HomeMy WebLinkAbout20202829.tiffCOUNTY OF WELD
2021
PROPOSED
BUDGET MESSAGE
PRESENTED TO:
WELD COUNTY BOARD OF COMMISSIONERS
Mike Freeman, Chair
Steve Moreno, Pro -Tern
Scott James, Commissioner
Barbara Kirkmeyer, Commissioner
Kevin Ross, Commissioner
BY THE DIRECTOR OF FINANCE AND ADMINISTRATION
DONALD D. WARDEN
September 2020
TABLE OF CONTENTS
PAGE
DISTINGUISHED BUDGET PRESENTATION AWARD 1
BUDGET MESSAGE 3
ABOUT WELD COUNTY, COLORADO 16
STRATEGIC PLAN 21
POINTS OF ISSUE AND POLICY MATTERS:
2021 BUDGET STRATEGY 55
2021 BUDGET CALENDAR 58
Explanation of Overview of Budget and Management System 59
Overview of Budget and Management System 61
Hierarchy of Budget Information 62
Budget Process 63
Significant Budget and Accounting Policies 64
Explanation of Individual Funds 66
Budget Policies 68
Significant Changes in Policy from Prior Years 69
Long Term Financial Planning Policies 70
Capital Improvement Policy 72
Investment Policy 74
Fund Balance and Reserve Policy 75
Policy Directions 76
2021 Guidelines 78
2021 Special Budget Instructions 80
2021 Program Issues 82
Revenue Policies and Assumptions 83
Specific Revenue Assumptions of Significant Revenue 84
Major Revenue Historical Trends and Analysis 86
Department/Fund Matrix and Organizational Responsibility for Budget Units 93
Policy Matters/Points of Issue with Fiscal Impact 96
EMPLOYEE SALARY SCHEDULE AND BENEFITS:
2021 Salary and Benefit Recommendations 99
2021 Other Benefits 100
Position Authorization Changes Due to 2021 Budget 101
SUMMARY OF FUNDS:
Graph - - All Funds Revenue 103
Graph - - All Funds Expenditures 104
Graph - - Mill Levy 105
2021 Summary of Fund Balances 106
2021 Summary of Major Revenues and Expenditures 108
2020 Estimated Summary of Major Revenues and Expenditures 110
2019 Actual Summary of Major Revenues and Expenditures 112
Governmental Funds - 2019 - 2021
Summary of Estimated Financial Sources and Uses 114
2020 Assessed Values to be Used for 2021 Budget 116
PAGE
SUMMARY OF FUNDS (CONTINUED):
Net Program Cost 117
Seven Year Trend Data:
Beginning Fund Balance 119
County Expenditures 120
Weld County - Organizational Chart 121
Summary of County Funded Positions 122
GENERAL FUND:
Graph -- General Fund Revenues 125
Graph -- General Fund Expenditures 126
Seven Year Trend Data
General Government 127
Public Safety 128
Health and Welfare 129
General Fund Summary Narrative 130
Summary of Revenue 132
Summary of Expenditures 134
Office of the Board 136
Public Information 138
County Attorney 140
Public Trustee 142
Clerk to the Board 144
Clerk and Recorder:
Recording/Administration 146
Elections 149
Motor Vehicle 151
Treasurer 153
Assessor 155
County Council 158
District Attorney:
Seven Year Trend Data 159
Budget Unit Summary 161
Juvenile Diversion 162
Juvenile Restorative Justice 163
Victim/Witness Assistance 164
Finance and Administration 165
Accounting 167
Purchasing 169
Human Resources 171
Planning and Zoning 174
Community Development Block Grant 179
Buildings and Grounds 180
Weld Plaza Building 183
Information Technology 184
Geographical Information System 188
Technology Projects 190
Printing and Supplies 191
ii
PAGE
GENERAL FUND (CONTINUED):
Sheriff's Office:
Seven Year Trend Data 193
Budget Unit Summary - All Departments 194
Sheriff's Administration Patrol 200
Sheriffs Booking Unit 202
Sheriff's Professional Standards 204
Sheriffs Civil Unit 206
Sheriff's Support Services 208
Sheriffs Records Unit 210
Sheriff's Evidence Unit 212
Sheriff's Patrol 214
Sheriffs Investigations Unit 216
Municipal Contract Enforcement 218
Sheriffs Office Ordinance Enforcement 220
Regional Forensic Laboratory 222
Victim Advocate Services 224
Multi -Jurisdictional Drug Task Force 226
Inmate Services 228
Security Unit 230
Courts and Transportation Unit 232
Contract Jail Space 232
Communications - County Wide 234
Communications System Development 237
Public Safety Information System 238
Public Safety Wireless Communication 240
Coroner 242
Pre -Trial Services 245
Work Release 248
Adult Diversion Services 250
Community Corrections 251
Building Inspection 253
Oil and Gas Energy 257
Noxious Weeds 259
Office of Emergency Management 261
General Engineering 263
Missile Site Park 266
Parks and Trails 267
Airport Transfer 268
Senior Programs 269
Waste Water Management 270
Developmentally Disabled 271
Mental Health 272
Child Advocacy Center 273
Transfers:
Retirement 274
Human Services 275
Health Department 276
Economic Development 277
Building Rents 278
Non -Departmental 280
i i i
PAGE
GENERAL FUND (CONTINUED):
Retiree Health Insurance 281
Community Agency Grants 282
Bright Futures 284
Extension Service 286
County Fair 288
Veterans Services 290
Island Grove Building 292
Asset and Resource Management 293
Contingency (Salary) 294
PUBLIC WORKS FUND:
Graph -- Public Works Revenues 295
Graph -- Public Works Expenditures 296
Graph -- Seven Year Trend Data 297
Public Works Fund Summary Narrative 298
Concerning Local Accountability for Money Used for Highway Purposes 300
Construction Bidding for State -Funded Local Projects 301
Summary of Revenue 302
Summary of Expenditures 303
Summary — All Departments 304
Administration 305
Trucking 307
Gravel Road Management 309
Bridge Construction 311
Maintenance Support 313
Other Public Works 315
Mining 317
Pavement Management 319
Grants -in -Aid to Cities and Towns 321
Non -Departmental Revenue 322
Contingency (Salary) 323
SOCIAL SERVICES FUND:
Graph -- Social Services Revenues 325
Graph -- Social Services Expenditures 326
Graph -- Seven Year Trend Data 327
Social Services Fund Summary Narrative 328
Estimated Revenue 329
Mandated Programs 330
Summary of Revenue 331
Summary of Expenditures 332
Summary — All Departments 333
County Administration 340
Non -Program Revenue 342
Other Programs 343
Child Support Administration 345
Temporary Assistance to Needy Families 347
Aid to Needy Disabled 349
Child Care 351
iv
PAGE
SOCIAL SERVICES FUND (CONTINUED):
Old Age Pension 353
Child Welfare and Administration 355
Core Services 357
Adult Protective Services 359
LEAP Program and Administration 361
General Assistance 362
PUBLIC HEALTH AND ENVIRONMENT FUND:
Graph -- Health Fund Revenues 365
Graph -- Health Fund Expenditures 366
Graph -- Seven Year Trend Data 367
Public Health and Environment Fund Summary Narrative 368
Summary of Revenue 371
Summary of Expenditures 372
Budget Unit Summary - All Departments 373
Administration 377
Non -Program Revenue 379
Health Communication 380
Community Health Services 382
Environmental Health Services 384
Public Health Preparedness 386
Public Clinic Health Services 388
HUMAN SERVICES FUND:
Graph -- Seven Year Trend Data 391
Human Services Fund Summary Narrative 392
Summary of Revenue 393
Summary of Expenditures 394
Summary — All Departments 395
Job Service (Wagner/Peyser) 396
Summer Job Hunt 398
Workforce Investment Act - Adult Program 399
Workforce Investment Act - Youth Program 400
10% Incentive Grant (CIMS) 401
Workforce Investment Act - Dislocated Worker Program 402
Educational Lab 403
AmeriCorps Program 404
AAA Administration 405
AAA Support Services 406
AAA Congregate Meal 408
AAA Home Delivered Meals 409
AAA Health Services 410
AAA Colorado Health Foundation 411
AAA Elder Abuse Grant 412
AAA Special Ombudsman 413
AAA Single Entry Point 414
AAA (CCT) 415
AAA (VALE) 416
AAA (State Funds) 417
v
PAGE
HUMAN SERVICES FUND (CONTINUED):
Part E Family Caregiver Support 418
Community Services Block Grant 419
SPECIAL REVENUE FUNDS:
Narrative Summary of Special Revenue Funds 421
Conservation Trust Fund:
Summary of Revenue 422
Summary of Expenditures 423
Budget Unit Summary 424
Contingency Fund:
Summary of Revenue 427
Summary of Expenditures 428
Budget Unit Summary 429
Emergency Reserve Fund:
Summary of Revenue 430
Summary of Expenditures 431
Budget Unit Summary 432
Solid Waste Fund:
Summary of Revenue 433
Summary of Expenditures 434
Budget Unit Request Summary - Code Enforcement 435
Budget Unit Fund Summary 436
CAPITAL FUNDS:
Graph - - Seven Year Trend 439
Capital Expenditures Fund Summary Narrative 440
Summary of Revenue 441
Summary of Expenditures 442
Budget Unit Summary 443
Long Range Capital Projects Five -Year Plan 444
PROPRIETARY FUNDS:
Narrative Summary of Funds 487
Enterprise — Northern Colorado Regional Forensic Laboratory Fund
Summary of Revenue 488
Summary of Expenditures 489
Budget Unit Summary 490
IGS — Fleet Services Fund
Summary of Revenue 491
Summary of Expenditures 492
Budget Unit Summary — Fleet Services Administration 493
Budget Unit Summary — Fleet Services Equipment 495
IGS - Health Insurance Fund:
Summary of Revenue 498
Summary of Expenditures 499
Budget Unit Summary 500
vi
PAGE
PROPRIETARY FUNDS (CONTINUED):
IGS - Insurance Fund:
Summary of Revenue 502
Summary of Expenditures 503
Budget Unit Summary 504
IGS - Telecom Services Fund:
Summary of Revenue 506
Summary of Expenditures 507
Budget Unit Summary 508
Weld County Finance Authority:
Budget Unit Summary 510
GLOSSARY 511
SUPPLEMENTAL DATA:
Upstate Colorado:
Economic and Demographic Profile 527
Vii
VIII
G�9
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Weld County
Colorado
For the Fiscal Year Beginning
January 1, 2019
Executive Director
1
2
DEPARTMENT OF FINANCE AND ADMINISTRATION
PHONE: (970) 400-4218
FAX: (970) 352-0242
1150 O STREET
P.O. BOX 758
GREELEY, COLORADO 80632
September 15, 2020
Weld County Board of Commissioners
1150 O Street
Greeley, CO 80631
Board Members:
As Weld County begins 2021 the County is in excellent financial condition with no debt, no sales
tax, one of the lowest mill levies among all Colorado counties, a significant cash reserve, and a
fully funded pension plan.
The Weld County 2021 Final Budget for operations and capital outlay totals a gross amount of
$317,463,140 with a net of $309,444,430 when interfund transfers are excluded. The Proprietary
Funds total an additional $38,726,471. The budget has been prepared in accordance with your
directives developed during the budget process. The budget is funded with revenue estimates of
$173,592,236, anticipated fund balances of $202,684,578, and the maximum allowed property
tax under Amendment One (TABOR) and the Weld County Home Rule Charter of $227,025,932.
2021 BUDGET HIGHLIGHTS
Position the county financially to deal with a significant drop in oil and gas assessed
valuation for the 2022 budget.
➢ Continue response to the COVID pandemic.
Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $100 million.
Communications will phase in recovering 40% of costs through user fees versus 20%.
Open 2 West Wing jail expansion.
24.00 FTE in the Sheriff's Office will be added in 2021 to open expanded jail capacity.
➢ Sheriffs Office will assume the management of criminal records and evidence from the
Greeley Police Department contract to bringing the two functions in-house January 1,
2021.
3
Continue efforts to control health care costs for county employees/dependents. No rate
increase in 2021 meanings premiums are 11.8% lower than they were seven years ago.
➢ A new coroner's morgue will be constructed and staffed.
The public safety information system (Spillman) will be replaced with SquareCentral
system.
➢ The 2021-2025 Capital Improvements Plan for facilities is funded at $78,525,000.
➢ Implement an air quality monitoring system in response to SB 19-181.
Fund the Public Works road and bridge 2021-2025 Capital Improvement Plan.
FINANCIAL PLAN
ECONOMIC CONDITIONS AND OUTLOOK
As we approach 2021, we stand several months into a grave economic crisis caused by the impact
of the coronavirus pandemic. The economic landscape continues to evolve as businesses
dramatically shift workflows, households reevaluate their finances, and federal, state, and local
governments seek new policies to both reopen economically while at the same time tempering
the spread of COVID-19. The Colorado and U.S. economies contracted in 2020 at rates more
severe than those experienced during the Great Recession. Asharp decline that began in the first
quarter of 2020 deepen significantly in the second quarter, reflecting shutdown orders that
spanned most states. Phased reopening has given way to a gradual rise in economic activity
through the remainder of the calendar year. Yet, the effects of the shutdown will continue to ripple
through the economy well into the future. Many but not all workers furloughed or laid off during
the shutdown will regain employment as some businesses will downsize or fail to reopen. Ongoing
uncertainty and health -related concerns, combined with the economic blow of the shutdown, will
constrain business investment, consumer activity, and the strength of the job market well into
2021.
The impacts of the COVID-19 pandemic and the related public health response of the past months
have been widespread, leaving no part of the U.S. and Colorado economies untouched.
Unemployment rates have been in the high teens, which have not been seen since the Great
Depression. Some business closures and job losses will be permanent, leaving a lasting mark on
economic activity. The global oversupply of crude oil, met with the COVID-19-related plummet in
fuel demand, sent crude oil prices to unprecedented lows. As the U.S. oil and gas industry
contracts, upstream and downstream industry impacts are mounting, compounding the impacts
of the COVID-induced recession. Unprecedented federal stimulus and monetary policy have
helped to stabilize and soften the impact of economic contraction. Yet, the strength of the recovery
remains uncertain and dependent on an effective means to isolate and contain COVID-19. Most
economic forecasts assume that a vaccine will not be available for at least a few months into
2021, necessitating ongoing social distancing restrictions.
The phased reopening will begin to show signs of an economic rebound in 2021. However, job
losses, wage cuts, health concerns, and ongoing uncertainty will restrain consumer spending into
2021. Amid uncertainty and profit losses, business investment will falter. A slowing global
economy and trade uncertainty had already created challenges for many U.S. businesses before
the spread of COVID-19 to the U.S. The full impact of COVID-19-related closures is not yet well
4
known as surveys struggle to keep up with rapidly changing economic circumstances. The
shutdown has pushed cash flow dependent industries to the brink of collapse. Bankruptcies are
likely in the retail and leisure and hospitality sectors, and many businesses will not reopen their
doors. While some industries were more affected than others, none have been untouched.
A major impact to the local economy is the impact on the oil and gas industry. Energy industry
activity collapsed in 2020, led by historically low crude oil prices that defied logical expectations
when the price of oil fell to below zero. The crude oil industry is faced with twin supply and demand
shocks resulting in an unprecedented drop in prices and storage nearing full capacity. Oil
production in the U.S. declined, with natural gas production falling in tandem. With oil prices
hovering around $20-30 per barrel, intermittently plunging to near zero, and supply exceeding
demand during the shutdown, recovery will depend on how quickly businesses reopen and the
extent to which consumer travel activity resumes. At the beginning of March, Saudi Arabia and
Russia flooded the global market with oil, causing prices to drop 24 percent overnight. As COVID-
19 shutdowns went into effect across the world, demand for gasoline and jet fuel declined
precipitously and has yet to recover. Forecasts for oil prices vary but generally peg West Texas
Intermediate crude oil at around $30-$40 per barrel during 2020 before increasing to around $40-
$45 per barrel in 2021. More efficient firms with lower per barrel breakeven prices and those with
price hedges through at least 2020 stand to fare better through this crisis; however, many firms
are overleveraged and may be forced into bankruptcy.
Other sectors of the economy important to Weld County have also been impacted by the
coronavirus such as the slowing of housing and commercial development as demand has
dropped. As economies reopen, the residential housing market is expected to improve and remain
relatively stable as tight inventories and low mortgage rates are expected to support the market
in spite of economic uncertainty. COVID-19 has significantly dampened the outlook for agricultural
producers, who are already in the midst of a prolonged industry downturn. COVID-19-related
slowdowns at meatpacking facilities across the country have created supply chain bottlenecks,
compounding demand shortfalls due to the closing of schools and restaurants. Prices for most
major farm commodities, including hogs, ethanol, cattle, milk, corn, soybeans, and wheat, have
declined. Both demand and supply conditions in the months ahead are likely to continue to weigh
on agricultural commodity prices.
The State of Colorado government's budget woes will also impact Weld County government. As
the recession causes a reduction in sales tax and income tax revenues, the state struggles to
balance its budget. With many county programs tied to the finances of the state, the Weld County
budget is always in jeopardy when the state begins to look for places to cut its budget. This
problem will persist through 2021 and perhaps longer. Even if the economy rebounds, analysts
are warning that income taxes from capital gains from sale of assets may lag several years due
to the dramatic drop in the prices of equities and real estate. The portion of state and federal
income tax from capital gains is significant.
