750
724 722 722
102 105 105
0.309
$6.19
0.360 0.350
$7.22
$7.72
Goal TPW5: Maintain traffic control devices on County roads and bridges.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW5-1:
Respond to
service calls
within one
working day
98% of service calls will be responded
to within one working day
98%
100%
100%
TPW5-2:
Respond to
missing stop
signs
Respond within one working day after
notice 100% of the time
100%
100%
100%
TPW5-3:
Replace warning
advisory and
regulatory signs
Replace warning, advisory, and
regulatory signs within 10 working
days 100% of the time
98%
100%
100%
TPW5-4:
Schedule road
line painting
100% of all new or improved hard
surface to be painted
100%
100%
100%
Centerline
100% of centerline completed annually
100%
100%
100%
Shoulder line
50% shoulder lines painted annually
100%
100%
100%
314
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Other Public Works - - 2000-32500
DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. Contract
payments for bridge grants and road construction projects are included in this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 914,070
$ 2,054,400
$ 1,827,898
$ 1,827,898
Supplies
0
0
0
0
Purchased Services
6,401,358
19,790,577
23,193,477
23,193,477
Fixed Charges
13,900
600,000
600,000
600,000
Capital
53,966
0
0
0
Gross County Cost
$ 7,383,294
$ 22,444,977
$ 25,621,375
$ 25,621,375
Revenue
0
0
0
0
Net County Cost
$ 7,383,294
$ 22,444,977
$ 25,621,375
$ 25,621,375
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Other Public Works budget increased $3,176,398.
Personnel decreased $226,502 due to; $140,230 for a decrease of seasonal staff by four in
relation to the two new FTE added to the Gravel Road (Org 32200) division, Overtime decreased
$74,295, and benefits decrease $11,977.
Purchased Services increased $3,402,900 overall. Utilities increased $5,472 to cover the
electricity of a traffic signal, sixteen new streetlights at the County Road 54 and 17 roundabout,
and the eleven Weather Stations. Contract Payments increased $7,139,236 due to the cost of the
construction of intersection WCR41/66 ($3,000,000) and connector WCR80/37 ($3,777,836) but
is offset by a decrease of $3,741,808 due to the changes in road projects for the year.
Strategic Roads was renamed Infrastructure Projects and for 2021 includes; 'O' Street/35th
Avenue Roundabout Construction at $4,280,669; CR 66/41 Intersection Construction with 2021
costs of $2,200,000; Hokestra Trail Construction cost of $80,000; CR 33/74 Roundabout Joint
Project with CDOT, CMAQ, and Town of Eaton for Right -of -Way and Utilities Relocation at a cost
of $750,000; CR 47/State Highway 392 Traffic Signal Construction a joint project with CDOT at
a cost of $600,000; and the County's proportional share of the 18th Street/Market Street
Intersection Improvement Project at a cost of $787,500 (Solid Waste Fund will cover this cost as
this project is needed due to the haul route of a nearby solid waste facility).
$3,000,000 is budgeted for the Haul Route Program (HARP) and $200,000 for the maintenance
of the County Highway.
Fixed Charges saw no change. Grants and Donations stayed at $600,000 for costs related to the
construction of Bridge 19/46.5A, which is a project in conjunction with CDOT.
315
OTHER PUBLIC WORKS
(CONTINUED)
2000-32500
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Bridge Rehabilitation Projects
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0
2 5
0 0 0
$22.81 $67.40 $74.82
316
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Mining - - 2000-32600
DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in
county -owned quarries.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 557,855
$ 608,676
$ 618,756
$ 618,756
Supplies
3,430,818
5,144,874
5,127,874
5,127,874
Purchased Services
282,078
365,081
376,927
376,927
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,270,751
$ 6,118,631
$ 6,123,557
$ 6,123,557
Revenue
0
0
0
0
Net County Cost
$ 4,270,751
$ 6,118,631
$ 6,123,557
$ 6,123,557
Budgeted Positions
7
7
7
7
SUMMARY OF CHANGES: The Mining budget increased $4,926.
Personnel expects an increase of $10,080 for Overtime due to the requirement to complete
reclamation of one cell of the Hokestra Pit by May 2021.
Supplies decreased $17,000 due to Road Construction Supplies updates, including; moving cost
for the Hokestra Trail realignment to Other Public Works budget for a decrease of $200,000; the
addition of a fence for the Koskie Pit at a cost of $15,000; an increase of $168,000 for
seeding/reseeding of gravel pits to include the more efficient process of Hydraulic Growth Medium
(HGM) Hydro -seeding which will allow for a reduction in number of reseeding processes and
materials and a quicker release of the pits back to the State saving the County time and money.
Purchased Services increased $11,846 overall. Vehicle Expense increased $6,846 for the
increased cost of fleet maintenance and Machinery & Equipment Rental increased $5,000 to
reflect the increased cost anticipated if there is a need to rent a crane.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
317
MINING
(CONTINUED)
2000-32600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Tons of Pit Run Material Processed
Tons of Road Base Produced
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
428,636
329,411
440,000 440,000
316,000 316,000
0.216 0.210 0.204
$13.20 $18.37
$17.88
Goal TPW6: Perform the production of aggregate materials, reclamation activities, and safety
measures.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW6-1:
Complete
annual
production
requirements
Produce 100% of the aggregate
material required for road
maintenance and construction
projects annually
Yes
Yes
Yes
TPW6-2:
Complete
reclamation
activities within
required timeline
Complete all mine reclamations within
the timelines set by the Colorado
Division of Reclamation Mine Safety
(DRMS)
Yes
Yes
Yes
TPW6-2: All
employees
current with
MSHA safety
requirements
100% of Mining Division employees
current with new miner or refresher
training annually
Yes
Yes
Yes
318
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Pavement Management -- 2000-32700
DEPARTMENT DESCRIPTION: Performs paved road maintenance involving asphalt patching,
potholes, and paving operations. Responsible for pavement testing, concrete curb and gutter,
crack fill, seal coat, and gravel shoulder improvements, as well as snow removal operation as
needed.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,774,631
$ 1,775,774
$ 1,802,999
$ 1,802,999
Supplies
5,582,621
4,392,750
5,055,306
5,055,306
Purchased Services
1,541,683
2,120,977
1,838,242
1,838,242
Fixed Charges
18,757
50,000
25,000
25,000
Capital
0
0
0
0
Gross County Cost
$ 8,917,692
$ 8,339,501
$ 8,721,547
$ 8,721,547
Revenue
0
0
0
0
Net County Cost
$ 8,917,692
$ 8,339,501
$ 8,721,547
$ 8,721,547
Budgeted Positions
21
21
21
21
SUMMARY OF CHANGES: The Pavement budget increased $382,046.
Personnel increased $27,225 due to an increase in Overtime for County Highway after hours
emergency services and to reflect actual annual overtime costs.
Supplies increased $662,556 overall. Road Construction Supplies is up $666,556 for the addition
of the annual Solid Waste Fund road paving project at CR 59/18.
Purchased Services decreased $332,735 overall. Contract Payments decreased $200,000 due
to the decrease in number of crews hired for flagging/road closures. Vehicle Expense also
decreased, for less gallons of LNG fuel and snowplow blade purchases included in fleet
maintenance costs, for a total decrease of $82,735.
Fixed Charges decreased by $25,000 due to the purchase of a street sweeper in 2020, thereby
decreasing costs in Machinery & Equipment Rentals.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
319
PAVEMENT MANAGEMENT
(CONTINUED)
2000-32700
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Miles of Paving
Miles of Milling
Miles of Chip Seal
Miles of Crack Seal
Miles of Sand & Slurry Seal
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
30.75 36.25 35.0
22.25
39.5
35.4
29.13
26.75
51.0
50.0
29.0
0.649 0.631
$27.55 $25.04
31.0
50.0
50.0
28.0
0.613
$25.47
Goal TPW7: Provide pavement management to include pavement testing, paving, patching, crack sealing, and
sweeping. Contract administration of concrete curb and gutter, seal coat, aggregate, and other contracted
services as assigned.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW7-1:
Complete all
scheduled paving
and milling
operations
100% of all new pavement, maintenance
pavement, and milling operation schedules
completed annually
100%
100%
100%
TPW7-2:
Complete all of the
contracted sand
sealing operations
100% of all contracted services to be
completed annually
100%
100%
100%
TPW7-3:
Assure paved roads
are maintained and
evaluated in
accordance with
established GASB
standards and
reporting
requirements
Maintain the following standards for paved
roads:
70% good
25% fair
5% poor
68%G
31.7%F
.3%P
70%G
30%F
.0%P
70%G
30%F
.0%P
TPW7-4:
Respond to calls for
service within one
working day
98% of service calls responded to within one
working day
84%
98%
98%
320
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Grants -In -Aid to Cities and Towns - - 2000-56200
DEPARTMENT DESCRIPTION: In accordance with Section 43-2-202, C.R.S., 1973, 50 percent
of the mill levy collected by the County on assessed values within incorporated municipalities to
maintain county roads is paid to municipalities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
3,041,280
3,863,455
3,230,000
3,230,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,041,280
$ 3,863,455
$ 3,230,000
$ 3,230,000
Revenue
0
0
0
0
Net County Cost
$ 3,041,280
$ 3,863,455
$ 3,230,000
$ 3,230,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget is based upon the final assessed value of the municipalities
with the 2020 mill levy applied. A decrease of $633,455 is reflected.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
321
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Non -Departmental Revenue - - 2000-90100
DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue/Fund
Balance
$ 40,927,199
$ 41,073,108
$ 48,991,268
$ 48,991,268
Net County Cost
$ 16,480,381
$ 24,000,000
$ 20,000,000
$ 20,000,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The resources for 2021 total $147,087,500 which includes a fund
balance of $86,250,000, in addition to the revenue shown in the budget. Property tax is set at
$20,000,000, down $4,000,000 from 2020. Specific Ownership tax is estimated to be the same at
$11,300,000. Total HUTF will be $10,770,000, down $230,000 from 2020. Permit revenues are
budgeted at $500,000, down $125,000. Motor vehicle registration fees are $350,000, down
$20,000 from 2020, and grazing fees are $300,000, down $200,000. Oil and gas revenues are
$6,650,000, down $2,850,000 due to the reduction in drilling from the regulatory climate in
Colorado as well as the economic downturn resulting from COVID-19. There is $1,787,500 from
Solid Waste Fund, for paving of impacted roads at $1,000,000 and the County's proportional
share of the 18th/Market Street paving project at $787,500.
Federal mineral lease revenues are $1,000,000 due to the creation of the Weld County Federal
Mineral Lease District. The federal mineral lease revenue will flow through the district and then
Public Works will apply to the district for funding of projects. In 2021, the district is funding
$1,000,000 in oil and gas haul route projects. PILT is budgeted at $80,000 with no change from
last year.
Other revenues from project reimbursements total $4,300,000 from the Transportation Impact
Fees. Revenue from the Energy Impact Assistance grants decreased by half totaling $1,200,000.
There is a State grant for Bridge 19/46.5A for $500,000 and $600,000 in HISP funds for the traffic
signal at CR 47. Severance tax is $1,500,000, and in accordance with policy adopted by the Board
of County Commissioners in 2010, the severance tax revenue is budgeted at a five-year leveling
average due to the fluctuations of the revenue created by the price and production levels of oil
and gas commodities.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
322
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND
BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999
DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Due to an economic downturn because of the COVID-19 pandemic
in early 2020, not Cost of Living Adjustment is anticipated for 2021. Budget reflects a reduction of
over -estimated insurance costs budgeted from 2020 and the reduction reflects actual costs. These costs
include no increase in health insurance costs. There are no other benefit changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary correction is justified and
recommended for approval.
BOARD ACTION:
323
324
SOCIAL SERVICES
Revenue Changes
$40,000,000
$35.000.000
$30,000.000
$25.000,000
$20,000.000
$15,000,000
$10.000.000
$5,000,000
$0
r
N
r
r
to
or;
U,
0
CD
cd
N
N
r
d9
Property taxes
$32,266,000
$33,660,634
■ 2020 02021
0
0
0
0
0
0
N
69
0
0
0
0
0
03
N
EA.
Federal/State Fund Balance
2021 Revenue
Total $48,687,094 (2020 $47,777,213)
Fund Balance
$2,800,000
6%
Federal/State
$33,660,634
69%
Property taxes
$12,226,460
25%
325
SOCIAL SERVICES
2021 Expenditures
Total $45,887,094 (2019 $45,777,213)
Core Services
$1,960,000 4%
TANF F $4,175,000
9%
Miscellaneous
595,800 1°/o
°
AND $100,000 0%_.Z
$20,000,000
$18,000,000 _
$16,000,000 _
$14,000,000 _
S 12, 000,000 ---
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
Child Support
Admin $3,930,000
0
0
1.0
0
0
69
0
0
0
in
r
0
O
C)
N
T-
0
0
0
0
O
a)
9%
O
0
CO
r
$17,345,000
Child Welfare
$17,345,000 38%
LEAP $0 0%
Administration
$14,657,794 32%
Adult Protection
$900.000 2%
Day Care
$2,223,500 5%
O O
(/)
0 O
O 00
O O
N O
coa)
�03
■
0
0
N
N
N
0
0
N
N
N
69
•
Oo�o Ors P�� 6J). \)C
P
r��
6
0
0
0
0
O
O O
�o
OD
r r
PLO
O O
co
In LC)
N O
64 WI
■ 2020
O2021
326
SEVEN YEAR TREND
Social Services
S50
S45
S40
$35
330
cn
S25
J
2
S20
315
S10
$5
$0
2015
2016
2017
SIM
2018
2019
2020
2021
SOCIAL SERVICES FUND SUMMARY
The total Social Services Fund budget is $45,887,094. The programs are funded by property
tax of $12,226,460, state and federal funds of $33,660,634, and the potential use of fund
balance to cover both anticipated and unanticipated cost overruns.
As with businesses and organizations around the world, 2020 has presented the Department
with unique challenges, unlike any we have encountered previously. The economic downturn
created by the COVID-19 lockdown of business operations and the pressures placed upon the
oil and gas industry, both globally and locally, has caused many residents of the county who
previously experienced income security to require assistance, both for meeting basic needs and
for locating and being trained for employment. At the same time, funding for the administration
from the State level has been reduced for State Fiscal year 2020-2021, due to many of the
same economic events.
In order to meet these needs, the Department has taken measures to expedite verification of
eligibility of applicants for programs and continues to work with local industry representatives to
identify employment opportunities. Likewise, we have modified the way in which services are
delivered to the population most impacted by the COVID-19 pandemic, directly, our senior adult
population. Despite the increased difficulties in delivering meals to these residents created by
social distancing directives, we have modified practices in order to increase our provision of
these resources.
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 parents in identifying and affording day care continues to be one of our highest
priorities. At the height of the COVID-19-related lockdown, we took measures to assist parents
and providers with temporary measures that reduced the impact of the downturn. As the
lockdown eases, we will return to our ongoing policies regarding this assistance. 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.
Our efforts to reduce congregate care placements of children and youth have been very
successful, both in reducing the cost of our Child Welfare program and providing a more
nurturing environment for those in out -of -home placement. Placement of children in kinship
settings has replaced more restrictive settings as our initial focus when presented with a need
for placement. This prepares us well for the impending implementation of the Family First
Prevention Services Act. While we know 2021 will continue to present challenges which may
stretch our capacity, both fiscally and organizationally, we believe we are in a good position to
meet those challenges and connect Weld County residents to the resources needed to thrive.
328
SOCIAL SERVICES FUND
ESTIMATED REVENUE
2021
FEDERAL
AND STATE COUNTY TOTAL
County Administration $ 9,093,272 $ 5,564,522 $ 14,657,794
Non -Program Revenue 0 - 200,000 - 200,000
Other Programs 383,800 85,000 468,800
Child Support Administration 3,000,000 930,000 3,930,000
TANF-Colorado Works 2,689,917 1,485,083 4,175,000
Aid to the Nccdy Disabled 0 100,000 100,000
Child Carc 1,653,500 570,000 2,223,500
Old Age Pension 302,400 8,600 311,000
Child Welfare 13,435,000 3,910,000 17,345,000
Corc Services 1,685,000 275,000 1,960,000
Adult Protective Services 708,325 191,675 900,000
LEAP 0 0 0
General Assistance 0 16,000 16,000
Sub -Total $ 32,951,214 $ 12,935,880 $ 45,887,094
Federal/State Reimbursement $ 32,951,214
Claims Collection Incentives
TANF Adjustment
Usage of Deferred Revenues
Sub -Total Revenue
Potential Use of Fund Balance
County Property Tax / Penalties
Total Revenue
400,000
309,420
0
$ 33,660,634
0
12,226,460
$ 45,887,094
SOCIAL SERVICES FUND
MANDATED FEDERAL AND STATE PROGRAMS
Assistance Payment Programs: Most assistance payment programs are mandatcd by the federal or state
government. Consequently, local government is limited as to what can be done to reduce costs from these
programs.
Federally State
Mandated Mandated
Temporary Assistance to Needy Families Colorado Works
Aid to the Nccdy Disabled
Old Age Pension
General Assistance*
X
Optional
X
X
X
Optional
* Statc law allows counties the option of having a general assistance
program and, if established, to determine the benefit level.
Social Service Programs: Social service programs administered by the department arc mandated by
federal or state law; however, local governments have a higher degree of managerial flexibility with
these programs.
Child Protection — Casework Services
Youth Services Casework Services
Federally Statc
Mandated Mandated
X X
X X
Administration: Costs associated with administration include compensation for direct services through
caseworkers, technicians and support staff. In addition, overhead such as rent, utilities, travel, supplies,
and equipment arc fundcd through administrative allocations. The State establishes administrative
allocations and reimburses at various rates depending on the type of expenditure and program.
Expenditures greater than allocation arc not guaranteed to be reimbursed. Generally, they arc at least
partially rcimburscd through the use of transferred TANF funds, surplus distribution, or Federal pass-thru
revenues.
330
SOCIAL SERVICES
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
2024 2421 2021 2421
Budget Request Recommend Final
TAXES
2100 42111 4112 CURRENT PROPERTY TAXES
INTERGOVERNMENTAL
2144 42110 4336 REIMBURSEMENTS
2144 42111 4336 REIMBURSEMENTS
2144 42115 4336 REIMBURSEMENTS
2100 42200 4336 REIMBURSEMENTS
2100 42365 4336 REIMBURSEMENTS
2100 42375 4336 REIMBURSEMENTS
2144 42380 4336 REIMBURSEMENTS
2144 42410 4336 REIMBURSEMENTS
2144 42415 4336 REIMBURSEMENTS
2100 42450 4336 REIMBURSEMENTS
TOTAL INTERGOVERMENTAL
TOTAL SOCIAL SERVICES
13,511,213 12,226,460 12,226,460
9,300,000 9,093,272 9,093,272
662,315 709,420 709,420
410,000 383,800 383,800
2,800,000 3,000,000 3,000,000
2,605,417 2,689,917 2,689,917
1,473,268 1,653,500 1,653,500
230,000 302,400 302,400
13, 040, 000 13,435, 000 13,435, 000
1,100, 000 1,685,000 1,685,000
645,000 708,325 708,325
32,266,000 33,660,634 33,660,634
45,777,213 45,887,094 45,887,094
331
SOCIAL SERVICES
SUMMARY OF EXPENDITURES
2021
2020 2021 2021 2021
Fund Org Expenditure Function Budget Request Recommend Final
2100 42110 ADMINISTRATION -REGULAR 15,216,213 14,657,794 14,657,794 0
2100 42111 NON PROGRAM REVENUE (185,000) (200,000) (200,000) 0
2100 42115 OTHER PROGRAMS 510,000 468,800 468,800 0
2100 42200 CHILD SUPPORT ADMINISTRATION 3,716,500 3,930,000 3,930,000 0
2100 42365 COLORADO WORKS 4,090,500 4,175,000 4,175,000 0
2100 42370 NEEDY AND DISABLED 118,500 100,000 100,000 0
2100 42375 DAY CARE & ADMINISTRATION 2,122,700 2,223,500 2,223,500 0
2100 42380 OLD AGE PENSION 240,100 311,000 311,000 0
2100 42410 CHILD WELFARE & ADMINISTRATION 17,643,600 17,345,000 17,345,000 0
2100 42415 PLACEMENT ALTERNATIVE CARE 1,423,600 1,960,000 1,960,000 0
2100 42450 ADULT PROTECTION 870,500 900,000 900,000 0
2100 42700 GENERAL ASSISTANCE 10,000 16,000 16,000 0
TOTAL SOCIAL SERVICES 45,777,213 45,887,094 45,887,094 0
332
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2100
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$29,555,324
$30,347,100
$31,185,000
$31,185,000
Supplies
456,093
241,800
1,211,000
1,211,000
Purchased Services
8,812,562
8,557,000
7,861,000
7,861,000
Fixed Charges
4,353,022
7,209,813
6,205,094
6,205,094
Capital
0
0
0
0
Contra Expense
- 497,058
- 578,500
- 575,000
- 575,000
Gross County Cost
$42,679,943
$45,777,213
$45,887,094
$45,887,094
Revenue /
Fund Balance
30,781,696
32,266,000
33,660,634
33,660,634
Net County Cost
$11,898,247
$13,511,213
$12,226,460
$12,226,460
Budget Positions
361.0
361.0
361.0
361.0
SUMMARY OF CHANGES: See Individual Budget Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units.
BOARD ACTION: See Individual Budget Units.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
333
Goal HHS1: "To continuously strengthen services and support innovation that leads to a culture
that empowers people to improve their quality of life."
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVEIKEY PERFORMANCE
INDICATOR(S)
HHS1-1: Increase
Implement continuous improvement
Develop and/or refine methodology to
quality of work
system to accomplish the following:
gather statistics in order to establish
Analyze current processes to
baselines against which performance will
determine if they are achieving
be measured in future years. Certain
expected outcomes; develop
Divisions of the Department were able to
remedies and improvements; deploy
define their methodology in 2013-2014 and
follow up tracking system measuring
the effectiveness of improvements;
will refine it into 2021.
reduce the duplication of services
Continuous improvement system designed
provided to customers requiring wrap
around services; train service
and implemented within DHS.
coordinators to provide upfront
Initial improvement teams launched
departmental -wide coordinated
addressing four key opportunities for
services.
improvement.
Goal HHS2: Develop & deploy consistent performance management approaches across the Human
Services Department.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-1: Increase
retention of quality
staff
Identify existing performance
management approaches within
Human Services to include individual
department approaches, County
approaches, and different
performance management
philosophies and styles within
Human Services.
Statistically valid retention baseline
developed using several past years to
determine trends.
- Used to gauge realistic and appropriate
retention levels within DHS
HHS2-2: Increase
fulfillment of promotion
opportunities
Research Baldrige Category 5
(Workforce Focus) and implement
"best practice" concepts to include
factors affecting employee
satisfaction and engagement, staff
development, supervisory
development, employee safety and
well-being, morale, motivation and
teamwork.
All employees will have professional
development plans incorporated and
addressed within their formal evaluation
system.
334
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS2-3: Viable
Assess capacity and staffing levels to
Upper level DHS organization structure
succession plans
created across the
administer system.
evaluated and assessed.
Department
Develop and deploy follow up tracking
system measuring the effectiveness of
the Human Services Department
Human Capital Management efforts.
Define how employees are measured.
Fully implement new County
performance management system.
Implement and perfect performance
appraisal system.
Train supervisors and staff on how to
use the performance appraisal system.
Identifying current practices used for
measuring employee performance,
best practices and standards are set to
reflect Core Values.
Develop a uniform approach for
performance management and
evaluation that contains standards as
dictated by job descriptions.
Develop employee measurements
based job standards and assessments
that will be defined and implemented in
the County performance management
system.
HHS2-4: Team
Develop and deploy continuous
Increase employee core knowledge of all
culture developed
training and job sharing opportunities
departments across Human Services.
across the board
(using creative technological options)
within the Department
that will help improve organizational
of Human Services
knowledge, job performance and core
values.
335
Goal HHS3: Establish a systematic structure to effectively communicate inside and outside of the
Human Services Department.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVEIKEY PERFORMANCE
INDICATOR(S)
HHS3-1: Improved
customer and
stakeholder access to
DHS program
information and
services
Implement the best methods to
communicate with clients, stakeholders
and other agencies to include using the
intranet; newsletter, web page; email or
newsletters.
Implement the best methods to review
policy with the County Commissioners;
communicate with County departments;
the best methods to communicate with the
rest of the County.
Develop a process to share positive
information with the community. Greater
emphasis will be placed on positive
outcomes of the services provided by
Human Services and statistics that point to
success, the image of the department
could be enhanced and could improve
relationships that are considered
confrontational.
An improved Human Services'
website that provides more program -
related information including
qualification details could help
customers identify eligibility even
before coming into Human Services.
Increased and measurable use of the
PEAK system that enables
customers to apply for benefits on-
line.
HHS3-2: Ensure all
DHS staff are fully
engaged in the
communications loop
Create team backups from each division to
maintain continuity.
Form staff driven improvement teams.
Train staff members on project
management and process improvement
methodologies that will be used during the
process.
Conduct research around the following:
The 5 most important methods to
communicate info in HS; Communication
methods that are currently working and
methods not working; The best way to
attain the voice of all staff.
Top five internal communication
methods for DHS identified and
validated.
336
Goal HHS4: To prepare for the future by identifying appropriate actions to opportunities and
challenges that may impact the Department of Human Services.
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS4-1: Increased
preparedness to
handle future
contingencies
Develop & assess budget.
Formulate program projections based
on increased demand.
Identify mandatory program
commitments
Forecast shell created through identified
reports and data that predict future trends
and needs.
Developing Management Reports that will
provide fiscal data, useful for decision -
making, across all programs. Several
programs are now being piloted for
refinement of format.
HHS4-2: Increased
flexibility and agility in
meeting future
customer demands
Explore ramifications of child welfare
90/10 to 80/20 switch.
Conduct scenario planning addressing
the following: What can be cut first;
the consequences; the potential
alternative funding strategies and the
business case in supporting individual
programs compared to others.
Identify "big ticket" items that must be
supported.
DHS revenue generating sources
compiled.
Cost Containment / Revenue
Maximization strategies were identified,
evaluated and, where feasible,
implemented during 2013 and 2014. The
Department identified four additional
strategies in 2020 that are reflected in the
budget narrative.
HHS4-3: Enhanced
DHS emergency
preparedness
Form staff driven Continuity of
Operations project planning team.
Develop and deploy Continuity of
Operations Plan.
Continuity of Operation Plan have been
implemented and revised as appropriate
and all staff will participate in and be
aware of the plan.
337
Goal HHS5: To develop a means to clearly and effectively communicate the value of Human Service
programs to any person inside and outside of the organization on a continuous basis
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS5-1: County
Commissioners and
other stakeholders
understand the
tangible value that
Weld County Human
Services provides to
the local community
Increase awareness of DHS programs and
services.
Enhance image of DHS programs and
services.
Development and implementation of the
recommendations of the 01 Group
for the reorganization of the Service
Delivery Entry Points to Human Services.
Individual DHS division education
and promotion plans developed that
includes the Department's mission,
vision and purpose.
HHS5-2: High level
connections can be
demonstrated from the
services that each
team provides to any
family
Analyze coordinated services within a
targeted group of customers and identify
what everyone is gathering.
Expand coordinated service analysis after
targeted group analysis and construct
ethics guidelines regarding the information
used in conjunction with the coordinated
service analysis.
Determine what funding sources and
tracking/reporting are potential barriers and
explored possible resolutions.
Organizational report card shell
designed.
HHS5-3: Effective
stewardship of the
taxpayer dollar
Build organizational report card:
Benchmark Adams county; Incorporated
"Return on Investment" language into
report card based on outcomes that can
justify current Department activities.
Validate the report card with stakeholders.
Publish report card on a routine basis.
DHS stakeholder and customer
perception baseline established.
338
Goal HHS6: To develop and reinforce "best customer service" standards and commitment within all
employees and partners of the Weld County Department of Human Services
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
HHS6-1: Increased
Ensure that customer goals are embedded
Individual DHS division customer
customer satisfaction
within employee performance standards.
satisfaction assessment tools
levels
developed.
Test the feasibility in monitoring phone
calls to test for quality customer service.
Develop multiple methods to assess the
quality of customer service (staff, partners,
boards, etc.); identify the meaning of
Overall DHS customer satisfaction
index designed.
"respect" in the eyes of all customers?
Determine key requirements for all DHS
customers — as well as their priorities
Initial DHS customer satisfaction
(ease of use, quality of contact, quality of
service, etc.)
baseline established.
Offer ongoing training to all staff to
improve basic customer service skills.
Offer training for managers on the nuts
and bolts of reinforcing customer service
standards.
Ensure partner accountability to Human
Service customer service standards
through contract language that can be
developed to drive a closer alignment and
assisting partners by communicating
standards, training, and reinforcement.
Develop strategies to quantify intangible
aspects of customer service (focus
groups).
339
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAI SFRVICFS
BUDGET UNIT TITLE AND NUMBER: County Administration - - 2100-42110
DEPARTMENT DESCRIPTION: Expenditures for Staff Compensation and Operations,
attributable to Food Assistance, Medicaid, Common Support programs, and Fraud Investigation.
The State establishes an allocation that limits the reimbursement for administrative expenditures.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 6,906,350
$ 7,805,000
$ 7,300,000
$ 7,300,000
Supplies
- 494,352
- 560,000
0
0
Purchased Services
2,266,302
2,000,000
2,300,000
2,300,000
Fixed Charges
3,266,083
6,011,213
5,097,794
5,097,794
Contra Expense
- 20,490
- 40,000
- 40,000
- 40,000
Gross County Cost
11,923,893
$15,216,213
$14,657,794
$14,657,794
Revenue
7,209,407
9,300,000
9,093,272
9,093,272
Net County Cost
4,714,486
$ 5,916,213
$ 5,564,522
$ 5,564,522
Budget Positions
172.0
172.0
172.0
172.0
SUMMARY OF CHANGES: The state-wide appropriation for the County Administration functions
continues to be under -funded, significantly. Despite escaping the 1% Provider Rate Reduction
imposed on most appropriations, increased workload related to the COVID-19-related economic
downturn will likely increase the under -funding amount from its current $20 million total to
approximately $25 million. Although we have remained relatively lean in staffing the Medicaid and
Food Assistance eligibility programs, we will likely continue in being under -funded by $2 million -
$3 million in 2021.
Department is requesting an upgrade of a Community Outreach Manager from grade 40-44 to be
in parity with other like positions.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
upgrade of the Community Outreach Manager from grade 40-44.
BOARD ACTION:
340
COUNTY ADMINISTRATION
(CONTINUED)
2100-42110
PERFORMANCE MEASURES
Work Outputs
Case Load (Average)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
ACTUAL ESTIMATED PROJECTED
40,567 42,271 42,000
5.314 5.165 5.023
$ 14.567
$ 17.766 $ 16.249
341
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2100-42111
DEPARTMENT DESCRIPTION: Property Taxes, Claim -Collection Incentives, TANF Adjustment,
TANF MOE Reduction, and Miscellaneous Revenue Sources.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Contra
- 148,907
- 185,000
- 200,000
- 200,000
Gross County Cost
$ - 148,907
$ - 185,000
$ - 200,000
$ - 200,000
Revenue
394,431
662,315
709,420
709,420
Net County Cost
$ 14,118,163
$ 13,511,213
$ 12,226,460
$ 12,226,460
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Property tax is budgeted at $12,226,460 for 2021. The difference is
a combination of special revenue from various department programs. The TANF Adjustment is
$309,420. Incentives earned as the result of claims collections for Food Assistance, Medicaid,
TANF, and State -Only programs are estimated to be $400,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
342
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Other Programs - - 2100-42115
DEPARTMENT DESCRIPTION: This budget unit was established for minor or temporary
programs for the Department of Social Services. It includes Employment First, Medical Exams,
Food Stamps Refunds, AFDC Retained Collections, and Collaborative Management.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 381,073
$ 445,800
$ 400,000
$ 400,000
Supplies
6,017
1,000
6,000
6,000
Purchased Services
55,309
44,500
50,000
50,000
Fixed Charges
21,644
22,800
22,800
22,800
Contra
- 11,050
- 4,100
- 10,000
- 10,000
Gross County Cost
$ 452,993
$ 510,000
$ 468,800
$ 468,800
Revenue
369,569
410,000
383,800
383,800
Net County Cost
$ 83,424
$ 100,000
$ 85,000
$ 85,000
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: The Employment First (Food Stamp Job Search) program continues
to be placed in a state of change. The State of Colorado has mandated that all counties operate
a voluntary program. We are concerned this will significantly reduce the Workfare Incentives we
have historically relied upon to complete the funding of the program. We will continue to monitor
whether the new Federal requirements jeopardize our ability to continue doing so with existing
funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
343
OTHER PROGRAMS
(CONTINUED)
2100-42115
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
8,600 3,600 4,200
$ 0.258 $0.300 $0.248
344
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Support Administration - - 2100-42200
DEPARTMENT DESCRIPTION: This program is designed to obtain and enforce child support
and medical support for dependent children to offset part of the TANF and foster care costs. In
addition, child support and medical support are enforced for non-TANF clients based on court
orders.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 3,136,739
$ 3,200,000
$ 3,200,000
$ 3,200,000
Supplies
73,653
55,000
90,000
90,000
Purchased Services
567,482
400,000
600,000
600,000
Fixed Charges
67,999
70,000
50,000
50,000
Contra Expense
- 8,090
- 8,500
- 10,000
- 10,000
Capital
0
0
0
0
Gross County Cost
$ 3,837,783
$ 3,716,500
$ 3,930,000
$ 3,930,000
Revenue
2,839,061
2,800,000
3,000,000
3,000,000
Net County Cost
$ 998,722
$ 916,500
$ 930,000
$ 930,000
Budget Positions
31
31
31
31
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
345
CHILD SUPPORT ADMINISTRATION
(CONTINUED)
2700-42200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
7,188 7,186 7,200
0.958
$ 3.086
0.931 0.905
$ 2.752 $ 2.716
346
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Temporary Assistance to Needy
BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) - - 2100-42365
DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients of the TANF
program. This budget unit also has administrative funding for TANF staff and operating costs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,302,429
$ 1,910,000
$ 2,500,000
$ 2,500,000
Supplies
302,559
230,000
300,000
300,000
Purchased Services
1,701,090
1,885,500
1,300,000
1,300,000
Fixed Charges
86,047
85,000
85,000
85,000
Contra Expense
- 10,725
- 20,000
- 10,000
- 10,000
Capital
0
0
0
0
Gross County Cost
$ 4,381,400
$ 4,090,500
$ 4,175,000
$ 4,175,000
Revenue
3,467,833
2,605,417
2,689,917
2,689,917
Net County Cost
$ 913,567
$ 1,485,083
$ 1,485,083
$ 1,485,083
Budget Positions
0
0
0
0
SUMMARY OF CHANGES: The COVID-19-related economic downturn has displaced numerous
workers in Weld County. We anticipate that TANF Funds will be used for both meeting immediate
financial needs and assisting in job -preparedness and job -search activities. We continue to utilize
TANF Funding to enhance the quality of Child Care in Weld County.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
347
TANF ADMINISTRATION
(CONTINUED)
2100-42365
PERFORMANCE MEASURES
Work Outputs
Case Loads (Average)
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
716 721 730
$ 2.823 $ 4.460 $ 4.337
348
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled - - 2100-42370
DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled and Medicaid benefits
for SSI clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Fixed Charges
121,469
125,000
125,000
125,000
Contra Account
-37,307
- 6,500
- 25,000
- 25,000
Gross County Cost
$ 84,162
$ 118,500
$ 100,000
$ 100,000
Revenue
0
0
0
0
Net County Cost
$ 84,162
$ 118,500
$ 100,000
$ 100,000
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2021.
Colorado counties have seen a decrease in AND caseloads, which is likely linked to program rule
changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
349
AID TO NEEDY DISABLED
(CONTINUED)
2700-42370
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
136 150 150
$ 0.260 $ 0.356 $ 0.292
350
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375
DEPARTMENT DESCRIPTION: Provision of day care services for children from TANF and
"income eligible" households.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 906,659
$ 915,000
$ 975,000
$ 975,000
Supplies
26,692
40,200
100,000
100,000
Purchased Services
1,102,406
1,150,000
1,130, 000
1,130, 000
Fixed Charges
16,891
18,500
18,500
18,500
Contra Expense
- 18
- 1,000
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,052,630
$ 2,122,700
$ 2,223,500
$ 2,223,500
Revenue
1,499,607
1,473,268
1,653,500
1,653,500
Net County Cost
$ 553,023
$ 649,432
$ 570,000
$ 570,000
Budget Positions
9.0
9.0
9.0
9.0
SUMMARY OF CHANGES: COVID-19-related restrictions caused the temporary closure of
numerous child care providers in Weld County, as well as a temporary decrease in need for such
services. As the economy in Weld County re -opens, we anticipate that more families will need
these services and be less able to afford them, without assistance. We have made numerous
policy adjustments to mitigate the impact on providers and will continue to examine whether
permanent adjustments are necessary in order to maintain this necessary resource.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
351
CHILD CARE
(CONTINUED)
2700-42375
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
625 720 828
0.278 0.270 0.263
$ 1.709
$ 1.950 $ 1.665
352
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Old Age Pension - - 2100-42380
DEPARTMENT DESCRIPTION: This program provides money payments to eligible seniors who
meet income, resource and age tests. Program costs are reimbursed approximately 99.5 percent
by the state. Administrative costs are reimbursed 100 percent.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 162,873
$ 181,300
$ 200,000
$ 200,000
Supplies
37,817
32,000
80,000
80,000
Purchased Services
21,191
24,200
25,000
25,000
Fixed Charges
5,344
6,000
6,000
6,000
Contra Expense
36
- 3,400
0
0
Gross County Cost
$ 227,261
$ 240,100
$ 311,000
$ 311,000
Revenue
220,258
230,000
302,400
302,400
Net County Cost
$ 7,003
$ 10,100
$ 8,600
$ 8,600
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
353
OLD AGE PENSION
(CONTINUED)
2100-42380
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
577 600 600
$ 0.022 $ 0.030 $ 0.025
354
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410
DEPARTMENT DESCRIPTION: Placement of children in kinship homes, substitute 24 -hour
care family foster homes, group homes, and residential child care facilities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 13,310,790
$ 14,000,000
$ 14,200,000
$ 14,200,000
Supplies
477,818
423,600
600,000
600,000
Purchased Services
3,034,253
3,000,000
2,400,000
2,400,000
Fixed Charges
528,974
530,000
425,000
425,000
Contra Expenses
- 260,037
- 310,000
- 280,000
- 280,000
Gross County Cost
$ 17,091,798
$ 17,643,600
$ 17,345,000
$ 17,345,000
Revenue
12,334,260
13,040,000
13,435,000
13,435,000
Net County Cost
$ 4,757,538
$ 4,603,600
$ 3,910,000
$ 3,910,000
Budget Positions
141
141
141
141
SUMMARY OF CHANGES: The Child Welfare Division was awarded funding through the Federal
Prevention and Intervention funding to help support the majority of the IV -E Waiver interventions.
From the onset of the IV -E Waiver program, the Division has prioritized placing children with their
kin, tripling kinship placements over the past seven years, and bringing families' voices into the
case planning process through family team meetings. These changes have resulted in fewer
placements and additional services to families, so that more children are able to stay safely at
home or with kin. Referrals increased by 9% and assessments increased by 3% in 2019.
Placements increased by 5% in 2019. So far, we have a 15% decrease in assessments in 2020,
likely due to the impact of the COVID-19 lockdown. Weld County's allocation of funding has
decreased significantly over the last four years. At the same time our caseloads have increased,
which has added to the difficulty of providing increased services while remaining within our
allocation. SB 18-254 has significantly increased the rates at which foster care providers are
reimbursed for their services and limits our ability to negotiate those rates. The Department's
recruitment of family -based foster homes has continued to be highly successful, as we have
increased the availability of family foster homes by almost 7% from 2019 to 2020.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
355
CHILD WELFARE AND ADMINISTRATION
(CONTINUED)
2100-42410
PERFORMANCE MEASURES
Work Outputs
Average Case Load
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
2,983 2,450 3,072
4.357 4.234 4.117
$ 14.700
$ 13.825 $ 11.418
356
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415
DEPARTMENT DESCRIPTION: Program designed to safely maintain children at home or return
children to home through services for children and parents, including, but no limited to, therapy
and parental education.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,649,674
$ 1,100,000
$ 1,600,000
$ 1,600,000
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
219,865
323,600
360,000
360,000
Contra Expense
0
0
0
0
Gross County Cost
$ 1,869,539
$ 1,423,600
$ 1,960,000
$ 1,960,000
Revenue
1,745,161
1,100,000
1,685,000
1,685,000
Net County Cost
$ 124,378
$ 323,600
$ 275,000
$ 275,000
Budget Positions
0
0
0
0
SUMMARY OF CHANGES: We strategically analyzed all positions and available funding streams
to determine the best utilization of the positions and the funds to meet our increased caseloads
and maintain the goals of safety, permanency and well-being for the children and families that we
serve. Due to the high caseloads in Permanency we moved three positions from other areas to
child protection permanency. We utilized prevention/intervention funds to fund positions in order
to preserve our limited Core funding and we moved our kinship staff from Child Welfare funded
positions to TANF funded positions. The prevention/intervention funds are no longer available as
of July 1, 2020 and those staff will be funded through our Core funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
357
CORE SERVICES
(CONTINUED)
2100-42415
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
387 442 460
$ 0.384 $ 0.972 $ 0.803
358
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Adult Prntprtivp SPrvir.Ps - 494rin
DEPARTMENT DESCRIPTION: Adult Protective Services offers protective services to prevent,
reduce, or eliminate the current or potential risk of mistreatment, exploitation, or self -neglect to
the at -risk adult using community based services and resources, health care services, family and
friends when appropriate, and other support systems.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 798,235
$ 790,000
$ 810,000
$ 810,000
Supplies
25,889
20,000
35,000
35,000
Purchased Services
49,154
42,800
40,000
40,000
Fixed Charges
18,706
17,700
15,000
15,000
Capital
0
0
0
0
Gross County Cost
$ 891,984
$ 870,500
$ 900,000
$ 900,000
Revenue
701,401
645,000
708,325
708,325
Net County Cost
$ 190,583
$ 225,500
$ 191,675
$ 191,675
Budget Positions
8
8
8
8
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
359
ADULT PROTECTIVE SERVICES
(CONTINUED)
2100-42450
PERFORMANCE MEASURES
Work Outputs
Referrals Reviewed
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
1,040 825 850
0.247 0.240 0.234
$ 0.589
$ 0.677 $ 0.560
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
360
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
Low Income Energy Assistance Program
BUDGET UNIT TITLE AND NUMBER: and Administration - - 2100-42610/42620
DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance Program.
This program is 100 percent federally funded.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 502
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
529
0
0
0
Fixed Charges
0
0
0
0
Contra Expenses
- 470
0
0
0
Gross County Cost
$ 561
$
0
$
0
$
0
Revenue
708
0
0
0
Net County Cost
$ - 147
$
0
$
0
$
0
Budget Positions
0
0
0
0
SUMMARY OF CHANGES: Beginning October 2016, this program is contracted, at the State
level, to Discover Goodwill. Weld County's only participation in the program is that of referral and
marketing.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
361
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: General Assistance - - 2100-42700
DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants for
Federal/State categorical assistance programs and help for some medical indigents, totally
funded by the County. Expenditures from this program are not covered by TANF, OAP, AND,
etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
14,846
10,000
16,000
16,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 14,846
$ 10,000
$ 16,000
$ 16,000
Revenue
0
0
0
0
Net County Cost
$ 14,846
$ 10,000
$ 16,000
$ 16,000
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated for this program during 2021.
Anticipated increase is due to indigent burials due to COVID.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
362
GENERAL ASSISTANCE
(CONTINUED)
2700-42700
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Case Load Average - Family Preservation
Efficiency Measures
Per capita cost (county support)
3
$ 0.046
10 10
$ 0.030 $ 0.047
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
363
\ 1
861/
364
HEALTH FUND
Revenue Changes
$6,000,000
$5.000,000
$4.000.000
$3.000,000
$2,000,000
$1,000,000
$0
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Federal/State Fund Balance General Fd Licenses& Miscellaneous Solid Waste
Trfs Permits Trfs
2021 Revenue
Total $16,153,704 (2020 $14,153,543)
Fund Balance
$3,700,000
23%
General Fd Trfs
$5,708,281
35%
Federal/State
$4,557,268
28%
Licenses&
Permits
$783,000
5%
Miscellaneous
$61,777
1%
Chg for Services
$832,800
5%
Solid Waste Trfs
$510,578
3%
HEALTH FUND
2021 Expenditures
Total $12,453,704 (2020 $12,403,543)
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2 ,000,000
$1 ,500,000
$1,000,000
$500,000
$0
Administration
$194,000
1%
Health Communication
$2.216.007
18%
Community Health
Services
$3,099.760
25%
Envirnmental Health
Services
$3.946.454
32%
CO
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o ,cr-
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Health Preparedness
$344.377
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0
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3%
Clinical Services
$2,653,106
21%
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2020
O2021
366
SEVEN YEAR TREND
Health Subsidy
Department of Public Health & Environment
2021 Summary
Each day the Weld County Department of Public Health and Environment provides for the health,
safety and welfare of Weld County citizens through the seven core public health services
established by the State Board of Health. Our organizational culture is built around providing high -
quality, cost-efficient, and readily accessible services to residents and businesses in Weld
County. The Health Department strives to be a recognized leader in the state by driving initiatives
that enhance and strengthen our community and positively impact the lives of the citizens we
serve.
ADMINISTRATION
AND
GOVERNANCE
COMMUNICABLE
DISEASE PREVENTION,
INVESTIGATION
AND CONTROL
ASSESSMENT,
PLANNING
AND COMMUNICATIONS
ENVIRONMENTAL
HEALTH
EMERGENCY
PREPAREDNESS
AND RESPONSE
VITAL RECORDS
AND STATISTICS
PREVENTION AND
POPULATION HEALTH
PROMOTION
Looking toward the future, the department is in the process of developing a new three-year
strategic plan that will clearly define the organization's direction and provide our many
stakeholders the ability to visualize where we are going, how we are going to get there and how
the plan will affect everyone. More importantly it will align organizational priorities with our mission
and vision and provide a mechanism to evaluate, redirect programs, initiatives and services, if
n ecessary, and improve performance, efficiency and accountability.
The Department's 2021 proposed budget is $12,453,704 with a net county cost of $5,708,281.
The Department's available funding is allocated among the Department's five divisions;
Administration [including Vital Records], Environmental Health Services, Health Education,
Communication and Planning, Community Health Services [including Public Health Emergency
Preparedness and Response] and Public Health Clinical Services.
Budgetary goals for 2021 emphasize controlling costs and meeting budget targets amid high
u ncertainty while ensuring adequate resources will be available to efficiently and effectively
provide core functions and deliver essential services to the continually increasing number of
residents and businesses in Weld County. The department's budget request anticipates the
u nprecedented financial and operational challenges we are facing due to the coronavirus disease
2019 (COVlD-19) pandemic. It also reflects an acute awareness of the increased need for
reallocations and savings while supporting Weld County's priorities of transparency,
accountability, and legitimacy as we deliver superior public health services to the citizens of Weld
County.
368
Highlights of changes in the 2021 budget include:
• Revenue. At this time, revenues across the department are projected to decrease by less
than 1% in 2021. The overall outcome department -wide is a small net decrease, with
revenue shifting from one source to another among and within the divisions. Again, we
are predicting slight increases in fee income generated from vital records issuance.
Revenue is expected to decrease in environmental health services in the retail food
establishment program primarily due to reductions in revenue from assessed civil
penalties as a result of new legislation that changed the enforcement process in 2020.
There have also been retail food establishment closures in 2020 due to COVID-19 that
will likely reduce revenue from retail food licenses. Revenue from septic permits is
expected to decline as we anticipate that development will slow down due to COVID-19
and its associated economic impacts. At the time this budget is being developed, our
revenue for health education and clinical services is projected to increase due to federal
and state grant revenue increases in contracted programs. We also anticipate seeing
increased immunization revenues in our clinic when a viable COVID-19 vaccine is
developed and approved for distribution in the United States, hopefully in early 2021. Due
to the uncertainty of the COVID-19 response, the department may ultimately see grant
funding decrease as federal and state budget shortfalls are determined and program cuts
are made, but we have not received any guidance as to how deep those cuts may be. As
such, we are very likely to see additional reductions in department revenue materialize in
2020 and 2021, causing budgeting during the crisis to become a continuous reactive
process.
• Personnel Services. A decrease of a half percent (0.52%) is projected for 2021 personnel
costs. This is the net result of relatively small increases in salaries and fringe attributable
to scheduled step increases in 2021, which is offset by the reduction of 3.475 FTE primarily
due to the loss of a long-time program in the Department, Healthy Communities (with 3.0
FTE), as part of state spending cuts implemented in 2020. Key projections for the changing
workload and reallocation of personnel resources in the coming year are factored into this
budget, anticipating the need to hire educated and trained epidemiologists, contact
tracers, case investigators and other health support personnel to directly assist with the
COVID-19 response as we migrate through the pandemic's response, mitigation and
recovery stages.
• Supplies & Purchased Services. Pursuant to the directive to maintain a flat budget, our
total projected supplies and purchased services expenditures are increasing by an
extremely modest 1.56%. As we endeavor for fiscal constraint while striving for an agile
and responsive budget to sustain uncertain spending needs, careful analysis of historical
spending and future needs allows us to recategorize expenditures, shifting spending as
we plan for increases in one area and budget reductions in other areas.
• Equipment (Small and Capitalized). In 2021, the department's small and capitalized
equipment costs will increase only incrementally as we work toward implementing a more
formal replacement schedule for equipment that becomes worn and outdated.
• Contra -Expenditures. The department is projecting a decrease of 8.72% in contra -
expenditures in 2021. This is due to the reduction of expenditures (primarily personnel
costs) in the Weld County Oil and Gas program.
369
As always, the department takes a conservative budgeting approach with a goal of long-term
fiscal discipline and sustainability that will better serve our constituents. This strategy continues
to allow us to provide and maintain essential support services and give the residents of Weld
County a healthy community in which every resident enjoys the best possible state of health and
well-being.
370
PUBLIC HEALTH
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
LICENSES AND PERMITS
2560 41400 4210 LICENSES
2560 41400 4221 PERMITS
TOTAL LICENSES AND PERMITS
2020 2021 2021 2021
Budget Request Recommend Final
INTERGOVERNMENTAL
2560 41400 4321 MEDICAID
2590 41600 4321 MEDICAID
2591 41600 4321 MEDICAID
2592 41600 4321 MEDICAID
2599 41600 4321 MEDICAID
253910 41300 4321 MEDICAID
2560 41400 4336 REIMBURSEMENTS
255810 41300 4336 REIMBURSEMENTS
2500 41100 4340 GRANTS
2517 41210 4340 GRANTS
2521 41210 4340 GRANTS
2523 41210 4340 GRANTS
2525 41210 4340 GRANTS
2528 41210 4340 GRANTS
2531 41300 4340 GRANTS
2560 41400 4340 GRANTS
2565 41400 4340 GRANTS
2580 41500 4340 GRANTS
2591 41600 4340 GRANTS
2592 41600 4340 GRANTS
2593 41600 4340 GRANTS
2594 41600 4340 GRANTS
2595 41600 4340 GRANTS
2596 41600 4340 GRANTS
251010 41210 4340 GRANTS
252710 41210 4340 GRANTS
253310 41300 4340 GRANTS
253910 41300 4340 GRANTS
254911 41300 4340 GRANTS
255211 41300 4340 GRANTS
256410 41400 4340 GRANTS
258110 41500 4340 GRANTS
2500 41100 4356 COUNTIES
2560 41400 4356 COUNTIES
2561 41400 4356 COUNTIES
2562 41400 4356 COUNTIES
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
2500 41100 4410 CHARGE FOR SERVICES
2560 41400 4410 CHARGE FOR SERVICES
2590 41600 4410 CHARGE FOR SERVICES
2591 41600 4410 CHARGE FOR SERVICES
2592 41600 4410 CHARGE FOR SERVICES
2593 41600 4410 CHARGE FOR SERVICES
2594 41600 4410 CHARGE FOR SERVICES
253910 41300 4410 CHARGE FOR SERVICES
2590 41600 4415 INSURANCE REIMBURSEMENT
2591 41600 4415 INSURANCE REIMBURSEMENT
2592 41600 4415 INSURANCE REIMBURSEMENT
253910 41300 4415 INSURANCE REIMBURSEMENT
TOTAL CHARGE FOR SERVICES
MISCELLANEOUS
2560 41400 4510 FINES
2596 41600 4680 OTHER
2590 41600 4690 DONATIONS
2591 41600 4690 DONATIONS
2592 41600 4690 DONATIONS
2593 41600 4690 DONATIONS
2594 41600 4690 DONATIONS
2595 41600 4690 DONATIONS
TOTAL MISCELLANEOUS
TRANSFER
2560 41400 712700 TRANSFER
TOTAL PUBLIC HEALTH
346,000 364,000 364,000
423,000 419,000 419,000
769,000
783,000 783,000
90,000 73,000 73,000
13,300 21,700 21,700
166,500 170,000 170,000
50,500 75,000 75,000
74,000 120,000 120,000
500 7,500 7,500
126,916 5,000 5,000
78,858 82,645 82,645
432,589 433,929 433,929
300,056 300,056 300,056
12,000 12,500 12,500
249,524 249,524 249,524
131,701 138,093 138,093
59,704 64,025 64,025
15,432 - -
171,320 29,020 29,020
1,500 1,500
69,518 69,518
165,000 276,520 276,520
176,530 178,826 178,826
155,354 148,839 148,839
33,598 33,598 33,598
25,000 -
39,802 -
153,440 164,830 164,830
85,000 85,000 85,000
234,054 234,054 234,054
52,500 52,000 52,000
142,382 - -
954,006 955,298 955,298
111,635 108,432 108,432
283,947 208,556 208,556
5,593,324 5,708,281 5,708,281
50,000 50,000
123,000 123,000
85,305 85,305
10,178,472
192,500
362,900
60,550
63,500
67,000
8,500
4,000
5,000
12,650
15,000
22,500
500
10,265, 549 10,265, 549
194,000
349,900
60,850
50,000
67,000
5,000
36,650
28,000
38,000
3,400
832,800 832,800
194,000
349,900
60,850
50,000
67,000
5,000
36,650
28,000
38,000
3,400
814,600
13,000
375
13,500
350
750
500
250
6,500
39,802
125
13,500
350
750
500
250
6,500
39,802
125
13,500
350
750
500
250
28,725
61,777 61,777
612,746 510,578 510,578
12,403, 543 12,453,704 12,453,704
371
PUBLIC HEALTH
SUMMARY OF EXPENDITURES
2021
2020 2021 2021 2021
Fund Org Expenditure Function Budget Request Recommend Final
2500 41100 ADMINISTRATION 192,500 194,000 194,000 0
251010 41210 GENERAL HEALTH EDUCATION 192,377 185,076 185,076 0
2517 41210 GENERAL HEALTH EDUCATION 320,702 306,622 306,622 0
2520 41210 GENERAL HEALTH EDUCATION 987,601 1,015,331 1,015,331 0
2521 41210 GENERAL HEALTH EDUCATION 19,377 20,967 20,967 0
2523 41210 GENERAL HEALTH EDUCATION 265,145 273,801 273,801 0
2525 41210 GENERAL HEALTH EDUCATION 209,114 213,756 213,756 0
252710 41210 GENERAL HEALTH EDUCATION 125,077 127,676 127,676 0
2528 41210 GENERAL HEALTH EDUCATION 74,011 72,778 72,778 0
2530 41300 COMMUNITY HEALTH SERVICES 565,868 1,184,905 1,184,905 0
2531 41300 COMMUNITY HEALTH SERVICES 30,866 0 0 0
253310 41300 COMMUNITY HEALTH SERVICES 306,015 345,531 345,531 0
2537 41300 COMMUNITY HEALTH SERVICES 0 161,301 161,301 0
253910 41300 COMMUNITY HEALTH SERVICES 321,601 305,322 305,322 0
254911 41300 COMMUNITY HEALTH SERVICES 301,560 0 0 0
255211 41300 COMMUNITY HEALTH SERVICES 984,284 992,613 992,613 0
255810 41300 COMMUNITY HEALTH SERVICES 102,370 110,088 110,088 0
2560 41400 ENVIROMENTAL 3,931,926 3,540,146 3,540,146 0
2561 41400 ENVIROMENTAL 0 130,902 130,902 0
2562 41400 ENVIROMENTAL 0 148,115 148,115 0
256410 41400 ENVIROMENTAL 146,810 119,252 119,252 0
2565 41400 ENVIROMENTAL 0 8,039 8,039 0
2580 41500 PUBLIC HEALTH PREPAREDNESS 45,980 70,195 70,195 0
258110 41500 PUBLIC HEALTH PREPAREDNESS 304,270 274,182 274,182 0
2590 41600 PUBLIC HEALTH CLINICAL SERVICES 528,069 694,067 694,067 0
2591 41600 PUBLIC HEALTH CLINICAL SERVICES 1,417,436 998,878 998,878 0
2592 41600 PUBLIC HEALTH CLINICAL SERVICES 644,665 597,795 597,795 0
2593 41600 PUBLIC HEALTH CLINICAL SERVICES 248,729 234,329 234,329 0
2594 41600 PUBLIC HEALTH CLINICAL SERVICES 69,129 58,169 58,169 0
2595 41600 PUBLIC HEALTH CLINICAL SERVICES 26,469 29,889 29,889 0
2596 41600 PUBLIC HEALTH CLINICAL SERVICES 41,592 39,979 39,979 0
TOTAL PUBLIC HEALTH 12,403,543 12,453,704 12,453,704 0
372
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH & ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2500
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 7,464,600
$ 9,407,352
$ 9,358,809
$ 9,358,809
Supplies
541,336
792,672
832,894
832,894
Purchased Services
1,271,243
2,376,777
2,288,463
2,288,463
Fixed Charges
742,254
1,345,261
1,348,013
1,348,013
Contra Expense
-718,192
-1,526,019
-1,392,975
-1,392,975
Capital
0
7,500
18,500
18,500
Gross County Cost
$ 9,301,241
$ 12,403,543
$ 12,453,704
$ 12,453,704
Revenue/Fund Bal.
6,458,421
6,810,219
6,745,423
6,745,423
Net County Cost
$ 2,842,820
$ 5,593,324
$ 5,708,281
$ 5,708,281
Budgeted Positions
101.075
106.075
102.6
102.6
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
See individual budget units
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
3.123
$8.78
3.185 2.996
$16.80 $16.67
373
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Mission Statement: In partnership with the communities we serve, Weld County
Department of Public Health and Environment preserves, promotes and protects the health
and environment of the residents of Weld County. (Department of Public Health and
Environment)
o Goal I: Implement a workforce development plan.
o Goal 2: Support the community by addressing various health issues, including
mental health and substance abuse.
o Goal 3: Develop a culture of quality improvement department -wide.
NOTE: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT HAS A
COMPREHENSIVE STRATEGIC PLAN AVAILABLE ONLINE AT:
http: //www. co.weld. co.us/Departments/HealthEnvironment/index.html
374
Goal 1: Implement a workforce development plan.
DESIRED OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Establish individualized
professional development
goals and training plan for
all employees
Create division specific
reporting process in
which employees are
responsible for notifying
supervisors of training(s)
begun and completed
As part of performance review
process, employees will create
an individualized professional
development plan within their
goal statement
Senior managers will receive
quarterly reports on training(s)
begun and completed by staff in
each division.
Unclear as to
percentage of all
WCDPHE staff
with current
training goals or
plans.
Currently there
are no quarterly
reports.
In 2020, about
one third of staff
have a training
goal or plan.
In 2020, about
half of divisions
report on their
staffs training
progress
By 2021, 75% of
staff will have
established
individual training
goals and/or
plans.
By 2021, senior
managers will
receive quarterly
reports on training
begun and
completed by
staff.
Goal 2: Support the community by addressing various health issues, including mental health and substance abuse.
DESIRED OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Reduce risks for chronic
disease and help
residents maintain a
healthy body weight
through nutrition, physical
activity, and obesity
prevention strategies.
Increase years of healthy
life and reduce disparities
among all Weld County
residents through
environmental health
initiatives.
Keep residents safe and
free of disease from
environmental hazards/
forecast, prepare and
respond to threats to
basic good health.
Continue oversight of
implementation of 3 -year Weld
County Community Health
Improvement Plan (CHIP) with
public health partners, including
behavioral health issues
Increase resident's awareness
of identified environmental
health issues (e.g., rabies, lead,
air quality, radon, food safety)
Increase our internal capacity to
respond to natural and man-
made hazards
CHIP Plan
completed;
quarterly
meetings held
with partners
Rabies, radon,
zoonotic, and
food safety
campaigns
Completion of
drills and table
top exercises
Over 100
partners
engaged;
expansion of
outreach other
community
groups, etc.
Radon,
zoonotic, and
food safety
campaigns
ongoing
Implement
lessons learned
from exercises
into response
plans
Ongoing in 2021;
progress
assessed, and
results tracked via
data dashboard
Additional
campaigns under
review (e.g.
rabies) and
ongoing in 2021
Implement
regional
healthcare
coalition goals and
objectives in 2020
375
Goal 3: Develop a culture of quality improvement department -wide.
PRELIMINARY
DESIRED OUTCOMES
PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
Establish a department-
Developed performance
Review progress
In 2020, there
By 2021, there will
wide quality improvement
management system that
on
was one QI
be at least three
(QI) plan based on county
includes QI and competencies
programmatic
project
(3) QI projects
and organizational
required to maintain national
and population-
completed.
completed.
policies and direction.
accreditation; including
establishment of a department
based QI
projects
QI/PM committee
Note: Goals from the Health Department Workforce Development, Quality Improvement, and Strategic Plans.
376
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Administration Services - - 2500-41100
DEPARTMENT DESCRIPTION: Overall administration of the Department of Public Health and
Environment, including personnel, procurement, budgeting, fiscal management, data and records
management, contract and grant management, and facilities management. The Executive
Director is the official registrar of vital statistics for Weld County. Birth and death records are
available electronically and certified copies can be issued upon request from the local Deputy
Registrars from both our Greeley and southwest Weld offices.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 788,382
$ 1,322,061
$ 1,227,124
$ 1,227,124
Supplies
12,582
15,398
17,375
17,375
Purchased Services
116,963
156,500
250,960
250,960
Fixed Charges
0
0
0
0
Contra Expense
-718,192
-1,308,959
-1,308,959
-1,308,959
Capital
0
7,500
7,500
7,500
Gross County Cost
$ 199,735
$ 192,500
$ 194,000
$ 194,000
Revenue
199,735
192,500
194,000
194,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
11.75
14.0
12.0
12.0
SUMMARY OF CHANGES: PERSONNEL SERVICES: There is a $94,937 (-7.18%) projected
decrease in Personnel Services costs for 2021. This decrease is attributable to the decrease of 2.0
FTE as personnel needs are re-evaluated and staff shifts into other divisions to provide support to
those teams.
SUPPLIES & PURCHASED SERVICES: Supplies and Purchased Services costs are shifting
upward by $96,437 total as we anticipate increased expenditures due to reaccreditation fees that will
be paid in 2021, the planned hiring of consultants to assist with implementation of new strategic
objectives and the implementation of a document management software for the department in 2021.
CAPITAL EXPENDITURES: In 2021 our expectation is that we may update our Board of Health
recording equipment and anticipate that the equipment will qualify as a capital expenditure.
CONTRA EXPENDITURES: There will be no increase in contra -expenditures that will be reallocated
to the divisions of the Health Department.
REVENUE: We again anticipate our birth and death certificate issuance volume to increase slightly
in 2021, with revenue projected at $194,000, an increase of less than 1%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
377
HEALTH ADMINISTRATION
(CONTINUED)
2500-41100
PERFORMANCE MEASURES
Work Outputs
Combined Offices:
Birth Certificates issued
Death Certificates issued
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
ACTUAL ESTIMATED PROJECTED
2019 2020 2021
8,140
7,962
0.363
$0.62
7,100 8,200
7,800 8,500
0.420 0.350
$0.58 $0.57
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Review Summary.
378
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2500-41100
DEPARTMENT DESCRIPTION: Non -program revenues from the State per capita health funds.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
454,483
432,589
433,929
433,929
Net County Cost
$ -454,483
$ -432,589
$ -433,929
$ -433,929
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Non -program revenue from Local Planning and Support, formerly
known as Per Capita, to support essential public health services is projected to increase by
$1,340, or 0.31%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BO BOARD ACTION:
379
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Health Communication Section - - 2520-41210
DEPARTMENT DESCRIPTION: Health Communication, Education and Planning (HCEP)
includes county and grant funded health communication/prevention programs that promote
healthy behaviors to reduce the burden of chronic disease in our county. The Health
Communication team coordinates the Community Health Improvement Plan and strategic
planning functions for the department. HCEP serves as the liaison with the local
TV/radio/newspaper media for the Health Department. They develop and disseminate
emergency communication and educational materials to the public. The HCEP team provides
support internally for producing educational materials, reports, and local health data. Health
Communication partners with the community to implement strategies that promote and support
healthy behaviors. These include improving access to healthy foods and recreation for all
residents, cardiovascular disease and diabetes prevention and management, men's health
screening and lifestyle education, healthy relationships for teens and parents to prevent
unintended pregnancy and STI, tobacco use prevention, traffic safety and prevention of
unintentional injuries for teens. Coalitions such as Drive Smart Weld County, the Community
Health Improvement Plan (CHIP) coalition, and the Weld Tobacco -Free Coalition, provide
guidance to the department to address these important health issues in Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,440,357
$ 1,559,447
$ 1,566,942
$ 1,566,942
Supplies
27,101
35,837
36,526
36,526
Purchased Services
222,841
351,113
363,728
363,728
Fixed Charges
165,482
247,007
248,811
248,811
Contra Expense
0
0
0
0
Gross County Cost
$ 1,855,781
$ 2,193,404
$ 2,216,007
$ 2,216,007
Revenue
975,779
991,425
1,014,028
1,014,028
Net County Cost
$ 880,002
$ 1,201,979
$ 1,201,979
$ 1,201,979
Budget Positions
17.625
17.375
17.125
17.125
SUMMARY OF CHANGES: Overall, Net County Costs in the HECP Division will remain the
same as last fiscal year at $1,201,979. The Gross County Cost is projected to increase by $22,603
due to personnel cost increases from salaries and benefits. The Budgeted Positions decreased
slightly by 0.25 due to a realignment of FDA minor operatives.