The current recession has posed unprecedented challenges to policymakers and corporate
leaders alike. As difficulties from the coronavirus crisis persist nationally, consumer confidence,
and labor market disturbances will likely persist in Colorado. A recovery of the Colorado economy
will be closely correlated with improvements in the national economy, and improvement in the
national economy is contingent upon a variety of volatile factors. Anticipating the effects of future
monetary and fiscal policy actions is quite difficult. Additionally, the overall effect of the enacted
federal stimulus acts remains unknown, as does the lag between the legislation's implementation
and consequent benefits.
5
2021-2024 BUDGET PLAN AND FOR THE FUTURE
The main purpose of county government is to be able to continue providing essential public safety,
health, welfare services, and a county transportation system. The national and international
economies are struggling under unprecedented uncertainties and challenges resulting from the
COVID 19 pandemic. With unemployment rates we have not seen in years, volatile energy prices,
and slow economic growth, many local governments are feeling financial pressures. Fortunately,
Weld County is weathering this storm better than many other local governments thanks to our
past prudent and conservative financial management. Over the years Weld County has taken
several steps to restrict spending and safeguard taxpayer dollars. However, despite these sound
fiscal practices, Weld County will not escape some of the consequences of the economic
downturn and economic turmoil around it. The added factors of the dramatic drop in oil prices due
to the Saudi Arabia and Russia oil price war and new oil and gas regulations resulting from SB19-
181 have sent oil prices tumbling to below $30 per barrel. At $30 to $35 per barrel of oil many US
shale companies doing business in Weld County will find it unprofitable to drill new wells.
The energy melt down threatens to cause a repeat of the last crash which bankrupted dozens of
American oil and gas companies and caused hundreds of thousands of layoffs in the industry.
The industry was already under stress from Wall Street, banks, and investors who want them to
cut their debt. The net result is the oil price drop threatens to set off a cascade of bankruptcies
and layoffs in an industry that was built on shaky financial ground marked by heavy debt. The big
unknown is how long will the shrinking demand for oil from the coronavirus and the swelling supply
of oil from the OPEC production limits increase last. The coronavirus could get under control
sooner than the OPEC production limits are resolved. Analysts are predicting oil will remain
between $30-$40 per barrel through 2020 and reach $40-$45 in 2021.
In analyzing Weld County's economic impact, the situation will most definitely result in a slowdown
in drilling and production in Weld County. This will mean fewer new wells, less capital investment,
drop in royalty payments, job layoffs, and economic slowdown for local businesses serving the
industry and their employees. For Weld County government and other local governments
benefiting from the assessed valuation from oil and gas production, we will see a significant drop
in the assessed valuation and property tax revenues for the 2022 budgets. The 2021 budgets will
not be impacted because the assessed valuation is based upon the 2019 oil and gas production.
The 2019 assessed valuation from oil and gas in Weld County is estimated to be down
approximately 5-10% due to the price drop in 2019 from the 2018 price levels, even though
production was up in 2019. Prior to the coronavirus and oil price war, it was anticipated oil and
gas production could drop by 30% due to SB 19-181 regulations in 2020, as evidenced by the
drop in the number of active drilling rigs operating in Weld County.
With oil prices being below $30 per barrel, that is a one-third drop in the price over a year ago
which will be coupled with the anticipated drop in production. The combination of the two factors
will most likely result in a drop of nearly $70 million or more than a 30% in property tax collections
for Weld County government alone from 2020 to 2022. Fortunately, Weld County strategically
had one-time spending for 2020 of $80 million and $72 million for 2021 to help absorb the
shock in 2022. With some price recovery in the next two years, hopefully the lower oil production
and price will stabilize.
Weld County has been building up a rainy -day fund (Contingency Fund) over the last few years
that is at $60 million currently and is planned to increase to $100 million in 2021.This fund will
allow the county to adapt to the changing reality of oil and gas revenues and provide for a soft
landing in doing so by avoiding any crashing shocks to the budget and county services. Besides
6
the rainy -day fund, the county has 7 mills of property tax that have been providing temporary tax
credits to property taxpayers in Weld County. Future County Commissioners will have the option
of reducing the temporary tax credits to avoid budget cuts if they so choose.
As Weld County policymakers and managers face the next three to four years, it will take extra
efforts on everyone's part to deliver conservative and balanced budgets in fiscal years 2021-2024.
Based upon some reasonable projections of future assessed values and demand for services, it
will be essential to develop budgets that tighten county government's belt, focus on critical
services, and reflect the needs of the citizens of Weld County. While weathering these economic
times over the next few years, the budget must continue to deliver essential services and also
make strategic investments in human capital management, as well as the county's infrastructure,
so that our county is well -positioned for a strong economic rebound when the downturn becomes
an upturn.
As stated earlier, the main issue facing Weld County is the impact of the volatility of the price and
production of oil and gas will have on Weld County's assessed value, which generates over 60%
of the property taxes to support over 40% of the county's budget. The problem will come in
configuring the 2022 budget, because with the drop in oil and gas prices in 2020 the oil and gas
assessed value may well drop over 50%. In doing a reasonable forecast of assessed values due
to the volatility of oil and gas values, the structural and cyclical problem of the property tax
revenues for the next three years must be dealt with as one budgetary issue, and not left to be
dealt with in the individual years — thus creating a major problem for 2023 and 2024. Hopefully,
by 2025 the assessed values will begin to stabilize with an economic recovery and stable oil and
gas prices.
Another area of concern is the State of Colorado budget crisis with the drop in sales tax and
income tax resulting from the economic slowdown. Many of the county's programs are dependent
upon our funding partnership with the state. As the state seeks to balance its budget, the county
can expect cuts to state programs impacting the county until the economy and state revenues
improve.
Challenging fiscal times test the strength of an organization's backbone, but they also provide
an opportunity to review and strengthen policies, enhance the analytical knowledge of the
organization, and inspire fresh perspectives. It is an opportunity for departmental -level reviews
and analysis. It is a time to align strategies and programs to maximize the positive impacts on
services to the county's residents and find innovative ways to reduce costs and leverage
resources. A major challenge or crisis can provide impetus to innovate and make changes that
would nearly be impossible in better times.
Prioritizing services is essential in the dealing with the budgetary challenge. Services cannot be
provided as they always have been. There may be some fat that can be trimmed from the existing
service mix, but more likely Weld County will have to do more with less, do less of, or simply stop
providing some services to concentrate on a more limited number of high priority programs.
To facilitate this effort as the 2021 budget was prepared, departments were asked to complete
the following:
• Budget Review forms for each of their programs.
• Departments should identify all programs and where possible the costs of each program.
• As indicated on the Budget Review form an overview of each program in the department
should be presented and any ideas of how the program could be changed, consequences
7
of elimination or reduction in the program, and any cost cutting/revenue raising strategies
associated with the specific program.
• Any known or anticipated changes or impacts in department's programs should be
identified, such as state budget cut.
• Departments should identify on the Budget Unit Ranking form the priority of reductions
for programs totaling fifteen percent (15%) of the net county costs (target budget level).
• An Appropriation Request Exceeding Target Budget Level form should be completed for
each program that is in the lowest 15% priority on the budget unit ranking form.
• A Cost Cutting/Revenue Raising Strategy form should be completed for any program that
the department is proposing cost cutting/revenue raising approaches.
• Any recommended change in a program or activity should have an Activity Analysis form
completed.
Information from the above forms and processes was used in evaluating departments' 2021
budget requests and will be used for planned in depth budget reviews in the Spring of 2021 with
the new Board of County Commissioners, as what was done in 2009 and 2015. The review will
facilitate the identification of anticipated 2022 budget impacts and potential changes.
GENERAL GOVERNMENT FUNCTIONS
Revenue for general government functions, including General, Special Revenue, Capital
Expenditures, Internal Service, and Enterprise Funds, total $400,618,168 in 2021, an increase of
1.15 percent over 2020, primarily in property taxes, licenses and permits, charges for services,
internal service charges, miscellaneous revenues, and fees account revenues. The amount of
revenue from various sources and the changes compared to 2020 are shown in the following
tabulation:
Revenue Sources
Property Taxes
Other Taxes
Licenses and Permits
Intergovernmental
Revenues
Charges for Services
Miscellaneous Revenue
Fee Accounts
Internal Service Charges
TOTAL
2021
Amount
$227,025,932
12,800,000
5,366,500
67,880,268
10,653,116
25,520,281
16,145,600
35,226,471
$400,618,168
2021
Percent
of Total
56.7%
3.2%
1.3%
16.9%
2.7%
6.4%
4.0%
8.8%
100.0%
2020
Amount
$224,660,533
12,970,000
6,880,000
67, 679, 862
11,499,426
24,559,545
14,109, 600
33,706,303
$396,065,269
2020
Percent
of Total
56.7%
3.3%
1.7%
17.1%
2.9%
6.2%
3.6%
8.5%
100.0%
Increase
- Decrease
from 2020
$ 2,365,399
- 170,000
1,513,500
200,406
- 846,310
960,736
2,036,000
1,520,168
$ 4,552,899
Expenditures by function for the General, Special Revenue, Capital Expenditures, Internal
Services, and Enterprise Funds total $348,170,901 for 2021, which is a decrease of 2.36 percent
over 2020. The major decrease is in capital and public works with offsetting increase in public
safety, road and bridge, internal services and salary adjustments. The amounts by function and
the increase over 2020 are as follow:
8
Expenditure Sources
General Government
Social Services
Road and Bridge
Public Safety
Human Services
Health
Capital
Public Works
Contingency
Miscellaneous
Culture and Recreation
Auxiliary
Internal Services
2021
Amount
2021
Percent
of Total
2020
Amount
2020
Percent
of Total
$ 50,975,105 14.7% $ 51,702,785 14.5%
45,887,094 13.2% 45,777,213 12.8%
68,991,268 19.8% 65,348,108 18.4%
79,083,213 22.7% 78,978,533 22.1%
9,190,975 2.6% 9,207,825 2.6%
12,744,704 3.7% 12,694,543 3.6%
11,566,500 3.3% 22,057,000 6.2%
11,179,507 3.2% 14,919,812 4.2%
10,000,000 2.9% 10,000,000 2.8%
7,779,995 2.2% 6,586,061 1.8%
1,079,624 0.3% 1,118,796 0.3%
966,445 0.3% 977,778 0.3%
38,726,471 11.1% 37,206,303 10.4%
TOTAL $ 348,170,901
Increase
- Decrease
from 2020
$ -727,680
109,881
3,643,160
104,680
- 16,850
50,161
-10,490,500
-3,740,305
0
1,193, 934
- 39,172
- 11,333
1,520,168
100.0% $ 356,574,757 100.0% $ -8,403,856
Capital Expenditures Fund: 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.
Debt Administration: The County continues to have no bonded indebtedness. The passage of
HB1579, in 1981, Section 30-35-201, C.R.S., now allows the debt ceiling to be three percent of
the assessed valuation of the county. Thus, Weld County maintains nearly a $450 million
allowable debt capacity in accordance with Colorado State statute. The 1997 Certificate of
Participation Bonds for the construction of the Correctional Facility were paid off on the call date
of August 1, 2007. Weld County currently has no debt of any type and is one of only a few local
jurisdictions in the nation that can make that claim.
Cash Management: Cash temporarily idle during the year will be invested in time deposits
ranging up to 180 days to maturity. Interest earned on investments of cash held by the County
Treasurer will be recorded as revenue in the General Fund, with the exception of interest
attributed to the Conservation Trust Fund, Insurance Fund, Capital Expenditure Fund, Trust
Funds, and the interest earned on certain deposits held for other taxing authorities. The amount
of interest anticipated in 2021 is $4,588,675.
The County's investment policy is to minimize credit and market risks while maintaining a
competitive yield on its portfolio. Accordingly, deposits are either insured by federal depository
9
insurance or collateralized. All collateral on deposits is held either by the government, its agent,
or a financial institution's trust department in the government's name.
Risk Management: During 2021, Weld County will continue to be a member of Colorado
Counties Casualty and Property Pool, therefore, all casualty insurance coverage is being provided
via pooling with other Colorado counties. The pool offers full safety and risk management
programs to minimize losses. Losses are funded on a self-insurance option basis. Worker's
Compensation will be provided via a state approved self-insurance program.
Mill Levy: The mill levy will remain 15.038 mills. The assessed value for the 2021 Budget is
$15,096,816,882, which is down $391,231,480 or -2.53 percent compared to last year. The
assessed value for vacant land is down $13.6 million, or 12.63 percent. Residential is up $98.8
million, or 4.33 percent; and commercial property is up $56.3 million, or 4.89 percent. Agricultural
property is up $4.4million, or2.17 percent; industrial is up $300.7 million, or 27.37 percent; natural
resources is up $1.4 million, or 5.32 percent; and State assessed property is up $147.1 million,
or 15.76 percent. The major decrease is in oil and gas, down $912.4 million, or -9.19 percent,
which is due to oil and gas prices being down. There is an actual value increase of new
construction of $4.41 billion, or 8.97 percent.
Employee Compensation Pay: For the 2021 budget, no cost of living salary increases for Weld
County employees is included. Employees will get step increases for longevity and performance.
The planned 2.5% adjustment for all Sheriff deputy and correctional officer career positions to
remain competitive with other law enforcement agencies in the area is not included either, since
other law enforcement agencies are also not providing cost of living adjustments in 2021 due to
the economic downturn caused by the COVID pandemic.
Health insurance rates will remain the same for the employees and the county for 2021. This will
mean over the last seven years health insurance rates have dropped 11.8%. Measures to control
health care costs, such as the wellness program, employee clinic, consumer driven plans, and
health reimbursement accounts have been making a positive impact on controlling the health
insurance costs for the county. Health coverage will be provided by Aetna on a partially self -
insured basis with a Preferred Provider Organization (PPO) option and a High Deductible Health
Plan/Health Reimbursement Account (HDHP/HRA) option. No other benefit changes are
anticipated.
Fund Balances: County fund balances continue to remain very healthy, with an anticipated
$202,684,578 to begin 2021. This is up from 2020 and is at one of the highest levels in many
years. The strong fund balance figures have been achieved through conservative budget
practices and the high assessed value from oil and gas revenues. The ending fund balances are
projected at $255,131,845. However, the ending fund balance is actually understated because
$10,000,000 in the Contingency Fund is appropriated, thus not showing up in the ending fund
balance figure. The $10,000,000 is not anticipated to be spent in 2021, and if no emergencies or
unforeseen events happen, the amount should be in the ending fund balance. There is no fund
balance earmarked in the 2021 budget. All other fund balance amounts are undesignated. With
the above projection, ending fund balances should be $265,131,845. The increase of
approximately $65.3 million in the ending fund balance is primarily attributed to adding $47.5
million to the Contingency Fund, $0.3 million to the General Fund, and $31.0 million to the Capital
Expenditure Fund with an $0.7 million reduction in the Public Works Fund and $0.6 million
reduction in the Solid Waste Fund. The Contingency Fund also serves as a stabilization reserve
for the fluctuating revenues due to Weld County's heavy dependency on oil and gas assessed
10
values that can fluctuate dramatically from year to year due to production levels and price
changes.
MAJOR FACTORS IMPACTING THE 2021 BUDGET
As Weld County begins 2021 the County is in excellent financial condition with no debt, no sales
tax, one of the lowest mill levies among all Colorado counties, a significant cash reserve, and a
fully funded pension plan. As discussed earlier the national and international economies are
struggling under unprecedented uncertainties and challenges resulting from the COVID 19
pandemic. With unemployment rates we have not seen in years, volatile energy prices, and slow
economic growth, many local governments are feeling financial pressures. Fortunately, Weld
County is weathering this storm better than many other local governments thanks to our past
prudent and conservative financial management. In analyzing Weld County's economic impact,
the situation will most definitely result in a slowdown in drilling and production in Weld County.
This will mean fewer new wells, less capital investment, drop in royalty payments, job layoffs, and
economic slowdown for local businesses serving the industry and their employees. For Weld
County government and other local governments benefiting from the assessed valuation from oil
and gas production, we will see a significant drop in the assessed valuation and property tax
revenues for the 2022 budgets. The 2021 budgets will not be impacted because the assessed
valuation is based upon the 2019 oil and gas production. However, due to the anticipated drop in
assessed valuation for 2022 the 2021 budget has been developed in anticipation of the revenue
drop in 2022 to position the county to be able to deal with the revenue drop without adversely
impacting county services in 2022.
Finally, the 2021 budget must continue to emphasize long-term planning and investment
consistent with the Weld County Strategic Plan and the Strategic Investment Plan for the Future
of Weld County. The 2021 budget must address: 1) investment in the long term; 2) continue to
strengthen financial management; 3) improve County operations; 4) investment in technology;
and 5) focus on employee engagement and workforce development.
The General Fund is funded at the level of $156,124,237 down $2,495,497 or 1.60% Without
including adjustments for salary step increases, the budget for general government functions is
down $727,680. Building and Grounds is up $994,742 or 12.67% largely due to County
construction on ten facilities and additions: Evidence Storage Building, Coroner Building, Clerk
and Recorder Building, Jail Wing addition, Oil Gas & Energy building, Car Wash building, Public
Works office addition, and three buildings at the new Mead Grader Complex. These new or
expanded facilities result in increases of personnel service, supplies and purchased services.