PERSONNEL SERVICES: Personnel expenditures are projected to increase by $7,495 due to
increases in salaries (Step increases only).
380
HEALTH COMMUNICATION SECTION
(CONTINUED)
2520-41210
SUPPLIES, PURCHASED SERVICES and FIXED CHARGES: Projected expenditures related to
Supplies have increased to $689. This is due to increased programming. Purchased Services has
increased to $12,615 due to expanded program deliverables and contracted services. The Fixed
Charges has increased by $1,804 and this correlates with an increase in overhead allocations
and programming in the Community Health Improvement Plan (CHIP) initiative.
REVENUE: Overall Revenue is expected to increase by $22,603 due to increased state grant
funds to support chronic disease prevention and fatality tracking.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# residents reached by the classes, programs
News release exposure
180,000
750,000
190,000
770,000
190,000
770,000
Effectiveness results
Reduction in motor vehicle fatalities 51 54 54
Reduction in teen birth rate for
15 - 17 yr. olds -- MCH data 13/1,000 12/1,000 12/1,000
Number of obese/overweight adults — CHA data 66% 66% 67%
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.545 .522 .500
$2.72
$3.61 $3.51
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
381
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Community Health Services - - 2530-41300
DEPARTMENT DESCRIPTION: The division provides comprehensive services that improve the
overall health of Weld County. These services include preventing communicable and chronic
diseases; enhancing parenting skills and building strong family units; connecting community
members to needed resources; ensuring children and youth with special needs are getting the
health care they need; reducing adverse effects of lead poisoning; building strong partnerships
with community organizations through interactive collaboration; and reducing health inequities by
ensuring our most vulnerable community members have access to resources and services.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,455,866
$ 1,763,911
$ 2,241, 034
$ 2,241, 034
Supplies
17,240
75,865
68,576
68,576
Purchased Services
243,741
461,192
411,327
411,327
Fixed Charges
176,018
311,596
378,823
378,823
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,892,865
$ 2,612,564
$ 3,099,760
$ 3,099,760
Revenue
1,173,060
1,483,232
1,339,897
1,339,897
Net County Cost
$ 719,805
$ 1,129, 332
$ 1,759,863
$ 1,759,863
Budgeted Positions
23.350
21.600
26.000
26.000
SUMMARY OF CHANGES: PERSONNEL SERVICES: Expenditures are projected to increase
by about 27%, or $477,123. This change is attributable to shifting of staff from the Public Health
Clinical Services Division back to the Community Health Services division in 2021 and the hiring
of additional staff capable of assisting with epidemiological tasks that are critical in a public
health department.
SUPPLIES and PURCHASED SERVICES: Supplies have decreased by $7,289, or 9.6%, while
Purchased Services will increase by $49,865, or 10.8%. The change in Purchased Services is
largely attributable to shifting costs from the Public Health Clinical Services division as we shift
personnel into this division, hire more staff and have additional costs associated with the
increased personnel and resultant activities.
FIXED CHARGES: An increase of $67,227 or 21.6% is primarily due to projected administration
overhead costs in this division, which is calculated on an FTE basis.
REVENUE: Overall revenue is expected to decrease by $143,335, or almost 10% due to the loss
of the grant funded program, Healthy Communities, which was discontinued by the Colorado
Health Care Policy & Finance Department in 2020.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
382
COMMUNITY HEALTH SERVICES
(CONTINUED)
2530-41300
PERFORMANCE MEASURES
Work Outputs
ACTUAL ESTIMATED PROJECTED
2019 2020 2021
Communicable Disease Program
Outbreak Investigations 10 35 35
Reportable Disease Investigations 354 400 400
Tuberculosis Blood and Skin Tests Completed 338 400 400
Infection Prevention Trainings 5 5 0
Rabies PEP Coordination 12 35 20
Community Partner Meetings 71 80 80
Community Presentations 24 25 25
Health Communities — Clients Contacted 4,311 10,000 10,000
Presumptive Eligibility — Clients Contacted
Mobile Medical Unit
Outings Days
Individual Sites Served
Miles Traveled
Nurse -Family Partnership for First -Time Mothers
Client Visits
Mothers and Infants Served
Total Time Spent with Clients (hours)
Maternal and Child Health — HCP — CC
Clients Served
Direct Referrals Received
Client Visits
Community Outreach
Clients Assisted
Outreach Events
Community Partner Meetings
28 200 50
127 120 125
46 40 40
4,286 4,000 4,200
2,113 3,050 3,120
303 350 350
2,175 3,260 3,218
559 550 560
173 175 200
778 1,100 500
536 300 400
37 30 35
59 40 45
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.721
$2.22
0.649 0.759
$3.39 $5.14
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
383
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Environmental Health Services - - 2560-41400
DEPARTMENT DESCRIPTION: The primary mission of the division is to protect and perpetuate
the public health of the citizens of the county with scientific risk assessments, the development of
policies, monitoring and inspections, consultation, and the enforcement of regulations designed
to protect food, water, and air supplies. Services include technical assistance and consultation,
monitoring and sampling, inspection and enforcement, education and outreach, and planning
activities. The laboratory's purpose is to process medical and water samples.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,370,056
$ 2,834,842
$ 2,722,589
$ 2,722,589
Supplies
205,252
282,520
305,615
305,615
Purchased Services
395,552
731,044
564,225
564,225
Fixed Charges
248,858
447,390
438,041
438,041
Contra Expense
-217,060
-84,016
-84,016
Capital
Gross County Cost
$ 3,219,718
$ 4,078,736
$ 3,946,454
$ 3,946,454
Revenue
2,427,321
2,257,517
2,125,235
2,125,235
Net County Cost
$ 792,397
$ 1,821,219
$ 1,821,219
$ 1,821,219
Budgeted Positions
29.0
31.40
30.275
30.275
SUMMARY OF CHANGES: Net County Cost for 2021 will remain flat (as compared to 2020).
Most expenditures are expected to decrease and will be more aligned with 2019 actual
expenditures. Supplies are anticipated to increase due to expenditures for the laboratory,
including a new dishwasher and other small items of equipment for larger lab equipment being
purchased in 2020.
PERSONNEL SERVICES: Decreased by 1.125 FTE due to not needing the second FTE that
was budgeted in 2020 for environmental health staff for the new Oil & Gas Department.
SUPPLIES, PURCHASED SERVICES, AND FIXED CHARGES: Supplies increased by $23,095,
or 8%. There is an increased amount for lab consumables and small items of equipment.
384
ENVIRONMENTAL HEALTH SERVICES
(CONTINUED)
2560-41400
REVENUE: Revenue is projected to decrease in 2021 by $132,282 (or 6%). We anticipate a
decrease in revenue from assessed civil penalties in the retail food program due to new legislation
that changed the enforcement process, effective 2020. There have also been retail food
establishment closures in 2020 due to COVID-19 that will likely decrease revenue from retail food
licenses. Revenue from septic permits was also adjusted down to come more in alignment with
2019 actuals and 2020 projections. It is again anticipated that development will slow down due
to COVID-19 and associated economic impacts. The addition of lab equipment purchased in
2020 will allow us to increase services for additional contracts and/or attract new contracts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
2019 2020 2021
Work Outputs
Food inspections, activities, complaints 3,964 3,900 3,900
Laboratory analyses 13,871 14,000 18,000
Household Hazardous Waste Disposed 411,821 420,000 420,000
Environmental Planning Reviews 842 750 750
OWTS permits and inspections 1,278 1,300 1,300
Waste inspections, complaints, spill reports 167 100 165
Biosolids inspections, activities, complaints 189 184 185
Institutions inspections 165 150 165
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.896
0.943 0.884
$2.45 $5.47 $5.32
GOALSIDESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
385
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Preparedness - - 2580-41500
DEPARTMENT DESCRIPTION: Public Health Preparedness utilizes grants and county funding
to enhance the ambient level of emergency preparedness, both internally (county organization)
and externally (constituents). This unit is charged with preparing for, and responding to, incidents
and events which threaten the quality and quantity of life within the purview of health and
environment; develops exercises and evaluates various plans, procedures and protocols
associated with emergency preparedness; is assigned disease investigation duties and functions,
along with regional bioterrorism laboratory duties and functions; houses the county -wide Health
Alert Network, communications and warning operations; and is engaged in local, regional, state
and national collaborative efforts associated with these disciplines.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 173,087
$ 164,075
$ 176,716
$ 176,716
Supplies
3,929
8,976
8,976
8,976
Purchased Services
11,723
148,766
130,252
130,252
Fixed Charges
18,275
28,433
28,433
28,433
Capital
0
0
0
0
Gross County Cost
$ 207,014
$ 350,250
$ 344,377
$ 344,377
Revenue
213,347
283,947
278,074
278,074
Net County Cost
$ -6,333
$ 66,303
$ 66,303
$ 66,303
Budgeted Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES: Overall, Net County Costs for Public Health Preparedness will
remain the same as last fiscal year at $66,303. The Gross County Cost is projected to decrease
by $5,873 due to reduction of purchased services.
PERSONNEL SERVICES: Personnel expenditures are projected to increase by $12,641.
SUPPLIES, PURCHASED SERVICES and FIXED CHARGES: Purchased Services has
decreased by $18,514, due to changes in grant deliverables and contracted services.
REVENUE: Overall Revenue is expected to decrease by $5,873 due to a decrease in state grant
funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
386
PUBLIC HEALTH EMERGENCY PREP
(CONTINUED)
2500-41500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000 capita
Per capita cost (county support)
0.062
$0.00
0.060 0.058
$0.20 $0.19
GOALSIDESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
387
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Clinical Services - - 2590-41600
DEPARTMENT DESCRIPTION: The division holds clinics for immunizations, family planning,
international travel health, STI's, foster child physicals, and women's health. It provides
immunizations, screening, counseling, communicable disease surveillance, containment,
treatment, and teaching. Provides home visits for health promotion, evaluation, health
assessment, and community activities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,236,852
$ 1,763,016
$ 1,424,404
$ 1,424,404
Supplies
275,232
374,076
395,826
395,826
Purchased Services
280,596
528,162
567,971
567,971
Fixed Charges
133,621
310,835
253,905
253,905
Contra Expense
0
0
0
0
Capital
0
0
11,000
11,000
Gross County Cost
$ 1,926,301
$ 2,976,089
$ 2,653,106
$ 2,653,106
Revenue
1,469,179
1,169,009
1,360,260
1,360,260
Net County Cost
$ 457,122
$ 1,807,080
$ 1,292,846
$ 1,292,846
Budgeted Positions
17.35
19.70
15.20
15.20
SUMMARY OF CHANGES: Overall, net county costs in the Public Health Clinical Services
division will decrease by $514,234, or 28.5%, in 2021 primarily due to the repositioning of
personnel resources that began in 2020.
PERSONNEL SERVICES: Personnel expenditures are projected to decrease by $338,612,
or 19.2%, as vacancies are not filled and staff is shifted to the Community Health Services
division to accommodate an increased need for epidemiological responsibilities in the
department.
SUPPLIES, PURCHASED SERVICES and FIXED CHARGES: Projected expenditures
related to Supplies, Purchased Services and Fixed Charges will increase by $4,629 total in
2021, as a result of the realignment of resources between divisions in the Health Department.
REVENUE: Overall revenue is expected to increase by approximately $191,251 in 2021,
attributable to increased grant funding and expected increases in Medicaid, insurance and
private pay revenue from clinical services in our immunization and family planning programs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
388
PUBLIC HEALTH CLINIC SERVICES
(CONTINUED)
2590-41600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
2019 2020 2021
Work Outputs
Immunization/Communicable Disease Program
Immunization Visits 2,920 2,450 3,250
Vaccinations Given (North) 4,215 4,250 4,750
Vaccinations Given (South) 950 1,500 1,000
Outreach Events 15 15 15
Telethon Contacts -Outreach Calls 4,500 5,000 4,500
Travel Immunization/I693 Clinic Visits 275 350 275
Travel Vaccines Given 515 500 425
Family Planning Visits 3,016 3,450 3,100
MD Clinic Visits 36 85 20
Sexually Transmitted Infections Visits 485 450 500
Women's Wellness Connection (WWC) Visits 210 200 200
WISEWOMAN Visits 213 180 225
WWC — Targeted Outreach — Clients Contacted 1,185 800 700
Community Outreach (Women's Health/Foster) 28 50 25
Efficiency Measures:
FTE's per 10,000/capita
Per capita cost (county support)
0.536
$1.41
0.592 0.444
$5.43 $3.78
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following
Department of Public Health and Environment Budget Unit Request Summary.
389
390
SEVEN YEAR TREND
Human Services
$10
$9
$8
$7
$6
U,
z
0 $5
J
J
2
$4
$3 _
$2
$1
$0
2015
2016
2017
f
a
2018
2019
2020
2021
HUMAN SERVICES FUND SUMMARY
The Human Services Fund is funded at $9,097,750 for 2021, which is up $173,150 or 1.94 percent
from the previous year. Program funding is relatively stable for 2021. The Community Services
Block Grant is up $16,700, and Senior Nutrition programs are up $60,000. Department of Labor
programs are down $49,300. Area Agency on Aging is up $60,550 or 1.38 percent.
Being totally reliant upon state and federal funding sources, Human Services continues to operate
in an uncertain environment. The Human Services Fund budget has been constructed based
upon the best available information on the funding levels. It is very likely that many of the amounts
will be changed between now and the actual execution of the 2021 budget. As fiscal pressures
are dealt with, at the Federal and State levels, changes could be forthcoming that will affect this
funding.
The primary programs of Human Services are associated with the Workforce Innovation and
Opportunity Act (WIOA), formerly the Workforce Investment Act (WIA), funded under the
Department of Labor, Employment and Training Administration. This program is anticipating
$2,535,700 for 2021. In addition, the Job Service contract will be $1,048,300 up $85,200. Funding
for this program should remain fairly constant, depending on budget control measures enacted at
the Federal level.
The Human Services Fund is totally funded through state and federal programs, with the
exception of the 25 percent local match for the Area Agency on Aging program, which amounts
to $12,351.
Other programs of the Human Services Fund remain relatively stable programmatically with the
following 2021 funding levels:
Area Agency on Aging
Senior Nutrition
CSBG
$ 4,448,050
$ 820,000
$ 245,700
In the above programs, Weld County must continue to be responsive and reactive to federal and
state administrative and budget changes in 2021.
392
HUMAN SERVICES
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
INTERGOVERNMENTAL
2650 61751 4314 USDA
2625 61400 4320 FEDERAL GRANTS
2625 61420 4320 FEDERAL GRANTS
2625 61422 4320 FEDERAL GRANTS
2625 61450 4320 FEDERAL GRANTS
2625 61451 4320 FEDERAL GRANTS
2625 61460 4320 FEDERAL GRANTS
2625 61461 4320 FEDERAL GRANTS
2625 61470 4320 FEDERAL GRANTS
2625 61480 4320 FEDERAL GRANTS
2625 61505 4320 FEDERAL GRANTS
2650 61700 4320 FEDERAL GRANTS
2650 61705 4320 FEDERAL GRANTS
2650 61710 4320 FEDERAL GRANTS
2650 61730 4320 FEDERAL GRANTS
2650 61740 4320 FEDERAL GRANTS
2650 61745 4320 FEDERAL GRANTS
2650 61750 4320 FEDERAL GRANTS
2650 61755 4320 FEDERAL GRANTS
2650 61760 4320 FEDERAL GRANTS
2650 61765 4320 FEDERAL GRANTS
2650 61770 4320 FEDERAL GRANTS
2650 61775 4320 FEDERAL GRANTS
2650 61875 4320 FEDERAL GRANTS
2650 61935 4320 FEDERAL GRANTS
2650 61940 4320 FEDERAL GRANTS
2650 61945 4320 FEDERAL GRANTS
265995 61780 4320 FEDERAL GRANTS
267895 61601 4320 FEDERAL GRANTS
267895 61610 4320 FEDERAL GRANTS
267895 61620 4320 FEDERAL GRANTS
267895 61630 4320 FEDERAL GRANTS
2650 61785 4321 MEDICAID
2650 61805 4340 GRANTS
2650 61835 4340 GRANTS
2650 61840 4340 GRANTS
2650 61841 4340 GRANTS
2650 61845 4340 GRANTS
2650 61850 4340 GRANTS
2650 61866 4340 GRANTS
2650 61880 4340 GRANTS
2650 61885 4340 GRANTS
2650 61890 4340 GRANTS
2650 61895 4340 GRANTS
2650 61900 4340 GRANTS
2650 61905 4340 GRANTS
2650 61915 4340 GRANTS
2650 61925 4340 GRANTS
2650 61930 4340 GRANTS
265995 61790 4340 GRANTS
2560 61701 711000 TRANSFER
TOTAL INTERGOVERNMENTAL
2020 2021 2021 2021
Budget Request Recommend Final
CHARGE FOR SERVICES
2645 61200 4410 CHARGE FOR SERVICES
2646 61300 4410 CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICES
DONATIONS
2650 61750 4690 DONATIONS
TOTAL HUMAN SERVICES
69,000 34,920 34,920
682,000 676,000 676,000
261,000 344,645 344,645
366,000 271,055 271,055
142,700 153,586 153,586
521,300 444,414 444,414
431,300 573,924 573,924
40,000 42,000 42,000
78,300 54,451 54,451
453,500 419,925 419,925
91,000 84,000 84,000
72,649 48,649 48,649
68,500 81,550 81,550
141,900 167,775 167,775
58,500 46,900 46,900
12,100 20,125 20,125
9,000 13,650 13,650
430,000 448,000 448,000
101,000 145,080 145,080
20,000 25,000 25,000
50,000 45,000 45,000
2,000 2,150 2,150
8,000 7,100 7,100
78,100 63,860 63,860
- 3,062 3,062
27,000 41,129 41,129
41,000 66,109 66,109
2,300,000 2,374,600 2,374,600
54,000 44,734 44,734
14,000 33,656 33,656
117,000 114,010 114,010
44,000 53,300 53,300
4,500 4,500 4,500
5,000 - -
164, 700 163,715 163,715
239,300 171,775 171,775
140,300 103,415 103,415
32,200 29,900 29,900
14,900 86,765 86,765
201,600 114,700 114,700
84,800 65,695 65,695
124,300 73,780 73,780
13,000 136,660 136,660
114,500 44,640 44,640
4,000 3,600 3,600
24,700 22,660 22,660
164,000 149,120 149,120
19,600 24,800 24,800
52,000 184,915 184,915
83,000 48,400 48,400
12,351 12,351 12,351
8,283,600 8,385,750 8,385,750
245,000
236,000
481,000
245,000 245,000
275,000 275,000
520,000 520,000
160,000
192,000 192,000
8,924,600 9,097,750 9,097,750
393
HUMAN SERVICES
SUMMARY OF EXPENDITURES
2021
2020 2021 2021 2021
Fund Org Expenditure Function Budget Request Recommend Final
2625 61400 WORKFORCE INNOVATION & OPPORTUNITYA 682,000 676,000 676,000 0
2625 61420 WIOA DISLOCATED WORKER 261,000 344,645 344,645 0
2625 61422 WIOA DW ENHANCED 366,000 271,055 271,055 0
2625 61450 WIOA YOUTH IN SCHOOL 142,700 153,586 153,586 0
2625 61451 WIOA YOUTH OUT OF SCHOOL 521,300 444,414 444,414 0
2625 61460 WAGNER/PEYSER 431,300 573,924 573,924 0
2625 61461 SUMMER JOB HUNT 40,000 42,000 42,000 0
2625 61470 MIGRANT SEASONAL FARM WORKER - 10% 78,300 54,451 54,451 0
2625 61480 EMPLOYMENT SUPPORT FUND 453,500 419,925 419,925 0
2625 61505 WIOA PERFORMANCE INCENTIVE 91,000 84,000 84,000 0
2645 61200 EDUCATION LAB 245,000 245,000 245,000 0
2646 61300 AMERICORPS 236,000 275,000 275,000 0
2650 61700 AREA AGENCY ON AGING 85,000 61,000 61,000 0
2650 61705 AAA PART B LEGAL 68,500 81,550 81,550 0
2650 61710 AAA PART B OMBUDSMAN 141,900 167,775 167,775 0
2650 61730 AAA PART B COUNSELING 58,500 46,900 46,900 0
2650 61740 AAA PART B OUTREACH 12,100 20,125 20,125 0
2650 61745 AAA PART B TRANSPORTATION 9,000 13,650 13,650 0
2650 61750 AAA PART C 1 590,000 640,000 640,000 0
2650 61751 AAA NSIP 69,000 34,920 34,920 0
2650 61755 AAA C 2 101,000 145,080 145,080 0
2650 61760 AAA PART D 20,000 25,000 25,000 0
2650 61765 AAA CHF 50,000 45,000 45,000 0
2650 61770 AAA ELDER ABUSE 2,000 2,150 2,150 0
2650 61775 AAA SPECIAL OMBUDSMAN 8,000 7,100 7,100 0
2650 61785 AAA CCT 4,500 4,500 4,500 0
2650 61805 AAA VALE 5,000 0 0 0
2650 61835 AAA STATE ADMIN 164,700 163,715 163,715 0
2650 61840 AAA STATE INFORMATION AND ASSISTANC 239,300 171,775 171,775 0
2650 61841 AAA STATE HEALTH PROMOTIONS 140,300 103,415 103,415 0
2650 61845 AAA STATE EDUCATION 32,200 29,900 29,900 0
2650 61850 AAA STATE OMBUDSMAN 14,900 86,765 86,765 0
2650 61866 AAA STATE CASE MANAGEMENT 201,600 114,700 114,700 0
2650 61875 AAA STATE COUNSELING 78,100 63,860 63,860 0
2650 61880 AAA STATE CHORE 84,800 65,695 65,695 0
2650 61885 AAA STATE TRANSPORTATION 124,300 73,780 73,780 0
2650 61890 AAA STATE PART C1 13,000 136,660 136,660 0
2650 61895 AAA STATE PART C2 114,500 44,640 44,640 0
2650 61900 AAA STATE SHELF STABLE MEALS 4,000 3,600 3,600 0
2650 61905 AAA STATE VISUALLY IMPAIRED 24,700 22,660 22,660 0
2650 61915 AAA STATE DENTAL VISION & HEARING 164,000 149,120 149,120 0
2650 61925 AAA STATE PART E RESPITE 19,600 24,800 24,800 0
2650 61930 AAA STATE SOUTH COUNTY RVNA 52,000 184,915 184,915 0
2650 61935 AAA PART E GRANDPARENTING 0 3,062 3,062 0
2650 61940 AAA PART E CAREGIVER 27,000 41,129 41,129 0
2650 61945 AAA PART E RESPITE 41,000 66,109 66,109 0
265995 61780 SINGLE ENTRY POINT 2,300,000 2,374,600 2,374,600 0
265995 61790 HOME CARE ALLOWANCE 83,000 48,400 48,400 0
267895 61601 CSBG EF 54,000 44,734 44,734 0
267895 61610 CSBG ADMIN 14,000 33,656 33,656 0
267895 61620 CSBG AAAA LINKAGES 117,000 114,010 114,010 0
267895 61630 CSBG EMERGENCY SERVICES 44,000 53,300 53,300 0
TOTAL HUMAN SERVICES 8,924,600 9,097,750 9,097,750 0
394
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summary - All Budget Units in Human Services Fund
DEPARTMENT DESCRIPTION: See Individual Units.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 5,380,518
$ 5,761,950
$ 5,979,630
$ 5,979,630
Supplies
437,827
182,300
304,615
304,615
Purchased Services
2,764,962
2,707,500
2,553,850
2,553,850
Fixed Charges
225,463
272,850
259,655
259,655
Gross County Cost
$ 8,808,770
$ 8,924,600
$ 9,097,750
$ 9,097,750
Revenue
8,571,497
8,912,249
9,085,399
9,085,399
Net County Cost
$ 237,273
$ 12,351
$ 12,351
$ 12,351
Budget Positions
87
89
89
89
SUMMARY OF CHANGES: See Individual Budget Units
OBJECTIVES: See Individual Budget Units
BOARD ACTION: See Individual Budget Units.
GOALS / DESIRED OUTCOMES / KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary for all budget units in this fund.
395
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser - - 2625-61460 [Formerly 60000-2626]
DEPARTMENT DESCRIPTION: Administer all Job Service activities in Weld County. This
Budget Line also includes the Migrant Seasonal Farm Worker (MSFW) Program, which partners
with community organizations, employers, and agricultural workers to coordinate farm labor,
ensure fair labor and OSHA standards are being followed, and ensure farmworkers are receiving
job seeker services.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 865,620
$ 760,000
$ 881,700
$ 881,700
Supplies
27,272
30,000
13,000
13,000
Purchased Services
145,877
123,100
103,600
103,600
Fixed Charges
49,894
50,000
50,000
50,000
Gross County Cost
$ 1,088,663
$ 963,100
$ 1,048,300
$ 1,048,300
Revenue
1,084,306
963,100
1,048,300
1,048,300
Net County Cost
$ 4,357
$ 0
$ 0
$ 0
Budget Positions
19
19
19
19
SUMMARY OF CHANGES: Due to the impact the COVID-19 lockdown has had on the
community, Employment Services has seen a marked increase in the number of temporarily
unemployed individuals and has temporarily suspended the Re -Employment Services and
Eligibility Assessment (RESEA) Program. Lingering effects of the COVID-19 lockdown on the
unemployment rate in Weld County are unknown. Employment Services will continue to adapt its
business model and processes to serve the employment needs of Weld County.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
396
HUMAN SERVICES WAGNERIPEYSER
(CONTINUED)
2625-61460
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Wagner-Peyser Clients served
RESEA Completed
MSFW Total Applicants
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered Employment Rate
Retention Rate
Average Participant Earnings
MSFW — Referred to Jobs
MSFW — Provided Staff Assisted Services
MSFW — Referred to Supportive Services
MSFW — Career Guidance
15,775 12,000 10,000
328 500 500
163 120 120
$ 3.364 $ 2.892 $ 3.061
61.91% 57.00% 57.00%
81.71% 65.00% 65.00%
$ 18,012 $ 5,600 $ 5,600
17.79% 7.21% 7.21%
68.71% 26.54% 26.54%
54.60% 0.97% 0.97%
55.83% 2.96% 2.96%
397
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl WAN SFRVICFS Fl INI)
BUDGET UNIT TITLE AND NUMBER: Siimmer.Inh Hunt - 76175-F146i1 [FnrmPrly 60000-7fi77]
DEPARTMENT DESCRIPTION: Administer youth employment activities, such as fairs, events,
workshops, and one-on-one needs -based appointments to increase job search and obtainment
skills for youth, year-round.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 34,026
$ 34,600
$ 36,330
$ 36,330
Supplies
210
300
315
315
Purchased Services
3,907
3,800
4,000
4,000
Fixed Charges
1,857
1,300
1,355
1,355
Gross County Cost
$ 40,000
$ 40,000
$ 42,000
$ 42,000
Revenue
39,796
40,000
42,000
42,000
Net County Cost
$ 204
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
ACTUAL ESTIMATED PROJECTED
2,427 2,700 2,700
$ 0.124 $ 0.120 $ 0.123
398
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl 1MAN SFRVICFS Ft Nn
WIOA (Adult) 2625-61401
BUDGET UNIT TITLE AND NUMBER: [Fnrmerly s^0000-2f3f]
DEPARTMENT DESCRIPTION: This program provides employment and training for eligible
adults.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 363,364
$ 360,000
$ 370,000
$ 370,000
Supplies
2,389
2,000
2,000
2,000
Purchased Services
298,674
300,000
285,000
285,000
Fixed Charges
15,603
20,000
19,000
19,000
Gross County Cost
$ 680,030
$ 682,000
$ 676,000
$ 676,000
Revenue
684,545
682,000
676,000
676,000
Net County Cost
$ - 4,515
$ 0
$ 0
$ 0
Budget Positions
6
6
6
6
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021. The
Veterans Service to Career Program (VSCP) Grant period ends in 2024. However, funds are
expected to be fully expended by June 30, 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served
VSCP Participants
Efficiency Measures
Per capita cost
Effectiveness Measures (desired
results)
221 229 229
25 12 6
$ 2.101
$ 2.048 $ 1.974
Employment rate Q2 After Program Exit 79.80% 79.60% 76.00%
Employment rate Q4 After Program Exit 75.53% 72.60% 75.00%
Median Participant Earnings $ 6,723 $ 6,900 $ 7,061
399
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
WIOA (Youth) 2625-61450/61451
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2637]
DEPARTMENT DESCRIPTION: This program provides employment and training programs for
in -school and out -of -school youth.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 390,767
$ 455,000
$ 410,000
$ 410,000
Supplies
6,474
8,000
7,200
7,200
Purchased Services
184,018
180,000
162,000
162,000
Fixed Charges
17,499
21,000
18,800
18,800
Gross County Cost
$ 598,758
$ 664,000
$ 598,000
$ 598,000
Revenue
608,142
664,000
598,000
598,000
Net County Cost
$ - 9,384
$ 0
$ 0
$ 0
Budget Positions
8
8
8
8
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Youth served 212 219 219
Efficiency Measures
Per capita cost $ 1.850 $ 1.994 $ 1.746
Effectiveness Measures (desired results)
Employment rate Q2 After Program Exit 68.71% 67.00% 67.00%
(Older Youth)
Employment rate Q4 After Program Exit 75.95% 71.00% 71.00%
(Older Youth)
Credential Attainment rate (Younger Youth) 53.50% 63.00% 63.00%
400
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl WAN SFRVICFS Fl INI)
10% Incentive Grant (CIMS) 2625-61505
BUDGET UNIT TITLE AND NUMBER- 1Fnrmerly 610000-26139]
DEPARTMENT DESCRIPTION: To foster the development and continuous improvements of
the Weld County region workforce system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 20,441
$ 45,000
$ 42,000
$ 42,000
Supplies
0
0
0
0
Purchased Services
34,450
46,000
42,000
42,000
Gross County Cost
$ 54,891
$ 91,000
$ 84,000
$ 84,000
Revenue
56,491
91,000
84,000
84,000
Net County Cost
$ - 1,600
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$ 0.170
Effectiveness Measures (Desired Results)
Performance Incentive Rating 10 / 10
$ 0.273 $ 0.245
10/10 10/10
High Performing Workforce Development Yes Yes Yes
Board Rating
401
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl 1MAN SFRVICFS Fl INfl
WIOA (Dislocated Worker Frog)
BUDGET UNIT TITLE AND NUMBER: 2625-6142(1/61420/61440 [Fnrmerly 60000-2641]
DEPARTMENT DESCRIPTION: This program provides retraining for laid off clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 334,109
$ 400,000
$ 400,000
$ 400,000
Supplies
6,209
7,000
6,700
6,700
Purchased Services
195,847
200,000
190,000
190,000
Fixed Charges
15,919
20,000
19,000
19,000
Gross County Cost
$ 552,084
$ 627,000
$ 615,700
$ 615,700
Revenue
582,782
627,000
615,700
615,700
Net County Cost
$ - 30,698
$ 0
$ 0
$ 0
Budget Positions
2
3
3
3
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 111 129 129
Apprenticeship USA Participants 12 9 9
Trade Adjustment Assistance (TAA) 8 3 3
Efficiency Measures
Per capita cost $ 1.706 $ 1.883 $ 1.798
Effectiveness Measures (desired
results)
Employment rate Q2 After Program Exit 80.41% 80.30% 76.40%
Employment rate Q4 After Program Exit 77.00% 73.20% 76.90%
Median Participant Earnings $ 8,223 $ 8,762 $ 9,000
402
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl WAN SFRVICFS Fl INI)
BUDGET UNIT TITLE AND NUMBER: Frlucatinnal I ah - 7645-F190(1 [FnrmPrly 60000-7fi45]
DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer Education
Lab.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 161,760
$ 200,000
$ 200,000
$ 200,000
Supplies
32,409
5,000
5,000
5,000
Purchased Services
32,019
30,000
30,000
30,000
Fixed Charges
9,187
10,000
10,000
10,000
Gross County Cost
$ 235,375
$ 245,000
$ 245,000
$ 245,000
Revenue
193,395
245,000
245,000
245,000
Net County Cost
$ 41,980
$ 0
$ 0
$ 0
Budget Positions
4
4
4
4
SUMMARY OF CHANGES: The Assessment & Learning Center has seen a decline in
enrollments in recent years. The COVID-19 lockdown has had a significant impact on the delivery
of services. If participants have a computer and internet access, they can complete their studies
from home. Otherwise, the Center can only serve up to eight participants at any given time,
through the duration of the lockdown, due to social distancing regulations. Appointments are
required to study and complete assessments.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served 1,589 900 1,500
Efficiency Measures
Per capita cost $ 0.727 $ 0.736 $ 0.715
Effectiveness Measures (desired results)
High School Equivalency (HSE) 61 30 100
403
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: AmeriCnrps Prng - 264B-611300 [Fnrmerly B0000-2646]
DEPARTMENT DESCRIPTION: The AmeriCorps Program is a youth corps work program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
244,023
$ 200,000
$ 230,000
$ 230,000
Supplies
7,552
10,000
10,000
10,000
Purchased Services
35,975
21,000
30,000
30,000
Fixed Charges
5,824
5,000
5,000
5,000
Gross County Cost
$ 293,374
$ 236,000
$ 275,000
$ 275,000
Revenue
127,840
236,000
275,000
275,000
Net County Cost
$ 165,534
$ 0
$ 0
$ 0
Budget Positions
1
1
1
1
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Participants in program
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Clients completing program
ACTUAL ESTIMATED PROJECTED
28 39 32
$ 0.906 $ 0.709 $ 0.803
23 39 32
404
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl 1MAN SFRVICFS Ft Nn
Area Agency on Aging (Admin.) 2650-61700
BUDGET UNIT TITLE AND NUMBER: [Fnrmerly 60000-2651]
DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior
programs of the Area Agency on Aging.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 48,257
$ 76,500
$ 50,000
$ 50,000
Supplies
2,101
0
2,100
2,100
Purchased Services
7,140
6,700
7,900
7,900
Fixed Charges
980
1,800
1,000
1,000
Gross County Cost
$ 58,478
$ 85,000
$ 61,000
$ 61,000
Revenue
50,382
72,649
48,649
48,649
Net County Cost
$ 8,096
$ 12,351
$ 12,351
$ 12,351
Budget Positions
3
4
4
4
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
Department is requesting an upgrade of an Administrative Assistant from grade 15 to 16.
FINANCE/ADMINISTRATION RECOMMENDATION: Human Resource is not recommending
the upgrade of the Administrative Assistant from grade 15 to 16. A study of like positions was just
completed in the last year and the upgrade is not justified based upon the study. Recommend
approval of all other items.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Programs administered
Efficiency Measures
Per capita cost (other)
ACTUAL ESTIMATED PROJECTED
11 11 11
$ 0.181 $ 0.271 $ 0.178
405
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl 1MAN SFRVICFS Fl INfl
AAA (Support) 2650-61705/61710/61715/61720/61725/
BUDGET UNIT TITLE AND NUMBER: 6173(1/61735/6174(1/61745 [FnrmPrly 61(10(10-76152]
DEPARTMENT DESCRIPTION: This grant provides several contracted services to the older
adults; legal counseling, ombudsman services, homemaker services, personal care, peer
counseling, outreach, and transportation.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 126,610
$ 130,000
$ 150,000
$ 150,000
Supplies
22,538
0
0
0
Purchased Services
128,539
155,000
175,000
175,000
Fixed Charges
4,548
5,000
5,000
5,000
Gross County Cost
$ 282,235
$ 290,000
$ 330,000
$ 330,000
Revenue
285,989
290,000
330,000
330,000
Net County Cost
$ - 3,754
$ 0
$ 0
$ 0
Budget Positions
5
5
5
5
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
406
HUMAN SERVICES AREA ON AGING
(CONTINUED)
60000-2652
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Outreach — Hispanic Senior Outreach 569 795 800
Peer Counseling 1,589 1,404 1,500
Legal consultation/representation 330 332 350
Homemaker and personal care 6,562 6,562 6,500
Ombudsman Services 1,003 1,070 1,200
Transportation 7,038 5,911 5,925
Efficiency Measures
Per capita cost $ 0.872 $ 0.871 $ 0.964
Effectiveness Measures (desired results)
Work output goals are maintained Yes Yes Yes
407
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl 1MAN SFRVICFS Fl IN1)
Area Agency on Aging (Congregate Meal Program)
BUDGET UNIT TITLE AND NUMBER: 9650-6175(1 [Fnrmerly 60(1O(1-2653]
DEPARTMENT DESCRIPTION: This grant provides meals to the senior population at 23
nutrition sites around the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 172,990
$ 155,000
$ 205,000
$ 205,000
Supplies
22,194
25,000
45,000
45,000
Purchased Services
340,340
400,000
380,000
380,000
Fixed Charges
6,670
10,000
10,000
10,000
Gross County Cost
$ 542,194
$ 590,000
$ 640,000
$ 640,000
Revenue
544,071
590,000
640,000
640,000
Net County Cost
$ - 1,877
$ 0
$ 0
$ 0
Budget Positions
3
3
3
3
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Meals served
Efficiency Measures
Per capita cost
ACTUAL ESTIMATED PROJECTED
57,200 58,872 59,000
$ 1.675 $ 1.772 $ 1.869
408
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl 1MAN SFRVICFS Fl IN1)
Area Agency on Aging (Home Delivered Meals)/NSIP
BUDGET UNIT TITLE AND NUMBER: 96150-6i1751/R1755 [FnrmPrly 60000-7fi54]
DEPARTMENT DESCRIPTION: This grant provides home delivered meals through Meals on
Wheels.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
227,078
170,000
180,000
180,000
Gross County Cost
$ 227,078
$ 170,000
$ 180,000
$ 180,000
Revenue
227,078
170,000
180,000
180,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Meals Served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained.
ACTUAL ESTIMATED PROJECTED
27,262 36,051 28,000
$ 0.702 $ 0.511 $ 0.526
Yes
Yes Yes
409
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl 1MAN SFRVICFS Fl IN1)
Area Agency on Aging (Health Services) 2650-61760
BUDGET UNIT TITLE AND NUMBER: [Fnrmerly 610000-26155]
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community.
This grant supports evidence -based health programs.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 18,148
$ 18,500
$ 19,000
$ 19,000
Supplies
129
0
0
0
Purchased Services
923
750
5,000
5,000
Fixed Charges
625
750
1,000
1,000
Gross County Cost
$ 19,825
$ 20,000
$ 25,000
$ 25,000
Revenue
19,825
20,000
25,000
25,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
1
1
1
1
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired
results)
ACTUAL ESTIMATED PROJECTED
355 346 350
$ 0.061 $ 0.060 $ 0.073
Work output goals are maintained Yes Yes Yes
410
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl 1MAN SFRVICFS Fl IN1)
Area Agency on Aging (Co. Health Foundation)
BUDGET UNIT TITLE AND NUMBER: 96150-61765 [FnrmPrly s^0000-7f5f]
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community,
providing long-term care information and assistance for individuals 18 years of age and older.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,732
$ 50,000
$ 45,000
$ 45,000
Supplies
13
0
0
0
Purchased Services
83
0
0
0
Fixed Charges
62
0
0
0
Gross County Cost
$ 1,890
$ 50,000
$ 45,000
$ 45,000
Revenue
0
50,000
45,000
45,000
Net County Cost
$ 1,890
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals are maintained
ACTUAL ESTIMATED PROJECTED
$ 0.006 $ 0.150 $ 0.131
Yes Yes Yes
411
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl 1MAN SFRVICFS Fl IN1)
Area Agency on Aging (Elder Abuse Grant)
BUDGET UNIT TITLE AND NUMBER: 2650-6177(1 [Fnrmerly 60(10(1-2657]
DEPARTMENT DESCRIPTION: This grant provides for educational training to the community
on elder abuse.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 445
$ 1,750
$ 2,000
$ 2,000
Supplies
5
0
0
0
Purchased Services
30
250
150
150
Fixed Charges
23
0
0
0
Gross County Cost
$ 503
$ 2,000
$ 2,150
$ 2,150
Revenue
503
2,000
2,150
2,150
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Ombudsman Services
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Education of long term staff
ACTUAL ESTIMATED PROJECTED
10 11 12
$ 0.002 $ 0.006 $ 0.006
Yes
Yes Yes
412
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Special Ombudsman)
BUDGET UNIT TITLE AND NUMBER: 2650-61775 [Formerly 60000-2658]
DEPARTMENT DESCRIPTION: These funds supplement the ombudsman program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 5,008
$ 6,600
$ 7,100
$ 7,100
Supplies
51
0
0
0
Purchased Services
464
1,400
0
0
Fixed Charges
248
0
0
0
Gross County Cost
$ 5,771
$ 8,000
$ 7,100
$ 7,100
Revenue
5,771
8,000
7,100
7,100
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Complaints investigated 114 118 132
Efficiency Measures
Per capita cost $ 0.018 $ 0.024 $ 0.021
Effectiveness Measures (desired results)
Work outputs are maintained Yes Yes Yes
413
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl 1MAN SFRVICFS Fl1N1)
Area Agency on Aging (Single Entry Point/HCA)
BUDGET UNIT TITLE AND NUMBER: 9659q5-R17R(1/R179(1 [Fnrm.rly 60000-7fi59q5]
DEPARTMENT DESCRIPTION: This grant provides case management services to Medicaid
eligible clients.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,870,625
$ 2,100,000
$ 2,120,000
$ 2,120,000
Supplies
84,023
3,000
3,000
3,000
Purchased Services
144,828
180,000
200,000
200,000
Fixed Charges
74,171
100,000
100,000
100,000
Gross County Cost
$ 2,173,647
$ 2,383,000
$ 2,423,000
$ 2,423,000
Revenue
2,089,589
2,383,000
2,423,000
2,423,000
Net County Cost
$ 84,058
$ 0
$ 0
$ 0
Budget Positions
32
32
32
32
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Divert Medicaid Eligible clients from
Institutional care to cost effective home care
ACTUAL ESTIMATED PROJECTED
1,496 1,390 1,425
$ 6.716 $ 7.156 $ 7.075
1,496 1,390 1,425
414
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl 1MAN SFRVICFS Fl INfl
Area Agency on Aging (CCT) - - 2650-61785
BUDGET UNIT TITLE AND NUMBER: [Fnrmerly E^i(lf(lf-2660]
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs, including Colorado Choice Transition (CCT).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 3,664
$ 4,000
$ 4,000
$ 4,000
Supplies
27
0
0
0
Purchased Services
188
500
500
500
Fixed Charges
131
0
0
0
Gross County Cost
$ 4,010
$ 4,500
$ 4,500
$ 4,500
Revenue
19,793
4,500
4,500
4,500
Net County Cost
$ - 15,783
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
ACTUAL ESTIMATED PROJECTED
48 30 40
$ 0.012 $ 0.014 $ 0.013
415
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl 1MAN SFRVICFS Fl INfl
Area Agency on Aging (VALE) - - 2650-61805
BUDGET UNIT TITLE AND NUMBER: [Fnrmerly E^i(lf(lf-2667]
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs. These funds supplement the ombudsman program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 9,523
$ 5,000
$
0
$
0
Supplies
200
0
0
0
Purchased Services
628
0
0
0
Gross County Cost
$ 10,351
$ 5,000
$
0
$
0
Revenue
10,000
5,000
0
0
Net County Cost
$ 351
$ 0
$
0
$
0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Funding for this program ended on December 31, 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Maintain work output goals
ACTUAL ESTIMATED PROJECTED
105 0 0
$ 0.032 $ 0.00 $ 0.00
Yes
Yes N/A
416
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Hl 1MAN SFRVICFS Fl INfl
Area Agency on Aging (State Funds)- 2650-61835-61930
BUDGET UNIT TITLE AND NUMBER: [Fnrmerly E^i(lf(lf-2671 ]
DEPARTMENT DESCRIPTION: State General Fund appropriation intended to mirror Federal
Funding of the Older Americans Act: Administration, Information and Assistance, Health
promotions, Education, Ombudsman, Homemaker, Personal Care, Outreach, Case
Management, Counseling, Chore, Transportation, Congregate Meals, Home -Delivered Meals,
Visually Impaired, Dental -Vision -Hearing, Respite.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 496,142
$ 550,000
$ 605,000
$ 605,000
Supplies
213,337
90,000
200,000
200,000
Purchased Services
803,556
760,000
620,000
620,000
Fixed Charges
18,100
20,000
15,000
15,000
Gross County Cost
$ 1,531,135
$ 1,420,000
$ 1,440,000
$ 1,440,000
Revenue
1,543,013
1,420,000
1,440,000
1,440,000
Net County Cost
$ - 11,878
$ 0
$ 0
$ 0
Budget Positions
2
2
2
2
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
Department is requesting an upgrade of a Quality Assurance position from grade 19-21 to be in
parity with other like positions.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
upgrade of the Quality Assurance position from grade 19-21.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Dental/Vision/Hearing Clients Served
Meals served
Other clients served
Efficiency Measures
Per capita cost
171 143 160
20,507 30,000 23,000
13,000 13,000 13,000
$ 4.731
$ 4.264 $ 4.205
417
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
AAA — Part E -Grand parenting/Caregiver Support/Resp
BUDGET UNIT TITLE AND NUMBER: 2650-61935/61940/61945 [Formerly 60000-2673]
DEPARTMENT DESCRIPTION: This program provides support to family members who are
caring for relatives at home.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 30,411
$ 40,000
$ 27,100
$ 27,100
Supplies
2,436
0
8,300
8,300
Purchased Services
80,915
75,000
73,700
73,700
Fixed Charges
1,092
5,000
1,200
1,200
Gross County Cost
$ 114,854
$ 120,000
$ 110,300
$ 110,300
Revenue
112,283
120,000
110,300
110,300
Net County Cost
$ 2,571
$ 0
$ 0
$ 0
Budget Positions
1
1
1
1
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Care giver Support - units of services 5,213 4,786 4,850
Efficiency Measures
Per capita cost $ 0.355 $ 0.360 $ 0.322
Effectiveness Measures (desired results)
Maintain requirements of grant Yes Yes Yes
418
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Comm. Services Block Grant - - 267895 - 61600-61650
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-267895]
DEPARTMENT DESCRIPTION: This grant supports case management and emergency funding
assistance for low-income individuals and families who are struggling with homelessness, who
are migrants, or are elderly. The goal is to address barriers to self-sufficiency by supporting
services which address employment, education, housing, budgeting, nutrition, and health.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 182,853
$ 170,000
$ 175,400
$ 175,400
Supplies
8,258
2,000
2,000
2,000
Purchased Services
99,483
54,000
65,000
65,000
Fixed Charges
3,030
3,000
3,300
3,300
Gross County Cost
$ 293,624
$ 229,000
$ 245,700
$ 245,700
Revenue
285,903
229,000
245,700
245,700
Net County Cost
$ 7,721
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Households to whom services and supports
are provided to address existing or
anticipated fiscal, employment and housing
barriers
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
1,023
$ 0.907
1,500 1,500
$ 0.688 $ 0.717
Employment, education, housing and shelter Yes Yes Yes
output goals maintained
419
420
SPECIAL REVENUE FUNDS
Special Revenue Funds are established to account for taxes or other earmarked revenue of the
county which finance specified activities as required by law or administrative action.
CONTINGENCY FUND:
The Contingency Fund is funded at the level of $10,000,000 with $47,500,000 from property tax,
and $37,500,000 going into the fund balance. A beginning fund balance of $52,500,000 is
anticipated. An ending fund balance of $100,000,000 is projected, assuming no contingency
funds are needed in 2021. The fund balance will serve as a stabilization reserve for fluctuating
revenues due to Weld County's heavy dependency on oil and gas assessed values that can
fluctuate dramatically from year to year due to production levels and price changes. Besides
serving as a general contingency reserve, the fund is available to mitigate impacts from the oil
and gas industry, such as unanticipated road and bridge heavy hauling impacts.
SOLID WASTE FUND:
The projected revenue estimate is $2,200,000 up $200,000 and consistent with recent revenue
trends. The Department of Public Health and Environment costs for the Household Hazardous
Waste program is projected to be $388,559. $40,000 is budgeted for community clean-ups, and
$90,000 to fund the roadside trash pick-up program with Useful Public Service clients. $122,019
is funded for solid waste inspections and monitoring by the Health Department. $142,379 is
budgeted for indirect costs. $1,787,500 is budgeted for repair work on county roads impacted by
landfill traffic. $179,543 is unallocated for road projects or other items to mitigate landfill impacts.
Beginning fund balance of $4,500,000 will be reduced by $635,000 in 2021 to $3,865,000.
$85,000 is funded for code enforcement of littering.
CONSERVATION TRUST FUND:
The Conservation Trust Fund is budgeted at $507,587 based upon the anticipated operating costs
for 2021. The budget reflects funding of Island Grove Park only. Revenues are from the Colorado
Lottery proceeds.
EMERGENCY RESERVE FUND:
The Emergency Reserve Fund was established per Amendment One (TABOR), passed
November 3, 1992. The amendment requires that an emergency reserve be created to be used
for declared emergencies only. It also requires each local government to reserve one percent or
more for 1993, two percent or more for 1994, and three percent or more for all later years of the
fiscal year spending, excluding bonded debt service. Caused reserves apply to the next year's
reserve. With the adoption of the new accounting rules under GASB 54 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 eight -million dollars or three -
percent of the TABOR revenue limit, whichever is greater. This Emergency Reserve Fund will no
longer be used to budget or account for the TABOR emergency reserve.
421
CONSERVATION TRUST
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
2024 2421 2021 2421
Budget Request Recommend Final
2200 73700 4332 LOTTERY
2200 73700 4610 EARNINGS ON INVESTMENTS
435,000 500,000 500,000
10,000 10,000 10,000
445,400 510,004 510,004
422
CONSERVATION TRUST
SUMMARY OF EXPENDITURES
2021
Fund Org Expenditure Function
2200 73700 CONSERVATION TRUST
TOTAL CONSERVATION TRUST
2020 2021 2021 2021
Budget Request Recommend Final
456,677 507,587 507,587 0
456,677 507,587 507,587 0
423
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND
BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund - - 2200-73700
DEPARTMENT DESCRIPTION: Accounts for revenue received from the State of Colorado to be
used for the acquisition, development, and maintenance of new conservation sites within Weld
County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
479,330
456,677
507,587
507,587
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 479,330
$ 456,677
$ 507,587
$ 507,587
Revenue
527,356
445,000
510,000
510,000
Net County Cost
$ - 48,026
$-11,677
$-2,413
$-2,413
SUMMARY OF CHANGES: Revenue from the Colorado Lottery is being projected at $500,000
and $10,000 from interest earnings. For 2021, the budget for the county buildings at Island Grove
Park is proposed at $649,587. Revenue from rents and facility use fees for 2021 is estimated at
$142,000. The county payment for 2021 maintenance is proposed at $507,587, which is an
increase of $50,910 or 11.15% from the 2020 payment. The increase is primarily in salaries and
benefits, utilities and maintenance costs being up $5,310. The workload in the Island Grove
buildings is changing to more and more requests from Extension and 4-H for use of the facility.
With the usage change and less paid rental usage projected due to COVID 19 the rental revenues
are down $45,600.
Historically, when the final costs are reconciled with the City of Greeley at the end of the year the
amount paid by the county is less than budgeted.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
424
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
Historically, the following is the amount of money received annually since the lottery started:
1983 $ 194,698
1984 195,304
1985 151,033
1986 138,069
1987 162,736
1988 154,074
1989 130,764
1990 136,726
1991 200,103
1992 220,219
1993 264,371
1994 205,534
1995 327,162
1996 312,024
1997 356,262
1998 373,962
1999 286,971
2000 358,802
2001 361,050
2002 $391,780
2003 385,070
2004 361,926
2005 371,213
2006 453,233
2007 423,260
2008 430,795
2009 408,648
2010 386,999
2011 376,031
2012 411,891
2013 450,659
2014 404,589
2015 358,431
2016 487,550
2017 436,368
2018 429,897
2019 513,355
The funds have been used for maintenance and development of Island Grove Park and the
Missile Site Park, with the exception of the following items:
Entity
1983:
Greeley
1984:
Greeley
1985:
Greeley
1986:
Greeley
LaSalle
Ault
Dacono
Windsor
Ft. Lupton
Independence Stampede
Purpose
Civic Auditorium
Civic Auditorium
Civic Auditorium
Civic Auditorium
Community Center
Park System
Park Improvements
Park Improvements
Pearsin Park Sports Complex
Headquarters Facility
Amount
$ 141,464
$ 143,000
$ 90,000
$ 51,500
10,000
7,500
3,000
6,000
10,000
5,000
Since 1987 all funds have gone to the two county parks. Beginning in 2002, only Island
Grove Park has been funded.
425
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
In 1984, the Board adopted the following criteria, in priority order, for the use and allocation of
Weld County lottery funds. This policy remains in force today:
1. To maintain and develop the two existing county parks.
2. Projects must enhance the quality of life for the citizens of Weld County.
3. Projects must contribute to, or compliment, the economic development activities
of Weld County.
4. Projects must have an area impact or significance.
5. Funds used for local community projects must have substantial local support.
6. Outside of existing county parks, no operating funds shall be contributed to
projects.
PERFORMANCE MEASURES
Work Outputs
Island Grove Park Visitors
Efficiency Measures
Per capita cost (county support)
Cost Per Visitor
ACTUAL ESTIMATED PROJECTED
419,000 420,000 420,000
$1.32 $1.36 $1.48
$0.997 $1.049 $1.336
BOARD ACTION: Approved as recommended.
426
CONTINGENCY FUND
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
2024 2421 2021 2421
Budget Request Recommend Final
2300 90300 4112 CURRENT PROPERTY TAXES
42,000,000 47,500,000 47,500,000
42,000,000 47,500,000 47,500,000
427
CONTINGENCY
SUMMARY OF EXPENDITURES
2021
Fund Org Expenditure Function
2300 90300 CONTINGENT
TOTAL CONTINGENT
2020 2021 2021 2021
Budget Request Recommend Final
10,000,000 10,000,000 10,000,000 0
10,000,000 10,000,000 10,000,000 0
428
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONTINGENCY FUND
BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300
DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen
expenditures or revenue short -falls.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
18,000,000
10,000,000
10,000,000
10,000,000
Capital
0
0
0
0
Gross County Cost
$ 18,000,000
$ 10,000,000
$ 10,000,000
$ 10,000,000
Revenue/Fund Bal.
-13,504,652
-32,000,000
-37,500,000
-37,500,000
Net County Cost
$ 31,504,652
$ 42,000,000
$ 47,500,000
$ 47,500,000
SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $10,000,000 with
$47,500,000 from property tax, and $37,500,000 going into the fund balance. A beginning fund
balance of $52,500,000 is anticipated. An ending fund balance of $1000,000,000 is projected,
assuming no contingency funds are needed in 2021. The fund balance will serve as a stabilization
reserve for fluctuating revenues due to Weld County's heavy dependency on oil and gas assessed
values that can fluctuate dramatically from year to year due to production levels and price
changes. Besides serving as a general contingency reserve, the fund is available to mitigate
impacts from the oil and gas industry, such as unanticipated road and bridge heavy hauling
impacts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
429
EMERGENCY RESERVE
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
2024 2421 2021 2421
Budget Request Recommend Final
2400 53100 4112 CURRENT PROPERTY TAXES
430
EMERGENCY RESERVE
SUMMARY OF EXPENDITURES
2021
Fund Org Expenditure Function
2400 53100 EMERGENCY RESERVE
TOTAL EMERGENCY RESERVE
2020 2021 2021 2021
Budget Request Recommend Final
0 0 0 0
0 0
0 0
431
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND
BUDGET UNIT TITLE AND NUMBER: Emergency Reserve - - 2400-53100
DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per Amendment
One (TABOR), passed November 3, 1992, which requires that an emergency reserve be
established to be used for declared emergencies only, and that each local government shall
reserve for 1993, 1 percent or more, for 1994, 2 percent or more, and for all later years, 3 percent
or more of the fiscal year spending, excluding bonded debt service. Caused reserves apply to
the next year's reserve.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
SUMMARY OF CHANGES: With the adoption of the new accounting rules under GASB 54 the
three -percent TABOR emergency reserve required by Article X, Section 20(5) of the Colorado
Constitution shall be a restricted fund balance in the General Fund in an amount equal to eight -
million dollars or three -percent of the TABOR revenue limit, whichever is greater. This Emergency
Reserve Fund will no longer be used to budget or account for the TABOR emergency reserve.
FINANCE/ADMINISTRATION RECOMMENDATION: Concur with policy per GASB 54.
BOARD ACTION: Reaffirmed policy per GASB 54.
432
SOLID WASTE
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
2024 2421 2021 2421
Budget Request Recommend Final
CHARGE FOR SERVICES
2700 90200 4410 CHARGE FOR SERVICES
TOTAL SOLID WASTE
2,000,000
2,200,000 2,200,000
2,000,000 2,200,000 2,200,000
433
SOLID WASTE
SUMMARY OF EXPENDITURES
2021
Fund Org Expenditure Function
2700 21240 TRANSFER
2700 90200 SOLID WASTE
2700 90200 TRANSFER
TOTAL SOLID WASTE
2020 2021 2021 2021
Budget Request Recommend Final
85,000 85,000 85,000 0
552,254 451,922 451,922 0
1,362,746 2,298,078 2,298,078 0
2,000,000 2,835,000 2,835,000 0
434
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Code Enforcement - - 2700-21240
DEPARTMENT DESCRIPTION: This budget accounts for code enforcement for littering, illegal
dumping, and roadside trash pick-up program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
85,000
85,000
85,000
85,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 85,000
$ 85,000
$ 85,000
$ 85,000
Revenue
0
0
0
0
Net County Cost
$ 85,000
$ 85,000
$ 85,000
$ 85,000
SUMMARY OF CHANGES: The Code Enforcement function has been combined with the Animal
Control function in the Sheriffs Office. The cost of the code enforcement function is $85,000.
See budget unit number 1000-21230 for a detailed discussion of the program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and funding of
program from the Solid Waste surcharge.
BOARD ACTION:
PERFORMANCE MEASURES
Work Outputs
Number of Complaints
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
776 800 800
$0.263 $0.256 $0.248
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public
Safety Bureau (Budget Unit 1000-21200) goals.
435
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOLID WASTE FUND
BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund - - 2700-90200
DEPARTMENT DESCRIPTION: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites to combat environmental problems, promote trash
clean-up, provide for the household hazardous materials program, and to further improve and
develop landfill sites within the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
82,135
271,457
272,379
272,379
Fixed Charges
1,004,803
1,643,543
2,477, 621
2,477, 621
Capital
0
0
0
0
Gross County Cost
$ 1,086,938
$ 1,915,000
$ 2,750,000
$ 2,750,000
Revenue/Fund Bal.
2,632,148
2,000,000
2,835,000
2,835,000
Net County Cost
$ - 1,545,210
$ - 85,000
$ -85,000
$ -85,000
SUMMARY OF CHANGES: The projected revenue estimate is $2,200,000 up $200,000 and
consistent with recent revenue trends. The Department of Public Health and Environment costs
for the Household Hazardous Waste program is projected to be $388,559. $40,000 is budgeted
for community clean-ups, and $90,000 to fund the roadside trash pick-up program with Useful
Public Service clients. $122,019 is funded for solid waste inspections and monitoring by the
Health Department. $142,379 is budgeted for indirect costs. $1,787,500 is budgeted for repair
work on county roads impacted by landfill traffic. $179,543 is unallocated for road projects or
other items to mitigate landfill impacts. Beginning fund balance of $4,500,000 will be reduced by
$635,000 in 2021 to $3,865,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
436
SOLID WASTE FUND
(CONTINUED)
2700-90200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Landfill Inspections 45 45 45
Household Hazardous Material (HHM) $395,905 $429,265 $388,559
Surcharge Collected $2,632,148 $2,000,000 $2,200,000
Efficiency Measures
Per capita cost (collected) $8.13 $6.00 $6.42
Per capita HHM cost $1.22 $1.29 $1.13
437
\ 1
861/
438
SEVEN YEAR TREND
Capital Expenditures
25,000,000
20.000.000
15, 000.000
10.000.000
5.000.000
O
O
O
r
r
r
2015
O
O
U)
0
0O
l
2016 2017
0
0
2018 2019
w
O
O
to
co
CO
LO
2020 2021
CAPITAL EXPENDITURES FUND SUMMARY
The Capital Expenditures Fund was established to budget the financial resources used for the
acquisition or improvement of capital facilities of the county. A detailed Long -Range Capital Plan
for 2021-2025 is presented in this section and relates to the specifics of the 2021 capital project
budget.
The Capital Expenditures Fund accounts for various capital improvement projects for county
buildings. The 2021 program is funded at $11,566,500 with $34,300,000 in property tax, $225,000
from capital expansion fees, $500,000 from interest and fund balance reserve. Anticipated
projects include $870,000 for a Public Works storage building, $500,000 for the Ault grader shed,
$750,000 for Chase Building improvements, $200,000 to remodel the Probation office,
$1,750,000 to remodel office buildings in the Weld Business Park, $5,000,000 for the Sheriff's
firing range/training facility, $750,000 to remodel the Courthouse holding cell area, and
$1,746,500 for special projects. A carry-over beginning fund balance of $7,000,000 is anticipated,
and $30,558,500 ending reserve fund balance for the future jail/court facility ($29,108,500),
Communications building reserve ($850,000), and Downtown Greeley land reserve ($500,000) is
anticipated at the end of 2021.
Capital projects impacting the 2021 and future years' operational costs include the additional jail
space planned for construction in 2018-2020 will impact the operational budget by $2,124,239 in
2021, $1,000,000 in 2022, and $800,000 in 2023. In 2021 the addition of a 35,000 square foot
office building in the Weld Business Park will add approximately $160,000 per year for utilities
and maintenance. Special projects and Public Works facility projects are primarily cosmetic
enhancements to buildings that will not impact operating costs but will improve the appearance
and functionality of the buildings involved.
440
CAPITAL EXPENDITURES
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
2024 2421 2021 2421
Budget Request Recommend Final
4000 17500 4112 CURRENT PROPERTY TAXES 26,200,000 34,300,000 34,300,000
4044 17500 4610 EARNINGS ON INVESTMENTS 500,000 500,000 500,000
4000 17500 4730 OTHER FEES 225,000 225,000 225,000
TOTAL CAPITAL EXPENDITURES 26,925,000 35,025,000 35,025,000
441
CAPITAL EXPENDITURES
SUMMARY OF EXPENDITURES
2021
2020 2021 2021 2021
Fund Org Expenditure Function Budget Request Recommend Final
4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 22,057,000 11,566,500 11,566,500 0
TOTAL CAPITAL EXPENDITURES 22,057,000 11,566,500 11,566,500 0
442
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CAPITAL EXPENDITURE FUND
BUDGET UNIT TITLE AND NUMBER: Capital Expenditures - - 4000-17500
DEPARTMENT DESCRIPTION: Capital projects for general county use. Created in accordance
with Section 29-1-301(1.2), C.R.S., April 5, 1984. Formerly Public Works - County Buildings Fund
(Fund 33).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Capital
35, 624, 888
22, 057,000
11, 566, 500
11,566, 500
Gross County Cost
$ 35, 624, 888
$ 22, 057,000
$ 11, 566, 500
$ 11,566, 500
Revenue/Fund Bal.
24,797,649
4,143,000
22,733,500
22,733,500
Net County Cost
$ 10,827,239
$ 26,200,000
$ 34,300,000
$ 34,300,000
SUMMARY OF CHANGES: The Capital Expenditures Fund accounts for various capital
improvement projects for county buildings. The 2021 program is funded at $11,566,500 with
$34,300,000 in property tax, $225,000 from capital expansion fees, $500,000 from interest and
fund balance reserve. Anticipated projects include $870,000 for a Public Works storage building,
$500,000 for the Ault grader shed, $750,000 for Chase Building improvements, $200,000 to
remodel the Probation office, $1,750,000 to remodel office buildings in the Weld Business Park,
$5,000,000 for the Sheriff's firing range/training facility, $750,000 to remodel the Courthouse
holding cell area, and $1,746,500 for special projects. A carry-over beginning fund balance of
$7,000,000 is anticipated, and $30,458,500 ending reserve fund balance for the future jail/court
facility ($29,108,500), Communications building reserve ($850,000), and Downtown Greeley land
reserve ($500,000) is anticipated at the end of 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2021 funding level of
the Proposed Long -Range Capital Plan for 2021 - 2025. The actual plan is on the pages
immediately following.
BOARD ACTION:
443
WELD COUNTY
LONG RANGE CAPITAL PROJECTS
FIVE-YEAR PLAN
2021 - 2025
Presented By: Donald D. Warden
Director of Finance and Administration
September, 2020
LONG RANGE CAPITAL PROJECTS
FIVE YEAR PLAN
2021 - 2025
INTRODUCTION:
Section 14-3 of the Weld County Home Rule Charter provides:
"The Board may require that the Director of Finance and Administration submit, at
the time of submission of the annual budget, a five-year capital improvements
program and budget. Such program shall include recommended projects,
construction schedule, estimate of cost, anticipated revenue sources, methods of
financing, and such other information as may be required."