The Elections budget is down $1,205,788 since there will only be one election in 2021 versus
three in 2020. District Attorney is up $90,218 due to the upgrade of four positions.
Information Technology (IT) is down $897,810 primarily due a reduction in capital expenditure. IT
capital is funded in accordance with the Five -Year Capital Improvement Plan. $500,000 included
for new technology and innovation projects in the Innovation and Technology budget for the last
six years has been transferred to the IT budget, since the projects were primarily IT projects. With
this budget transfer the IT budget is down a total of $1,397,810.
Public Safety functions are up $104,680. The overall Sheriff's Office recommended budget is up
in net county costs by $2,153,329 or 4.20%. The Sheriffs Personnel Services are increasing by
$2,520,640 or 6.01%. The Sheriff's Office is requesting a total increase of 24 positions in 2021
primarily to accompany the increased demand in Civil Unit, cover shifts in the jail appropriately
11
and to be able to shift existing inmates over to the new 2 West Wing once it opens in 2021. Sheriff
supplies are up $145,257 for new uniforms, new radios, and ammunition. Purchased Services for
the Sheriff are down $422,156 primarily due to the Sheriff no longer contracting with the Greeley
Police Department for evidence and records. Revenues in the Sheriff's Office are up $29,462
primarily from grants. The total impact of SB 20-217 on the Sheriff's operations and budget may
require some adjustments in the budget in 2021 as the changes evolve.
Communications gross county costs are down $1,737,529 due to an accounting change between
the General Fund and E911. Net county costs are down $882,959 with the new user rate structure
adopted by the Board in May 2019, which increased the user fee for fire agencies to 40% of actual
costs starting in 2020, and phase in the user fee increase for law agencies by charging 25% in
2020, 32.5% in 2021, and 40% in 2022. Public Safety Information Services is up $360,506
primarily for software increases and the accommodation of the Spillman conversion to the Central
Square software. Other Public Safety budgets are stable with little or no increases.
Due to the passage of SB 19-181 making major changes in the regulation of oil and gas
development in the state the Board of County Commissioners created the Oil and Gas Energy
Department on July 16, 2019. With the slow down in oil and gas activity due to the COVID
pandemic and drop in oil and gas prices the department has been reduced from 15 employees to
9 employees. The 2021 budget has dropped $564,354 to $1,415,646 and revenues are down
$942,500 to $1,037,500 resulting in a net county cost of $378,146.
Engineering is down $3,692,148 because of reductions in the amount for engineering, design and
rights -of way for road and bridge projects in 2021. General Fund's subsidy to the Public Health
Department is up $114,957 due to anticipated salary step increases. An increase of $1,767,391
is included for other General Fund departments' anticipated salary step increases in 2021. No
cost of living adjustment is included due to the economic downturn from the COVID pandemic.
Health insurance rates will remain the same for employees and the employer in 2021. This will
mean health insurance rate decreased 11.8% in the last seven years.
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
12
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
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.
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 Human Services
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 Human Services 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
13
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.
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 up $35,900. Area Agency on Aging is up $60,550 or 1.38 percent.
The Department of Public Health and Environment's total 2021 budget is $12,453,704. The Health
Department's budgetary planning for 2021 continues to emphasize strengthening and supporting
strategic activities and community partnerships while controlling costs and meeting budget
targets. While the department has made great strides in working toward the goals established in
the department's strategic plan, the department has learned a lot and recognized that these goals
are worthy of continuation in 2021. Therefore, the department is reaffirming its commitment to
continue working toward the same priorities which include: formal integration of health services
into an established and enduring community system of care; supporting the community in
addressing behavioral health issues, including mental health and substance abuse; and
increasing communication channels, both internally and within the community, through
community engagement and by using technology and other means.
On the revenue side of the budget, property taxes are budgeted at $227,025,932 the maximum
amount under the Weld County Home Rule Charter's property tax limitation and TABOR. In the
General Fund revenue from interest earnings are unchanged at $4,000,000 for 2021, due to
higher cash balances in the next year, but lower interest rates. Intergovernmental revenues are
up $1,066,502 primarily from budgeting for the first time Community Development Block Grant
revenues of $1,000,000. Charges for Services are down $1,103,510 primarily from accounting
changes related to Communications ($1,131,024). Fines from traffic enforcement are down
$35,000 due to less traffic enforcement resulting from BS 20-217. Licenses and permits are down
$1,402,500 with $942,500 attributed to the reduction from oil and gas energy fees and $460,000
for building inspection and planning fees. Indirect cost recovery is up $536,277 due to Social
Services' allocation. Treasurer fees are up $2,000,000. All other revenues are relatively stable
with little change.
The 2021 resources for Public Works 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,
14
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 2021 Budget contains adequate resources to provide a level of service like 2020. The
operational plan supported by the 2021 budget maintains Weld County Government's
commitment to excellence and efficiency in carrying out our continued responsibilities to
taxpayers. First and foremost, we will maintain the fiscal discipline and prudent use of resources
that have earned the County the excellent reputation it has for financial management with no
bonded indebtedness. The County will continue our commitment to the highest standards of
service, continuing to focus on improving service and communication with our citizens within our
resources. Demands in many areas continually exceed resources available. To serve the
growing needs in the county, we will continue to explore possibilities for improved efficiency while
maintaining excellence in service.
Many uncertainties face county governments like Weld County, as we operate in an environment
of constant change that has never been more apparent. The State of Colorado faces long term
structural budget issues and the federal government continues to wrestle with a major deficit
issue. Many tough decisions associated with implementation of programs, and how they are to
be funded, must be dealt with by the Board of County Commissioners with citizen input. Hopefully,
this budget document will allow the Board to make those difficult decisions to maximize the value
of the tax dollars of the citizens of Weld County.
As a final note, what we can do for our community, day in and day out, is to give our very best.
We must always strive to improve. Our Board expects it, our organization is committed to it, and
our community deserves it. In conclusion, I would like to thank department heads and elected
officials and their staff for their diligent efforts in the preparation of the 2021 budget. Much time
and effort went into its development.
Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado
or at https://www.weldgov.com/departments/accounting/budget/. More general information about
Weld County may be found on Weld County's website at https://www.weldgov.com/.
Very truly yours,
ia/14111i/Liedy(
Donald D. Warden, Director
Finance and Administration
15
About Weld County
County Overview
Welcome to beautiful Weld County home to 32 incorporated
municipalities, including growing cities, charming towns,
thriving businesses and thousands of acres of prime
agricultural land.
As Colorado's third largest county, Weld County covers 3,987
square miles in the northern part of the state and is larger than
the size of Rhode Island, Delaware and the District of Columbia
combined so while 333,000 people call Weld County home, we
still have plenty of room for growth.
The climate is dry and generally mild with warm summers, mild winters and a growing season of
approximately 138 days. The land surface is fairly level in the east, with rolling prairies and low
hills near the western border. Elevations in the county range from 4,400 to 5,000 feet. The
South Platte River and its tributaries, the Cache la Poudre, the Big Thompson, the Little
Thompson, the St. Vrain, and other smaller streams, flow into Weld County from the south and
west, leaving the county on the east. With available services, location, resources and livability,
Weld County offers unbounded opportunity for families to live, work and play. We have one
more important ingredient as well: a positive attitude toward growth. For information regarding
Weld County demographics, please click here and look under the Helpful Information section.
We love being here, and we'd love having you here too!
Population: There are 32 incorporated municipalities in Weld County. The county seat and
principal city, Greeley, is located in the west central part of the county and contains
approximately 1/3 of the county's population. Generally, most of the remaining population
resides within a 20-30 mile radius of Greeley; the northeastern part of the county is sparsely
populated.
Industry
Weld County leads the state in the production of sugar beets,
grains, beef and cattle. The county is also a leader in
the production of dry beans, potatoes, poultry and eggs, milk
and other dairy products. In fact, agriculture is so important in
the county that the Weld County Code includes a specific Right
to Farm Statement.
Also important to the county: the energy industry. Oil and gas
activity has occurred for decades in Weld County, which is
located in the Denver Julesburg Basin and sits above the
Wattenberg Field.
16
The discovery in 1970 of the Wattenberg Field, which extends from
southern Wyoming and the Nebraska panhandle down along much of the
Colorado Front Range, initiated the first true oil boom in Weld County. Oil
and gas production within the county continued at a steady pace for several
decades. Then, in 2009, a horizontally drilled well (called the Jake well)
surprised the oil industry by producing 50,000 barrels of oil in 90 days.
Horizontal drilling has brought new life to the energy industry in Weld
County, and today, Weld has more oil and gas wells than any other county
in the state, approximately 23,000. The positive economic impact oil and
gas has had on the county has been tremendous. Schools, fire districts,
libraries as well as county and municipal governments all benefit from the
energy industry.
In addition to agriculture and energy, Weld County is also
home to thriving businesses — large and small. County
government has a proven track record of working with business
and industry; not creating obstacles. Major employers in the
area include: JBS USA, Leprino Foods, Aurora Organic Dairy,
Anadarko Petroleum, Noble Energy, Halliburton Energy
Services, Vestas Blades, Banner Health, Carestream
Colorado, J. M. Smuckers and State Farm Insurance.
To make certain Weld County maintains its quality of life, a comprehensive plan has been
developed and implemented. The plan, simply stated, puts the right things in the right places.
The result is that Weld County provides an ideal location for corporations, industry and
business.
Weld County has no long-term or short-term debt, no county sales tax, a low mill levy compared
to neighboring counties, and is able to pay for long-term projects with cash, which benefits
taxpayers and residents alike.
Principal Property Tax Payers:
Noble Energy
Anadarko Petroleum
Petroleum Development Corp.
Public Service of Colorado (Xcel)
DCP Midstream LP
Vestas Blade America Inc.
17
History
The history of Weld County, which was established in 1861 when Colorado was still a territory,
is literally rooted in the land.
Weld County ranks number one in the state, and number nine in the country, in the value of
agricultural products sold almost $1.8 billion annually.
So how is this possible in a region that in 1821, Major Stephen H. Long said would "never be fit
for human habitation and should remain forever the unmolested haunt of the native hunter,
bison and jackal"? The answer is irrigation.
The Section No. 3 Ditch Company, which was incorporated in 1870, is said to have been "the
first ditch in the United States built specifically to grow food."
In 1835, a government expedition came through the
general area; the next year a member of that party,
Lt. Lancaster Lupton, returned to establish a trading
post located just north of the present town of Fort
Lupton.
In about 1837, Colonel Ceran St. Vrain established
Fort St. Vrain; Fort Vasquez was built south of
Platteville in about 1840. The latter was rebuilt in the
1930s under the Federal Works Progress
Administration.
The U.S. Congress took parts of the Territories of
Nebraska, Kansas, New Mexico and Utah to create the Territory of Colorado in 1861. All parts
of Colorado lying east of Larimer County and north of the present Adams County were in the
original Weld County, one of 17 counties established by the first territorial legislature in
September, 1861. Weld County was named for Lewis Ledyard Weld, the first territorial
secretary; St. Vrain became the first county seat.
During the first 16 years of Weld county's history, the county seat was moved from St. Vrain to
Latham (three miles east of present Greeley) to Evans, to Greeley, to Evans again, and finally in
1877, returned to Greeley.
A large segment of the Weld County region was settled by people of German descent who
migrated from Russia in the early 1900s. Originally they came as railroad workers, but many
soon worked in the productive beet fields and eventually became prosperous land owners. Weld
18
County's Spanish -surname population began to arrive during the mid 1920s as laborers for the
sugar beet industry.
Weld County's sugar beet industry began with the building of sugar factories in Greeley and
Eaton in 1902. In 1903, another was built in Windsor, followed in 1920 by one at Fort Lupton
and another at Johnstown in 1926.
Education
Education has always been an important part of life in Weld County where 12 school districts
offer educational opportunities, all of which have earned a reputation for quality.
Greeley is the home to the University of Northern Colorado, a four-
year university offering bachelors, masters and doctorate degrees
to more than 12,000 students a year. Aims Community Col'ege,
also located in Greeley (with campuses in Fort Lupton and
Windsor as well), is a two-year liberal arts and vocational college
offering 200 degree and certificate programs.
Livabilit
Weld County's livability is just one of the features that make it a great place to call home.
Abundant Colorado sunshine, low humidity, cool summer evenings and mild winters provide a
climate where people thrive.
Recreational opportunities abound throughout the county
including the 21 -mile Poudre Trail, perfect for walking, running
and biking; St. Vrain State Park and its 604 acres of land and
152 acres of water perfect for camping, fishing and
photography; and the Pawnee Buttes - 193,000 acres of short -
grass prairie perfect for birding, hiking, recreational shooting
and camping.
Craft breweries, great restaurants, live music and festivals
abound throughout the county and draw visitors from across the country as well.
Weld County's location make it an idea spot as well, as Denver, Cheyenne, DIA and Rocky
Mountain National Park are just an hour's drive from the county seat.
NOTE: See the Weld County Population and Development Report in the Supplemental Data
Section of this document for more specific information. Plus, go to the Discover Weld County
website showcasing the great people, places and events that call Weld County home at
http://www.discoverweld.com.
19
20
21
STRATEGIC
PLLAN
2021-2025
WHY A STRATEGIC PLAN?
Weld County is a changing and diverse community. Our strategic
planning process will provide a methodology to achieve a
consensus of what is needed for the future.
As such the strategic plan
provides Weld County policy
makers, managers, and
employees with a game plan or
blueprint that guides decision
making towards our shared
priorities and a rationale for
resource allocation. These plan
priorities provide the measuring
stick we need to determine if
Weld County is fulfilling its
responsibilities. Strategic
planning also provides for
government accountability and
continuous improvement.
22
OUR PRIORITY STRATEGIC
THEMES
These themes guide Weld County towards our
vision of the future.
• Operate in a fiscally responsible and stable manner
• Improve the quality life for all residents
• Protect the safety and quality of Weld County
• Develop and maintain an effective transportation system
• Continuously improve the performance and capabilities of
Weld County operations by maximizing technology, fostering
innovation, and increasing access to and information
regarding services
• Promote a healthy economy through business development
and economic diversification
• Promote responsible and comprehensive policy development
through effective planning for land use, transportation, and
growth management
• Protect and preserve our unique environment
• Promote cooperation and coordination among all government
services
23
OUR VISION FOR THE FUTURE
This vision statement reflects our
citizens' expectations for Weld Count
government into the future.
LEADING WITH RESPONSIVE,
INNOVATIVE, AND COST EFFECTIVE
SERVICES.
WELD COUNTY CULTURE
INTEGRITY
• We maintain the public's trust through honest and fair behavior
• We exhibit the courage to do the right thing for the right reason
• We are accountable to each other and the public for providing good service and
value
• We promote open communication
• We conduct county business openly resulting in efficient and ethical use of county
fund
STEWARDSHIP
• We ensure responsible stewardship to all that is entrusted to us
• We recognize Weld County has conservative constituents (5% tax !imitation)
• We operate the county by employing good business practices
• We maintain fiscal stability to ensure services that citizens rely on, in good times
and bad times
• We are a "pay as you go" county with no debt
• We achieve operational effi: iency through continuous efforts to improve and
innovate , thereby maximizing value for our taxpayers
• We only add money to the solution of county problems after exhausting all other
options
COMMITMENT
• We are committed to excellence in all that we do as an organization
• We work with professionalism and purpose
• We strive to provide superior service to our citizens
• We provide regional leadership to forge cooperative partnerships and leverage
resources for the benefit of our citizens
• We represent the county's interests aggressively at the state and federal level to
maximize county revenues, minimize county costs, and get favorable decisions for
Weld County citizens and taxpayers
• We have dedicated, skilled and adaptable county employees that have a history of
turning plans and resources into achievement and success in serving Weld County
residents
25
OUR GUIDING
PRINCIPLES
These guiding principles are the basic values of every level of Weld
County Government.
They guide the way we make our decisions and carry out our actions
every day.
➢ Ensure long-term fiscal stability for the county
Customer -focused and customer -driven
➢ Accountable and responsible to the public
Provide and develop leadership, cooperation, and
collaboration aimed at improving service
➢ Focus on viable solutions that improve the quality of life
➢ Provide the necessary knowledge, skills, and resources to
county employees to carry out our mission and fulfill our
vision
26
TRENDS IMPACTING
WELD COUNTY
We identified the trend and events that may
impact our ability to provide and improve
services. Analyzed the strengthens and
weaknesses of Weld County government to
meet these challenges. The major trends
affecting Weld County are:
TREND S IMPACTING WELD COUNTY
Energy Development
Although fossil fuel extraction in Weld County is as old as the County itself, in the last few years Weld
County has experienced the biggest oil and gas boom in its history. Weld County has over 20,000 active
wells — about 90 percent of the state's total. The Niobrara Formation is a geologic formation that is
bountiful in fossil fuel reserves within the Denver-Julesburg basin, including nearly all of Weld County's
4000 square miles. New technologies have made the extracting oil and gas through the tight shale that
underlies the formation an economically viable proposition. Energy companies are investing in new wells
and infrastructure in Weld County to tap into the estimated oil and gas reserve of as much as 1 billion to
1.5 billion barrels of oil -equivalent in the Wattenberg Field. The production has translated into a boost for
the local economy, job creation, and tens of millions of dollars in property taxes and severance taxes for
local jurisdictions.
As has been the case for the last decade, growth and development activity directly, or indirectly, related
to oil and gas exploration seems to be the main economic driver in the majority of positive economic
activities in Weld County. The County has seen several compressor stations, injection wells, new
pipelines, and other oil and gas support and service industries seeking permits. Given the commitments
of large oil and gas companies in Weld County, the County seems primed to see considerable long-term
investment and development in the oil and gas arena. The volatility of the oil and gas assessed values
continue to be a major impact to the County's budget planning the last several years and will continue to
be going forward with all the long-term energy development planned in the county by energy companies.
In addition, legislative proposals and ballot initiatives regulating energy development in Colorado continue
to threaten the long-term viability of the energy industry in the state. In the 2019 legislative session SB
19-181 was passed and signed into law. SB19-181 is a major rewrite of Colorado's oil and gas
regulations. We will not be able to quantify the bill's full impact on oil and gas production in Colorado until
the State Oil and Gas Commission promulgates new rules, and we see how each city and county
responds with its own new rules.
The additional production of oil and gas has resulted in significant increases in the county's assessed
value with the oil and gas production being nearly sixty percent of the county's total assessed valuation in
2020. Because of the volatility of production levels and price fluctuations of the oil and gas production, the
county must continue to prudently manage the increased property tax base created by the energy
development. In 2012, the Board of Weld County Commissioners approved the Strategic Investment Plan
for the Future of Weld County. The plan is a long term strategy of investment in the county's
infrastructure, technology and innovation, workforce training and development, economic development for
diversification of the local economy, and to establish a fluctuation reserve to deal with the volatility of the
peaks and valleys in energy prices and production. The energy production revenues have allowed for
lower property tax rates, which resulted in savings for all taxpayers in Weld County.
The county and energy industry have forged a relationship that is one of cooperation. The most significant
impact of energy development has been on the county transportation system. The system originally
designed to serve farm -to -market routes has been inundated by trucks servicing oil and gas wells. The
county has worked closely with the energy industry to stay proactive in its approach to road
28
aCo EGO
d C E n ` Energy Development
Guuriu
continued
maintenance and improvements The county has embarked on its Haul Route Program (HARP)
to improve road impacted specifically by oil and gas operations The program has been
developed in conjunction with the energy industry to identify haul routes that need to be
improved to access new drilling sites In addition, the county constructed a 26 mile five -lane
concrete corridor on WCR 47/49 (Weld Parkway) between 1-76 and SH 392 in 2016-2018 to
accommodate the growth in the area and heavy truck traffic from the energy industry
The energy industry will face future challenges from stricter state and federal restrictions, such
as the new well setback rules, and ground water testing The county will need to continue its
partnership with the industry to ensure that good public policies can be achieved to continue to
take advantage of the energy development opportunities in Weld County
Even with the uncertain of SB 19-181, Weld County is better positioned financially than many
counties, in part due to its diverse economic base, energy development, productive workforce,
and fiscally prudent management policies A continued disciplined approach to fiscal
management of the County's limited resources will ensure alignment with countywide strategic
priorities and values Commitment to the Board of Commissioners' priorities of budget
stabilization, preparation for contingencies, and funding of the county's infrastructure,
accentuates the need for long-term strategic planning including building a reserve balance that ,
best positions the County to weather future economic variations with minimal impact on the
community it serves We must continue to maintain our strong fiscal management practices and
recruit for a dedicated workforce to ensure we are prepared to face whatever the future may
hold The future county budgets must continue to address both the needs of today and the
potential challenges of tomorrow
Demographic Changes
As growth has occurred the demographics of Weld County have changed The Weld
County population is much more diversified than it was even a decade ago as in migration
has added to the ethnic/cultural diversity with the growing Latino population, and there is
immigration from all parts of the world Weld County's changing demographics are evident
in the shift from a rural character to an increasingly urbanized population Land use
patterns are changing The political make-up of the population will most likely change The
age of the population is shifting in Weld County, as it is nationwide with the aging baby
boomers
The county now has centers of population outside of the Greeley area, as the Windsor -
Severance area and Southwest Weld County area continue to grow The state
demographer is projecting by 2040 the Southwest Weld County population center could _
approach 250,000 This area will also blend with the Denver metropolitan area resulting in
the loss of a specific community identity All these demographic changes impact the kind of
services provided, the manner in which they are provided, and the service levels -%It will fall
upon Weld County's elected officials and managers to find more creative.and innovative
solutions to better_use the limited resources of the county to maximize —delivery of services
to the more diverse citiz me y-ofzWeld-Gounty`���
29
Innovation and Technology
The pace of change in our world is accelerating exponentially. This dynamic is challenging all of us
as individuals and as organizations and shows no sign of abating. In fact, the pace of change
underway now in our world continues to intensify. Fueled by technological advances, we are
quickly changing and reshaping all aspects of our lives from how we live and work to how we share
information and communicate. These technological advances in many ways are fundamentally
changing the public's expectations of and relationship to their government.
Weld County must continue to achieve operational efficiency through continuous efforts to improve
and innovate, thereby maximizing value for taxpayers. By continuously working to improve the
quality, efficiency, and cost effectiveness of its services, county staff will maximize value for
taxpayers and increase the ability to meet emerging public needs while living within our financial
resources. Weld County must continue to draw on the expertise of its workforce to take advantage
of new ideas and tools to improve service delivery and operational efficiency.
Investing in technology and innovation will continue to be a priority in Weld County. The mission of
the Weld County Information Technology (IT) Department is to provide responsive, adaptive,
transformative, innovative, and cost-effective information technology solutions and services. This
assists County departments and offices to successfully achieve their objectives. IT will assist with
the implementation and support of technology solutions empowering the citizens of Weld County to
access information and mission critical services in a comprehensive, responsive and effective
manner. IT is one of the common threads that enable the County's business units and offices to
accomplish their respective missions. While IT is an essential, foundational element for the County
to provide certain services, IT is also a catalyst for business innovation. The business units and
offices identify goals that can be enabled by IT; and IT can present new technologies that prompt
business units and offices to reconsider how they deliver services.
The county must be the center of information services innovation for advancing the delivery of
county services, anytime and anywhere. The county must be continually focused on providing
superior information services to support the multitude of county services and programs we offer.
The county's goal is to provide a reliable, secure, integrated information services environment that
meets not only today's needs for communication and business efficiency, but positions the county
to leverage new technology innovations, such as cloud services, and best practices for business
transformation and improved service delivery in the future.
Departments throughout Weld County government need to find ways to deploy new technology
tools to expand employees' flexibility, allowing them to become more productive and better serve
our customers in the community. This means changing the way we design county services by
continually looking for more opportunities to streamline operations and by addressing public needs
in innovative, comprehensive ways. It may mean we have to change how we communicate with the
public we serve by expanding the services and information the public can find online and through
social media.
30
Transportation
The most obvious need for future investment in Weld County, which allows for dealing with the direct
impact of the oil and gas development, and accommodating the future growth in the county, is in the
long-term investment in the road and bridge infrastructure. Growth in the county has put an ever
increasing demand on the county's infrastructure. The growth has increased the use of county roads
and created congestion on several umP,ty roadways which need to be mitigated. Although the county
has made tremendous progress the last thirty years in improving the overall condition of county roads
and bridges, the growth is adding a whole set of new problems. The character of many county roads in
the Greeley -Windsor area and Southwest part of the county has changed from rural roads to urbanized
roads due to the traffic volume demanding a higher capacity and level of service.
While the growth in the County's assessed value and economic stimulus of the energy industry in Weld
County is positive, the downside is tha: the County will have to add significant resources to the Public
Works budget over the next few years to accommodate heavy hauling traffic, address safety issues,
and improve roads impacted by the oil and gas industry's heavy hauling on county roads due to new
exploration. In recent years funds have been added to the Public Works budget to deal with the Haul
Route Program (HARP) to accommodate the energy development impacts. The Weld County 2035
Transportation Plan summarizes existing transportation conditions and recommends policy, funding
and roadway development for Weld County through the 2035 planning horizon. The transportation plan
takes the condition of the current transportation system and uses county land use forecasts and
regional travel demand models to outline a plan that will develop and maintain a safe and efficient
roadway network in Weld County long-term. The plan strives to improve the movement of people and
goods to all Weld County communities by enhancing regional arterial roadways.
The total projected costs identified in the Weld County 2035 Transportation Plan are over $400 million.
When the plan is broken down into ten-year time increments, the short-term (2011-2016) amount is
$39.8 million, mid -range (2016-2025) $ 178 million, and long-range (2026-2035) $186.4 million. Prior to
2013, many of the projects in the Weld County 2035 Transportation Plan were unfunded in the budget
projections for future years. This chanced with the Strategic Investment Plan for the Future of Weld
County. In approaching the funding recuirement, it required another $15 million going into the Public
Works Fund from property taxes raisinc the property tax level to $24 million from 2019 forward. The
additional property tax investment in the transportation system together with the anticipated federal
mineral leasing dollars, and severance tax from energy development, and transportation impact fees
will add many of the necessary resources to fund the Weld County 2035 Transportation Plan. Besides
these resources, the funds will also help provide matching funds to leverage grants from the Energy
Impact Assistance program and NFRMPO and UFRMPO to fund projects in the Weld County 2035
Transportation Plan.
A five-year Public Works Capital Improvement Plan will continue to be updated annually and will
ensure a fair and reasonable determination of project priorities in accordance with the county's overall
transportation needs, especially in dea ing with the impact of energy development in the county.
31
Economic Development
The goal of economic development in Weld County is to create and maintain a healthy and
sustainable economy that creates wealth, preserves the quality of life and improves the standard of
living for county residents. To accomplish this the county and our economic development partners
must focus on facilitating and attracting investment, creating new job opportunities, and stimulating
growth and expanding the county tax base. To increase the number and quality of business
enterprises and primary or basic jobs in Weld County, the economic development efforts must focus
o n enterprises that export goods and services outside the local economy to regional, national, and
international clients and in turn creating an inflow of capital into the local economy. With a strong
agricultural economy complemented by several value-added processing companies, like JBS and
Leprino, and the energy industry, the county has a strong economic foundation upon which to build.
Weld County is pro -growth and has a healthy economy. It has a diverse workforce, room to grow, and
easily accessible transportation in regards to roadways and railways. Weld County has seen recent
growth in certain industries such as oil and gas exploration and production and renewable energy
technology and development. It offers proximity to urban areas while maintaining its agricultural base
and protecting water resources. The communities of the county have a small-town feel, but still have
also seen rapid growth in population and land development. There are also established retail centers
and service centers. All these features create a good economic development environment to attract
n ew businesses.
Working with economic development partners, such Upstate Colorado Economic Development, Small
Business Development Centers, Colorado Enterprise Fund, and state agencies, Weld County has
many economic development incentives to offer and tools to assist existing and new businesses. The
county offers a personal property tax incentive program, small business incentives, Larimer/Weld
Business Revolving Loan Fund, and Colorado Enterprise Loan Fund. Portions of the county are
designated as an Enterprise Zone under the state program. Other state incentives and jobs program
are available for businesses looking to locate and expand in Weld County. In addition to the programs
cited in 2016 the county has established through property tax credits, donations, and a $60 million
endowment from the sale of NCMC hospital property a Brighter Weld County Scholarship Program for
all Weld County high school graduates for enhanced workforce development.
The county must have the long-term vision to diversify the economic base and assessed value base
of the county to become less dependent upon oil and gas assessed values. Investment in economic
development for the diversity of the local economy will lay a solid foundation for long-term economic
growth in the county and allow Weld County to be competitive in retaining and attracting quality
companies and a labor force to support those companies. Innovative economic development
initiatives must bring together the synergy that Weld County has, such as, no sales tax, low property
tax rates, leveraging of oil and gas assessed value to nurture other economic development, use of the
n atural gas and wind power in the area to provide low cost electricity, and having an infrastructure
that is strategically situated for the location of businesses and high technology installations of the
future. To accomplish long-term economic prosperity and maintain the county's strong fiscal health,
Weld County must use its financial resources to drive innovation to foster more productive, inclusive,
and sustainable growth by better use of the assets and creativity of the county and our private
partners. This could mean looking at current economic development incentives, such as personal
property tax credits, and providing infrastructure to accommodate new companies in innovative and
creative ways. Weld County is fortunate that it has the financial resources to initiate, direct, and
implement innovative economic development ideas when the opportunities present themselves.
32
County Government Financial Trends
Adherence to conservative and prudent fiscal management practices have enabled Weld
County to maintain balanced budgets and stable reserves, implement proactive strategies to
manage county programs, avoid debt entirely through cash financing of capital projects, full
fund its pension plan, and provic o core services to residents. The county's financial discipline
has enabled us to embrace the changes that are reshaping all aspects of our lives — from how
we live and work to how we share information and communicate — in many ways
fundamentally changing the pub c's expectations of and relationship with government.
There are a number of future issues and concerns that will be impacting Weld County's budget
in subsequent fiscal years. Some of the issues are shared by many local governments, such
as the state's structural budget issues long term, federal debt, ever increasing healthcare
costs, and growing citizen service demands. Unique to Weld County is the continued impact of
oil and gas development touching on many aspects of Weld County currently, and in planning
for the future. The energy development presents both challenges and opportunities for Weld
County government.
The volatility of the oil and gas assessed values continues to be a major impact to the
County's budget planning. Beca use of the volatility of production levels and price fluctuations
of the oil and gas values, the county must continue to prudently manage the property tax base
created by the energy development. In February 2012, staff developed, and the Board of Weld
County Commissioners approved the Strategic Investment Plan for the Future of Weld County.
The purpose of the Strategic Investment Plan for the Future of Weld County was to provide the
Board of Weld County Commissioners an analysis of the optional uses of the projected
property tax revenues from the new oil and gas development in Weld County. The option
selected was to develop a long-term strategy of investment in the county's infrastructure,
technology and innovation, work{orce training and development, economic development for
diversification of the local economy, and to establish a fluctuation reserve to deal with the
volatility of the peaks and valleys in energy prices and production.
The county's budget must continue to reflect a multi -year strategic approach to managing
county resources within the ongoing challenging economic environment. The primary goals of
this strategy are to preserve core services, maintain the commitment to the county's capital
program, and accommodate the impacts of the energy development in Weld County. The
county has been able to accomplish these objectives while adhering to its fund balance and
reserves policy that specifies that a large contingency fluctuation reserve be maintained as a
buffer for unexpected fiscal events and the fluctuation of oil and gas assessed values. The
county's proactive management of its cost structure using this multi -faceted approach is
assurance of its commitment to maintaining fiscal health and stability.
33
Weld County's Strengths, Weaknesses, Opportunities
and Challenges Identified
STRENGTHS: WEAKNESSES:
• Fiscally responsible and
constrained
• Visionary and proactive
• Provide good and
effective services to
citizens
• Commitment to being a
responsive government
• Responsible and
accountable to the citizens
• Coordinated efforts inside
and outside the county
• Good use of technology to
communicate internally
and externally
• Strong advocates for our
citizens and their values
• Effective use of
technology to provide
services
• Enhance communications
with public
• Improve relationships
with other entities
• Understand the impacts
of demographic changes
in the county
• Focus efforts to recruit
and retain good
employees
• Improve public
perception of Weld
County
• Use technology to
advance county services
34
Weld County's Strengths, Weaknesses, Opportunities
and Challenges Identified
OPPORTUNITES:
• Increasing revenues
equal increased voice
and leverage
• Budget strength equals
political strength
• Technology on the
leading edge
• Consolidation/partnersh
ips through government
collaboration and
private community
organizations
• Self promotion
nationally and through
industry leaders
• Leveraging resources
• Diversification of the
local economy
• Education/information
telling our own story
35
CHALLENGES:
• Changing demographics of
county with growth
• Immigration from different
areas and cultures
(language)
• Oil and gas volatility and
impact on the economy as
a whole
• Biased reporting in the
media
• Distrust of government at
all levels
• Private competition and
public labor market
• Natural disasters,
pandemic, terrorists, and
cyber security
• Citizen activists locking up
government
• Federal and state structural
budget problems
STRATEGIC AREA PLANS
OVERVIEW
The following pages provide an overview of each strategic area
plans, including the mission statement for each strategic area,
the goals and desired outcomes, strategies to achieve the goals,
and performance objective/key performance indicators. The
strategic area are:
•Public Safety
•Health Service
• Human Services
•Transportation
•Community and Economic Development
*Enabling Strategies: Financial and Operational Support
36
STRATEGIC AREA:
PUBLIC SAFETY
STRATEGIC AREA: PUBLIC SAFETY
• Mission Statement: To seek justice, promote public safety and fight for our community.
(District Attorney)
o Goal PSDA 1: Systematic reduction of gang violence in our community.
o Goal PSDA 2: Systematic reduction of traffic fatalities in Weld County.
o Goal PSDA 3: Reduction of recidivism of changed offenders.
o Goal PSDA 4: Increase communication with the public and other customers of the
District Attorney's Office.
o Goal PSDA5: Reduction of paper files and duplicated data entry efforts.
• Mission Statement: To provide effective public safety services with honor and integrity
(Patrol Division)
o Goal SO PD1: Protect the well-being of the citizens of Weld County.
o Goal SO PD2: Establish and maintain meaningful communication with the citizens
of Weld County.