This five-year plan projects capital improvements for 2021 - 2025.
The recommended program for capital construction is intended as a guideline to be adjusted by
the Board of County Commissioners on an annual basis. It represents flexible goals for organizing
solutions to county program needs, and it is intended to provide the Board of County
Commissioners with the perspective for making fiscal policy decisions. Annual modifications in
the plan will reflect necessary adjustments and priorities, changes in programs, and
readjustments of other county fiscal requirements.
This report has four (4) sections:
1. Introduction
2. Financing Alternatives
3. 2021 - 2025 Five-year Plan
4. 2021 Budgetary Impact
The section on financing recommends a program for funding the next five years' capital
construction. This section lists the various sources of revenue currently available to the county,
and the alternatives available for financing the remainder of the capital projects program. The
2021 - 2025 five-year plan section provides a list of recommended projects and the time schedule
for the next five fiscal years. Additionally, it provides justification for the recommendation and
attempts to enumerate problems and recommended solutions for the capital improvements
program over the next five years. The project section describes each recommended project, and
provides information on the existing situation, the proposed solution, and the financing plan for
each project.
The last section of the report provides a recommended 2021 budget for the capital construction
program. It provides specific detail regarding each recommended project and the impact on the
2021 county budget.
445
FINANCING ALTERNATIVES
FINANCING
Overview:
There are a number of ways to finance capital improvement projects. Some of the most common
methods are:
1. Pay as you go:
Pay as you go is a method of financing capital projects with current revenues --
paying cash instead of borrowing against future revenues. Pay as you go has
several advantages. First, it saves interest cost. Second, pay as you go protects
borrowing capacity for unforeseen major outlays that are beyond any current year's
capacity. Third, when coupled with regular, steady completion of capital
improvements and good documentation and publicity, pay as you go fosters
favorable bond ratings when long term financing is undertaken. Finally, the
technique avoids the inconvenience and considerable cost associated with
marketing of bond issues, advisors, counsel, printing, etc.
However, there are practical and theoretical disadvantages to a pay as you go
policy. First, pay as you go puts a heavy burden on the project year. Second, it
creates awkward fluctuating expenditure cycles which do not occur with extended
financing. Third, a long -life asset should be paid for by its users throughout its
normal life rather than all at once by those who may not have the use of it for the
full term. Finally, when inflation is driving up construction costs, it may be cheaper
to borrow and pay today's prices rather than wait and pay tomorrow's.
2. All borrowing policy:
An all borrowing policy or a substantial reliance on debt financing is another
approach. The annual available resources could be used entirely for debt service
with the size of the annual resources setting the limit on the amount that could be
borrowed.
3. Capital reserve:
A capital reserve plan is an approach where the annual resources available could
be accumulated in one or more capital reserve funds, the amounts invested, and
when any funds become adequate to pay for a proposed project, the fund could
be expended. This is a good approach when a county has a capital requirement
which can wait. Accumulation of the necessary capital funds over a period of time
is a feasible approach, assuming a relatively stable construction dollar.
HB 82-1111, passed in 1982, specifically provides for a capital improvements trust
fund for capital reserves.
447
4. Partial pay as you go policy:
A partial pay as you go policy is a common approach. Some of the annual
resources would be used to finance capital improvements directly, and the
remainder would go for supporting a debt program. Even if a local government
pursues a borrowing policy, an initial down payment out of current revenues is a
possibility. A customary five to ten percent down is a limited pay as you go policy
and assures that the voters authorizing the approval will make a cash contribution,
so all the burden will not be postponed.
5. Joint financing:
An ever increasing number of cities and counties are benefitting from joint
development of a project. The construction of a city/county office building and
recreational areas are examples. This avenue of funding and planning capital
projects normally is advantageous to both jurisdictions.
6. Lease/Purchase:
Local governments can utilize lease/purchase methods for needed public works
projects by having it constructed by a private company or authority. The facility is
then leased by the jurisdiction on an annual or a monthly rental. At the end of the
lease period, the title to the facility can be conveyed to the jurisdiction without any
future payments. The rental over the years will have paid the total original cost-
plus interest. This method has been used successfully in a few jurisdictions. The
utilization of a building authority would fall under this category of financing.
Numerous considerations are involved in the selection of the foregoing approaches, or some
combination thereof:
1. Political realities may preclude utilization of one or more of the above alternatives.
For example, the passage of general obligation bonds as a debt financing
mechanism has not met recent success at the polling places in most jurisdictions.
2. The pay as you go concept has three distinct advantages.
A. It provides great flexibility to the county for future periods of economic
recession or depression but does not accumulate large fixed -charge costs.
B. It avoids the payment of interest charges.
C. It imposes upon public officials the full political responsibility for levy of the
taxes necessary to pay the local share of such projects.
3. The debt financing approach has the advantage of spreading the cost over a
generation of current users of public facilities, thereby imposing upon each a
significant portion of the cost of each project.
4. In an inflationary period, one must consider the extent to which prepayment for
capital outlay is warranted, when the opportunity for repayment of the principal and
interest in dollars that are less expensive can be arranged.
5. During periods of rapid rise in costs, the time delay necessary to accumulate down
448
payments or full pay as you go resources invites higher costs which may wipe out
most, if not all, of the advantages of non-payment of interest.
In the five-year capital projects plan, a combination of funding methods will be recommended to
finance capital construction to balance the economy of a payment in full program with the fairness
of sharing the burden among present and future taxpayers.
This recommended financial program reflects consideration of many factors, including the
availability of cash, anticipated interest rates at the time of construction, and projected inflationary
cost increases that would result from project delays.
449
DEBT FINANCING
Before discussing specific types of borrowing, it is appropriate to review some of the basic
constitutional statutory provisions which generally are applicable to debt financing.
Article XI, Section 6, of the Colorado Constitution, provides that no debt may be created by a
political subdivision of the state, unless the question of incurring such debt has been approved by
a majority of the qualified electorate voting. Any obligation paid, or contracted to be paid, out of
a fund that is a product of a tax levy is a debt within the means of the Constitution (Trinidad vs.
Haxby, 136 Colorado 168, 315 p 2d 204 -- 1957).
In addition to voter approval, Article XI, Section 6, requires the debt be incurred by adoption of a
legislative measure which is irrevocable until the indebtedness is fully paid or discharged. The
ordinance must:
1. Set forth the purpose for which the bond proceeds will be applied, and
2. Provide for the levy of the tax which, together with such other revenues as may be
pledged, will be sufficient to pay the principal and interest of the debt.
The Constitution delegates to the Legislature the duty to establish statutory limitations on the
incurrence of debt. The total amount of debt which a county may incur may not exceed three
percent (3%) of the assessed value in the county, which is nearly $350 million dollars in Weld
County.
Section 4 of Article X, Section 20 (TABOR Amendment), requires voter approval for any form of
multi -year debt. It states that an election is required: "Except for the refinancing of district bonded
debt at a lower interest rate or adding new employees to existing district pension plans, creation
of any multiple -fiscal year direct or indirect district debt or other financial obligation whatsoever
without adequate present cash reserves pledged irrevocable and held for payments in all future
fiscal years."
In addition to the state statute, Section 14-6 of the Weld County Home Rule Charter specifies:
"The incurring of indebtedness by the county and the issuance of evidences of
such indebtedness shall be authorized, made and executed in accordance with the
laws of the state, including the borrowing of money to fund county projects, the
pledging of project revenues and repayment thereof, and the issuance of revenue
warrants, or revenue bonds, or other forms of evidence of such obligations."
Before discussing specific types of bonds, it is appropriate to review some of the general
characteristics of bonds. Bonds mature serially, that is, a portion of the principal is retired over
the entire term of the bond issue. Interest on municipal bonds is free from Federal Income Tax
which is an important feature to prospective purchasers. The term or the length of time to maturity
of municipal bonds can vary considerably. Generally, the last maturing bond comes due ten to
thirty years from the date of issue. Normally, the longer the maturity of the bonds, the higher the
yields or return on investment is demanded by the market price. Thus, a bond issue that runs
thirty years will pay a higher net effective interest rate than a bond issue that runs twenty years.
Genera! Obligation Bonds:
450
General obligation bonds are secured by a pledge of the full faith, credit and taxing power of the
county. The county is obligated to levy sufficient taxes each year to pay the principal and interest
of the bond issue. Consequently, general obligation bonds are a debt subject to the constitutional
and statutory provisions discussed earlier. Because the issue of general obligation bond pledges
its full faith and credit and agrees to levy the ad valorem taxes necessary to repay the principal
and interest of the bond, it is generally agreed to be a more secure investment than other types
of bonds. Thus, the major advantage of general obligation financing is the low rate of interest as
compared to the interest of other types of bonds. The law permits general obligation bonds to
have a thirty-year term; however, general obligation bond issues usually have terms of twenty
years or less.
General obligation bonds, in addition to being secured by full faith and credit of the issuer, may
provide additional security by pledging certain available revenues.
The major disadvantage of general obligation bonds is the fact that it does require voter approval
prior to issuance. Voter resistance to increased taxes may prevent a successful bond election.
Revenue Bonds:
Revenue bonds are not a debt in the constitutional sense. They are secured by the revenue
derived from the project to be constructed, not by pledge of the full faith, credit, and taxing
authority of the county. Projects typically financed by revenue bonds include airports, stadiums,
and park facilities. Under the TABOR Amendment, revenue bonds can only be used for enterprise
funds and operations.
Although it may seem possible to pledge any non -tax revenues for payment of revenue bonds,
there should be a relationship between the type of revenue pledged for payment of the bonds and
the project to be financed. Although revenue bonds need not comply with the constitutional
statutory provisions generally applicable to a debt, there are several statutory provisions which
may affect the issuance of certain types of revenue bonds and the statutes should be consulted
for specific provisions regarding the issue of revenue bonds if this method is considered.
Revenue bonds are less secure than general obligation bonds because of the inability of the
issuer to levy taxes to assure the payment of principal and interest. Thus, there is normally a
higher interest rate on revenue bonds. The term of revenue bonds is often beyond twenty years,
frequently as long as thirty years.
The concept of issuing revenue bonds is based on the theory that certain projects which benefit
only certain individuals should be self-supporting and should be paid for by the user of that project
rather than the populace as a whole. Thus, airport revenue bonds are paid for by air travelers
and airlines and parking revenue bonds are paid for by users, etc.
In order for a county to issue a revenue bond, the system which generates the revenues to repay
the principal and interest of the bond must:
1. Have a good operating history documented by audited figures.
2. Reflect good debt service coverage through use of a feasibility study
completed by a recognized expert in the field.
451
In analyzing a revenue bond issue for underwriting, an investment banker will look not only at
operating statistics and coverage, but also at more basic elements, such as the necessity of the
service, control over competition, and delinquency procedures. Revenue bonds are becoming
more popular because they do not require voter approval and do not apply in statutory debt limits.
Leases:
A less traditional method of financing county facilities is a lease arrangement. A lease is executed
with the county, which gives the county the option to purchase the equipment or facility during the
term of the lease. All or part of the lease payments may be applied to the purchase prices.
A bona fide lease option agreement is not a debt; however, an installment purchase program is a
debt. A bona fide lease/option agreement is characterized by two factors:
1. Annual rental payments with automatic renewal of the lease unless
terminated by either party, and
2. No obligation on the part of the local government to purchase the property
if the lease is terminated.
Also, some court cases indicate the annual rental must be paid from non -property tax revenues
to avoid the lease being considered a general obligation. Upon exercise of the option, the local
government obtains full legal title to the property. Leases of this nature are distinctively different
from more conventional means of financing. Of primary importance is the security which underlies
the lease period. It is not a promise to levy taxes or a pledge of revenues from the system.
Rather, it is usually a promise to pay only one year at a time, with an implied intention to continue
payment until ownership is transferred. As ultimate security, the holder of the lease may look to
the asset which is being leased in the event of a default.
There is little statutory or judicial guidance in the area of leases of this type, and the obligation to
continue lease payments until title transfers is a moral, rather than a legal obligation. As a
consequence, the underwriting or placement of a lease is more difficult than the underwriting of
conventional bonds. The term of the leases generally is short, usually from seven to ten years.
Because the security underlying the lease is not good compared with conventional financing,
interest rates on leases are higher.
452
Building Authority:
A building authority is a non-profit corporation which generally is formed at the request of the
governing body of the county or local jurisdiction, which also appoints the Board of Directors of
the corporation. Weld County created such an authority in 1987, named the Weld County Finance
Corporation. The directors are the Director of Finance, County Attorney, and Director of Buildings
and Grounds, each appointed for ten-year terms.
The building authority issues its own bonds to finance a facility. To achieve the same lower
interest rates that traditional municipal bonds enjoy, the building authority must obtain a ruling
from the Internal Revenue Service (IRS) that the interest on the authority's bonds is exempt from
Federal Income Tax. Such an exemption is granted if the IRS finds the authority's bonds are
issued on behalf of a political subdivision, which is determined based upon the following factors
as detailed in IRS Revenue Ruling 63-20.
1. The authority engages in activities which are essentially public in nature.
2. The corporation is not organized for profit.
3. The corporate income does not inure to the benefit of any private person.
4. The political subdivision has a beneficial interest in the corporation, while the
indebtedness is outstanding, and it obtains full legal title to the property on the
retirement of the debt.
5. The corporation has been approved by the political subdivision which has
approved the specific obligation of the corporation.
Like municipal bonds, bonds issued by a corporation usually are subject to registration and other
requirements of the Securities Act of 1933 and the Security Exchange Act of 1934. After receiving
a favorable ruling from the IRS, a "no action" letter should be secured from the Security and
Exchange Commission, exempting the authority's bonds from these requirements. The authority
then issues bonds pledging the annual rental payments as security. After issuance of bonds and
construction of the facilities, the authority leases the facilities to the county. Again, this must be
a bona fide lease and possess all the elements discussed under Lease/Purchase.
The bonds of a building authority are like municipal leases in the way they are viewed by investors.
As with a simple municipal lease, building authority bonds are less secure than general obligation
or revenue bonds. As a result, bonds issued through a building authority bear higher interest than
more secure issues.
Certificates of Participation (COP) may be issued in the same manner as bonds. As a practical
matter the COP is the same as a bond, except from a legal point of view, the COP is evidencing
assignment of proportionate undivided interests in rights to receive certain revenues in the form
of a lease or rental amount for the purpose of providing funding for capital improvements. The
lease and COP do not constitute a general obligation or other indebtedness of the county within
the meaning of any constitutional, statutory or home rule charter debt limitation. The lease is a
year-to-year obligation.
The use of Certificates of Participation (COP) has been the only debt vehicle Weld County has
ever used in the implementation of its debt policy options. The only COP issued by Weld County
was done in 1997 and was paid off August 1, 2007. No outstanding debt exists for Weld County.
453
BUILDING AUTHORITY FINANCE
The Philosophy:
Tax-exempt financing is available through a building authority with the issuance of bonds when
the facilities financed are for public purposes and the benefit is to the sponsoring public entity.
The Building Authority:
A building authority is a Colorado non-profit corporation created by the county itself. The county
adopts a resolution calling for the creation of the Building Authority and directing counsel to draw
articles of incorporation and by-laws in compliance with Colorado Statutes. A board of directors
is formed. The board may consist of County Commissioners or administrative personnel or
individuals not associated with any public entity. The Weld County Finance Corporation, created
in 1987, consists of the Director of Finance, County Attorney, and Director of Building and
Grounds as directors.
Tax -Exemption of Interest:
Once the non-profit corporation is created, the tax-exempt nature of interest paid on the
corporation's bonds must be assured. A revenue ruling is requested from the Internal Revenue
Service on the non-profit status of the corporation pursuant to Internal Revenue Code, 103(a) 1
and Revenue Ruling 63-20, and on the tax-exempt status of interest paid.
Such an application involves considerable work and a detailed analysis of the situation which is
presented to the Internal Revenue Service. The application includes information as to public
purpose, the county, the agency using the facilities, the proposed lease terms, terms of title
reversion to the county and the proposed method of financing.
Corporate Bonds and the S.E.C.:
As corporate bonds are subject to registration requirements of the Securities and Exchange
Commission, a "no action" letter must be obtained from the S.E.C. The S.E.C. says that no action
will be taken if the bonds of the building authority/non-profit corporation are not registered.
The Purchase Contract:
Once the building authority is created with powers to act, it may enter into a contract to purchase
the facility. The contract should be subject to:
1. A favorable revenue ruling from the Internal Revenue Service.
2. Receipt of an S.E.C. "no action" letter.
3. Finalization of financing.
454
The Bond Issue:
When all legal and tax questions are answered the building authority may issue bonds for the
purchase of the facility. Normally the bonds are sold directly to an underwriter who then resells
the bonds to the ultimate investor.
The bonds that are issued will be an obligation of the building authority only and not a debt
obligation of the county.
The County Lease:
Upon the issuance of the bonds and the purchase of the building by the building authority, the
county can lease the building from the authority. The lease would be from year-to-year with
automatic renewal unless otherwise terminated. A county lease for any period in excess of one
year constitutes a debt and must be approved by voters.
The Bond Security:
The security of the bond holders may be only in a pledge of lease revenues by the authority. The
bond holders may also have a first mortgage lien on the building. The combination of the two
results in a more secure bond and a correspondingly lower rate of interest.
Partial Seller Financing:
Depending on factors such as the seller's motivation, whether there is an existing loan on the
building, and negotiations, a bond issue can be for only the amount necessary for a down
payment. The sellers can carry back the balance, receiving installment sale tax benefits on the
capital gains. A revenue ruling would be required; however, interest paid on a promissory note
to the seller may also be tax exempt. The total cost to the county and the building authority then
may be substantially lower on this basis.
455
COMPLETED CAPITAL PROJECTS
2015- 2019
Total
Actual
2015
Actual
2016
Actual
2017
Actual
2018
Actual
2019
Centennial Complex
$ 3,093,577
$ 560,310
$ 319,399
$1,629,018
$584,850
Courthouse
466,334
267,400
$ 105,800
93,134
Land Reserve
1,983,405
668,071
1,315,334
Chase Building
4,998,481
84,944
3,161,209
526,611
400,786
824,931
Grader Sheds
1,916,206
193,684
40,589
283,799
1,398,134
Motor Pool
1,185,673
576,056
260,968
348,649
Health Department
585,138
585,138
Island Grove
455,956
84,856
199,792
171,308
North Jail
3,480,322
345,404
81,426
344,008
2,709,484
Training Center
129,547
129,547
1301 N. 17th Ave.
2,710,447
2,710,447
Public Works
1,314,976
149,260
967,367
117,416
80,933
Human Services
2,430,595
160,146
82,174
2,188,275
1250 H Street
3,679,710
0
0
0
0
3,679,710
SW Weld Building
348,663
101,344
97,101
150,218
North 1401-1402
773,240
773,240
County Clinic
93,400
38,600
54,800
Admin. Bldg (Sykes)
557,345
39,775
43,600
473,970
Southeast Weld
Building
108,322
108,322
Law Administration
111,806
111,806
Miscellaneous
429,225
22,620
283,301
25,689
97,615
CNG Station
2,155,458
2,155,458
Towers
2,572,904
1,572,412
1,000,492
918 10th Street
747,717
675,168
72,549
TOTAL
$36,328,447
$4,879,138
$5,774,426
$4,076,651
$4,991,945
$16,606,287
NOTE: Expenditures listed in year incurred.
456
FIVE YEAR
CAPITAL PROJECTS PROGRAMS
2021-2025
Requirements
Total
2021
2022
2023
2024
2025
Jail Capital Reserve
$43,005,500
$23,458,500
$1,962,000
$8,028,000
$3,225,000
$6,332,000
PW Projects
2,240,000
870,000
500,000
0
870,000
0
SE Weld Building
6,000,000
0
6,000,000
0
0
0
SO Range/Training
10,000,000
5,000,000
0
0
5,000,000
0
Misc Projects
8,304,500
1,746,500
1,513,000
1,922,000
1,530,000
1,593,000
PW Grader Sheds
2,050,000
500,000
750,000
350,000
350,000
100,000
Probation
3,200,000
200,000
0
0
0
3,000,000
1400 Office Building
Business Park
Remodel
650 ,000
650,000
0
0
0
0
Weld Plaza Building
1,225,000
750,000
0
475,000
0
0
1402 Office Building
Business Park
Remodel
1,100,000
1,100,000
0
0
0
0
Courthouse
Holding Cells
750,000
750,000
TOTAL
$78,525,000
$35,025,000
$10,725,000
$10,775,000
$10,975,000
$11,025,000
457
RESOURCE CAPACITY
*****************
FUNDING SOURCES
*****************
CASH FLOW ANALYSIS
458
CAPITAL EXPENDITURES FUND
RESOURCE CAPACITY
2021-2025
YEAR
PROPERTY
TAX
INTEREST
FEES
TOTAL
2021
$34,500,000
$500,000
$225,000
$35,025,000
2022
$10,000,000
500,000
225,000
10, 725,000
2023
10, 000, 000
550,000
225,000
10, 775, 000
2024
10, 000, 000
750,000
225,000
10, 975, 000
2025
10, 000, 000
800,000
225,000
11, 025, 000
459
CASH FLOW ANALYSIS
YEAR
BEGINNING
FUND
BALANCE
REVENUE
EXPENDITURES
ENDING
FUND
BALANCE
2021
$ 7,000,000
$ 35,025,000
$ 11,566,500
$ 30,58,500
2022
$ 30,458, 500
$ 10,725, 000
$ 8,763, 000
$ 32,420, 500
2023
$ 32,420, 500
$ 10,775, 000
$ 2,747, 000
$ 40,448, 500
2024
$ 40,448,500
$ 10,975,000
$ 7,750,000
$ 43,673,500
2025
$ 43,673,500
$ 11,025,000
$ 4,693,000
$ 50,005,500
460
CORRECTIONAL FACILITY
Existing Situation:
The Centennial Complex Jail was constructed in 1978 and was remodeled three times to increase
the capacity to 294 beds. In 1997, Phase I of the North Jail Complex was constructed with 160
beds and all of the core service facilities. The North Jail Complex is currently designed for a build
out of 779 beds, but the site can accommodate over a 1,000 -bed facility. Each phase would be
in increments of approximately 160 - 375 beds. Jail population continues to grow in Weld County,
but the growth rate has slowed the last few years due to more use of jail alternative programs.
Phase II was completed and opened in January 2004. Phase II added 245 beds based upon the
design. Construction of Phase II allowed for the closure of the Centennial Jail and conversion of
the space to accommodate Court needs. Phase III, which added 374 beds, was constructed in
2006 - 2007, and was opened in February 2008.
Proposed Solution:
It is proposed that additional phases of the North Jail Complex be constructed in increments of
beds, as needed. The total project of approximately 331,143 square feet will be constructed in
phases. The first phase, constructed in 1997, was 125,775 square feet. It included the core
service facilities, such as kitchen, administrative offices, medical detention, booking area, and
lobby to accommodate over 1,000 inmates. Phase II has 245 beds and is both maximum and
medium security to accommodate the projected inmate classifications. Phase II was constructed
in the 2002 - 2003 time frame and became fully operational as of 2004. Phase III has 374 beds
and was constructed in 2006 - 2007. There is currently 217,568 square feet of building with 779
beds available.
Financing:
In 2018 a supplemental appropriation of $40,000,000 was made to fund $44,500,000 in 2018 for
the jail expansion. This reduced the planned funding of $20,000,000 in each of the years 2019
and 2020. Net cost to the county was the same over the three budget years, but the timing of
funding allowed the completion of the project sooner. The jail expansion is an additional 113,575
square feet of building for 380 additional beds. The capital plan is consistent with the inmate
population projections that calls for the opening of added jail beds at the end of 2020. There was
$861,000 for jail equipment and computers for the jail expansion in the 2020 budget.
Impact on Operational Costs:
In early 2021, it is anticipated that the new jail capacity will be opened. The use of the capacity
will be phased in over a two to three-year period, depending on inmate population growth. Based
upon past phased openings of the jail, the estimated additional annual costs are:
Item
2021
2022
2023
Staffing
$ 1,745, 509
$ 800,000
$ 800,000
Medical Costs
182,411
200,000
0
Food
76,319
0
0
Utilities
60,000
0
0
Maintenance
60,000
0
0
461
WELD COUNTY BUSINESS PARK
Existing Situation:
In 1987, Weld County acquired 160 acres located in the southwest corner of "O" Street and North
11th Avenue in Greeley. Funds for the property came from the sale of the Health Building.
Proposed Solution:
The property is large enough to allow for future consolidation of county facilities in one area. The
utilities and site improvement were developed in 1988, at an estimated cost of $1,750,000 with
the aid of a $630,000 EDA Grant. The first facilities, completed in 1989, included a 15,000 square
foot building for Human Services and a county motor vehicle shop. Fifty to 60 acres have been
developed for building and storage sites and approximately 60 acres can be mined for gravel and
reclaimed in an attractive way. The new correctional facility is located on this site, as well as the
Health Department, Household Hazardous Waste Building, Training Center, Fleet Services
Facility, Public Works, Law Administration, Buildings and Grounds, Alternative Programs Facility,
Community Corrections Facility, and six administrative buildings. A portion of the property was
made available for commercial development and offered at no cost or low cost to private parties
for economic development incentives. A PUD was approved for land use purposes in 1989.
Financing:
Development is programmed into the long-range plan under specific projects, which include a
correction facility ($44,500,000), an additional office building and storage building for Public
Works ($3,600,000), purchase of existing office/warehouse in 2018 ($3,700,000), the purchase
of one existing office facilities in 2019 ($4,700,000), and the remodel to convert the existing
paramedic headquarters into a coroner facility in 2020-2021 ($3,000,000). Four office buildings
will be remodeled in 2020-2021 at a cost of $3,950,000. A car wash for $2,000,000 is planned for
2020-2021 to accommodate county vehicle needs.
Impact on Operational Costs:
See individual projects for cost impacts.
462
COMMUNICATIONS SYSTEM
Existing Situation:
Weld County, in 1975, created the Weld County Regional Communications Center and agreed to
fund the infrastructure to accommodate the communications system. The system consisting of
towers, radio receivers and transmitters, system controllers, consoles, computers, and various
communications equipment has been required to be replaced or upgraded approximately every
ten years with growth and technological changes. The costs have been paid for by grants, Weld
County government, and the E911 Authority.
Proposed Solution:
The communications system was upgraded in 2012 at a total cost of $7,700,000. The E911
Authority Board agreed to fund the console equipment upgrade in the amount of $2,000,000, and
Weld County, in the Capital Expenditure Fund, funded the remaining costs. Since 2013, Weld
County has funded $950,000 per year, for the Communications System Reserve for future
communications systems upgrades in the Capital Expenditure Fund. The E911 Authority also has
a capital funding and capital reserve program to replace E911 capital items that they fund
annually.
Financing:
In 2018 a Ten -Year Capital Plan for the Weld County communications infrastructure and facilities
was developed. Beginning January 1, 2019, the increased E911 surcharge from $0.70 to $1.20
per month will raise an additional $1.67 million per year. From the E911 surcharge amount each
year $1,850,000 will be dedicated to fund the Ten -Year Communications Capital Plan. The capital
plan totals $19 million. The County's Capital Expenditure Fund has $850,000 in reserve for the
future communications building needs, but none for equipment. No funding will be placed in this
budget in future years with the new funding plan for the 2021-2030 Communications Capital Plan.
Impact on Operational Costs:
There will be no additional operational costs for the system. Operational costs are currently
funded by Weld County, the E911 Authority Board, and users through an allocation of cost formula
charging 40% of costs in 2020 to fire agencies. Law agencies will pay 25% in 2020, 32.5% in
2021 and 40% thereafter.
463
GRADER SHEDS / STORAGE BUILDING
Existing Situation:
The County currently has 21 grader sheds throughout Weld County, to accommodate road
maintenance functions in all sectors of the county. The grader sheds are in various conditions,
ranging from good to needing replacement. The following is the age of the sheds: Johnstown
(1945), Vim (1983), Mead (1985), Severance (1987), Ault (1989), Briggsdale (1991),
Keenesburg (1994) Stoneham (1994), Dacono (1995), Fort Lupton (2000), Gill (2001), Gilcrest
(1989), Galeton (2003), New Raymer (2004), Rockport (2007), Peckham (2007), Keota (2008),
Kersey (2010), Grover (2013), Kiowa (2015), Nunn (2018) and Johnstown/Mead (2019). In
addition, four ice control storage buildings were constructed in 2001 - 2003. Additional storage
facilities at the Public Works Headquarters were built in 2003 and 2013. A new Buildings and
Grounds facility was built in 2007, and the old facility was converted to a Printing and Supply
facility. An additional storage facility was purchased in 2009. An addition to the Public Works
Headquarters for Engineering was completed in 2015.
Proposed Solution:
An analysis of existing grader sheds determined which are required for the operational functions
of the road maintenance operation in Weld County. In the process some have been sold, others
consolidated, and some identified for replacement. In cases where existing grader sheds will
accommodate the maintenance function, it is suggested that attention be given to those sheds
that need maintenance or major improvements. Where necessary, replacement sheds have been
identified.
Financing:
The county, since 1982, has totally reconstructed and upgraded all grader and road maintenance
facilities. The county should continue a sound maintenance and replacement program, so the
buildings do not fall into the disrepair condition they were in prior to 1982. The funding mechanism
is a pay-as-you-go function out of the Capital Fund. In 2014, a 15,000 square foot heavy
equipment storage facility was constructed ($800,000). In 2015 additional office space was added
for Engineering. In 2019 $1,500,000 was funded for Johnstown/Mead 3 -bay grader station and a
$3,700,000 office building and truck storage building. In 2020 there was $350,000 for parking lot
improvements and power pole lights, and $200,000 to fence the Public Works complex. Also,
additional office space was added for Engineering in 2020 ($1,650,000).
Funds in the amount of $4,290,000 are included for Public Works facilities in 2021-2025. The
grader sheds will be replaced in Ault (2021) for $500,000, Briggsdale (2022) for $500,000,
Keenesburg land (2022) for $250,000 and grader shed (2023) for $350,000, grader shed in
Stoneham (2024) for $350,000, and Vim land purchase in (2025) for $100,000 and grader shed
(2026) for $350,000. In 2021 and 2024 additional storage facilities will be constructed at an
estimated cost of $870,000 each.
Impact on Operational Costs:
Vehicle storage facility and lighting will have utility costs of approximately $2,400 per year. Since
the old grader sheds are being replaced and consolidated with new sheds, the county's
experience is that there is approximately a $1,000 per year savings on the utilities due to the use
of radiant heat and improved insulation. Staffing is unchanged.
464
JUSTICE CENTER
Existing Situation:
The Justice Center includes the Courthouse, Court Annexes, and Centennial Center buildings. It
provides for the space needs of the 19th Judicial District. Under state law the county is obligated
to provide and maintain the facilities for court related activities. The Courthouse was built in 1917
and is maintained on the Federal Register of Historical Buildings. After many remodels and
upgrades it still functions as the main court facility for Weld County. In the mid -1980's two
buildings across the street from the Courthouse were acquired and remodeled to house the
Probation Department. In 2001, the West Courthouse Annex Building was acquired to house the
District Attorney Juvenile Division. As the population grows and court related activities grow the
space requirements continue to expand. Four courtrooms were added in 2008.
Proposed Solution:
With the growing needs of the courts it will require that the county convert the Centennial Center,
including the jail, to courtrooms and court -related offices. With the construction of Phase II of the
North Jail, the Centennial Jail was closed and remodeled into court -related space in 2004. All
Sheriffs office administrative functions, along with Communications and Records, were moved to
the new Public Safety Administrative Building next to the North Jail in 2003. Over time the entire
Centennial Complex will become court -related space, as well as the two annex buildings to the
west and east of the Courthouse. In 2004, three additional district courtrooms were created, a
juvenile courtroom, and one additional county courtroom, and in 2009 four additional court rooms
were built. The first floor of the Centennial Jail has been converted into courtrooms. The second
and third floors of the jail were remodeled in 2010 for additional court and office facilities. First
floor Centennial offices were converted into office space for the Clerk to the Court. The space in
the Courthouse occupied by the Clerk to the Court was converted into a district courtroom. In
2020 space formerly occupied by the Weld County Commissioners and administrative functions
will be converted to court -related space since those functions moved to a new administrative
building in 2011. These courtrooms will supplement the current vacant district courtroom and the
visiting judge courtroom to accommodate additional judges through 2025. The Chase Building
purchased in 2014 will provide space for court support functions for years with its 119,875 square
foot of space.
Financing:
The County can accommodate court related activities in the space of the Justice Center for
several years. In addition, the block to the southeast of the Centennial Complex has been
acquired by the county and converted into a parking lot. In the future when the need arises, that
block can serve as a site for court building expansion and a parking garage structure to
accommodate court space needs. Also, in the next decade it may be necessary to have court
facilities in the southern part of Weld County where the population is growing at a rapid rate. The
funding mechanism for all court facility needs should be a pay-as-you-go function out of the
Capital Fund. The following page is a schedule of proposed conversion of Justice Center space.