• Mission Statement: To accept and lawfully hold prisoners in a safe, humane and
wholesome environment that returns people to the community better, or no worse, than
they arrived. (Detention Division)
o Goal SO DD1: Lawfully hold prisoners in a safe and humane environment.
o Goal SO DD2: Maintain a continuum of effective jail alternatives that offer a range
of sentencing and pre -adjudication options to secure custody.
• Mission Statement: The Weld County Regional Communications Center will provide
professional public safety communications support to the agencies we serve as we work
together to preserve and improve the quality of life for our citizens. This is accomplished
through the prompt, efficient and accurate collection and dissemination of information.
(Weld County Regional Communications Center)
o Goal PS WCRCC1: To answer 90% of 9-1-1 calls during the average busy hour
each day within 10 seconds.
38
o Goal PS WCRCC2: To answer 95% of 9-1-1 calls during the average busy hour
each day within 20 seconds.
o Goal PS WCRCC3: To resolve Severe/Immediate/Urgent Issues 100 % monthly.
o Goal PS WCRCC4: To resolve all Service Requests 90% monthly.
o Goal PS WCRCC5: Implement a new public safety information system.
o Goal PS Wireless 1: Resolve all Wireless Subscriber Service Requests within 20
days (including repairs).
• Mission Statement: To provide a responsive, proactive, medico -legal investigation in an
efficient and compassionate manner. (Coroner)
o Goal PS Cl: Continually adjust to meet readiness and service needs.
o Goal PS C2: Enhance professionalism and promote department excellence.
o Goal PS C3: Maintain highly -qualified staff to meet the present and future needs
of the department.
• Mission Statement: To support and improve the functions of our criminal justice system
by providing innovative and cost-effective services and/or programs to those functions;
enhancing public safety and quality of life of our citizens; and creating opportunities for
the individuals processed by our justice system to demonstrate their potential as
contributing, responsible members of our community. (Justice Services)
o Goal JS -1: To reduce the cost of pretrial incarceration through effective pretrial
release and supervision services; assure defendant court appearance and no new
law enforcement contact while on supervision in the community. (Justice Services)
o Goal JS -2: To assist the Criminal Justice Advisory Committee (CJAC) to be a
resource to local justice system policy makers to analyze, problem solve and create
efficiencies to overall service delivery. Use this information to regularly update and
maintain long-term resource and capital needs for Weld County. (Justice Services)
o Goal JS -3: To provide safe and less expensive sentencing alternatives to the use of
jail; deliver effective offender services for seamless community re-entry. (Justice
Services)
39
o Goal JS -4: To provide safe and less expensive alternatives to the use of jail and
prison; administer the Weld County Community Corrections Board, various
contracts and agreements with the Colorado Department of Public Safety and the
Department of Corrections, provide oversight of selected vendors and of the
Community Corrections Facility. (Community Corrections)
• Mission Statement: To support Weld County and its citizens in Preparedness, Prevention,
Mitigation, Response, and Recovery using an All -Hazards approach, and to develop and
sustain broad and sincere relationships among individuals and organization to encourage
trust, advocate a team atmosphere, build consensus, and facilitate communication. (Office
of Emergency Management)
o Goal PS OEM 1: Enhance capability necessary to protect the community from all
hazards.
1. Enrich outreach initiatives to create "Culture of preparedness" in Weld
County.
2. Ensure and improve the level of preparedness through training and exercise
opportunities.
3. Bolster planning efforts through cooperative collaboration with community
partners.
o Goal PS OEM 2: Increase response capability necessary to improve life safety,
property protection and environmental preservation
1. Heighten the level of readiness through emerging technologies.
2. Expand public, private, non-profit and faith -based partnerships to
strengthen response capabilities.
3. Assess, identify, maintain and enhance resources for emergency response.
o Goal PS OEM 3: Implement initiatives to engage the whole community in order to
more effectively recover from disasters.
1. Enhance community partnerships to identify and resolve unmet needs.
2. Review and enhance short and long-term recovery methods.
3. Pioneer new techniques for more accurate and timely damage assessments.
o Goal PS OEM 4: Build a more resilient community through innovative mitigation
strategies.
1. Identify and apply new research to accurately assess possible risks and
hazards to the community.
2. Leverage various funding sources to complete mitigation projects.
40
STRATEGIC AREA:
HUMAN SERVICES
STRATEGIC AREA: HUMAN SERVICES
• Mission Statement: We are an innovative organization that provides comprehensive and
responsive services to the Weld County community, always exceeding performance
expectations. (Department of Human Services)
o Goal HHS 1: To continuously strengthen services and support innovation that leads
to a culture that empowers people to improve their quality of life.
o Goal HHS2: Develop and deploy consistent performance management approaches
across the Human Services Department.
o Goal HHS3: Establish a systematic structure to effectively communicate inside and
outside of the Human Services Department.
o Goal HHS4: To prepare for the future by identifying appropriate actions to
opportunities and challenges that may impact the Department of Human Services.
o Goal HHS5: To develop a means to clearly and effectively communicate the value
of Human Service programs to any person inside and outside of the organization
on a continuous basis.
o Goal HHS6: To develop and reinforce "best customer service" standards and
commitment within all employees and partners of the Weld County Department of
Human Services.
o Goal VS1: Perform as advocate for Veterans and dependents seeking Service
Connected Disability Compensation and Non -Service Pension claims. (Veterans
Services)
o Goal VS2: Assist veterans and dependents enroll in Veterans Administration health
care. (Veterans Services)
o Goal VS3: Provide education assistance and burial and survivor benefits for
veterans and dependents services. (Veterans Services)
42
STRATEGIC AREA:
HEALTH SERVICES
STRATEGIC AREA: HEALTH SERVICES
• Mission Statement: 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 HS l: Implement a workforce development plan.
o Goal HS2: Support the community by addressing various health issues, including
mental health and substance abuse.
o Goal HS3: Develop a culture of quality improvement department -wide.
44
STRATEGIC AREA:
TRANSPORTATION
STRATEGIC AREA: TRANSPORTATION
• Mission Statement: To dcsign, build, and maintain safe and cconomical roads and bridges,
buildings, and othcr facilities for thc safc and cfficicnt use by thc citizens of Weld County and
others. (Public Works Administration)
o Goal TPW1: Provide effective and efficient administrative and managerial support and
supervision to thc Public Works Department. (Public Works Administration)
o Goal TPW2: Pcrform transportation of matcrials for maintcnancc and construction projccts
by delivering the quantities required within the time frames requested and by surpassing
past efficiencies. (Public Works Trucking)
o Goal TPW3: Provide regularly scheduled maintenance of all HUTF roads, continuous
improvement of road conditions, and opening all non -paved roads within 72 hours after a
snow event. (Public Works Grader)
o Goal TPW4: Perform the construction, rcpair, and replacement of County Road and Bridge
infrastructure projects by staying within the scope, within thc budget, and on time. (Public
Works Bridge Construction)
o Goal TPW5: Maintain traffic control devices on County roads and bridgcs. (Public Works
Maintenance Support)
o Goal TPW6: Perform the production of aggregate materials, rcclamation activities, and
safety measures. (Public Works Mining)
o Goal TPW7: Providc pavement managcmcnt to include pavement testing, paving,
patching, crack scaling, and sweeping. Contract administration of concrete curb and gutter,
seal coat, aggregate, and other contracted services as assigned. (Pavement Management)
o Goal TPW8: Development, design, inspection, testing, planning, and review of all phases
of County road and bridge engineering services for both in-house and contracted projects.
(Engineering)
o Goal TPW9: lmplcmcnt thc Colorado Wced Management Act on County properties and
assist landowners with compliance with the law through public cducation and assistance.
(Pest and Wccd)
46
STRATEGIC AREA:
ECONOMIC
DEVELOPMENT
STRATEGIC AREA: ECONOMIC DEVELOPMENT
• Mission Statement: Create a region with a healthy and sustainable economy that creates
wealth, preserves the quality of life, and improves the standard of living for area residents.
Focus on facilitating and attracting investment, creating new job opportunities, stimulating
income growth and expanding the local community tax base.
o Goal ED 1: Encourage the expansion of existing businesses and the location of new
industries that will provide employment opportunities in Weld County.
o Goal ED2: Support and facilitate public and private economic development efforts
that are consistent with the Goals and Policies of Weld County.
o Goal ED3: Structure land use policies and regulations so they encourage County-
wide economic prosperity and economic growth.
o Goal ED4: Recognize and promote specific places and resources in Weld County
that can uniquely support economic development.
o Goal ED5: Maintain relevant economic data that is specific to Weld County and
which complements other sources of similar information.
o Goal ED6: Expand economic opportunity for local residents, businesses and
governments by building and diversifying the primary job base in Southwest Weld
County.
48
STRATEGIC AREA:
LAND USE
STRATEGIC AREA: LAND USE
• Mission Statement: To promote quality, well planned development, while respecting the
agricultural tradition, by cultivating and maintaining positive relationships with our greater
community, so that quality of life and property values are maintained for County residents,
business and property owners through a coordinated and cooperative planning process.
o Goal CED1: Increase effectiveness by maintaining regular communication with
the public, outside agencies, County departments, and the County Planning
Commission.
o Goal CED2: Plan for the long-term development and legacy of the County to
ensure efficiency of services to promote economic investments.
o Goal CED3: Provide consistency, quality, and thoughtful land use and
transportation planning.
o Goal CED4: Develop and maintain incentives for small business development.
o Goal CED5: Minimize government by implementing common sense approaches
to solving problems and adapting to changes.
o Goal CED6: Work with, not against, the flowing tide of free markets whereby
reducing or eliminating red tape and barriers to entry.
o Goal CED7: Ensure safe construction throughout unincorporated Weld County.
(Building Inspection)
o Goal CED$: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education. (Building Inspection)
o Goal CED9: Maintain quality, professional and timely site inspections. (Building
Inspection)
50
STRATEGIC AREA:
ENABLING STRATEGIES
STRATEGIC AREA: ENABLING STRATEGIES
• Mission Statement: To provide expertise and resources to support and facilitate excellent
public service delivery. (Office of the Board)
o Goal ES 1: Enable County departments and its service partners to deliver quality
customer service.
o Goal ES2: Enhance community access to reliable information regarding services
and County government issues.
o Goal ES3: Ensure the County Attorney staff is meeting the needs of elected
officials and department heads. (County Attorney)
o Goal ES4: To improve service, increase efficiency and provide greater information
access and exchange between the County Commissioners and the citizens of Weld
County. (Clerk to the Board)
• Mission Statement: To ensure the process of recording and maintaining permanent records
which are accessible to the public. (Clerk & Recorder - Recording)
o Goal ES5: Ensure statutory requirements and regulations governing the recording,
indexing, imaging and electronic archiving are met. To be accountable and
responsible to the public's needs. Maintain a staff of highly -trained professionals
who have the responsibility for the administration of the recording office and all
duties charged to the office. Ensure that the citizens receive professional, timely
and quality service at all times.
• Mission Statement: To ensure the process of elections is open, error free, convenient and
accessible to all eligible voters. (Clerk & Recorder - Elections)
o Goal ES6: Ensure that every eligible voter is given the opportunity to vote either
through Mail Ballots, Voter Service and Polling Centers or Provisional voting.
Register all voters that have a desire to vote and allow them to cast a ballot at the
time of the election. Provide a Voter Service and Polling Center that is organized,
safe and free of influence. Maintain a staff of highly -trained professionals who have
the responsibility for the administration of the election office and all duties charged
to the office.
o Goal ES7: Ensure every motor vehicle is properly titled and registered according
to current Colorado laws. To be accountable and responsible to the public's needs
within the guidelines of the law. Maintain a staff of highly -trained professionals
who have the responsibility for the administration of the motor vehicle office and
all duties charged to the office. Ensure that the citizens receive professional, timely
and quality service at all times. (Clerk & Recorder - Motor Vehicle)
52
o Goal ES$: To provide County treasury and tax collection services in the most
accurate, efficient and cost-effective manner possible. (Treasurer)
o Goal ES9: Correctly discover, list, value and defend values for property taxes for
Weld County taxing authorities. (Assessor)
o Goal ES10: Ensure the financial viability of the County through sound financial
management practices. (Finance & Administration)
o Goal ES1 1: Deliver on promises and be accountable for performance. (Finance &
Administration)
o Goal ES 12: Ensure the financial accounting of County funds is accurate
(Accounting)
o Goal ES 13: To provide the effective procurement of quality products and services
at the best value to Weld County tax payers. (Purchasing)
o Goal ES14: Attract, develop and retain an effective diverse and dedicated team of
employees. (Human Resources)
o Goal ES15: Plan, construct, and maintain well -designed County facilities in time
to meet the needs of Weld County. (Building & Grounds)
o Goal ES 16: Direct planning, design, engineering, construction services, and capital
improvements. (Building & Grounds)
o Goal ES 17: Ensure a responsive, service -oriented, effective maintenance services.
(Building & Grounds)
o Goal ES 1$: Perform preventative maintenance actions to reduce lifetime
operational cost. (Building & Grounds)
o Goal ES 19: Deliver timely, high quality and cost-effective printing and supply
services to County departments. (Print Shop)
o Goal ES20: To provide quality, sufficient, and well -maintained county vehicles to
county departments. (Motor Pool)
o Goal ES21: Capitalize on phone technology to improve service, increase efficiency
and provide greater telecom access and exchange. (Telecom)
53
• Mission Statement: Provide responsive, adaptive, transformative, innovative, and cost-
effective information technology solutions and services. This assists County departments
and offices to successfully achieve their objectives. IT will assist with the implementation
and support of technology solutions empowering the citizens of Weld County to access
information and mission critical services in a comprehensive, responsive and effective
manner. (Information Technology (IT) Department)
o Goal 1: Information Technology Security
o Goal 2: Adopting Cloud Services
o Goal 3: Consolidation and Optimization
o Goal 4: Budget and Cost Control
o Goal 5: Human Resource / Talent Management
o Goal 6: Strategic IT Planning
o Goal 7: Mobility
o Goal $: Disaster Recovery and Business Continuity
o Goal 9: Geographic Information Systems (GIS)
Note: Information Technology has a comprehensive strategic plan available online at:
http:I/wci. we ld. gov/DepartmentLinks/Informati onTe chnology/index. html
54
2021
BUDGET STRATEGY
The budget strategy uses proven methodologies of dealing with past budgets and looking at future
strategic approaches. The budget is based upon the following assumptions and approaches:
➢ No local property tax initiative will be approved by the voters and the 15.038 mill
levy cannot be raised without political fallout.
• In the 2021 budget request, any net county cost increase in a budget unit
must be offset with a corresponding decrease in a department's total budget.
• Unless a change is legally mandated, the county's share of partnership programs
will not increase, it will decrease wherever possible. County dollars will not
replace federal or state reductions.
• Program funded with state and/or federal allocation increases must be able to have
a sustainability plan when staff or program costs are increased or be prepared to
reduce staff or program costs, if the allocation declines.
➢ Program managers and the public will be made aware of the proposed service
reductions as soon as possible.
• Early warning sessions will be held in September addressing budget issues
identified early in the process.
All county departments and offices will receive a set target amount for 2021 before
budget preparations begin.
➢ A target of fifteen percent (15%) off the 2020 budget base will be uniformly
applied to all budget units.
• Fringe benefits will be left at the current level of benefit.
➢ No salary adjustments will be included in the requested budget. The Board will
determine any salary adjustments above the 2020 level in the Final Budget
process. Any Department Head or Elected Official justifying to the Board a higher
salary for a class unique to that department or office should include the additional
salary within the assigned target budget amount.
Any 2021 classification upgrades will be treated like new position requests in the
budget process, with the department funding any requests within the target
amount.
There will not be any recommended increases in staff in the recommended budget
to the Board. Increased workload will be absorbed by existing personnel wherever
possible through increased productivity.
55
Outside agencies that provide contractual services will be treated like county
departments.
➢ New or expanded mandates will be absorbed within the 2021 target amount by all
budget units.
➢ Additional program options outside the overall budget plan will be proposed for
Board consideration. Staff will explore the options as directed by the Board, and
these options will be topics of discussion at the public work sessions and hearings.
➢ Self-supporting budgets will float at the 2020 funding levels.
A review of all discretionary programs will be done by the Department Head or
Elected Official and the Board.
➢ All vacant positions in 2021 will follow the "sunset review" process to determine if
the position needs to be filled.
➢ Resources for new activities will come from increased productivity and termination
of existing activities wherever possible. No new non -mandated programs will be
proposed without proportionate cutbacks in other programs.
➢ All user and service fees will be examined, and recommendations made for
increases or other adjustments to match the cost of providing such services.
➢ As 2021 budget requests accommodate or are integrated with long term program
strategies, they will be highlighted.
The budget strategy will permit Weld County to cope with the new fiscal and program challenges
faced in 2021, while accomplishing a balanced budget. The 2021 budget must be structured to
attempt, within available funds, to ensure that:
➢ Basic services are funded at adequate levels.
➢ Revenue has been estimated at realistic levels.
➢ Reserves that afford protection for the future are funded.
➢ Productivity improvement programs are continued.
• Employee compensation levels are based upon realistic employment market
considerations and within the county's ability to pay.
➢ TABOR Amendment limits will be adhered to in the budget.
➢ Legislative and regulatory changes are accommodated.
Technologies are employed in cost effective manners in the county.
56
• Population growth and development is planned for and accommodated.
• New initiatives associated with the human capital management strategies are
accommodated.
• Investment in the transportation system infrastructure as outlined in the Five -Year
Public Works Capital Improvement Plan addressing the strategic roads of the
county and the maintenance of the current road and bridge infrastructure.
• Continue the initiatives required to foster area economic development and to
improve the quality of life.
• Provide for long term capital planning for facilities, information technology, and
communications infrastructure.
57
2021
BUDGET CALENDAR
April 6 Board reviews the 2021 budget plan.
May 11-May14
June 12
June 12
June 12
June 12
June 12
June 12
July 2
July 2 - September 14
September 15
September 15
September 18
Director of Finance discusses target budgets and 2021 budget
plan with department heads and elected officials.
Elected officials and department heads submit applications for
the innovation investment program projects to Finance.
Elected officials and department heads submit requests for
Buildings and Grounds special projects to Finance.
Elected officials and department heads submit telecom service
requests to Telecom Services.
Elected officials and department heads submit new position
requests and any reclassification requests to Human
Resources.
Elected officials and department heads submit requests for
information technology services requests to Information
Technology.
Elected officials and department heads submit requests for
vehicles to the Fleet Manager.
Submit budget request to Director of Finance and
Administration
Finance office review.
Early warning budget work session and community agency
requests.
Budget Message to Board and transmit Proposed Budget to
Commissioners.
Publish notice of availability of Proposed Budget
October 20 and 22 Budget work session hearings with Commissioners and
elected officials and department heads.
November 2 Publish notice of final budget hearing.
October 22 - December 13 Prepare final budget.
December 14 Public Hearing on Final Budget, and adopt mill levy 9:00 a.m.
58
EXPLANATION OF OVERVIEW OF
BUDGET AND MANAGEMENT SYSTEM
Budgeting, at best, is an inexact science. It can be both precise and unyielding as numbers tend
to be, or as flexible as priority changes dictate. In the end, the goal of Weld County's budgeting
process is to produce a "user friendly" document, designed to enhance policy makers', managers',
and citizens' understanding of major issues, resource choices, and impact of the total budget.
The budget is not only a financial plan, but a policy document, operational guide, and
communication device.
As a financial plan, Weld County's budget includes all funds, presents a summary of historical
and projected revenues and expenditures, describes major revenue sources, underlying
assumptions and trends, and includes projected changes to fund balances.
As a policy document, the budget includes a budget message articulating strategic priorities,
describes budget and financial policies, and addresses long-term concerns and issues.
As an operations guide, the document includes an organizational chart(s), provides authorized
personnel schedules, describes departmental services or functions, and includes goals and
objectives.
As a communications device, the budget includes a summary of budgetary issues, trends, and
resource choices, explains the impact of other plans or planning processes, describes the
preparation, review, and adoption process, includes a demographics or community profile section,
and contains a table of contents and glossary of terms.
The budget and management system begins with community assessments that take the form of
formal assessments, such as those done by the Health Department and Social Services, surveys,
town meetings, citizen input, and various forms of input from citizen advisory boards. Based upon
the community assessments, policy formulation is done by analyzing community needs,
developing county -wide goals, assessing prior year program performance, reviewing policy
alternatives, establishing priorities, and fiscal policy. A spin off of the policy formulation is the
creation of a capital improvements plan and long-range plan.
Program planning at the department level follows policy formulation. All departments assess their
programs, explore alternatives, design and define existing and new programs, develop program
objectives, and relate present operations to the programs planned. The budget is then based
upon the program, performance, and periodic program review. This process allows for the
allocation of resources by program area and multi -year projections. The programs are then
evaluated on an on -going basis through program analysis, review of performance, and an
examination and evaluation of alternatives. This input then cycles into the policy formation
process for a new budget cycle.
59
The budget and management system is supported by the Banner Accounting System, fiscal
control and cost accounting by program, and workload and performance management systems
and reports.
In summary, Weld County's budget process is virtually a year -around process, combining months
of planning, analysis, program and policy review, and constant monitoring. The adopted budget
asserts Weld County's commitment to meet or exceed the community's highest priority
expectations at the lowest possible cost to citizens. In the end, the budget represents a balance
between the political process represented by citizen input, policymakers, county departments and
offices, and teamwork.
The following two pages show the process graphically.
60
OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM
POLICY
FORMULATION
Community
Assessment
PROGRAM
EVALUATION
Program Analysis
Review Program
Performance
Examine and Evaluate
Alternatives
Service
Delivery
Analyze Community Needs
Develop County -Wide Goals
Assess Prior Year's
Performance
Review Policy Alternatives
Establish General Priorities
Establish Fiscal
Policy
SUPPORT
Accounting System
Fiscal Control
Cost Accounting
By Program
Performance
Measurement
Systems and Reports
BUDGETING
BASED ON PROGRAMS,
PERFORMANCE, PERIODIC
PROGRAM REVIEW
Allocate Resources by
Program Area
Develop Multi -Year
Projections
Schedule Action
Long Range Planning
Capital Improvements
PROGRAM
PLANNING
Assess Program Alternatives
Design Program
Define Program
Objectives
Relate to Present
Operations
Revise as Necessary
61
HIERARCHY OF BUDGET INFORMATION
/
BOARD OF COUNTY
COMMISSIONERS
Budget Policies
Budget Process
Revenue Policies
Policy Directions
Accounting Policies
Investment Policies
Capital Improvement
Policies
Budget Guidelines
Allocation of
Resources
N
Implementation and
Results of
Strategic Objectives
Major Program Goals
Specific Revenue
Assumptions
Policy Matters/
Points of Issue
Workload Data
Department Objectives
Significant Changes
/
DEPARTMENT BUDGET UNITS
62
2021
BUDGET PROCESS
OBJECTIVES:
1. Identify the cost of existing activities within the county.
2. Analyze new or expanding services, using common criteria for justification, aimed
at identifying mandated and optional programs.
3. Analyze and give a thorough explanation of each existing program and services
with the Budget Review Form and Performance Measures.
4. Rank, in priority order, all new and existing services which fall within a marginal
range of funding.
5. Aggressively analyze major revenue sources.
6. Eliminate procedures which were not fully utilized in the decision -making process
of the budget.
7. Identify optional programs and service levels which may be reduced if necessary.
8. Continue refinement of the budget process with the key aspects of planning,
evaluation, priority setting, rational resources allocation process, and creative
management approaches.
9. Utilize the target budget approach.
10. Continue a strategic planning process.
63
SIGNIFICANT BUDGET AND
ACCOUNTING POLICIES
WELD COUNTY FUND STRUCTURE
By Budgetary Basis
Modified Accrual Basis of Budgeting
(Government Fund Types)
Social
Services
Conservation
Trust
BUDGETARY ACCOUNTING BASIS:
Accrual Basis of Budgeting
(Proprietary Fund Types)
Internal
Service Funds
The Weld County budgetary procedure uses the following Basis of Accounting. Basis of Accounting refers
to when revenue and expenditures are recognized in the accounts and reported in the financial statements.
Basis of Accounting relates to the timing of the measurements made, regardless of the measurement focus
applied.
The governmental funds and expendable trust funds utilize the modified accrual basis of accounting. Under
this method revenue is recorded in the year in which it becomes both measurable and available as net
current assets. "Measurable" means the amount of the transaction can be determined and "available"
means collectible within the current period or soon enough thereafter to pay liabilities of the current period.
Revenue susceptible to accrual, that is, measurable and available to finance the County's operations, or of
a material amount and not received at the normal time of receipt, primarily consists of 1) state highway
users tax; 2) property taxes, assessed in 2020, payable in 2021, and 3) various routinely provided services
(health department). Unbilled charges for services are recorded in the appropriate funds at year end.
Expenditures are generally recorded when the related fund liability is incurred.
Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the year in which
it is earned and becomes measurable. Expenses are recorded when liabilities are incurred. Due to
Colorado legal requirements, capital expenses are budgeted and appropriated in the Proprietary Funds.
64
BUDGET ADOPTION:
An annual budget and appropriation ordinance is adopted by the Board of County Commissioners in
accordance with the Colorado State Budget Act and Weld County Home Rule Charter. The budget is
prepared on a basis consistent with generally accepted accounting principles for all governmental,
proprietary and expendable trust funds. The accounting system is employed as a budgetary management
control device during the year to monitor the individual departments (level of classification which
expenditures may not legally exceed appropriations). All annual appropriations lapse at year end.
The Director of Finance and Administration is authorized to transfer budgeted amounts within departments
of each fund. Any revisions that alter the total appropriation for each department must be approved by the
Board of County Commissioners through a supplemental appropriation ordinance.
AMENDMENT TO BUDGET PROCESS:
Section 29-1-111, C. R. S., provides that, if during the fiscal year, the governing board deems it necessary,
in view of the needs of the various offices or departments, it may transfer budgeted and appropriated monies
from one or more spending agencies in the fund to one or more spending agencies in another fund and/or
transfer budgeted appropriated monies between spending agencies within a fund.
Section 29-1-111, C. R. S., provides that, if during the fiscal year, the governing body or any spending
agency received unanticipated revenue or revenues not assured at the time of the adoption of the budget
from any source other than the local government's property tax mill levy, the governing board of the local
government may authorize the expenditure of these unanticipated or unassured funds by enacting a
supplementary budget and appropriation.
Supplementary budget and appropriations require a two-thirds majority vote by the Board of County
Commissioners.
PROPERTY TAXES:
Property taxes attach as an enforceable lien on property as of January 1. Taxes are levied no later than
December 15 and are payable the following year in two installments on February 28 and June 15, or in full
on April 30. The county, through the Weld County Treasurer, bills and collects its own property taxes as
well as property taxes for all school districts, cities and towns and special districts located within the county.
In accordance with Section 14-7 of the Weld County Home Rule Charter, all ad valorem tax levies for county
purposes, when applied to the total valuation for assessment of the county, shall be reduced so as to
prohibit the levying of a greater amount of tax revenue than was levied from ad valorem taxation in the
preceding year, plus five percent (5%), except to provide for the payment of bonds and interest. The Board
of County Commissioners may submit the question of an increased levy to the County Council and, if in the
opinion of a majority of the County Council, the county is in need of additional funds, the Council may grant
an increased levy for the county in such amount as it deems appropriate, and the county is authorized to
make such increased levy.
Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal
to a three -mill levy for three years shall be prohibited unless approved by a majority vote of the qualified
electors at a general or special election per Section 14-8 of the Weld County Home Rule Charter.
With the passage of Amendment One (TABOR) effective November 4, 1992, the mill levy cannot be
increased above the prior year mill levy, except by a vote of the people. In addition, the growth of property
tax revenue cannot exceed the prior year amount plus inflation plus net new construction, without voter
approval.
65
EXPLANATION OF
INDIVIDUAL FUNDS
GOVERNMENTAL FUND TYPES:
Funds generally used to account for tax -supported activities.
Genera! Fund
The General Fund accounts for all financial transactions of the County that are not properly
accounted for in other funds. Ordinary operations of the County such as public safety, County
administration and other activities financed from taxes and general revenues are reflected in this
fund. The three percent of fiscal spending reserve established in accordance with the State
Constitution Amendment One (TABOR), passed November 3, 1992, is included in the General
Fund's fund balance.
Special Revenue Funds
Special Revenue Funds are established to account for taxes or other earmarked revenue for the
County which finances specified activities as required by law or administrative action.
Public Works Fund: The Public Works Fund records all costs related to Weld County
road and bridge construction and maintenance. This fund is also utilized for allocation of
monies to cities and towns for use in their road and street activities.
Social Services Fund: The Social Services Fund accounts for the various public welfare
programs administered by the County.
Conservation Trust Fund: The Conservation Trust Fund accounts for revenue received
from the State of Colorado to be used for the acquisition, development, and maintenance
of new and existing conservation sites within Weld County. The funds are derived from
the Colorado State Lottery.
Contingent Fund: The Contingent Fund records any property tax revenue levied by the
Board of County Commissioners to cover reasonably unforeseen expenditures.
Public Health Fund: The Weld County Department of Public Health and Environment
provides health services to County residents. The fund reflects revenue and expenditures
for health care, health education, health monitoring, and other related activities.
Human Services Fund: The Human Services Fund accounts for various Federal and
State human service grants. Primary funding agencies are DOL, HHS, and CSA.
Solid Waste Fund: This fund accounts for revenue received from a surcharge on
dumping fees at solid waste disposal sites for the purpose of combating environmental
problems and for further improvement and development of landfill sites within the County.
66
Capita! Project Funds
Capital Project Funds are established to account for financial resources used for the acquisition
or improvement of the capital facilities of the County.
Capital Expenditures Fund: This fund accounts for various capital improvement projects on
County property as required by Section 29-1-301, C.R.S., 1973.
PROPRIETARY FUND TYPES:
Proprietary funds focus on the determination of operating income, changes in net assets (or cost
recovery), financial position, and cash flows. There are two different types of proprietary funds:
enterprise funds and internal service funds.
Enterprise Funds:
Enterprise Funds account for departments providing services primarily to third party payers.
Northern Colorado Regional Forensic Laboratory Fund: This fund accounts for the
maintenance and operational cost of the Northern Colorado Regional Forensic
Laboratory. It is funded by rent paid by participating agencies.
Internal Service Funds:
Internal Service Funds are established to account for goods and services provided to other
departments of the County on a cost -reimbursement basis.
Fleet Services Fund: This fund accounts for the revenue and costs generated by
equipment and vehicles rented to the Public Works Fund and to various departments of
other County funds.
Insurance Fund: This fund accounts for all insurance costs for the County. The program
is a combination of insured risks and protected self-insurance risks.
Telecom Services Fund: This fund accounts for all phone costs provided to the County
and other outside agencies on a cost -reimbursement basis.
Health Insurance Fund: This fund accounts for the self -insured health, dental, and vision
plans offered County employees.
Weld County Finance Corporation Fund: This fund accounts for the lease/purchase of
county facilities. There are no active leases. The last lease was paid off on August 1,
2007.
67
BUDGET POLICIES
The basic budget policies of Weld County are stated in the following forms:
• Budget Process
• Program Policy Changes/Impacts
• County Strategic Objectives
• Revenue Policies and Assumptions
• Policy Directions
• Significant Budget and Accounting Policies
• 2021 Budget Guidelines
The overall County budget policies are reflected at the program level on each of the "Budget Unit
Summary" sheets. The "Budget Unit Summary" sheets describe how the policies impact
operations, service levels and/or finances at the program level. In addition, comments on the
summaries explain implementation issues and provide goals and workload and performance data
for monitoring purposes.
The "Budget Unit Summary" has been structured as follows to accommodate the governing board
and public reader:
• Department Description
• Resources
• Summary of Changes
• Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators
• Workload Measures
• Staff Recommendations
NOTE: In accordance with Article IV, Section 4-2(6)(b), the Director of
Finance and Administration shall cause the policies adopted or
approved by the Board of County Commissioners to be
implemented in the county as required by the Board of County
Commissioners and insure that the activities of the departments are
consistent with the policies determined and set by the Board of
County Commissioners.
68
SIGNIFICANT CHANGES IN POLICY
FROM PRIOR YEARS
Position the county financially to deal with a significant drop in oil and gas assessed
valuation for the 2022 budget.
➢ Continue response to the COVID pandemic.
➢ Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $100 million.
Communications will phase in recovering 40% of costs through user fees versus 20%.
Open 2 West Wing jail expansion.
24.00 FTE in the Sheriff's Office will be added in 2021 to open expanded jail capacity.
Sheriffs Office will assume the management of criminal records and evidence from the
Greeley Police Department contract to bringing the two functions in-house January 1,
2021.
➢ Continue efforts to control health care costs for county employees/dependents. No rate
increase in 2021 meanings premiums are 11.8% lower than they were seven years ago.
A new coroner's morgue will be constructed and staffed.
➢ The public safety information system (Spillman) will be replaced with SquareCentral
system.
The 2021-2025 Capital Improvements Plan for facilities is funded at $78,525,000.
Implement an air quality monitoring system in response to SB 19-181.
➢ Fund the Public Works road and bridge 2021-2025 Capital Improvement Plan.
69
LONG TERM FINANCIAL
PLANNING POLICIES
Balancing the Operating Budget: The State of Colorado's constitution requires all local
governments to annually adopt a balanced budget. Balanced budget means expenditures cannot
exceed available resources. No debt financing of the operational budget is permitted. Weld
County's policy is that under no circumstances will Weld County adopt a budget that is not
balanced, even if the constitutional requirement is lifted.
Long Range Planning: The Board of County Commissioners has adopted countywide strategic
goals. The recommended budget shall, to the extent possible, based upon available resources,
be consistent with the goals and objectives of the county's strategic goals. The process shall
involve identifying several critical areas which have or are expected to have an impact on the
financial condition of the county over the next five years. Once the critical issues are identified,
specific goals and objectives will be developed along with an implementation plan by impacted
departments.
Long Term Financial Forecast: Annually prepare a five-year forecast that maintains the current
level of services, including known changes that will occur during the forecast period. If the forecast
does not depict a positive operating condition in all five years of the forecast, the county will strive
to balance the operating budget for all years included in the five-year financial forecast.