465
CAPITAL PLAN
FOR
JUSTICE CENTER
YEAR
CURRENT USE
NEW USE
COST
2008
Second Floor Old Jail
3 Courtrooms
$ 1,500,000
2008
Third Floor Work Release
2 Courtrooms
$ 1,500,000
2008
Third Floor Work Release
DA Offices
$ 1,000,000
2011
Vacant
Administrative Bldg.
$ 5,000,000
2015
Planning
Probation
$ 400,000
2020
Third Floor Centennial
2 Courtrooms
$ 1,500,000
2021
Courthouse Holding Cells
Holding Cells Remodel
$ 750,000
2029+
First Floor Centennial
1 Courtroom
$ 500,000
2029+
Vacant
Justice Center Annex Building
$ 7,000,000
2029+
Third Floor Centennial (DA)
2 Courtrooms
$ 750,000
2029+
Second Floor Centennial
2 Courtrooms
$ 750,000
2029+
First Floor Centennial (DA)
Court Offices
$ 300,000
Impact on Operational Costs:
Under Colorado law, county governments are required to provide space for the courts and
maintenance of the facility, but all personnel and other operating expenses are paid for by the
State of Colorado. The estimated additional building maintenance costs by year are:
2021
2022
2029+
0
$30,000
$ 176,000
466
ALTERNATIVE PROGRAMS
BUILDING
Existing Situation:
Alternative programs were housed in the old jail and in the West Courthouse Annex. As jail
crowding became more and more of a problem, the alternative programs, such as work release
and pre-trial programs, are used more and more by the Court. The programs formerly occupy
approximately 20,000 square feet. The space that the programs occupied was needed for
courtrooms and Probation office space.
Proposed Solution:
To accommodate the space needs of the alternative programs and allow for growth in the
programs, a 30,000 square foot building was proposed. The facility was constructed in the Weld
County Business Park. This puts the facility in closer proximity to the jail for support services.
Financing:
The new 30,000 square foot Alternative Programs Building was completed in 2008.
Impact on Operational Costs:
Impact of additional costs on the 2008 budget was $156,300 for utilities and maintenance.
Staffing costs were unchanged, since personnel were transferred from the old facility to the new
building.
467
LAW ENFORCEMENT
ADMINISTRATION BUILDING
Existing Situation:
Growing needs of the courts require that the county convert the Centennial Center, including the
jail, to courtrooms and court -related offices. With the construction of Phase II of the North Jail,
the Centennial Jail will be closed and remodeled into court -related space. In addition, all Sheriff's
office administrative functions, along with the Communications and Records, were relocated in
2004 to accommodate the courts.
Proposed Solution:
Since the entire jail operation was moved to the North Jail there are logistical advantages to
relocate all Sheriff Office functions near the jail site. To accommodate the space needs of the
Sheriff's Office, a 22,000 square foot office building near the North Jail site was constructed in
2002. The building houses the Sheriff's office functions, Communications, and Records. This
allows for the consolidation of all criminal justice functions at one site with the exception of patrol
substations.
Financing:
The new Public Safety Administration Building was constructed in 2002. Funds in the amount of
$2,500,000 were budgeted in 2002 for the construction of a 22,000 square foot office building. In
2010 and 2014 respectively, the Records Unit and the Weld County Regional Communications
Center were moved from the Law Enforcement Administration Building to the former Human
Services Building to free up space for the Sheriff's Office.
Impact on Operational Costs:
There were no impacts or additional costs on the 2010 or 2014 budget for utilities and
maintenance, since the space has been maintained in the past. Staffing costs were unchanged,
since personnel were transferred from the old facility to the new building.
468
WELD COUNTY LAW ENFORCEMENT TRAINING CENTER
Existing Situation:
Currently the Weld County Sheriff's Office does not have a dedicated training center with space
to provide basic and on -going training. Besides just classroom space the department needs a
facility to provide the dynamic training that is required for firearms, emergency vehicular
operations, K9 training area, SWAT, and explosive ordinance and demolitions training area.
Proposed Solution:
The Sheriff's Office is proposing a dedicated law enforcement training center with space to
provide basic and on -going training. Building the law enforcement training center will be
accomplished through a long range multi -phased project. The training center site would require
the following reasonable space requirements:
Firing Range 25 acres
Buildings (2-4 total) 2 acres
Driving Pad/Track 46 acres
K9/Law fitness 4 acres
Parking/Miscellaneous 11 acres
Total land needed 88 acres
Financing:
Development is programmed into the long-range plan under specific projects, which include a
firing range, four classroom/storage buildings, security fencing, driving pad/track, K9 training area,
fitness track and facility, and parking. The first phase will be acquiring the land and constructing
two classrooms, the firing range, and parking. Phase two would include the K9 training area,
fitness track and facility. Public Works could also use the driving pad/track for CDL and grader
training. The site for the firing range and training facility was purchased in 2020. In the 2021-2025
Capital Plan $10,000,000 is included based upon the costs for similar facilities in Colorado and
nationally.
Impact on Operational Costs:
The annual operational costs of the facility are estimated to be approximately $50,000-$100,000.
The law enforcement training center could also be used by other law enforcement agencies in the
area, which could provide revenue to offset operating costs. Staff to do the training already exist
in the Sheriff's Office.
469
REGIONAL CRIME LAB/EVIDENCE STORAGE
Existing Situation:
Formerly the county had a crime lab located in the basement of the Centennial Complex, and the
former Planning Department office. The space was inadequate to meet the size and program
requirements. Weld County took the lead to create a regional crime lab for Northern Colorado
that houses approximately 40 crime lab staff members from various law enforcement agencies
and CBI.
Proposed Solution:
The regional crime lab facility consists of approximately 20,000 square feet. It contains private
and open office areas, waiting areas, lobby space, meeting/conference rooms, complete
laboratory and forensics discovery area. It is fully fire sprinkled. The crime lab's location is in a
business park off Highway 34 and WCR 17, which is a central location for the Northern Colorado
region.
In 2021 the Weld County Sheriff will take over the custody, storage, and management of criminal
evidence formerly done by the City of Greeley Police Department. To accommodate the function,
an evidence storage building will be constructed on the same parcel adjacent to the crime lab in
2020.
Financing:
The construction of the regional crime lab started in 2012 financed by $4,000,000 in county funds.
It was completed and fully operational in August 2013. $2,000,000 is included in the 2020 capital
budget for the construction of the evidence storage building.
Impact on Operational Costs:
When the crime lab was constructed there was additional costs in the budget for utilities and
maintenance, in the amount of $310,000. However, five participating agencies pay approximately
80% of this cost, or $245,000 for a net county cost of $65,000. Staffing costs are unchanged,
since personnel were transferred from the old crime lab to the new building. A Federal grant for
$500,000 funded the first three to four years of operational costs.
The evidence function will require a staff of three and associated building costs. These costs will
be partially offset by eliminating the evidence contract with the City of Greeley Police Department
fora net increase of approximately $80,000-$100,000 per year beginning in 2021.
470
COMMUNITY CORRECTIONS FACILITY
Existing Situation:
The Community Corrections program had been operated by private contractors since its inception
in Weld County in the early 1980's. The facility that the contractors had used was the site known
as The Villa, which were old dormitories on the UNC campus. UNC encouraged the Community
Corrections Facility to move off campus due to the facility housing convicted felons that are
returning to the community from the Colorado Department of Corrections. In 2008 there were
problems with the contractor that owns the facility providing the community correction services.
The county realizes that without a county -owned community corrections facility it limits the
county's choices for a contract provider of the service and the option of the county operating the
facility itself through the Justice Services Department.
Proposed Solution:
The Board of Weld County Commissioners, in May 2008, made the decision that the county
should construct its own Community Corrections Facility in the Weld County Business Park. The
site is at the entrance of the park at the northwest corner of 11th Avenue and H Street. A 30,000
square -foot building was constructed in 2010 to accommodate the program. The site can
accommodate a doubling of the facility size at some future date at a cost of approximately
$5,000,000.
Financing:
The new Community Corrections Facility was constructed, in 2010, within the Weld County
Business Park. An Energy Impact Grant, in the amount of $400,000, along with $4,600,000 in
county funds, funded the project.
Impact on Operational Costs:
The program costs are paid for from state contracts with the State Department of Corrections
through a lease to ICCS, which is the sub -contractor operating the facility. Currently, the program
services are provided by a private contractor (ICCS). The private contractor pays rent for the
facility annually that covers the maintenance costs and the depreciation of the building. The
revenue is found in budget unit 1000-90100.
471
DOWNTOWN GREELEY
PARKING AND LAND
Existing Situation:
The Courthouse and Centennial Center are located in the center of downtown Greeley. The future
plans are for these facilities to be the judicial center for the 19th Judicial District that serves Weld
County. Parking has been a long time problem in the area for citizens using the facilities. In
addition, as Weld County looks to the future there will be a need to have land to locate future
court facilities. The court administration is insistent upon having a centralized location, since other
jurisdictions have had logistical problems attempting to split court facilities into more than one
location. As a result, there is a need to acquire land adjacent to the current location to
accommodate future court facilities.
Proposed Solution:
In July, 2003, the County purchased a portion of an adjacent block of property to the Centennial
Complex and Courthouse to allow for surface parking in the immediate future, and to provide
future building sites for future court facilities. Opportunity existed to purchase approximately
100,000 square feet adjacent to the current facilities in 2003. The parking was developed in 2004,
and needed facilities can be constructed on this site in the future.
Financing:
In 2003, fund balance from the General Fund, in the amount of $1,500,000, was transferred to
the Capital Expenditure Fund to acquire the site and put money aside for the parking
improvements in 2004. Approximately 250 parking spots have been developed to serve the area.
As portions of the site are needed for court building sites, a parking structure can be built to
accommodate added parking needs or land to the east or south of the site can be acquired for
surface parking. In the 2012 budget, $2,000,000 was reserved for the purchase of property
adjacent to the current Justice Center location to accommodate future court facilities and support
services. In 2014, $1,500,000 was used for property acquisitions leaving $500,000 reserved for
future property purchases in the area of the Courthouse.
Impact on Operational Costs:
No new operation costs are anticipated.
472
WELD PLAZA BUILDING
804-822 7T" STREET, GREELEY
Existing Situation:
Weld County has a major investment in court facilities in the downtown Greeley area. For many
years the county has gradually been acquiring buildings and land for the court operations and
parking accommodations. The court operations and support function will grow over time and
require a long term plan.
Proposed Solution:
In 2014, the county purchased the Weld Plaza Building located at 804-822 7th Street, in Greeley,
Colorado, located a block and half from the Courthouse. The building is a 119,875 square foot
complex that will allow Weld County over time to create a more complete judicial complex in
downtown Greeley area. The District Attorney's Office, probation, and other human services with
court related responsibilities can eventually be consolidated in the complex. Until the space is
needed, the county will continue to lease the space to private business to offset the cost of the
building.
Financing:
In 2014, the 119,875 square foot Weld Plaza Building complex was purchased for $5,775,000. In
late 2016, the county relocated child protection services into the two-story plaza that contains
approximately 27,000 square feet and the first floor of the main building. The remodel costs in
2016 were approximately $2,800,000. In 2021-2025, the capital plan provides $750,000 in 2021
and $475,000 in 2023 for improvements to the building to better accommodate the future use of
the facility by county departments. $3,000,000 is included in 2025 for a remodel for Probation.
Impact on Operational Costs:
With the current private leases, the building is projected to provide a net operating income gain
of $250,000-$700,000 per year, so no additional operating costs are anticipated for the immediate
future.
473
ADMINISTRATIVE OFFICE BUILDING
Existing Situation:
The long-term plan with the development of the Weld County Business Park was for the eventual
move of all administrative functions of the county to the business park. All of the functions were
housed at the Centennial Complex in 1976. In 1990-91 the Assessor, Treasurer, Clerk and
Recorder, and Planning were relocated to the business park. With the future space demands of
the courts it is anticipated that the remaining county administrative functions at the Centennial
Complex will need to be relocated to the Weld County Business Park. This will leave the
Centennial Complex as a justice and law enforcement center exclusively.
Proposed Solution:
In order to accommodate the Court's space needs and the County's administrative functions it
was necessary to acquire a new administrative facility at the Weld County Business Park. To
accommodate the space needs of the existing administrative functions, and plan for future growth,
an existing 43,000 square -foot office building was purchased in 2010 and remodeled to
accommodate current and future County administrative functional needs. In 2019 the county
purchased the StarTek office building in the Weld Business Park for $4,700,000 for an additional
35,000 square foot office building, and the Rubadue office/warehouse building for $3,525,735 for
an additional 19,890 square foot building to house county functions.
Financing:
The County purchased the existing Sykes Building for $3,500,000 in June 2010. Approximately
another $2,300,000 was spent to remodel the building to make a fully functional administrative
building to house the County Commissioners' Office and associated administrative functions. The
project was funded by Capital Reserve funds. An additional 35,000 square foot office building was
acquired in 2019 for $4,700,000. In 2020 the building was remodeled for $2,000,000. $1,110,000
is budgeted in 2021 to remodel an existing 20,000 square foot office building to house county
functions, such as Planning, Building Inspection and others. The Treasurer's office will be
remodeled in 2021 at an estimated cost of $650,000.
Impact on Operational Costs:
There were additional costs in the 2011 budget for utilities and maintenance, in the amount of
$180,000. There were no additional staffing costs since the staff moved from other facilities to
occupy this building. Moving and relocation costs were $50,000.
In 2020 the addition of the two buildings acquired in 2019 with 54,890 square feet in the Weld
Business Park will add approximately $160,000 per year for utilities and maintenance.
474
HUMAN SERVICES
BUILDING ANNEX
Existing Situation:
The Human Services Building was acquired in the 1970's and in the mid 1990's an annex was
added. In 2005, additional land was purchased, adjacent to and south of the two existing
buildings. The additional land will accommodate another 20,000 square foot building and parking.
Proposed Solution:
A new 40,000 square foot building was constructed in Greeley on the Social Services site in 2009.
The building will accommodate the current services, plus allow room for future expansion and
consolidation of the Human Services and Social Services Departments. In late 2016 the Child
Protection unit was relocated to the Chase Building freeing up space at the Human Service
Complex.
Financing:
The building was constructed in 2009. Funds in the amount of $5,000,000 were budgeted in the
2008 budget for the 40,000 square foot building. Additional parking was constructed in 2007, in
the amount of $300,000. $3,000,000 was spent in 2018 to remodel and upgrade the oldest
building, and another $3,800,000 was spent over 2019-2020 to upgrade the two remaining
buildings.
Impact on Operational Costs:
There were additional costs in the 2010 budget and beyond for utilities and maintenance, in the
amount of $210,000. However, the majority of the program costs are paid for from grants from
the State Department of Social Services. There were no additional staffing costs since the staff
moved from other facilities to occupy this building. The added space costs for the Chase Building
will be paid from the State Child Welfare Allocation. No additional costs are anticipated for the
areas remodeled in 2019-2020.
475
SOUTHWEST
COUNTY SERVICE CENTER
Existing Situation:
The Southwest County Service Center was developed in 2000 - 2001. Population growth in the
southern part of Weld County continues. Southern municipalities such as Frederick, Firestone,
Erie and Dacono have more than doubled in size over the last decade. With the growth in the
area, additional facilities will be required to house all the County functions required to service
the area.
Proposed Solution:
It is proposed that an additional administration building be constructed on the Southwest Weld
County Service Center site in the future. The building will accommodate the current services,
plus allow room for future expansion of services in the area.
Financing:
The building will be constructed in 2025, or beyond. Funds in the amount of $1,000,000 are
budgeted in the 2024 for the initial planning and design of the building that will be construct in
2025 or beyond.
Impact on Operational Costs:
There will be additional costs in the budget for utilities and maintenance, in the amount of
$120,000 when the facility is built. There will be no additional staffing costs since the staff will be
moving from other facilities to occupy this building. Moving and relocation costs are estimated to
be $30,000.
476
SOUTHEAST
COUNTY SERVICE CENTER
Existing Situation:
The Southeast County Service Center was acquired as a used building in the early 1980's from
the City of Fort Lupton. With the growth in the area, the building was no longer large enough for
the functions located in the building, and the building was in need of remodeling.
Proposed Solution:
In 2006, a new 20,000 square foot building was constructed in east Fort Lupton on a five -acre
site. The building accommodates the historic services provided, plus Probation and increased
Human Services. The location of the building in east Fort Lupton will better accommodate not
only Fort Lupton residents, but also residents from the Hudson and Lochbuie areas. Additional
space may be added to the site in 2024, or beyond.
Financing:
The additional building will be constructed in 2022. Funds in the amount of $6,000,000 are
budgeted in the 2022 budget for the 20,000 square foot building.
Impact on Operational Costs:
There will be additional costs in the budget for utilities and maintenance, in the amount of
$120,000 when the facility is built. There will be no additional staffing costs since the staff will be
moving from other facilities to occupy this building. Moving and relocation costs are estimated to
be $30,000.
477
MISCELLANEOUS PROJECTS
Existing Situation:
Each year there are several special projects to do major maintenance to buildings, update or
renovate county facilities, provide for new county programs, and remodel to accommodate
changing programs or meet new legal standards. An approach which provides miscellaneous
funds of this nature can prevent postponing necessary major maintenance or remodeling of
facilities and, thus, avoid added cost or delay of potential savings to the county and taxpayers. In
addition, such an approach can also make better utilization of existing facilities in order to avoid
the acquisition of new space and facilities. Carpet replacement, HVAC replacement, roof
replacement, elevator upgrades, remodels, and major maintenance projects should be included
in this category.
Proposed Solution:
It is recommended that an amount of $8,304,500 be set aside for such projects in the Long -Range
Capital Projects Plan. A detailed listing of special projects is on the following two pages.
Financing:
It is recommended the county budget $8,304,500 over the next five years to accommodate the
detailed listing of special projects found on the following two pages.
Impact on Operational Costs:
No new operational costs are anticipated. In most cases the HVAC systems replaced should be
more energy efficient resulting in energy cost savings.
478
2021-2025 BUILDING AND GROUNDS SPECIAL PROJECTS
2021
Projects
Centennial - Cooling Tower Replacement
Division 17 Sound System Replacement
Division 13 Sound System Replacement
Division 14 Sound System Replacement
Division 16 Sound System Replacement
Division A Sound System Replacement
Division D Sound System Replacement
Irrigation Clock upgrades
Reception Glass Barrier- Health
Replace Floor Tile in Health Storerooms
Alternative Programs Break Areas
SO Conference Room Monitor
Oil & Gas Projector & Pull down screen
Fleet Convert Washbay to Maintenance Bay
Health Signage
Grover Tower AC upgrade
Jail - Shower Boxes M,N,O,R,TM,TF&S
1150 Hearing Room AV upgrade
1150 Work Session Room AV upgrade
Public Works - Roof Top Units
Print Shop - Roof (Sloped Portion)
Jail Temporary Kitchen - Accommodate Remodel ('21 Portion)
Centennial - Heat Pumps
8th Ave Storage - Roof (South half)
Plaza West - Fire Suppression Pre -Action Valve
Law Administration - Boiler
Law Administration - Roof Top Unit
Lighting Controls - 1 -West
Centennial - Data Center back up air conditioner
Public Health - Booster Pump
Community Corrections - Camera Replacement
Budget
300,000
19,000
19,000
19,000
19,000
19,000
19,000
14,000
12,000
10,000
11,500
5,000
5,000
45,000
7,000
5,000
30,000
100,000
30,000
140,000
66,000
150,000
68,000
25,000
17,000
22,000
210,000
25,000
150,000
35,000
150,000
Total 1,746,500
479
2022
Projects
Division 7 Sound System Replacement
Division 15 Sound System Replacement
Division H Sound System Replacement
Plaza West 3rd Floor Condenser Replacement
4-H RTU Design and Upgrade
Jail 1 -East Roof Top Units
Planning & Health VAV replacement
Nunn Tower - Generator Replacement
LaSalle Tower - Generator Replacement
Grover Tower - Generator Replacement
New Raymer Tower - Generator Replacement
Jail Sally Port Door replacement
Tota I
Budget
21,000
21,000
21,000
220,000
180,000
300,000
600,000
30,000
30,000
30,000
30,000
30,000
1,513,000
2023
Projects
DA Restroom Update
Centennial - 2nd Floor Carpet (DA & Judicial)
Centennial - 2nd Floor Teardown/DA new furniture after Carpet
Centennial - DA Lighting upgrade
Centennial - DA Paint
Centennial - DA Ceiling Grid
Courthouse Annex- Carpet
Courthouse Annex - Teardown/Rebuild Same Furniture for Carpet
Centennial - 1st Floor Carpet
Centennial - 1st Floor Teardown/Rebuild Furniture for Carpet
Courthouse Annex Roof
Sand Salt Sheds Wainscot- Replaced Rusted Sections
Lighting Controls -Jail 1 -East
Lighting Controls - 2 -East
HVAC Controls Upgrade - Training Center
Budget
51,000
120,000
343,000
120,000
80,000
95,000
72,000
175,000
145,000
236,000
260,000
150,000
25,000
25,000
25,000
Tota I 1,922,000
480
2024
Projects
Jail 2 -East Drinking Fountain Upgrade
Centennial - Hot Water Generator Replacement (teach)
Southwest Well Pump
Centennial - Isolation Valves
Law Admin Roof
Extension Office Roof
Extension RTU - Open Area
Centennial - calk all brick expansion joints
Courthouse - tuckpoint limestone
Greeley Irrigation Well Pump
Planning & Health Electrical outlet update
Courthouse - Hot Water Generator
Lighting Controls -1150
Paint Exhibition Building (Interior/Exterior)
Tota I
Budget
20,000
140,000
15,000
30,000
330,000
105,000
210,000
80,000
150,000
15,000
80,000
80,000
25,000
250,000
1,530,000
2025
Projects
Jail 1 -West Roof Top Units
Courthouse - Carpet
Courthouse - Teardown/Rebuild Furniture for Carpet
Roof Access Safety Barriers (12 Bldgs @ $24K)
Panic Button upgrade
1401 roof
Human Services B - Roof
Burglar Alarm System Upgrade
Budget
280,000
170,000
45,000
288,000
6Q000
24Q000
41Q000
100,000
Tota I 1,593,000
481
ACCUMULATIVE CAPITAL
OUTLAY/CONTINGENCY
Existing Situation:
If Weld County is to embark upon a number of ventures in capital projects over the next five years,
it is suggested the county proceed very cautiously and very conservatively in the area of financing.
To do this, it is suggested that a contingency be set aside each year on a pay-as-you-go basis to
accommodate unanticipated cost increases or emergency situations which cannot be foreseen at
this time. If the contingency amount is accumulated over the next five years, it can be used as a
reserve for the capital projects program in future years, or it can be used as a funding mechanism
in years beyond 2025. The primary reserve would be for a future correctional facility or other
facilities at the North County Complex and southwest and southeast County administrative office
sites and to fund the replacement of the Communications system.
Proposed Solution:
Budget any carry-over amounts each year on a contingency basis that ultimately could be used
to meet any contingency/emergency situation or could be used as an accumulation of capital
outlay funds for funding of projects beyond 2025.
Financing:
It is recommended that the county budget fund balance carry-overs in the capital fund each year
as a contingency.
Impact on Operational Costs:
None.
482
MISCELLANEOUS FUNDS
CONSERVATION TRUST FUND
Existing Situation:
With the passage of SB119 (The Colorado Lottery), 40 percent of the proceeds of the lottery are
earmarked for Conservation Trust Funds in local governments. The earning potential of the lottery
is anticipated to be $435,000 per year. The funds must be used for "the acquisition, development,
and maintenance of new conservation sites, or for capital improvements or maintenance for
recreational purposes on any public site". (Section 29-21-101, C.R.S.) With the passage of
Amendment 8 (GO COLORADO) these funds should stabilize at $400,000 to $450,000 per year,
plus lottery sales growth. See Conservation Trust Fund for detailed discussion.
Proposed Solution:
The Board has the option to use the funds in the following ways:
1. Maintain and improve Island Grove Park.
2. Maintain and improve the Missile Site Park.
3. Acquire and maintain open space.
4. Develop and maintain trails.
5. Other project requests from throughout the county.
Financing:
In addition to Conservation Trust Funds, it is recommended that the county finance parks and
recreation projects at a level of $239,000 in the General Fund from property taxes.
Impact on Operational Costs:
No new operational costs are anticipated.
484
ISLAND GROVE
Existing Situation:
Weld County and the City of Greeley currently have certain joint ventures and commitments to
develop the Island Grove Park facility. Some discussion has been held regarding the creation of
an Island Grove Park Authority for development and management of the facility.
Proposed Solution:
If the Board of County Commissioners decides to continue participation in the development of the
Island Grove facility, it is recommended that Conservation Trust Funds from the lottery be used
to the maximum amount prior to use of county general tax funds.
Financing:
It is recommended that the county finance any Island Grove enhancements with Conservation
Trust Funds resulting from the lottery, to the maximum amount possible, prior to use of general
county tax funds. Beginning in 2003, $100,000 per year in General Fund dollars has been
committed to the maintenance of an indoor arena facility. Also, in 2000, the County contributed
$1,500,000 towards the construction of the indoor arena facility, known as the Island Grove
Community Building. The facility was constructed and will be maintained jointly by the City of
Greeley, Farm Show, and Weld County. $250,000 was included in the 2004 General Fund budget
to add air conditioning to the Island Grove Community Building. The county paid $1,500,000, in
2006, for the Island Grove Park Master Plan that covers improvements to the park for the next 10
- 20 year period.
Impact on Operational Costs:
Although the Island Grove Park Authority may incur additional operational costs from the projects
in the park's CIP, no new operational costs are anticipated as a result of the park's CIP for Weld
County government. In most cases, the new park facilities planned will generate revenues to
support the additional operating costs.
485
486
PROPRIETARY FUNDS SUMMARY
Proprietary funds include both Internal Service Funds and Enterprise Funds. Internal Service
Funds are established to account for goods and services provided to other departments of the
county on a cost -reimbursement basis. Enterprise Funds account for departments providing
services primarily to third party payers.
NORTHERN COLORADO REGIONAL FORENSIC LABORATORY FUND: This fund accounts
for the maintenance and operational costs of the Northern Colorado Regional Forensic
Laboratory. It is funded by rent paid by participating agencies.
FLEET SERVICES FUND: The Fleet Services Fund accounts for the revenue and costs
generated by equipment and vehicles rented to other county departments. The gross operating
budget amounts to $11,982,659 in 2021, with $5,182,600 budgeted for new capital equipment.
Depreciation is $4,963,002 for new equipment purchases, plus sale of surplus items of $580,100.
HEALTH INSURANCE FUND: The Health Insurance Fund reflects the cost of Weld County's
self-insurance program which includes health, dental, and vision coverage. Details of the program
and coverage are found under the specifics of the fund summary. In 2021, the county will continue
with only dental and vision being self -insured. Health coverage will be provided by a private
company on a partially self -insured basis with a Preferred Provider Organization (PPO) option
and a High Deductible Health Plan/Health Reimbursement Account (HDHP/HRA) option.
INSURANCE FUND: The Insurance Fund accounts for all insurance costs for the county. The
program is a combination of insured risks and protected self-insurance risks. Gross budget costs
are $3,838,675 in 2021, with a property tax levy of $3,500,000. Details of the program are
provided under the specifics of the fund summary.
TELECOM SERVICE FUND: Budget reflects total consolidation of telecom service costs of
$1,399,969 in Weld County. Funding is at current level and reflects no capital upgrades in 2021.
WELD COUNTY FINANCE CORPORATION: Budget contains the funding for the Weld County
Finance Corporation, which accounts for the lease purchases of county buildings. As of August 1,
2007, there are no active leases. Weld County has no long-term debt.
487
REGIONAL CRIME LAB
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
2024 2421 2021 2421
Budget Request Recommend Final
CHARGE FOR SERVICES
5200 27100 4410 CHARGE FOR SERVICES
TOTAL REGIONAL CRIME LAB
310,000
310,000 310,000
310,000 310,000 310,000
488
REGIONAL CRIME LAB
SUMMARY OF EXPENDITURES
2021
Fund Org Expenditure Function
5200 27100 CRIME LAB - JOINT OP5
TOTAL REGIONAL CRIME LAB
2020 2021 2021 2021
Budget Request Recommend Final
310,000 310,000 310,000 0
310,000 310,000 310,000 0
489
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: NO. CO. REGIONAL FORENSIC LABORATORY FUND
BUDGET UNIT TITLE AND NUMBER: No. Co. Regional Forensic Laboratory - - 5200-27100
DEPARTMENT DESCRIPTION: This fund accounts for the maintenance and operational costs
of the Northern Colorado Regional Forensic Laboratory. It is funded by rent paid by participating
agencies.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
15,075
0
0
0
Purchased Services
156,283
147,000
147,000
147,000
Fixed Charges
93,680
163,000
163,000
163,000
Capital
72,750
0
0
0
Gross County Cost
$ 337,788
$ 310,000
$ 310,000
$ 310,000
Revenue
337,788
310,000
310,000
310,000
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Purchased Services total $147,000 which includes electricity
($46,000), water ($8,000), gas ($18,000), phones ($35,000), trash ($700), janitorial ($17,600),
professional services ($1,700), and repair and maintenance ($20,000). Fixed costs are $163,000
for depreciation ($86,038), and indirect costs ($76,962). The total expenditure budget is $310,000
with $310,000 in revenue from charges paid by the five -member jurisdictions per an MOU in the
amount of $62,000 each.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
490
FLEET SERVICES
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
2020 2421 2021 2421
Budget Request Recommend Final
6000 96300 4410 CHARGE FOR SERVICES
6000 96300 4680 OTHER
6000 17550 4810 GAIN LOSS ON SALE
TOTAL MISCELLANEOUS
TOTAL FLEET SERVICES
6,925,338 7,019,657 7,019,657
4,625,000 4,963,002 4,963,002
430,000 580,100 580,100
5,455,400 5,543,102 5,543,102
11,980,338
12,562,759 12,562,759
491
FLEET SERVICES
SUMMARY OF EXPENDITURES
2021
Fund Org Expenditure Function
6000 17550 VEHICLE REPLACEMENT
6000 96300 COUNTY SHOP
TOTAL FLEET SERVICES
2020 2021 2021 2021
Budget Request Recommend Final
8,409,624 5,182,600 5,182,600 0
11,550,338 11,982,659 11,982,659 0
19,959,962 17,165,259 17,165,259 0
492
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - FLEET SERVICES
BUDGET UNIT TITLE AND NUMBER: Fleet Services Administration - - 6000-96300
DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. All fleet
maintenance is included in this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,336,868
$ 1,606,119
$ 1,593,109
$ 1,593,109
Supplies
3,637,678
4,023,000
4,245,000
4,245,000
Purchased Services
449,612
573,200
702,450
702,450
Fixed Charges
4,505,367
5,148,019
5,242,100
5,242,100
Capital
359,544
200,000
200,000
200,000
Gross County Cost
$ 10,289,069
$ 11,550,338
$ 11,982,659
$ 11,982,659
Revenue
12,115, 829
11, 550,338
11, 982, 659
11,982, 659
Net County Cost
$ -1,826,760
$ 0
$ 0
$ 0
Budgeted Positions
18
18
18
18
SUMMARY OF CHANGES: The operation is staffed with 18 FTE's at a cost of $1,593,109. One
position will remain unfilled until the shop is expanded in 2021. Depreciation will be $4,963,002.
Costs of Goods for fuel, parts, and services is $4,077,000. Contract payments are funded at
$75,000, overhead at $234,098 for indirect costs, equipment at $200,000, $385,000 for vehicle
expenses, $50,000 for repairs, $120,000 for utilities, and the remaining $285,450 for
miscellaneous supplies and service costs.
The revenue for the budget includes $4,963,002 from depreciation of the fleet, $7,019,657 from
fuel sales and vehicle maintenance charges for a total of $11,982,659. Vehicle maintenance
revenue is based on work order trends with a labor adjustment to $120.00 per work order to reflect
actual costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: At a work session on August 26, 2020 the Board approved the addition of a
paint -less dent repair (PDR) technician to repair hail damage, in-service and decommissioning
county vehicles along with minor upfitting of lights and safety equipment. As a result in the final
budget the additional FTE and $72,050 will be added to the budget.
493
FLEET SERVICES ADMINISTRATION
(CONTINUED)
6000-96300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of work orders issued 6,845
Number of service/maintenance orders
per technician
Efficiency Measures
FTE's per 10,000/capita
Work orders issued per FTE
7,000 7,000
527 538 538
.556 .541
380
389
.526
389
Goal ES20: To provide quality, sufficient, and well -maintained county vehicles to county departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES20-1: Safe
vehicles ready to
meet county needs
90% of department users satisfied with
the quality and safety of vehicles and
equipment provided by Fleet Services
90%
90%
90%
ES20-2: Effective,
reliable and timely
repairs
90% of internal customers satisfied
with repair times, quality of work
performed and reliability.