Long Term Budget -to -Actual Trends: Annually evaluate trends from a budget -to -actual
perspective and from a historical year-to-year perspective to identify areas where resources have
been over allocated. This will improve the accuracy of revenue and expenditure forecasts by
eliminating the impact of recurring historical variances.
Asset Inventory: An inventory of capital needs will be maintained by the Director of Finance and
Administration. The inventory shall include the identified needs, a list of projects, their cost
estimates, and project timetable for funding, acquisition or construction. The recommended
budget shall include a capital budget and a five-year capital plan with a balanced financial base
for renewal, replacement, and new projects. The capital budget shall be adequate to maintain
capital assets at a level sufficient to protect infrastructure and minimize future maintenance and
replacement costs.
Revenue Diversification: Weld County encourages a diversity of revenue sources in order to
improve the County's ability to handle fluctuations in individual revenue sources year to year and
long-term. Due to the high percentage of oil and gas assessed values, Weld County also
encourages the diversification of revenues for long range planning to minimize the dependence
of the County's budget on oil and gas revenue fluctuations in production and price, and long-
range depletion of the resource in the County.
Fees and Charges: Unless fees or charges are established by state law or contractually, Weld
County will establish fees for goods and services at full cost recovery, including direct and indirect
costs, where the user of the goods or services has the ability to pay. All fees will be reviewed
periodically to insure they are still appropriate. Fees will be available for the public and adopted
by code in public meetings.
Use of One -Time Revenues: Weld County has a policy discouraging the use of one-time
revenues for ongoing operational expenditures. The highest priority for one-time revenues will be
70
to fund assets or other non -recurring expenditures, or to put the one-time revenues in a reserve
fund.
Debt Capacity, Issuance, and Management: To the extent possible, Weld County will pay cash
for major projects rather than borrowing. Any existing debt will be retired at the earliest possible
time during the life of the debt unless circumstances change significantly. Weld County's debt
level per Weld County's Home Rule Charter and state law cannot exceed three percent of the
current assessed value of the county. The current debt capacity is nearly $45p0 million. Debt
under the debt limit includes all financial obligations over one year in duration, e.g. general
obligation bonds, revenue bonds, certificates of participation, notes, lease purchase agreements,
letters of credit, revenue warrants, long term lease obligations, or any other multiple -fiscal year
direct or indirect debt or other financial obligation. Obligations for pension plans are excluded
under Colorado state law.
Stabilization Funds: Weld County maintains a prudent level of financial resources in the form
of a contingent reserve, plus adequate fund balances for cash flow, to protect against the need to
reduce service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted
one-time expenditures. See fund balance policy in the policy section of the Budget Message for
more details.
Operating/Capital Expenditure Accountability: A budgetary control system will be maintained
by the Finance Department to ensure accountability and adherence to the budget by restricting
the expenditure of funds above the amount appropriated for the spending agency. Monthly
financial reports will be available on-line through the accounting system for elected officials and
department heads, detailing the progress towards budget compliance. These reports will, at a
minimum, compare the current budget and year-to-year revenues and expenditures by
department.
Contingency Planning: Weld County supports a financial planning process that assesses the
long-term financial implications of current and proposed operating and capital budgets, budget
policies, cash management, and investment policies, programs and assumptions that will permit
Weld County to deal with future contingencies in a reasonable and responsible way without
adversely impacting County citizens.
Strategic Investment Plan for the Future of Weld County: Due to the oil and gas boom in Weld
County from development of the Niobrara formation Weld County property tax revenue has
increased. As a result, in February 2012, staff developed, and the Board of Weld County
Commissioners approved the Strategic Investment Plan for the Future of Weld County. A long-
term strategy of investment in the county's infrastructure, technology and innovation, staff and
workforce development, and economic development for diversification of the local economy can
all have a demonstrable long-term payoff. A good county transportation system facilitates the
movement of goods and services. Investment in innovation and technology will lay the foundation
for new and more efficient governmental services being provided by Weld County government.
Staff development ensures that the county's employees have the skills required to provide the
very best service possible to the citizens of Weld County. Investment in economic development
for the diversity of the local economy will lay a solid foundation for long-term economic growth in
the county and allow Weld County to be competitive in retaining and attracting quality companies
and a labor force to support those companies. Weld County has to focus on investing rather than
spending in order to ensure long-term economic prosperity not only while the energy boom is
happening, but also when it eventually ends.
71
CAPITAL IMPROVEMENT POLICY
1. Capital Improvement Plan - A plan for capital expenditures to be incurred each year over
a fixed period of several years (normally on a five-year cycle) setting forth each capital
project and identifying the expected fiscal year for each project and the anticipated
revenues to finance those projects.
2. Capital Improvement Staff Committee - The Director of Finance and Administration in
conjunction with the Director of Buildings and Grounds develops a Long Range County-
wide Capital Improvement Plan for all major capital expenditures within the County after
surveying County -wide needs with program managers. The Board of County
Commissioners is responsible for approving capital improvement policies, as well as,
approving capital improvement programming as a part of the annual budget.
3. Capital Assets - Capital assets are defined as land, improvements to land, easements,
buildings, building improvements, vehicles, machinery, equipment, works of art and
historical treasures, infrastructure, and all other tangible or intangible assets that are used
in operations and that have initial useful lives extending beyond a single reporting period.
4. Capital Projects - Capital projects are defined as those major, non -recurring projects that
have a time interval of at least three (3) years between such expenditures and have a total
cost of at least $10,000. Purchases of real property and selected equipment may be
exempted from these limitations. Examples of capital projects include:
A. New and expanded physical facilities.
B. Large scale rehabilitation and replacement facilities.
C. Major equipment which has a relatively long period of usefulness.
D. The cost of engineering or architectural studies for services related to a
major public improvement.
E. Acquisition of land and/or buildings.
5. Annual Action Program - Those capital improvement projects from the plan which have
been identified by the Director of Finance and Administration and Director of Building and
Grounds and approved by the Board of County Commissioners for funding and
implementation for each fiscal budget year.
6. Relationship Between Capital Funding and Operating Budget - Capital assets, which
include property, plant equipment, software, rights -of -way, and infrastructure assets (e.g.,
roads, bridges and similar items,) are reported in the applicable governmental or business -
type funds. Capital assets are defined by the County as assets with an initial, individual
cost of more than $5,000 and a useful life of more than one year. All fixed assets are
valued at historical cost or estimated historical cost if actual historical cost is not available.
Donated capital assets are recorded at estimated fair market value at the date of donation.
72
The costs of normal maintenance and repairs that do not add to the value of the asset or
materially extend assets lives are not capitalized.
All reported capital assets, except for gravel roads, rights -of -way, intangible assets, and
land are depreciated. Improvements are depreciated over the remaining useful lives of
the related capital assets. Depreciation on all assets is provided on the straight-line basis
(asset value divided by years of useful life) over the following estimated useful lives:
Buildings
Improvements
Infrastructure - Bridges
Infrastructure - Roads
Equipment
Heavy Equipment
20 - 50 years
10 - 20 years
50 years
20 years
3 - 5 years
10 - 20 years
GASB Statement 34 allows an alternative approach which would reflect a reasonable
value of the asset and the cost incurred to maintain the service potential to locally
established minimum standards in lieu of depreciation. To elect this option the County
must develop and implement an asset management system which measures, at least
every third year by class of asset, if the minimum standards are being maintained. The
County has elected to use this alternative approach only for gravel roads.
73
INVESTMENT POLICY
On March 5, 2003, the Board of County Commissioners adopted a comprehensive investment
policy that is reviewed annually by the Investment Committee. A copy of the detailed investment
policy can be obtained by contacting the Weld County Treasurer at (970) 400-3260. The following
is a brief overview of the investment policy:
The County Treasurer is responsible for the investment of all available monies. The statutes
defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708, C.R.S.
Investment priorities are (1) safety, (2) liquidity, and (3) yield.
In compliance with statutes, deposits/investments are made only in "qualified" financial
institutions, i.e., those which are federally insured by either FDIC or FSLIC. Further, any
deposit/investment amount more than $250,000 may only be made at institutions that are
designated as public depositories by the state bank or savings and loan commissioners, Sections
11-10-118 and 11-47-118, C.R.S. Such designation occurs when acceptable collateral is pledged
to secure the total deposit.
Deposits/investments shall be made in the name of the treasurer in one or more state banks,
national banks having their principal offices in this state, or in compliance with the provisions of
Article 47 of Title 11, C.R.S. 1973, savings and loan associations having their principal offices in
this state which have been approved and designated by written resolution by a majority of the
Board of County Commissioners.
The Board of County Commissioners can designate, by resolution, an average annual rate of
interest income to be paid to a specific fund or funds. All other interest income is deposited to the
county general fund for the purpose of supplementing the county mill levy thus reducing the
amount of revenue required from property tax.
The County maintains a cash and investment pool that is available for use by all funds except the
Pension Trust Fund. Several of the County's funds also hold investments on their own account.
The cash and investments of the Pension Trust Fund are held separately from those of the other
County funds.
Deposits:
At year end, the estimated carrying amount of the County's deposits is nearly $310 million.
Of this amount, approximately $1 million will be covered by Federal deposit insurance,
and the remainder was collateralized with securities held by the pledging financial
institution's trust departments or agents in the County's name.
Investments:
Statutes authorize the County to invest in obligations of the U.S. Treasury, agencies, and
instrumentalities, commercial paper, and repurchase agreements. The Pension Trust
Fund is also authorized to invest in corporate bonds and mortgages.
Interest revenue is projected on the basis of an average interest rate of 1.00 percent in 2021.
74
FUND BALANCE AND
RESERVE POLICY
Weld County considers maintenance of adequate operating reserves to be a prudent
management tool and important factor in providing financial flexibility to the County. A financial
reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures.
The reserves provide a first line of defense against deficit spending and help maintain liquidity
when budget downturns become inevitable. The appropriate size of such fund balance reserves
depends on the potential viability of the County's revenues and expenses, as well as its working
cash needs to handle seasonality of revenues or expenditures.
The Board of County Commissioners adopted the County Fund Balance Policy on December 14,
2011, nunc pro tunc January 1, 2011. The policy was created to help reduce the negative impact
on the County in times of economic uncertainty, major fluctuations in oil and gas assessed
valuations, and potential losses of funding from other governmental agencies. The policy
established minimum requirements for reserves and guidelines for the use of certain funds. The
reserves and restrictions are also consistent with the requirements under Colorado statute or
state constitutional requirements. The County Fund Balance Policy requires the following:
• Any remaining fund balance following all restrictions and commitments in the Health
Fund shall be assigned for future health programs for the benefit of the citizens of Weld
County.
• Any remaining fund balance following all restrictions and commitments in the Social
Services Fund shall be assigned for future welfare programs for the benefit of the
citizens of Weld County.
• Any remaining fund balance following all restrictions and commitments in the Human
Services Fund shall be assigned for future welfare, senior, and employment programs
for the benefit of the citizens of Weld County.
• The Contingency Fund shall maintain a minimum fund balance to cover a minimum
ten (10) percent of the annual expenditures and maximum of twenty (20) percent of
the annual total expenditures as determined by the Director of Finance and
Administration to provide: (1) a reasonable level of assurance that Weld County's
operations will continue even if circumstances occur where revenues are insufficient
in an amount that is equal to at least one -percent of annual expenditures to cover
necessary expenses for public safety, public welfare and public works; (2) there is a
major reduction in oil and gas assessed valuations; or (3) there are other unexpected
needs or emergency situations costing an amount that is equal to at least one -percent
of annual total expenditures that do not routinely occur. The Contingency Fund shall
be funded by property tax. The Board may also exceed the balance of the maximum
of twenty (20) percent of the annual total expenditures in the annual budget process if
circumstances warrant it, such as oil and gas assessed valuation fluctuations.
• The three -percent TABOR emergency reserve required by Article X, Section 20(5) of
the Colorado Constitution shall be a restricted fund balance in the General Fund in an
amount equal to eight -million dollars or three -percent of the TABOR revenue limit,
whichever is greater.
75
POLICY DIRECTIONS
Incorporate Guiding Principles, Mission Statement, and Strategic Goals into the budget
submission.
Incorporate the Strategic Investment Plan for the Future of Weld County into the budget.
Continue revenue maximization policy to support County services to users.
Continue policy of identifying ways to minimize the reliance upon property tax funding.
Advocate legislative positions.
Examine County programs on a continual basis to maximize productivity and maintain
current service levels with current or reduced workforce.
Examine County programs and services to prepare Weld County for continuing financial
uncertainties and future limitations.
Utilize cost cutting/revenue raising strategies to hold down costs and support County
services. This may be accomplished by:
Organization assessment
Contraction in services
Productivity improvement
Privatization and contracting
Automation
Energy conservation
Administrative reorganization
Innovation/technological transfer
Continue position sunset review process to assess the need for any vacated positions.
Utilize a target budget approach with the following features:
Identifies County's resource capacity
Clearly identifies targets and related reductions
Identify proposed non -funding early
Allows time to accommodate reductions (employees)
Offers support to managers to eliminate marginal services, less productive
employees, etc.
Allows board discretion in allocating funds to unfunded programs in critical
service areas
Targets all offices, departments, and outside agencies
Better reflects County priorities
Since limits are known, allows planning of alternative expenditure levels six
months before fiscal year begins
Constrains growth in existing levels, so high priority requests can be
granted while lower priority projects are cut
76
Examine all user and service fees and make recommendations for increases or other
adjustments to match the cost of providing such services.
Clearly identify all newly mandated program costs for the Board.
Continue the County's share of partnership programs, unless a change is legally
mandated, and decrease the share wherever possible.
Maximize manpower avoidance or substitution methods for all departments through
automation, productivity improvements, or cost cutting strategies.
Recommend capital outlay expenses for equipment only when the need has been fully
justified, the useful life of equipment cannot be extended, and it has been determined that
salvage equipment is unavailable for use. Vehicle replacement must be recommended
by the Director of Fleet Services for consideration in the budget process.
Continue to examine priorities, which services to provide, best way to deliver services,
and most cost-effective way to provide services within the constraints of TABOR.
Minimize levels of management for departments within the County by flattening the
organization and empowering employees to the maximum extent possible.
Continued deployment of LEAN. The County began to use LEAN, a continuous
improvement methodology in 2017. Significant process improvements have been made in
many departments, including Motor Vehicle, jail booking, and Human Services operations.
The County's Lean efforts are evolving from a centralized group in Information Technology
to broader deployment throughout county departments involving their own staff.
77
2021 GUIDELINES
• There will be limited recommended increases in personnel in the recommended budget to
the Board. Increased workload should be absorbed by existing personnel wherever
possible through increased productivity.
➢ Resources for new activities should come from increased productivity and termination of
existing activities wherever possible. No new non -mandated programs should be
proposed without proportionate cutbacks in other programs. Any new programs or
expansion of existing programs will be highlighted as a policy issue for the Board.
➢ All newly mandated program costs should be clearly identified for the Board.
➢ Unless a change is legally mandated, the county's share of partnership programs should
not be increased, the share should be decreased wherever possible.
• Methods to maximize manpower avoidance or substitution should be encouraged by all
departments through automation, productivity improvements, or cost cutting strategies.
• Capital outlay expenses for equipment should only be recommended when the need has
been fully justified, the useful life of equipment cannot be extended, and it has been
determined that salvage equipment is unavailable for use. Vehicle replacement must be
recommended by the Director of Fleet Services for consideration in the budget process.
➢ Budgets are to be prepared on a program basis with submission in a program format, as
well as in the normal line item format like 2020's budget presentation.
➢ Salaries should be budgeted at the 2020 level. Any salary increase for a class unique to
a department must be absorbed in target amounts.
All user and service fees should be examined and recommendations made for increases
or other adjustments to match the cost of providing such services.
Those areas where increased personnel productivity has shown gains in services and/or
reductions in cost should be identified.
➢ Target budget amounts will be provided to each department and office. Any amount
exceeding the target base will be competing for a small amount of unallocated funds
during the budget hearing process in October. Therefore, all offices and departments
should make concerted efforts to put together realistic programs and efforts within the
target budget base amount, since the ability of the Board to fund beyond that level will be
substantially restricted. Ranking forms will begin at 85% of target, and must be completed
by each department.
78
• In reviewing the 2021 budget request, The Director of Finance and Administration will
develop preliminary recommendations to the Board of County Commissioners. The
Director of Finance and Administration and Budget Manager will ask the same basic
questions that, hopefully, each of the departments asked regarding the evaluation of their
program activities. These questions concern need and purpose, objectives, departmental
priorities and rank, achievements and benefits expected, means, if any for measuring
results, consequences of not implementing the request, impact on other agencies or
departments, alternative approaches or service level, resources required, means of
financing, and whether or not all cost cutting and revenue generating strategies have been
applied.
• Unless a significant organizational change has occurred, upgrades of specific positions
that were requested but denied in the last two years will not be reconsidered in the 2021
budget process.
➢ Use the following budget population data for performance measures:
YEAR
2019 (Actual)
2020 (Estimated)
2021 (Projected)
POPULATION
323,650
333,000
342,450
• Interns: Any department planning on using interns in the next fiscal year must include any
costs associated with the interns in the budget request. Costs should include any salaries,
equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern position
requests will be approved that have a cost that is not already budgeted in the final budget.