90%
90%
90%
ES20-3: Cost
effective vehicles
Cost (acquisition, operating, resale
value and total cost of ownership)
within prescribed industry standards
95%
95%
95%
ES20-4: Fuel-
efficient/
environmentally -
friendly vehicles
90% of internal customers satisfied
with county vehicle
90%
90%
90%
494
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - FLEET SERVICES
BUDGET UNIT TITLE AND NUMBER: Equipment - - 6000-17550
DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county use.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Capital
10,046,557
8,409,624
5,182,600
5,182,600
Gross County Cost
$ 10,046,557
$ 8,409,624
$ 5,182,600
$ 5,182,600
Revenue
309,731
430,000
580,100
580,100
Net County Cost
$ 9,736,826
$ 7,979,624
$ 4,602,500
$ 4,602,500
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: See listed equipment on next page.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
495
IGA EQUIPMENT
Request Recommend Approved
Sheriff:
1 ton 4x4 pickup
Compact AWD SUV
Mid -size Cargo Van (addition)
Full-size SUV 4x4 pursuit rated
2 132,000 132,000
4 123,600 123,600
1 25,000 25,000
7 413,000 413,000
Buildings and Grounds
3/4 ton pickup w utility box/lift gate 1 45,000 45,000
3/4 ton pickup w utility box/lift gate/snow plow 1 42,000 42,000
commercial grade lawn mowers 2 10,000 10,000
Engineering
1/2 ton 4x4 crew cab pickup short box (CNG) 2 94,000 94,000
Public Works
See Basic List
Total
4,298,000 4,298,000
$5,182,600 $5,182,600 $0
496
2021 EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT
Division Description
(Shaded items reflect outgoing equip)
Trucking
Gravel Road
Mgmt
Road & Bridge
Construction
Maint-Supt
Mining
Pavement
Management
Qty
8 Belly Dump Trailers
15610031/2007 Belly Dump Trailer
15610033/2007 Belly Dump Trailer
15610041/2007 Belly Dump Trailer
15610042/2007 Belly Dump Trailer
15610044/2007 Belly Dump Trailer
15610047/2007 Belly Dump Trailer
15610049/2007 Belly Dump Trailer
15610051/2007 Belly Dump Trailer
1 Side Dump Tandem Trailer
15710001/2010 Quad Axle Pup Trailer
2 Motor Graders
15820145/2010 Caterpillar Motor Grader
15820148/2010 John Deere Motor Grader
1 Rubber Tired Roller
16030006/2009 Bomag Roller
2 Steel Wheel Vibratory Rollers
16010021/2007 Dynapac
16010026/2010 Hamm Roller
2 Water Tankers (7500 gallons)
15650010/2006 Polar Water Trailer
15650013/2011 Polar Water Trailer
1 One -Ton Extend Cab Truck
15230067/2011 Ford F250
2 3/4 -Ton Extend Cab Pickups, Standard Long Box
15220146/2007 Ford F150
15230061/2010 Ford F250
1 3/4 -Ton Pickup with Plow
15230066/2011 Ford Pickup
2 Fifth-WheelTractors wiWet Kit
15410082/2007 Freightliner
15410084/2007 Freightliner
2 One -Ton Trucks w/Utility Box
15420080/2008 FordF550
15420081/2008 Ford F550
1 Wheel Loader
15830019/1997 JD Loader
1 Rock Trailer
15620003/1979 Hobbs End Dump Trailer
1 Wacker Packer
16010020/2005 Wacker Packer
1 Single -Axle Flatbed Truck w/Dump Body
15450020/2000 International 3 -ton Truck
1 Welder
16830022/1999 Welder
1 Tandem Axle Trailer w/20 Ft Deck
15630005/1992 Homemade Trailer
1 2 -Axle Tow Trailer
15460010/1999 Superior Tow Trailer
2 Trailer Mounted Message Boards
1 6X20 Portable Screening Plant
16230028/2006 Screening Plant
1 4" Auto Dewatering/Trash Pump on Trailer
17010017/2003 Godwin Pump
2 2 -Ton Ext Cab 4X4 Trucks w/Flatbed
15430018/2010 Ford F550 went to auction in 2020
15420082/2008 F550
1 Rubber Tired Backhoe
15840017/2007 JCB Backhoe
1 Tri-Axle Trailer
15660007/2004 Trail King Trailer
1 Steel Wheel Asphalt Roller
16010024/2009 Bomag Roller
1 Tandem Axle Reg Cab Dump Truck
15470007/2004 Freightliner Truck
Sub -Total
GRAND TOTAL PRICE LESS ESTIMATED TRADE 2000 FUND
Estimated Est.
Purchase Auction Addition
Price Value To Fleet
360,000
55,000
640,000
180,000
360,000
280,000
37,000
70,000
40,000
280,000
140,000
240,000
140,000
35,000
130,000
25,000
25,000
30,000
12,000
12,000
12,000
12,000
12,000
12,000
12,000
12,000
9,000
40,000
40,000
10,000
12,000
12,000
10,000
14,000
8,000
8,000
10,000
8,000
30,000
30,000
8,000
8,000
35,000
5,000
3,000
8,000
2,000
1,000
5,000
36,000 YES
250,000
45,000
130,000
135,000
105,000
180,000
350,000
70,000
5,000
0
10,000
15,000
15,000
30,000
20,000
4,298,000 577,000
3,721,000
Engineering
Weeds
Description
(Shaded items reflect outgoing equip)
Qty
2 1/2 -Ton 4X4 Crew Cab Pickups, Short Box - CNG
15230012/2002 Ford Explorer
15220134/2006 Ford Ranger
NO EQUIPMENT
Sub -Total
GRAND TOTAL PRICE LESS ESTIMATED TRADE 1000 FUND
Subtotal
CMAQ Grant Funds
Weld County Match
Insurance for wrecked trucks
Estimated Est. Addition
Price Per Auction To Fleet
Unit Value
94,000
94,000 3,100
90,900
3,811,900
0
0
0
GRAND TOTAL PRICE LESS GRANT FUNDS AND EST. AUCTION 3,811,900
1,000
2,100
497
HEALTH INSURANCE
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
2024 2421 2021 2421
Budget Request Recommend Final
MISCELLANEOUS
6200 93400 4690 DONATIONS
6200 93100 46902 EMPLOYEE CONTRIBUTIONS
TOTAL HEALTH INSURANCE
270,000
19, 997, 676
281,700
20,913,468
281,700
20,913,468
20,267,676
21,195,168 21,195,168
498
HEALTH INSURANCE
SUMMARY OF EXPENDITURES
2021
Fund Org Expenditure Function
6200 93100 HEALTH INSURANCE
6200 93400 DENTAL/VISION
2020 2021 2021 2021
Budget Request Recommend Final
18,773,576 19,839,368 19,839,368 0
1,494,100 1,355,800 1,355,800 0
20,267,676 21,195,168 21,195,168 0
499
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - HEALTH INSURANCE
BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - - 6200-93100/93400
DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self -
insured health program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Supplies
$ 21,266
$ 0
$ 22,000
$ 22,000
Purchased Services
954,334
1,204,100
1,032,100
1,032,100
Fixed Charges
19,165,798
19,063,576
20,141,068
20,141,068
Gross County Cost
$ 20,141, 398
$ 20,267,676
$ 21,195,168
$ 21,195,168
Revenue
20,164, 811
20,267,676
21,195,168
21,195,168
Net County Cost
$ - 23,413
$ 0
$ 0
$ 0
SUMMARY OF CHANGES: The budget reflects the cost of self -insuring the dental and vision
reimbursement plan ($281,300), Wellness Program and administration costs ($374,100), and the
on -site county clinic ($700,000). In addition, the budget, in 2005, started to include the partially
self -insured health program offered county employees through CIGNA. For 2019, the county
solicited bids from all the large insurers operating in Colorado. As a result, the successful bidder
was Aetna, which will offer the same coverage with a similar broad network of health providers at
15% less. In 2021, the program will once again not have a premium increase. The partially self -
insured health program is funded at the level of $21,195,168 in 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Weld County will
utilize Aetna, with a hybrid universal health PPO/HMO plan as the health insurance provider in
2021, plus offer a high deductible health plan with a health reimbursement account option through
Aetna. Rates for 2021 will remain the same as the 2020 rates for both the employees and Weld
County.
In 2005, the county moved its health insurance plan to a consumer driven plan that combines a
high deductible PPO insurance policy along with an HMO component for preventative care, with
a low co -pay and low cost prescriptive drug program. The high deductible policy protects the
insured from catastrophic losses, such as prolonged illness, hospitalization or simply an
unexpected period of poor health. The plan is a partially self -insured program with stop loss
insurance. The goal is to make the employees aware of the true cost of health care, with a
program that will encourage employees and their families to make more judicious spending
decisions in return for paying lower insurance premiums and lower health care costs. The health
plan is being offered through Aetna. In 2008, the County moved to a universal health care option
that has lower employee premiums and higher co-insurance and out-of-pocket costs. A
comprehensive wellness program was also implemented in 2008. In July 2010, the County
opened its own health clinic in an attempt to better serve county employees' and their dependents'
primary health needs in a more convenient and cost-effective manner. The clinic contract will
cost $700,000 in 2021 with primary care being provided for employees. It is anticipated that there
will be a savings to the insurance plan of over $1,700,000, with a return on investment of over 2
to 1. All these efforts have contributed towards our goal of holding down healthcare costs to our
employees and their dependents. The success of the efforts is demonstrated by the fact that
health insurance rates are 11.8% lower in 2021 than they were seven years ago for 2021 for the
county or its employees.
500
IGS - HEALTH INSURANCE
(CONTINUED)
6200-93100/93400
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
In 2020, it is recommended to continue the base health plan offered along with the standard PPO
being a high deductible health plan with a health reimbursement account (HRA) option through
Aetna. The County will contribute $1,000 to the HRA for those employees taking the high
deductible health/HRA plan. The standard PPO option offered will have higher deductibles, co -
pays, and out of pocket expenses. The health plan options are consistent with the changes being
made by the health insurance industry and by major employers offering employee and dependent
healthcare benefits.
The 2020 program is calculated with current participation as follows:
Single Coverage: 585
Dependent Coverage: 726
FIXED COSTS:
Health Insurance
On -site Clinic
Administration/Wellness/EAP Costs
Fixed Costs:
LOSS FUND:
Medical
Dental
Vision
Loss Fund Costs
$ 1,406,523
850,000
374,100
$ 2,630,623
$17,367,053
150,000
120,000
$17,637,053
GRAND TOTAL - COSTS $20,267,676
REVENUE:
Health Premiums
Dental/Vision
TOTAL REVENUE
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
$19,997,676
270,000
$20,267,676
Work Outputs
Single coverage
Family coverage
ACTUAL ESTIMATED PROJECTED
554 580 585
661 678 726
501
INSURANCE
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
2024 2421 2021 2421
Budget Request Recommend Final
TAXES
6300 93300 4112 CURRENT PROPERTY TAXES 3,500,000
CHARGE FOR SERVICES
6344 93200 4410 CHARGE FOR SERVICES 75,400
MISCELLANEOUS
6300 93300 4610 EARNINGS ON INVESTMENTS
6300 93300 4820 COMPENSATION FOR LOSSES
TOTAL MISCELLANEOUS
TOTAL INSURANCE
53,200
75,000
3,500,000 3,500,000
135,004 135,004
78,675 78,675
125,000 125,000
128,200 203,675 203,675
3,743,200 3,838,675 3,838,675
502
INSURANCE
SUMMARY OF EXPENDITURES
2021
Fund Org Expenditure Function
6300 93200 WORKERS COMPENSATION
6300 93300 LIABILITY
TOTAL INSURANCE
2020 2021 2021 2021
Budget Request Recommend Final
1,994,700 2,055,175 2,055,175 0
1,708,500 1,783,500 1,783,500 0
3,703,200 3,838,675 3,838,675 0
503
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - INSURANCE
BUDGET UNIT TITLE AND NUMBER: Insurance Fund - - 6300-93200/93300
DEPARTMENT DESCRIPTION: Central fund to provide county -wide insurance coverage. This
fund is administered by Finance and Administration unit in the General Fund.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
3,500
3,500
3,500
Purchased Services
40,551
43,700
44,525
44,525
Fixed Charges
3,200,058
3,656,000
3,790,650
3,790,650
Gross County Cost
$ 3,240,609
$ 3,703,200
$ 3,838,675
$ 3,838,675
Revenue /Fund Bal.
533,640
203,200
338,675
338,675
Net County Cost
$ 2,706,969
$ 3,500,000
$ 3,500,000
$ 3,500,000
SUMMARY OF CHANGES: The budget is structured with Weld County remaining a member of
CAPP but using the self -insured option under the insurance pool for a fixed cost of $983,500.
Effective January 1, 1992, Weld County became self -insured for workers compensation. Workers
Compensation includes excess insurance and bonds costing $210,650, claims administration
costs of $44,525, and a loss fund of $1,800,000. A loss fund for all other insurance coverage is
budgeted at $800,000. Unemployment insurance is being charged directly to departments. The
program is supported by property tax ($3,500,000), charges for service ($135,000), interest
($78,675), and compensation for losses ($125,000). No fund balance reserves are anticipated to
be needed to support the loss fund in 2021.
Property tax remains the same at $3,500,000. Claim costs for workers compensation have
remained high due to rising healthcare costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the insurance
program as outlined above in the summary of changes. In accordance with Section 8-44-204,
C.R.S., it is recommended that a mill levy be used to fund the insurance program for local county
activities and a charge back mechanism be used only for programs funded by state and federal
funding sources. Weld County, through CAPP, has reduced limits of coverage and placed
reliance on sovereign immunity to stay within the budgeted amount. The legislative changes in
1986 strengthened the county's position in the use of sovereign immunity limits in Colorado cases.
In addition, the county can levy up to 10 mills per year to discharge any judgment against it.
Continuation of the self -insured program for workers compensation is recommended, which
should result in cost savings, plus no shared risks with other counties. Unemployment costs are
recommended to be charged directly to departments for revenue raising strategies and
departmental accountability for costs.
BOARD ACTION:
504
INSURANCE FUND
(CONTINUED)
6300-93200/93300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of training sessions 36 36 36
Dollar amount workers compensation claims $1,821,388 $1,750,000 $1,800,000
Dollar amount of prop/casualty claims paid $532,109 $764,175 $800,000
Efficiency Measures
FTE'S per 10,000/capita 0.031 0.030 0.029
Per capita cost (county support) $8.35 $10.51 $10.22
505
TELECOM SERVICES
SUMMARY OF REVENUES
2021
Fund Org Acct Account Title
2024 2421 2021 2421
Budget Request Recommend Final
6400 17400 4410
CHARGE FOR SERVICES
CHARGE FOR SERVICES
TOTAL TELECOM SERVICES
1,375,089
1,399,969 1,399,969
1,375,089 1,399,969 1,399,969
506
TELECOM SERVICES
SUMMARY OF EXPENDITURES
2021
Fund Org Expenditure Function
6400 17400 PHONE SERVICES
TOTAL TELECOM SERVICES
2020 2021 2021 2021
Budget Request Recommend Final
1,375,089 1,399,969 1,399,969 0
1.375.089 1.399.969 1.399.969 0
507
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Telecom Services - - 6400-17400
DEPARTMENT DESCRIPTION: Provide telecom services to Weld County offices and
departments.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 211,679
$ 317,951
$ 217,074
$ 217,074
Supplies
6,353
48,300
159,500
159,500
Purchased Services
1,049,611
816,860
842,660
842,660
Fixed Charges
280,154
191,978
180,735
180,735
Capital
0
0
0
0
Gross County Cost
$ 1,547,797
$ 1,375,089
$ 1,399,969
$ 1,399,969
Revenue
1,473,358
1,375,089
1,399,969
1,399,969
Net County Cost
$ 74,439
$ 0
$ 0
$ 0
Budgeted Positions
3
3
2
2
SUMMARY OF CHANGES: Personnel Services are down $100,877 with step increases included
and the transfer of a Technical Support position to the Information Technology budget unit 1000-
17300. Supplies are up $111,200 primarily due to the inclusion of the five-year maintenance
contract costs for the VoIP system. Phone costs are up $26,500 due to addition of several cell
phones for new positions in 2020. Training is down $100 and contract payments are down $600.
Depreciation is $92,275 with the new VoIP system. Indirect costs are budgeted at $88,460.
Overall the budget is up $24,880.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. New telecom rates
for telecom users were implemented January 1, 2019, to better reflect and recover costs of
utilization of telecom resources in the county.
BOARD ACTION:
508
TELECOM SERVICES
(CONTINUED)
6400-17400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Incoming calls
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Annual cost per call
6,000,000
0.062
$4.78
$0.215
6,000,000 6,200,000
0.060
$4.13
$0.227
0.058
$4.09
$0.226
Goal ES21: Capitalize on phone technology to improve service, increase efficiency and provide greater
telecom access and exchange.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES21-1: User
friendly phone
services
Percent of users (residents, visitors,
employees, etc.) satisfied with
telecom access to services and
information
99%
99%
99%
509
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY
BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority - - 6500-17700
DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$
0
$
0
$
0
Fixed Charges
0
0
0
0
Gross County Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net County Cost
$
0
$
0
$
0
$
0
SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt
and/or any lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
510
GLOSSARY
ACCOUNTING PROCEDURES
ACCRUAL BASIS
ACCRUED EXPENSES
ACTIVITY
All processes which discover, record, classify, and summarize
financial information to produce financial reports and to
provide internal control.
The basis of accounting under which transactions are
recognized when they occur, regardless of the timing of related
cash flows.
Expenses incurred but not due until a later date.
A specific and distinguishable line of work performed by one
or more organizational components of a government for the
purpose of accomplishing a function for which the government
is responsible. For example, "food inspection" is an activity
performed in the discharge of the "health" function.
ACTIVITY CLASSIFICATION Expenditure classification according to the specific lines of
work performed by organization units. For example, "sewage
treatment and disposal", "garbage collection", "garbage
disposal", and "street cleaning" are activities performed in
carrying out the function of "sanitation". The segregation of
the expenditures made for each of these activities constitutes
an activity classification.
ALLOCATE
To divide a lump -sum appropriation into parts which are
designated for expenditure by specific organizational units
and/or for specific purposes, activities, or objects.
ALLOCATED COSTS Indirect costs distributed to programs or departments via a
cost allocation plan.
ALLOCATION
A part of a lump -sum appropriation which is designated for
expenditure by specific organizational units and/or for special
purposes, activities, or objects.
ALLOT To divide an appropriation into amounts which may be
encumbered or expended during an allotment period.
ALLOTMENT A part of an appropriation which may be encumbered or
expended during an allotment period.
ALLOTMENT PERIOD A period of time less than one fiscal year in length during which
an allotment is effective. Bi-monthly and quarterly allotment
periods are most common.
ANNUAL BUDGET A budget applicable to a single fiscal year.
511
APPROPRIATION
APPROPRIATION BILL,
ORDINANCE, RESOLUTION,
or ORDER
APPROPRIATION
EXPENDITURE
A legal authorization granted by a legislative body to make
expenditures and to incur obligations for specific purposes. An
appropriation is usually limited in amount and as to the time
when it may be expended.
A bill, ordinance, resolution, or order by means of which
appropriations are given legal effect. It is the method by which
the expenditure side of the annual operating budget is enacted
into law by the legislative body. In many governmental
jurisdictions, appropriations cannot be enacted into law by
resolution but only by a bill, ordinance, or order.
An expenditure chargeable to an appropriation. Since virtually
all expenditures of governments are chargeable to
appropriations, the term expenditures by itself is widely and
properly used.
ASSESSED VALUATION A valuation set upon real estate or other property by a
government as a basis for levying taxes.
AUTHORITY
A government or public agency created to perform a single
function or a restricted group of related activities. Usually such
units are financed from service charges, fees, and tolls, but in
some instances they also have taxing powers. An authority
may be completely independent of other governments or
partially dependent upon other governments for its creation, its
financing, or the exercise of certain powers.
AUTHORIZED POSITION A position (job) authorized by the Board of County
Commissioners as part of the annual adopted budget.
BOND An interest bearing promise to pay with a specific maturity.
BALANCED BUDGET
BUDGET
A balanced budget occurs when the total sum of money a
government collects in a year is equal to the amount it spends
on goods, services, and debt interest.
A plan of financial operation embodying an estimate of
proposed expenditures for a given period and the proposed
means of financing them. Used without any modifier, the term
usually indicates a financial plan for a single fiscal year. The
term "budget" is used in two senses in practice. Sometimes it
designates the financial plan presented to the appropriating
body for adoption and sometimes the plan finally approved by
that body. It is usually necessary to specify whether the
budget under consideration is preliminary and tentative or
whether it has been approved by the appropriating body.
512
BUDGET DOCUMENT
BUDGET MESSAGE
BUDGETARY ACCOUNTS
BUDGETARY COMPARISONS
BUDGETARY CONTROL
BUDGETARY EXPENDITURES
BUDGETED FUNDS
CALLABLE BONDS
CAPITAL BUDGET
The instrument used by the budget -making authority to
present a comprehensive financial program to the
appropriating body. The budget document usually consists of
three parts. The first part contains a message from the budget -
making authority, together with a summary of the proposed
expenditures and the means of financing them. The second
consists of schedules supporting the summary. These
schedules show, in detail, the information as to past years'
actual revenues, expenditures, and other data used in making
the estimates. The third part is composed of drafts of the
appropriation, revenue, and borrowing measures necessary to
put the budget into effect.
A general discussion of the proposed budget as presented in
writing by the budget -making authority to the legislative body.
The budget message should contain an explanation of the
principal budget items, an outline of the government's
experience during the past period and its financial status at the
time of the message, and recommendations regarding the
financial policy for the coming period.
Accounts used to enter the formally adopted annual operating
budget into the general ledger as part of the management
control technique of formal budgetary integration.
Governmental GAAP financial reports must include
comparisons of approved budgeted amounts with actual
results of operations. Such reports should be subjected to an
independent audit, so that all parties involved in the annual
operating budget/legal appropriation process are provided with
assurances that government monies are spent in accordance
with the mutually agreed -upon budgetary plan.
The control or management of a government or enterprise in
accordance with an approved budget for the purpose of
keeping expenditures within the limitations of available
appropriations and available revenues.
Decreases in net current assets. In contrast to conventional
expenditures, budgetary expenditures are limited in amount to
exclude amounts represented by noncurrent liabilities. Due to
their spending measurement focus, governmental fund types
are concerned with the measurement of budgetary
expenditures.
Funds that are planned for certain uses but have not been
formally or legally appropriated by the legislative body. The
budget document that is submitted for Board approval is
composed of budgeted funds.
Bonds which are redeemable by the issuer prior to the maturity
date at a specified price at or above par.
A plan of proposed capital outlays and the means of financing
them.
513
CAPITAL OUTLAY
CAPITAL PROGRAM
CAPITAL PROJECTS FUND
CAPITAL RESOURCES
CERTIFICATES OF
PARTICIPATION (COP)
CONSERVATION TRUST
CONTINGENCY ACCOUNT
CONTINUING
APPROPRIATION
COST ALLOCATION PLAN
DEFAULT
DEFICIT
Expenditures for equipment, vehicles, or machinery that
results in the acquisition or addition to fixed assets.
A plan for capital expenditures to be incurred each year over
a fixed period of years to meet capital needs arising from the
long-term work program or otherwise. It sets forth each project
or other contemplated expenditure in which the government is
to have a part and specifies the full resources estimated to be
available to finance the projected expenditures.
A fund created to account for financial resources to be used
for the acquisition or construction of major capital facilities
(other than those financed by proprietary funds, Special
Assessment Funds, and Trust Funds).
Resources of a fixed or permanent character, such as land and
buildings, which cannot ordinarily be used to meet current
expenditures.
Form of financial instrument similar to a bond to facilitate lease/
purchase agreements. Not a debt of the County.
State of Colorado lottery funds remitted to the County for parks
and recreation use.
A budgetary reserve set aside for emergencies or unforeseen
expenditures not otherwise included in the budget.
An appropriation which, once established, is automatically
renewed without further legislative action, period after period,
until altered or revoked. The term should not be confused with
INDETERMINATE APPROPRIATION.
Identification, accumulation and distribution of costs relative to
the provision of those services, along with the methods used.
Failure to pay principal or interest when due. Defaults can also
occur for failure to meet nonpayment obligations, such as
reporting requirements, or when a material problem occurs for
the issuer, such as a bankruptcy.
(1) The excess of the liabilities of a fund over its assets.
(2) The excess of expenditures over revenues during an
accounting period; or, in the case of proprietary funds, the
excess of expense over income during an accounting period.
514
DEPRECIATION
(1) Expiration in the service life of fixed assets, other than
wasting assets attributable to wear and tear, deterioration,
action of the physical elements, inadequacy, and
obsolescence.
(2) The portion of the cost of a fixed asset other than a wasting
asset which is charged as an expense during a particular
period. In accounting for depreciation, the cost of a fixed
asset, less any salvage value, is prorated over the estimated
service life of such an asset, and each period is charged with
a portion of such cost. Through this process, the entire cost of
the asset is ultimately charged off as an expense.
DIRECT COSTS Costs that have a clearly identifiable beneficial or causal
relationship to the services performed.
DURATION
The weighted maturity of a fixed -income investment's cash
flows, used in the estimation of the price sensitivity of
fixed -income securities for a given change in interest rates.
ENCUMBRANCES Obligations in the form of purchase orders, contracts, or salary
commitments which are chargeable to an appropriation and for
which a part of the appropriation is reserved. They cease to
be encumbrances when paid or when an actual liability is set
up.
ENTERPRISE FUND A fund established to finance and account for the acquisition,
operation, and maintenance of governmental facilities and
services which are entirely or predominantly self-supporting by
user charges. The Crime Lab operates as an Enterprise Fund.
ESTIMATED REVENUE The amount of projected revenue to be collected during the
fiscal year. The amount of revenue appropriated is the amount
approved by the Board.
EXPENDITURES
FISCAL PERIOD
FISCAL YEAR
FIXED ASSETS
Decreases in net financial resources. Expenditures include
current operating expenses which require the current or future
use of net current assets, debt service, and capital outlays.
The unmodified use of the term expenditures in this text is
intended to mean budgetary expenditures.
Any period at the end of which a government determines its
financial position and the results of its operations.
A 12 -month period to which the annual operating budget
applies and at the end of which a government determines its
financial position and the results of its operations.
Assets of a long-term character which are intended to continue
to be held or used, such as land, buildings, improvements
other than buildings, machinery and equipment.
515
FTE (FULL-TIME
EQUIVALENT)
FUNCTION
FUNCTIONAL
CLASSIFICATION
FUND
FUND BALANCE
GAAP (GENERALLY
ACCEPTED ACCOUNTING
PRINCIPLES)
GENERAL FUND
GENERAL OBLIGATION
BOND
GEOGRAPHICAL
INFORMATION SYSTEM (GIS)
GOVERNMENTAL FUNDS
GRANT
HIGHWAY USER TAX (HUTF)
Numeric equivalent of one person occupying one employment
position for one year (equivalent of 2,080 hours or 52
forty -hour weeks).
A group of related activities aimed at accomplishing a major
service or regulatory program for which a government is
responsible. For example, public health is a function.
Expenditure classification according to the principal purposes
for which expenditures are made. Examples are public safety,
public health, public welfare, etc.
A fiscal and accounting entity with a self -balancing set of
accounts recording cash and other financial resources,
together with all related liabilities and residual equities or
balances, and changes therein, which are segregated for the
purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions,
or limitations.
Fund balance is the excess of assets over liabilities and is
therefore also known as surplus funds.
Standards for financial accounting and reporting.
The fund used to account for all financial resources except
those required to be accounted for in another fund.
A municipal bond secured by the pledge of the issuer's full
faith, credit and taxing power.
A computerized data base of all land attributes within the
County. The "base map" contains the least amount of common
data which is supplemented by attribute overlays.
Funds generally used to account for tax -supported activities.
There are five different types of governmental funds: the
general fund, special revenue funds, debt service funds,
capital funds, and permanent funds.
A contribution by a government or other organization to
support a particular function. Grants may be classified as
either categorical or block depending upon the amount of
discretion allowed to the grantee.
Revenue that is derived from the state gasoline tax and
restricted for Road and Bridge activities.
516
INDETERMINATE
APPROPRIATION
INDIRECT COSTS
INTERFUND TRANSFER
INTERGOVERNMENTAL
REVENUE
INTERNAL SERVICE FUND
LEAN
LINE -ITEM BUDGET
MANDATE
MATURITY
MILL LEVY (TAX RATE)
An appropriation which is not limited either to any definite
period of time or to any definite amount. A distinction must be
made between an indeterminate appropriation and a
continuing appropriation. In the first place, whereas a
continuing appropriation is indefinite only as to time, an
indeterminate appropriation is indefinite as to both time and
amount. In the second place, even indeterminate
appropriations which are indefinite only as to time are to be
distinguished from continuing appropriations in that such
indeterminate appropriations may eventually lapse. For
example, an appropriation to construct a building may be
made to continue in effect until the building is constructed.
Once the building is completed, however, the unexpended
balance of the appropriation lapses. A continuing
appropriation, on the other hand, may continue forever; it can
only be abolished by specific action of the legislative body.
Costs associated with, but not directly attributable to, the
providing of a product or service. These costs are usually
incurred by other departments in the support of operating
departments.
Amounts transferred from one fund to another.
Revenue received from another government for a specified
purpose. In Weld County, these are funds from municipalities,
the State of Colorado, and the Federal Government.
Funds used to account for the financing of goods or services
provided by one department to another department on a cost
reimbursement basis, for example, the Phone Services Fund.
Lean government refers to the application of lean production
(also known as "Lean") principles and methods to both identify
and then implement the most efficient, value added way to
provide government services.
A budget that lists each expenditure category (salary,
materials, telephone service, travel, etc.) separately, along
with the dollar amount budgeted for each specified category.
Any responsibility, action or procedure that is imposed by one
sphere of government on another through constitutional,
legislative, administrative, executive, or judicial action as a
direct order or that is required as a condition of aid.
The date when the principal amount of a security is payable.
Rate applied to assessed valuation to determine property
taxes. A mill is 1/10th of a penny or $1.00 of tax for each
$1,000 of assessed valuation.
517
MODIFIED ACCRUAL BASIS
NET BUDGET
NON -DEPARTMENTAL
OBJECT
OPERATING BUDGET
The accrual basis of accounting adapted to the governmental
fund type Spending Measurement Focus. Under it, revenues
are recognized when they become both "measurable" and
"available to finance expenditures of the current period".
Expenditures are recognized when the related fund liability is
incurred except for:
(1) inventories of materials and supplies which may be
considered expenditures either when purchased or when
used;
(2) prepaid insurance and similar items which need not be
reported;
(3) accumulated unpaid vacation, sick pay, and other
employee benefit amounts which need not be recognized in
the current period, but for which larger -than -normal
accumulations must be disclosed in the notes to the financial
statements;
(4) interest on special assessment indebtedness which may
be recorded when due rather than accrued, if approximately
offset by interest earnings on special assessment levies; and
(5) principal and interest on long-term debt which are
generally recognized when due. All governmental funds and
Expendable Trust Funds are accounted for using the modified
accrual basis of accounting.
The net budget eliminates double counting in the budget, such
as fund transfers, and thus represents the true level of
programmed spending in the budget.
A category established to account for expenses not associated
with any specific department, but all departments or many,
within a fund.
As used in expenditure classification, this term applies to the
article purchased or the service obtained (as distinguished
from the results obtained from expenditures). Examples are
personal services, contractual services, materials, and
supplies.
Plans of current expenditures and the proposed means of
financing them. The annual operating budget (or, in the case
of some state governments, the biennial operating budget) is
the primary means by which most of the financing acquisition,
spending, and service delivery activities of a government are
controlled. The use of annual operating budgets is usually
required by law. Even where not required by law, however,
annual operating budgets are essential to sound financial
management and should be adopted by every government.
OPERATING EXPENSES Proprietary fund expenses which are directly related to the
fund's primary service activities.
518
OPERATING GRANTS
Grants which are restricted by the grantor to operating
purposes or which may be used for either capital or operating
purposes at the discretion of the grantee.
OPERATING INCOME The excess of proprietary fund operating revenues over
operating expenses.
OPERATING TRANSFER Routine and/or recurring transfers of assets between funds.
ORGANIZATIONAL UNIT A responsibility center within a government.
ORGANIZATION UNIT
CLASSIFICATION Expenditure classification according to responsibility centers
within a government's organization structure. Classification of
expenditures by organization unit is essential to fixing
stewardship responsibility for individual government
resources.
OVERHEAD
PROGRAM
PROGRAM BUDGET
PROPRIETARY FUND
RATINGS
RECIDIVISM
REGISTERED BOND
Those elements of cost necessary in the production of an
article or the performance of a service which are of such a
nature that the amount applicable to the product or service
cannot be determined accurately or readily. Usually they
relate to those objects of expenditure which do not become an
integral part of the finished product or service such as rent,
heat, light, supplies, management, supervision, etc.
An organized set of related work activities which are directed
toward a common purpose or goal and represent a well
defined expenditure of county resources.
A budget wherein expenditures are based primarily on
programs of work and secondarily on character and object
class. A program budget is a transitional type of budget
between the traditional character and object class budget, on
the one hand, and the performance budget, on the other.
A fund used to account for business -type activities in
government. The activities are usually financed with user fees
that are directly related to the services received. There are
two types of proprietary funds - enterprise and internal service
funds.
Designations used by credit rating agencies to give relative
indications of credit quality.
A relapse into criminal habits after punishment.
A bond whose owner is registered with the issuer or its agent.
Transfer of ownership can only be accomplished when the
securities are properly endorsed by the registered owner.
REIMBURSEMENTS (1) Repayments of amounts remitted on behalf of another
party.
(2) Interfund transactions which constitute reimbursements of
a fund for expenditures or expenses initially made from it which
are properly applicable to another fund -- e.g., an expenditure
properly chargeable to a Special Revenue Fund was initially
519
made from the General Fund, which is subsequently
reimbursed. They are recorded as expenditures or expenses
(as appropriate) in the reimbursing fund and as reductions of
the expenditure or expense in the fund that is reimbursed.
RESERVE
RESIDUAL EQUITY
TRANSFER
REVENUE
REVENUE BOND
SOURCE OF REVENUE
SPECIAL REVENUE FUND
SUBACTIVITY
SUBFUNCTION
SURPLUS
(1) An account used to earmark a portion of fund balance to
indicate that it is not appropriate for expenditure.
(2) An account used to earmark a portion of fund equity as
legally segregated for a specific future use.
Non -recurring or non -routine transfers of assets between
funds.
(1) Increases in governmental fund type net current assets
from other than expenditure refunds and residual equity
transfers. Under NCGA Statement 1, general long-term debt
proceeds and operating transfers -in are classified as "other
financing sources" rather than revenues.
(2) Increases in proprietary fund type net total assets from
other than expense refunds, capital contributions, and residual
equity transfers. Under NCGA Statement 1, operating
transfers -in are classified separately from revenues.
A municipal bond payable from revenues derived from tolls,
charges or rents paid by users of the facility constructed with
the proceeds of the bond issue.
Revenues are classified according to their source or point of
origin.
A fund used to account for revenues legally earmarked for a
particular purpose.
A specific line of work performed in carrying out a
governmental activity. For example, "cleaning luminaries" and
"replacing defective street lamps" would be subactivities under
the activity of "street light maintenance".
A grouping of related activities within a particular governmental
function. For example, "police" is a subfunction of the function
"public safety".
The use of the term "surplus" in governmental accounting is
generally discouraged because it creates a potential for
misleading inference.
520
TABOR (TAXPAYERS
BILL OF RIGHTS)
TABOR RESERVE
TAXES
An amendment to the Colorado Constitution approved by the
voters in November 1992. The Taxpayers Bill of Rights has
been incorporated in the State Constitution as Section 20 of
Article X. The amendment limits growth in both state and local
government revenue and expenditures, makes provision for
annual elections, and requires voter approval for tax
increases.
Term applied to a reserve which is required by the TABOR
Amendment. Starting in 1995 this reserve is 3% of "Fiscal
Year Spending" excluding bonded debt service. This reserve
is for use in declared emergencies only.
Compulsory charges levied by a government for the purpose
of financing services performed for the common benefit. This
term does not include specific charges made against particular
persons or property for current or permanent benefits such as
special assessments. Neither does the term include charges
for services rendered only to those paying such charges as,
for example, sewer service charges.
TAX LEVY The total amount to be raised by general property taxes.
TAX RATE
TAX RATE LIMIT
The amount of tax stated in terms of a unit of the tax base; for
example, 25 mills per dollar of assessed valuation of taxable
property.
The maximum rate at which a government may levy a tax. The
limit may apply to taxes raised for a particular purpose, or to
taxes imposed for all purposes, and may apply to a single
government, to a class of governments, or to all governments
operating in a particular area. Overall tax rate limits usually
restrict levies for all purposes and of all governments, state
and local, having jurisdiction in a given area.
TAX ROLL The official list showing the amount of taxes levied against
each taxpayer or property. Frequently, the tax roll and the
assessment roll are combined, but even in these cases the two
can be distinguished.
TRADITIONAL BUDGET A term sometimes applied to the budget of a government
wherein expenditures are based entirely or primarily on objects
of expenditure.
UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity
such as a city or some towns.
WELL PROGRAM Wellness health program provided as a fringe benefit to
employees.
WORKLOAD MEASURES Specific quantitative and qualitative measures of work
performed as an objective of the department.
WORK PROGRAM A plan of work proposed to be done during a particular period
by the administrative agency in carrying out its assigned
activities.
521
WORK UNIT
YIELD
NOTE:
A fixed quantity which will consistently measure work effort
expended in the performance of an activity or the production
of a commodity.
The annual percentage rate of return earned on a security.
Yield is a function of a security's purchase price and coupon
interest rate.
Most of the above definitions were taken from Governmental Accounting,
Auditing, and Financial Reporting, GFOA, Chicago, 2012, Appendix G.
pp. 1051-1093.
522
ACRONYMS
AAA
ADCOM
CAFR
CAPP
CCI
CDBG
CDHS
CDOT
CIP
COPS UHS
COLA
COVID
CMAQ
CPI
C.R.S.
CSBG
DA
DHS
DOC
DOLA
DUI
EDAP
EOC
FEMA
FOMC
FRRC
FTE
Area Agency on Aging
Adams County Communications
Comprehensive Annual Financial Report
Colorado Counties Casualty and Property Pool
Colorado Counties Inc. association of Colorado counties
Community Development Block Grant
Colorado Department of Human Services
Colorado Department of Transportation
Capital Improvement Plan
Federal community oriented policing grant
Cost of Living Allowance
Coronavirus
Congestion Mitigation and Air Quality Improvement Program
Consumer Price Index
Colorado Revised Statutes
Community Services Block Grant
District Attorney
Department of Human Services
Colorado Department of Corrections
Colorado Department of Local Affairs
Driving Under the Influence
Economic Development Action Partnership
Emergency Operations Center
Federal Emergency Management Agency
Federal Open Market Committee
Front Range Communication Consortium
Full Time Equivalent
523
GAAP
GASB
GFOA
GIS
HARP
HES
HUTF
HRA
HVAC
IT
IGS
IGA
LEAP
MOU
MOE
MS4
NCMC
NFRMPO
NRBH
O&M
OEM
OPED
PERA
PPACA
PPO
ROW
SH
TABOR
TANF
Generally Accepted Accounting Principles
Government Accounting Standards Board
Government Finance Officers Association
Geographical Information System
Haul Route Program
Hazard Elimination Program for transportation projects
Highway Users Tax Fund
Health Reimbursement Account
Heating, ventilation, and air conditioning
Information Technology
Intergovernmental Service Fund
Intergovernmental Agreement
Low-income Energy Assistance Program
Memorandum of Understanding
Maintenance of Effort
Municipal Separate Storm Sewer for storm management
North Colorado Medical Center
North Front Range Metropolitan Planning Organization
North Range Behavioral Health
Operations and maintenance
Office of Emergency Management
Other Post -Employment Benefits
Colorado Public Employees' Retirement Association
Patient Protection and Affordable Care Act (Obamacare)
Preferred Provider Organization
Right -of way
Abbreviation for State Highway
Taxpayers Bill of Rights
Temporary Assistance to Needy Families
524
UNC
URA
VALE
VW
WCR
WCRCC
University of Northern Colorado
Urban Renewal Authority
Victim Assistance Law Enforcement
Victim Witness
Weld County Road
Weld County Regional Communications Center
526
UPSTATECOLORADO
x " ktric
arts irk
ECONOMIC DEVELOPMENT
Viijinia Da o
Loveland
Berthoud
36
SNAPSHOT;
Square
Miles/
4,016
2018 Per Capita
Personal Income/
$46,1 72
Communities
Total/
32
Household
Income/
$70,908
Greeley
2020 WELD COUNTY COLORADO
ECONOMIC AND DEMOGRAPHIC PROFILE
WELD
C0LO
Plater, e
Population
Total,
323,637
High School
Diploma+/
88%
Labor
Force/
165,290
Annual Avg.
Wage/
$51,840
4 Raymer
Etadvn I_pl o Q
Sronchom
WELD rjri
COLINTY
e --te'ssittai lit IC
COLORADO
Unemployment
Rate/
3.0
GRP
Total/
14.7 Billion
Median
Age/
33.8
County
Seat/
Greeley
DE
MOGRAPHICS,
Population
Over
Time
Number
2019
323,637
2010
254,230
2010
to 2019
% Change
27.3%
Components
of
Change
2019
Net
Migration
6,948
Natural
(Births
—
Deaths)
2,440
Source: Colorado State Demography Office
2018
Population
by
Age
0-14
years
21.7%
15-29
years
22.5%
30-44
years
21.7%
45-59
years
17.1%
60-74
years
12.2%
75+ years
4.7%
Median
Age
33.8
Source: Colorado State Demography Office
Note: Percentage may not add due to rounding
2018
Population
by Race
and
Ethnicity
Not
Hispanic
or
Latino
70.4%
—White
Alone
65.4%
—BlackAlone
1.2%
— American
Alaska
Native
Indian
Alone
&
0.5°0
—Asian Alone
1.6%
—
Native
Pacific
Hawaiian/Other
Island
Alone
0.1%
Hispanic
(Any
or
Race)
Latino
29.6%
Source: U.S. Census Bureau. Population
Estimates Program
2017
Educational
Attainment
HS
Diploma
+
88.1%
Bachelor's
Degree +
26.7%
Source: U.S. Census Bureau. American
Community Survey
Per Capita Personal and
Household Income
Number
PC Personal Income
$46,172
Median HH Income
$70,908
WELD COUNTY POPULATION
323,637
2018
Population,
Households
& 2020
Sales
Tax
Rate
by Municipality
Population
Househol
ales
Tax
Weld
County
314,250
112,857
---
Ault
1,819
692
3.00%
Berthoud
(MCP)
215
64
4.00%
Brighton
(MCP)
455
146
3.75%
Dacono
5,742
2.021
3.00%
Eaton
5,5507
2.013
3.00%
Erie
(MCP)
14,340
5,108
3.50%
Evans
20,972
7.188
3.50%
Firestone
14,694
4.761
3.60%
Fort
Lupton
8.290
2.676
4.00%
Frederick
13,463
4.475
2.50%
Garden
City
249
128
3.00%
Gilcrest
1,104
347
4.00%
Greeley
107,026
39.552
4.11%
Grover
149
92
0.00%
Hudson
1,652
582
4.00%
Johnstown
(MCP)
12,646
4,171
3.00%
Keenesburg
1,228
474
3.00%
Kersey
1.629
559
3.60%
La Salle
2,346
841
3.50%
Lochbuie
(MCP)
6,831
2.393
4.00%
Longmont
(MCP)
350
247
3.53%
Mead
4,673
1,567
2.00%
Milliken
7.619
2,524
2.50%
Northglenn
(MCP)
13
11
4.00%
Nunn
459
204
2.00%
Pierce
1,156
439
2.00%
Platteville
3,009
1,06
3.00%
Raymer
105
57
0.00%
Severance
4,975
1,715
3.00%
Windsor(MCP)
21,724
8,054
3.95%
Unincorporated
Area
49,810
18.690
0.00%
Source: Colorado State Demography Office
Note: MCP indicatesmulti-countyplace. Figures reported are the portions of total population/households in
Weld County. The City of Thornton and Town of Timnath are additional Weld County communities.
Source: U.S. Bureau of Economic Analysis
Source: U.S. Census Bureau, 2014-2018 American Community Survey
Pg. 2
528
CLI
MATE,
The area offers a dry, sunny climate with low humidity and four seasons.
Weld
U.S.
Rainfall
(inches)
14.8
38.1
Snowfall
(inches)
38.3
27.8
Precipitation
Days
74.6
106.2
Sunny
Days
240
205
Elevation
(feet)
4,970
2,443
Source: Sperling's Best Places
LOCATION & TRANSPORTATI
HIGHWAY ACCESS
North/South: I-25. State Hwy 85, Weld County Pkwy 49
East/West: 1-76, State Hwy 34 & State Hwy 14
FREIGHT RAIL ACCESS
Class 1: Union Pacific (UP) &
Burlington Northern Santa Fe (BNSF)
Short Line: The Great Western Railway of Colorado (GWR)
AIR ACCESS
DenverinternationalAirport(DIA): Fifth -busiest airport in
the US (30 minute commute from South Weld —hour from
Central/West Weld)
Greeley/Weld CountyAirport: General Aviation
(www.gxy.net)
Erie Municipal Airport: General Aviation
(www.eriecogov.com)
Northern Colorado Regional Airport: General Aviation
(www.flynoco.com)
GROSS REGI
NAL PR
v
Weld
U.S.
Avg.
TempJuly
High
89.6
85.8
Avg. Temp
Jan
Low
13.9
21.7
Comfort
Index
(higher
=
better)
7.2
7
UV
Index
5.2
4.3
Great Western Railway
(short line)
►_1nic_'n Facific Railway
ODUCT (GRP)/Estimates
Exports and Imports / 2018 Total Weld GRP: $12.5 Billion
Earnings $8.8 Billion Exports $15.9 Billion
Property Income $4.7 Billion Imports $20.8 Billion (61.9% of Demand)
Taxes on Production $1.2 Billion Locally Produced;'Consumed $12.8 Billion (38.1% of Demand)
Note: GRP measures final market value of goods/services produced.
Source: Economic Modeling Specialists. Inc.
Pg. 3
529
Total Labor Force /Weld County: 165,290 / Colorado: 3,096,358
Employed -160,320 (Weld) / Unemployed -4,970 (Weld)
Unemployment Rate— 3.0% (Weld) / 3.3% (Colorado) / 3.9% (United States)
Source: Colorado Department of Labor and Employment 2018. Labor Market Information
LABOR S HftDSprojections
NORTH WELD LABOR SHED
5-15-25 Mile Radius from Hwy 34 Business & Hwy 257
5
Miles
15
Miles
25
Miles
2019
Estimate
2024
Estimate
2019
Estimate
2024
Estimate
2019
Estimate
2024
Estimate
Total
Population
33.551
38,258
411,616
452.605
725,437
798.536
Population
18+
74.2%
74.1%
76.0%
76.3%
77.0%
77.3%
Edu.
Attain.
25+
Bachelor's
26.9%
-
24.5%
—
25.6%
-
Source: ESRI. 2019 Estimates
SOUTH WELD LABOR SHED
5-15-25 Mile Radius from 1-25 & Hwy 52
5Miles
15
Miles
25
Miles
2019
Estimate
2024
Estimate
2019
Estimate
2024
Estimate
2019
Estimate
2024
Estimate
Total
Population
37.217
46,138
655.785
725.590
1,828,052
2,004,337
Population
18+
72.4%
72.7%
75.0%
75.4%
76.8%
77.0%
Edu.
Attain.
25+
Bachelor's
26.2%
27.6%
—
26.4%
-
—
Source: ESRI. 2019 Estimates
NORTH WELD Labor Shed
ource: Mapdevelopers. corn
SOUTH WELD Labor Shed
{-aven
Boul
s Golde _ v • Watkins
rora
Loveland
34
Johnstown
Westminster
Arvada
Greeley
85
C
Keene
udson
530
-.2018
Employment
by Industry
Sector
with
Average
Annual
Wage
--
Establishments
Jobs
% Distribution
a verage
nnua
'' age
Total All
Industries
7,583
110,129
100.00%
$51.844
Agriculture,
Forestry.
Fishing
&
Hunting
232
4.065
3.69%
$44.200
Mining
254
8.620
7.83%
$88.712
Utilities
33
443
0.40%
S95,680
Construction
1.022
11.531
10.47%
$60,944
Manufacturing
336
13,637
12.38%
552.624
Wholesale
Trade
495
4.258
3.87°%o
570.876
Retail
Trade
653
10.312
9.36%
532.760
Transportation
and
Warehousing
423
4.120
3.74%
$60,528
Information
99
966
0.88%
$54,288
Finance and
Insurance
355
2.843
2.58%
$67.548
Real
Estate and
Rental
Leasing
354
1.435
1.30%
$51,844
Professional
and
Technical
Services
820
2.853
2.59%
S70.200
Management
of
Companies
and
Enterprises
76
1.753
1.59%
$140.348
Administrative
and
Waste Services
429
5.961
5.41%
338.116
Education
Services
108
9,582
8.70%
$40,196
Health
Care and
Social
Assistance
710
9,865
8.96%
$47,840
Arts, Entertainment. and
Recreation
87
1,226
1.11%
$19.604
Accommodation
and
Food
Services
471
8.530
7.75%
$17.888
Other
Services (Excluding
Public
Administration)
549
2.651
2.41%
$37,804
Public
Administration
75
5,474
4.97%
352.136
Source: Colorado Department of Labor and Employment. Labor Market Information, Quarterly Census Employment and Wages
Note: Distribution based on rounded employment by industry estimates
2020
Employment
and
Average
Wage
by0ccupation
(Highlights:
Top Location
Quotients
in the
County)
Description
Jobs
Avg. Hourly
Earnings
Location
Quotient
Architecture
and
Engineering Occupations
1,930
$39.96
0.86
Arts,
Design, Entertainment.
Sports,
and
Media
Occupations
1,684
$25.33
0.70
Building
and
Grounds
Cleaning
and
Maintenance
Occupations
4.711
315.18
0.98
Business and
Financial
Operations
Occupations
5.823
335.09
0.82
Community and
Social
Service Occupations
2.154
324.64
0.95
Computer
and
Mathematical
Occupations
1.793
$36.12
0.46
Construction and
Extraction Occupations
16,354
$22.49
2.60
Education, Training. and Library Occupations
7,862
1.05
Farming, Fishing. and Forestry Occupations
3.631
$14.45
3.66
Food Preparation
and Serving Related
Occupations
9,562
$11.87
0.85
Healthcare
Practitioners and
Technical
Occupations
4.477
$38.04
0.60
Healthcare
Support
Occupations
2.481
$16.42
0.68
Installation.
Maintenance, and
Repair
Occupations
6,573
$24.16
1.27
Legal
Occupations
529
$42.54
0.48
Life.
Physical.
and
Social
Science Occupations
777
$29.89
0.72
Management
Occupations
7,522
$45.83
0.98
Military
-Only
Occupations
401
$21.43
0.55
Office
and
Administrative
Support Occupations
15.969
$18.33
0.84
Personal
Care and
Service Occupations
3.902
$14.70
0.65
Production
Occupations
11,382
$19.05
1.47
Protective Service Occupations
2,334
325.90
0.79
Sales
and
Related
Occupations
11,028
$23.14
0.84
Transportation
and
Material
Moving Occupations
10,700
$21.22
1.16
TOTAL
133,588
$23.32
---
Location Quotient quantifies how concentrated an occupation is compared to the nation. The higher the number the more concentrated - US=1.0
Source: Economic Modeling Specialists. Inc., 2019-2020 Estimates. 2020.1 Dataset
Pg.5
531
MAJOR
E
MPLOYERS
Largest
Private,
Non
-Retail
Employers
(June
2019)
Rank
Company
Product/Service,
-
Location
. FTE
1
jBS
USA & Affiliates
Beef
Processing, Corporate
HQ.
Trucking
Greeley/Weld
4,590
2
Banner
Center
Health:
North
CO
Medical
Regional
Hospital,
Corporate
Center. Clinics
Greeley/Weld
3,640
3
Vestas
Wind
Turbine
Blade/Nacelle
Manufacturing
Windsor/Brighton
2,810
4
State
Farm Insurance
Companies
Insurance
Greeley
1,200
5
Halliburton
Energy Services, Inc.
Oil
/Gas
Development
Fort
Lupton
1,030
6
UC
Health
Healthcare
Greeley/Firestone
1,030
7
EC (Formerly
TeleTech)
Financial
Services Support
Center
Greeley
620
TT
8
Occidental
Petroleum
(Anadarko)
Oil/Gas
Development
Platteville
580
9
Leprino
Foods
Cheese
&
Dairy Foods
Manufacturing
Greeley
510
10
Noble
Energy
Oil/Gas
Development
Greeley/Weld
500
Largest
Non
-Retail
Employers
(2019/2020)
1
Greeley/Evans
School
District 6
Public
School
District
Greeley/Evans
2.200
2
University of
Northern
Colorado
Public
Four -Year University
Greeley/Weld
1,717
3
Weld
County
Government
Greeley
1.615
4
City of
Greeley
Government
Greeley
1,100
5
Aims Community College
Public
Community College
Weld
County
798
Source: Development Research Partners, June 2019: Colorado Demography Office, Upstate Colorado Economic Development - 01/2020
UTILITY PROVIDERS
Water/Sewer Providers
Water is available for purchase from municipalities throughout
the county who typically provide water treatment/delivery
services within municipal boundaries. In addition, there are
several water districts that partner with communities and/or
can provide raw water. Water rates will vary depending upon
location and provider.
Sewer services are also provided by municipalities in the
most developed areas. St. Vrain Sanitation District provides
services in much of Southwest Weld. Septic and/or packaged
systems can also be viable in the most rural circumstances and
locations. Rates will vary depending upon location and provider.
Major
Electricity
Providers
'Company
Service
Area
Rate
Info
;
Xcel
Energy
Central/West
Weld
www.xcelenergy.com
Poudre
Valley
REA
Central/West
&
North/East
Weld
www.poudrevalleyrea.com
United
Power,
Inc.
South
Weld
www.unitedpower.com
Major
Gas
Providers
Atmos
Energy
Central/West
Weld
www.atmosenergy.com
Xcel
Energy
Central/West
Weld
www.xcelenergy.com
Black
Hills
Energy
South
Weld
www.blackhillsenergy.com
532
K-12 EDUCATION
Weld County is served by 13 public school districts which includes numerous charter schools. There are also ten private school
education opportunities throughout Weld County.
Weld
P K•12
Public
Education
Statistics
Year
Weld
Stats
CO
Stats
i
Weld
Enrollment
2019-20
57,405
913,223
Number
of
Schools
2019-20
112
1,916
2018-19
52,730
Classroom
Teacher
FTE
2018-19
17.7
17.3
Pupil/Teacher
Ratio
Dropout
Rate
(High
School)
2018-19
1.2%
2.0%
Completer
Rate
2018-19
88.1%
81.8%
Graduation
Rate
2018-19
86.2%
82.9%
Colorado
SAT
Composite
Score
2019
967
1.001
Source: Colorado Department of Education
Note: lncudes Weld Schools in RE1J District
Weld Public School Districts Enrollment
Gilcrest/Platteville RE -1 1,953
St. Vrain Valley RE -1J 12,062
Eaton RE -2 1,968
Keenesburg RE -3J 2,697
Windsor RE -4 7,313
Johnstown/Milliken RE5J 3.969
Greeley/Evans RE -6 22,467
Platte Valley (Kersey) RE -7 1,093
Fort Lupton RE -8 2,452
Ault -Highland RE -9 943
Briggsdale RE -10 184
Prairie RE -11 222
Pawnee RE -12 82
Source: Colorado Department of Education. 2019-2020
2019/2020 Total Enrollment/57,405
HIGHER EDUCATION
UNIVERSITY OF
NORTHERN COLORADO
UNIVERSITY OF NORTHERN COLORADO (UNC)/
Fall 2018 Enrollment - 13,437
Fall 2019 Enrollment - 12,930
UNC is a comprehensive baccalaureate and public doctoral
research university with six colleges. Top 5 Undergraduate
Degrees Awarded: Interdisciplinary Studies (includes
Elementary Ed); Business Administration; Nursing; Sport and
Exercise Science and Psychology. Top 5 Graduate Degrees
Awarded: Education; Special Education; Sport and Exercise
Science; Speech Language Pathology and Music.
For more info see www. unco. edu.
MAims
Community College
AIMS COMMUNITY COLLEGE/
2017/2018 Enrollment - 8,436
2018/2019 Enrollment - 8,846
With two Weld campus locations, Aims offers 200 degree and
certificate programs. Two -Year Degrees Awarded - Associate of
Arts, Associate of Science, Associate of General Studies,
Associate of Applied Science plus numerous Careerand
Technical Education Certificates.
Public
Higher
Education
Facilities
in
N. Colorado
& Metro
Denver
our
Year Public
Colleges/Universities
Enrollment
Fall
2019
Colorado
School
of
Mines
—Golden
6,268
Colorado
State
University —Fort
Collins
34,166
Metropolitan
State
University
—Denver
20,192
University
of
Colorado
35,528
—Boulder
University
of
Colorado
—Denver
14,947
University
of
Northern
Colorado
—Greeley
12,930
Source: Individual Schools
2018Weld/Larimer
Top
Education
Program
Completions
'kilogram
Number
,,
Business,
Management,
Marketing
&
Related
1,536
Health
Professions
1,457
Biology/Biological
Science
961
Education
934
Engineering
777
Parks,
Recreation
and
Fitness
Studies
636
Social
Sciences
627
Psychology
545
Visual
and
Performing
Arts
506
Communication
and
Journalism
482
Source: Economic Modeling Specialists. Inc
Pg. 7
533
COMMERCIA
171
NDUSRJAL REAL ESTATE.
Commercial/industrial real estate opportunities can be found
throughout Weld County to meet virtually any business need
from an existing building to developed sites for construction.
Q3
2019
Weld
County
Commercial
Real
Estate
Market
Conditions
IIOverall
Type
Yp
,..
•Existing.Vacant,
....
Spaces
.
Space
�
Vacancy
Rate
Average
� Lease
-
Rate2
Office
5.6
0.2
2.9%
$21.68
Industrial
22.4
0.4
1.7%
S11.16
Flex
2.5
0.2
7.8%
$10.62
Retail
11.9
0.3
2.8%
$13.10
Source: CoStar Realty Group
1) Building space is listed in Millions of Square Feet.
2) Office lease rates are per square foot
TAXES;
Real
& Business
Personal
Property
and
Colorado
Income
Taxes
III Taxl\
pe
Tax
Rate a
Commercial
Property
Tax
29.0%
Residential
Property
Tax
7.20%
Corporate
Income
Tax
4.63%
Personal
Income
Tax
4.63°0
Source: Metro Denver Stats. CO Department of Revenue, CO Division of
Property Taxation
SALES & USE TAX
Weld County DOES NOT asses a county -wide sales/use tax.
Communities through the county charge sales/use tax rates
ranging from 2%-4.11%. Colorado has a 2.9°0 sales/use tax
rate.
REAL & PERSONAL PROPERTY TAX
Industrial/commercial property (building, land and equipment)
is assessed for property tax purposes at 29% of actual value
(based on a variety of factors). The mill levy assigned to each
property location includes the taxing jurisdictions serving that
location and represents the number of dollars, or property
taxes, leviedforeach$1 ,000 of assessedvalue. Forexample;
with a mill levy of 75.7333 mills the owner pays $75.73 in taxes
for every $1,000in assessed value. Weld hasover3,000 unique
tax areas with mill levies varying among municipalities. The
2018 Weld County average total mill levy rate was 72.146 mills
Property taxes fund local schools, special propose districts and
a portion of city/county government.
RESIDENTIAL PROPERTY TAX
Residential property is assessed at 7.20% of the actual value and
is exempt from personal property taxation.
Real estate prices will vary widely depending upon the level of
development and location within the County.
Weld
County
Industrial
Sites
Name
Acres
Location
65
Firestone
AFT
Industrial
Land
I Airport
Business
Park
60
Greeley
Bellmore
Industrial
Park
47
Nunn
Center
Drive
Land
21
Milliken
Concepts
Industrial
Park
54
Longmont
Crown
Prince
Land
65
Brighton
Diamond
Valley
Industrial
Park
91
Windsor
Eagle
Business
Park
133
Frederick
Eaton Industrial Rail Park
161
Eaton
Erie Aero Tech
Industrial
Park
61
Erie
Falcon
Point Business
Park
32
Windsor
The
Grainery Park
156
Greeley
Great Western Industrial
Park
500
Windsor
Highland
Industrial
Park
147
Ault
Highpointe
Business Center
136
Greeley
-25 &
Hwy
56 Land
110
Berthoud
Iron
Horse
Park
165
Johnstown
Jackson
Industrial
Site
58
Berthoud
Lost Creek
Commons
74
Keenesburg
Niobrara
Energy Park
662
Weld
Northland
Industrial
Park
55
Fort
Lupton
Platteville
Energy Park
45
Platteville
Promontory
Business
Park
200
Greeley
Ritchie
Brothers
Land
82
Mead
Silver
Peaks
Business
Park
148
Dacono
Stonegate Industrial Park
25
Evans
Villano Land
51
Fort Lupton
Weld
County Industrial
Park
100
Weld
Wildflower
Business Park
138
Frederick
STATE INCOME TAX - CORPORATE & PERSONAL
The corporate and personal Colorado income tax rate is a flat
rate of 4.63% of federal taxable income. Local governments D O
NOTassess income taxes. Inventories, Goods in Transitand
Intangibles are not taxed in Colorado and there is no Franchise
Tax. Colorado has established Enterprise Zones (EZ) that offer
state income tax credits. Select Weld locations/communities
have EZ designation. Companies that locate or expand within
the physical boundaries of an EZ are eligible to earn a variety
of state income tax credits based on their specific activities
primarily in equipment investment, job creation/training,
research and development activities, etc. Earned credits are
applied to the company's Colorado income tax liability.
Source: Weld County Government, Colorado Division of Property Taxation,
Colorado Department of Revenue Pg. 8
534
COST OF LIMN
The Cost of Living Indices (COLT) are based on a U.S. average of 100.0. Below 100 is cheaperthan the U.S. average and above is
more expensive. Below are Cost of Living Indices for Central/Northern Counties in Colorado.
Colorado 112.7/WELD
104.7
Adams
103.6
Arapahoe
111.0
Boulder
116.7
Broomfield
122.6
Denver
115.1
Douglas
116.9
Jefferson
113.2
Larimer
108.0
Source: Economic Modeling Specialists. Inc. (01 2020)
No county -wide Sales/Use tax
SI
NGLE
FA
MILY
HO
Central/West Weld
(Ault. Eaton. Evans. Greeley. Gilcrest, LaSalle.
Johnstown, Kersey, Milliken, Pierce.
Severance. Windsor)
ME PRICES
Year
# Sold
Median
Price
2019
4,226
$343,755
2018
4,050
$330.000
2017
3.522
S305.000
Source: Sears Real Estate
CULTU
RAL
RECRE
South Weld
(Dacono. Erie. Firestone, Fort Lupton, Frederick.
Hudson, Keenesburg. Platteville)
Year
# Sold
Median
Price
2019
1.209
S415,000
2018
1,085
$402,900
2017
1,080
S382,700
Source: Sears Real Estate
ATIONAL
A
Weld County offers a rich and diverse selection of cultural and
recreational opportunities including numerous golf courses. a
multitude of parks, miles of paved bike/ pedestrian paths, the
Pawnee National Grasslands and numerous annual
events including:
+ The Greeley Stampede + Colorado Farm Show
+ Greeley Blues jam
+ Weld County Fair
+ Numerous Community
Summer Celebrations
+ UNC/Greeley Jazz Festival
+ Windsor Harvest Festival
MENITIES
East/North Weld
(Grover, New Raymer. Nunn)
Year
# Sold
Median
Price
2019
33
$305,000
2018
29
$300,000
2017
24
S292.000
Source: Sears Real Estate
The 1.600 seat Greeley Union Colony Civic Center provides
even more entertainment options along with UNC Bears
Division I Athletics. A Weld location also offers easy access to
multiple world class ski areas. camping, fishing, hunting, snow
sports, hiking and all the Rocky Mountains have to offer. Weld
County is Colorado after all!
For more information visit websites of our 32 communities and
the following Weld County web sites:
www.discoverweld.com
535
Weld County and its communities are pro -growth, prepared
to handle company needs and will do what can reasonably be
done to reduce the development/start-up costs of qualifying
primary sector companies looking to locate or expand.
Key Business Assistance/Incentives:
• Comprehensive Site Selection Services
• Confidential Building/Land Searches
• Weld County Demographic/Economic and Workforce Data
• Financial Resource Identification/Assistance Through Two
Loan Programs
• Government Advocacy
County, State, and Municipal Incentive
Identification/Packaging Including:
> Municipal Development Fee/Tax Incentives
> Partial Personal Property Tax Rebates
> Enterprise Zone State Income Tax Credits
> Colorado First Customized Training Grants
> Colorado Job Growth Incentive Tax Credits
For detailed assistance information contact Upstate
Colorado Economic Development, anon -profit economic
development agency, that serves as a single confidential source
of information about the Weld County and Northern Colorado region.
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Promontory Corporate Park, Greeley
State Farm Operations Center & JBS North American Corporate Headquarters
822 7th Street/ Suite 550
Greeley, CO 80631
Phone (970) 356-4565
www.upstatecolorado.org
UPSTATECOLORADO
ECONOMIC DEVELOPMENT
Supporting Job OppuurtunitiL,, in Cr«ILv & Wkid County CommunitiLs
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