79
2021
SPECIAL BUDGET INSTRUCTIONS
The following are special budget instructions to be used for submission of your 2021 budget.
1. All budgets (including Enterprise and IGS) must be submitted by July 2, 2020.
2. All departments are requested to submit, on or before June 12, 2020, the following items
that will be part of your 2021 budget:
A. Special Project Request for Building and Grounds projects
estimated to be over $5,000.
B. Any additional position requests or reclassifications, as outlined in
the Budget Manual, to allow Human Resources to assess the need.
C. Telecom Service Requests for phone changes in 2021. Unplanned
moves will only be done if absorbed in the 2021 budget.
D. Information Technology requests for computer hardware, software,
system upgrades or system study. (See memo from the CIO
regarding 2021 IT Project Request process)
E. New or replacement vehicle requests to the Director of Fleet
Services for inclusion in the Fleet Services budget.
F. Applications for the technology and innovation investment program
projects to Information Technology and Finance.
3. Salary and fringe benefits will be budgeted at the 2020 level. Any anticipated increase
over 2020 level must be absorbed in target amount.
4. For budgetary purposes, please use the 56¢ per mile reimbursement rate in developing
your 2021 budget.
5. Any requests for equipment should be submitted as part of your departmental budget
request. Once a determination has been made as to whether the Board of County
Commissioners will approve your request for equipment purposes, the total amount will
be moved to a Capital Outlay budget unit as has been the practice in past years.
6. Fleet Services IGA rates should be ascertained from the Director of Fleet Services for
budget purposes. This is necessary because of the varying rates for unique kinds of
vehicles, such as patrol cars, etc. Fuel costs should be budgeted as follows: unleaded
$2.00/gallon, diesel $2.25/gallon, and E85 $2.00/gallon.
7. Any new or replacement vehicles should be discussed with the Director of Fleet Services
and a Vehicle Request Form completed. Vehicles being replaced must be identified on
the Vehicle Request Form and will be turned in when the replacement arrives in 2021.
8. Postage costs are anticipated to be 55¢ in 2021.
80
9. The target budget amount provided to your budget unit(s) can only be adjusted after
discussing it with the Director of Finance and Administration to coordinate the overall
target amounts.
10. Any amount in excess of the 85% target amount must have an Appropriation
Request Exceeding Target Budget Level form and be ranked on the Budget Unit
Ranking Form for the regular budget.
11. Any budget unit with project account codes should prepare a worksheet summarizing each
account with total comparison to 2021. See Director of Finance and Administration for
exact format.
12. Any 2021 position classification upgrades will be treated the same as a new position
request in the budget process, with the department funding any requests within the target
amount. Unless there has been a significant organizational change, reclassification
requests made in the last two years and denied by the Board will NOT be reconsidered in
the 2021 budget process.
13. Early Warning Budget Hearings will be held in September.
14. As revenues are budgeted, each department should examine whether credit cards should
be implemented at the point of sale for the specific service being offered. If credit card
services for payment are an option, discuss with the Director of Finance and
Administration, the way the credit card service fee can be recovered or absorbed in the
fee structure in compliance with all legal and credit card service provider requirements.
15. A worksheet showing each line item with five years' history is being provided to show
historical expenditure patterns.
16. INTERNS: Any department planning on using interns in the next fiscal year must include
any costs associated with the interns in the budget request. Costs should include any
salaries, equipment (vehicle), service and supplies (e.g., mileage). No mid -year intern
position requests will be approved that have a cost that is not already budgeted in the final
budget.
17. The training budget for your department should be delineated in the format per the
attached instructions in conjunction with the Human Capital Management Strategy.
18. Part of the 2021 budget process will include an in-depth look with every department
head, elected official and the Weld County Commissioners of each program county-
wide, so the preparation of the Budget Review Form, Budget Unit Ranking Form, as
well as, the existing Performance Measures and Strategic Goals is vital to the
completion of the 2021 budget process.
If, in the development of your budget request, you determine that there are unique requirements
or unique situations in your department that affect your budget presentation, please do not
hesitate to contact the Budget Manager at 970-400-4202, or the Director of Finance and
Administration at 970-400-4218 to answer questions, or to get approval for variation to the normal
procedures outlined in the special instructions.
81
2021
PROGRAM ISSUES
➢ Position the county financially to deal with a significant drop in oil and gas assessed
valuation for the 2022 budget.
Continue response to the COVID pandemic.
Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $100 million.
➢ Open 2 West Wing jail expansion.
➢ Fund the Public Works road and bridge 2021-2025 Capital Improvement Plan.
➢ Communications will phase in recovering 40% of costs through user fees versus 20%.
24.00 FTE in the Sheriff's Office will be added in 2021 to open expanded jail capacity.
Sheriffs Office will assume the management of criminal records and evidence from the
Greeley Police Department contract to bringing the two functions in-house January 1,
2021.
Continue efforts to control health care costs for county employees/dependents. No rate
increase in 2021 meanings premiums are 11.8% lower than they were seven years ago.
A new coroner's morgue will be constructed and staffed.
The public safety information system (Spillman) will be replaced with CentralSquare
system.
➢ The 2021-2025 Capital Improvements Plan for facilities is funded at $78,525,000.
Implement an air quality monitoring system in response to SB 19-181.
82
REVENUE POLICIES
AND ASSUMPTIONS
The following
budget.
1.
revenue policies and assumptions have been used in the preparation of the 2021
Wherever possible, those receiving the benefits of a government service should
pay for what they receive in full through current fees, charges, and other
assumptions.
2. Continual search for new sources of revenue shall be made to diversify the
County's financing plan.
3. The County shall seek the establishment of a diversified and stable revenue
system to shelter the County from short run fluctuations in any one revenue source.
4. Estimated revenues are conservatively projected.
5. Proposed rate increases are based upon:
A.
B.
C.
D.
Fee policies applicable to each activity.
Related cost of the service provided.
The impact of inflation in the provision of services.
Equitability of comparable fees.
6. Programs funded by state and federal revenue sources shall be reduced or
eliminated accordingly if state or federal revenues are reduced or eliminated.
Local funding will be substituted only after a full study by the Board and if the
program has a high priority to satisfy a local need.
7. Revenue targeting for a specific program shall only be utilized whenever legally
required and when a revenue source has been established for the sole purpose of
providing a specific program.
8. Revenue from intergovernmental sources with a specific ending date shall not be
projected beyond the date.
9. Assume a local economy with the COVID19 economic slowdown with some
recovery by midyear in 2021. Assume interest rates averaging 1.00 percent
throughout 2021.
10. Property taxes are based upon the maximum allowable under Amendment One
(TABOR) and the Weld County Home Rule Charter limitation.
11.
Assume that unless there is proven evidence to the contrary, federal and state
categorical and entitlement grants will continue at the current level of funding.
83
SPECIFIC REVENUE ASSUMPTIONS
OF SIGNIFICANT REVENUE
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and considered in forecasting revenue trends.
Property Tax: Weld County's property tax revenue is very dependent upon oil and gas assessed
valuation. The volatility of the oil and gas assessed values continues to be a major impact to the
County's budget planning, as it has been for the last decade. In addition, legislative proposals
and ballot initiatives regulating energy development in Colorado continue to threaten the long-
term viability of the energy industry in the state. In the 2019 legislative session SB 19-181 was
passed and signed into law. SB19-181 is a major rewrite of Colorado's oil and gas regulations.
We will not be able to quantify the bill's full impact on oil and gas production in Colorado until the
State Oil and Gas Commission promulgates new rules, and we see how each city and county
responds with its own new rules.
For the 2021 budget, the county's assessed value from oil and gas values will be close to the
same level as 2020. With the COVID economic downturn and the Saudi Arabia and Russian oil
price war the drop in production and prices during 2020 will significantly impact the assessed
valuation for the 2022 budget. Weld County is estimating as much as a 50% drop in the oil and
gas assessed valuation for the 2022 budget. Because of the volatility of production levels and
price fluctuations of the oil and gas values, the County must continue to prudently manage the
property tax base created by the energy development. The county has dealt with fluctuations in
the oil and gas assessed valuations by keeping the county budget's base costs level and using
increased property tax in good years for one-time expenses or putting funds into the fluctuating
contingency reserve. In the 2021 budget there is nearly $72 million in one-time expenses. Going
forward the county will levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation.
Specific Ownership Tax: Personal property tax on vehicles (SOT) is anticipated to be the same
in 2021 due to projected vehicle sales and how the new vehicles figure into the five-year sliding
fee schedule.
Building Inspection, Oil and Gas Permits, and Planning Permits: Although growth is still
occurring in the county due to the slow down in the economy as a result of the COVID pandemic
and decline in the oil and gas activity permit revenues are anticipated to be down approximately
$1.5 million in 2021. Although the investment in the oil and gas infrastructure is anticipated to
continue for the next few years there has been a significant decline in drilling activity, which
impacts building permit revenue.
State and Federal Grant Revenue: Budget at signed contract level or anticipated funding level
provided by state or federal agency. We can anticipate moderation in non -defense discretionary
spending and some spending cuts in entitlements. Spending and revenue imbalances at the state
and federal levels will most likely result in lower or at best slower growth in intergovernmental
revenues for the county in the future.
Charges for Services: Charges are anticipated to be down due to the economic slowdown.
Earning on Investments: Interest revenue is calculated on the average earnings rate of 1.00
percent, times the estimated average daily cash balances. Based upon Federal Reserve
projected interest rates and increased cash balances in 2021 interest income is estimated to be
the same as the larger cash balance of the county will be offset by lower interest rates.
84
Royalties: Based on analysis of oil and gas leases active on 40,000 plus acres of mineral
interests owned by Weld County. These revenues have been up significantly the last six years
but are anticipated to drop due to lower oil prices going forward, economic downturn, and the
impact of SB 19-181.
Rental: All rental income is based upon signed leases.
Overhead/Cost Plan: Revenues are based upon the 2019 Indirect Cost Plan approved by the
Department of Health and Human Services that results in federal revenue allowable from grants.
Social Services has been charged the full indirect cost allocation amount since July 1, 2012, which
results in approximately an additional $5.8 million in revenues in this area.
County Clerk Fees: Calculated on the historical level of activity, and legislative changes in the
last few years. Increased housing refinancing recording activity is being offset by declining oil and
gas leasing activity in the county resulting in the projected revenues being the same in this area.
Treasurer's Fees: Based upon historical level of activity for fees, which have been growing slight
due to the statutory fee structure for property taxes collected.
Highway Users - Special Bridge: Revenue based upon signed state and federal grant
contracts.
Motor Vehicle Registration Fees: Like Specific Ownership Tax this revenue is anticipated to be
flat in 2021 due to projected vehicle sales and population growth.
Highway User's Tax: Based on State Department of Highway estimates from gas tax less three
percent reduction that Weld County has historically experienced. As vehicles become more fuel
efficient less fuel is purchased, thus paying less HUTF tax that is based upon a per gallon tax.
This is offset by population growth in the state.
Social Service Revenue: Based on anticipated caseload as discussed under each program plus
state and federal funding formula for each program. The new Child Welfare allocation formula
adopted in 2013 has resulted in the county's allocation going up over $3 million from the prior
formula. However, beginning in 2019 the allocation has declined and will be flat in 2021.
Health Grants: Based upon contracts signed July 1, 2020.
Health Fees: Based upon historical patient/client caseload with 2021 rates applied. With more
and more uninsured patients, utilization continues to increase in county clinic due to affordability.
Human Services Grants: Based upon contract funding level as of October 1, 2020,
State Lottery: Funded at the current level, with no anticipated legislative changes.
Solid Waste Fees: Ten percent surcharge applied to historical waste volumes and input on
projected volume from landfill operators.
Proprietary Fund Revenues: Revenues for each Proprietary Fund equal funded anticipated
expenditures in user departments' budgets.
Severance Tax: See policy on severance tax direct distribution in Public Works Non -
Departmental Revenue (Budget Unit 2000-90100)
85
MAJOR REVENUE HISTORICAL
TRENDS AND ANALYSIS
DESCRIPTION
2017
2018
2019
2020
2021
Property
Taxes
$ 141,946,827
$ 145,754,379
$ 173,539,158
$ 224,660,533
$ 227,025,932
Other
Taxes
11,830,000
13,630,000
12,770,000
12,970,000
12,800,000
Fees
11,148,250
13,059,800
13,481,000
14,109,600
16,145,600
Intergovernmental
67.305,192
73,012,071
70,021,975
67,679,862
67,880,268
Licenses/Permits
5,437,350
4,473,750
4.678.000
6,880,000
5,366,500
Charges
for
Services
8.898,159
9.558,280
10,182,870
11,499,426
10.653,116
Proprietary
Services
31,383,694
32,503,524
31,228,972
33,706,303
35,226,471
Miscellaneous
23,989,103
27,302,514
22,059,361
24,559,545
25,520,281
TOTAL
REVENUES
$ 301.938.575
$ 319.294,318
$ 337,961.336
$ 396.065,269
3 400.618,168
TREND ANALYSIS
Where appropriate, the local economic conditions and forward -looking economic indicators have
been noted and taken into account in forecasting revenue trends.
MAJOR REVENUE TRENDS
250
Ln
0
0
200
150
100
50
0
2017
2018
2019
2020
2021
Property Taxes
=NamaIntergovernmental
Proprietary Services
-H— Other Revenue
Property Tax: Increases will track with the Home Rule Charter and TABOR tax limitations, which
are growth in actual property value, plus cost -of -living. As has been the case for the last few years'
growth and development activity directly, or indirectly, related to oil and gas exploration seems to
be the main influence on the growth of the property tax base in the county. The volatility of the oil
and gas assessed values continues to be a major impact to the County's budget planning the last
decade. For the 2020 budget, the increase in the county's assessed value from oil and gas values
was over 34%. Oil and gas assessed valuation are close to two-thirds of the county's total
assessed valuation. For the 2021 budget, the county's assessed value from oil and gas values
will be close to the same level as 2020. However, legislative proposals and ballot initiatives
regulating energy development in Colorado continue to threaten the long-term viability of the
energy industry in the state. In the 2019 legislative session SB 19-181 was passed and signed
into law. SB19-181 is a major rewrite of Colorado's oil and gas regulations. With the COVID
economic downturn and the Saudi Arabia and Russian oil price war the drop in production and
prices during 2020 will significantly impact the assessed valuation for the 2022 budget. Weld
County is estimating as much as a 50% drop in the oil and gas assessed valuation for the 2022
budget. With the volatility of production levels and price fluctuations of the oil and gas values,
the county must continue to prudently manage the property tax base created by the energy
development. The 2020-2021 assessed valuation level and resulting property tax is above the
previously high 2019 level due to oil and gas production and growth in the county. With the
potential impact of SB 19-181 oil and gas assessed valuation may have its peak in 2020-2021.
Intergovernmental: The significant jump in state and federal revenues in 2018 was attributed
primarily to the increased state and federal funding for Public Works projects, many associated
with the recovery efforts from the September 2013 epic flooding. Many of these grants were one-
time and dropped after 2018. The drop from 2018 to 2019 and into 2020 was primarily due to
reductions in energy impact and flood recovery related federal grants for road projects. We can
anticipate moderation in non -defense discretionary spending and some spending cuts in
entitlements. Spending and revenue imbalances at the state and federal levels, especially with
the economic downturn from the COVID pandemic, will most likely result in lower or at best slower
growth in intergovernmental revenues for the county in the future.
Proprietary Services: Predictable revenue based on stable usage. Health insurance costs in
the self -insured program are slowing and even dropped 15% in 2019, so the increases in this
area over the next five years should be more moderate. For example, there has been a 11.8%
decrease in health insurance rates in the last seven years, but participation in the insurance plan
is up with the addition of county err ployees and dependents, resulting a net increase.
OTHER REVENUE TRENDS
30
25
20
10
5
0
2017 2018 2019 2020 2021
—4—Other Taxes
-' -Fees
—Irani Licenses/Permits
—4E—Charges for Services
-E--Miscellaneous
Other Taxes: Primarily, specific ownership taxes that track car registrations and severance tax.
The fluctuating trend the last few years is due to a new formula for the direct distribution of
severance tax to cities and counties from the state. Severance tax revenues follow the price of oil
and gas, since that is where they are derived. With oil and gas production projected to be down
the next 2-3 years these revenues will most likely be lower also.
Fees: Fees have been increased and new fees added. Fees from vehicle registration should
increase as vehicle sales are projected to continue to increase and as the county's population
continues to grow even with the slowing economy. Refinancing of mortgages are increasing
Recording fees. Public Trustee fees were first budgeted in the county budget in 2020 when the
Treasurer assumed the role of Public Trustee. The big jump in 2021 is the increase in fees from
the Treasurer's Office.
87
Licenses/Permits: Even with the slowdown in drilling in 2020 the investment in the oil and gas
infrastructure is anticipated to continue for the next few years once the economy recovers. A
change in fees in 2018 regarding oil and gas well permit fees lowered building inspection revenue
more than anticipated. The new oil and gas regulations resulting from SB 19-181 increased permit
revenues in 2020 by nearly $2 million. With the COVID pandemic slowdown in the economy and
oil and gas drilling activity fees from new construction and oil and gas permits are dropping for
2021.
Charges for Services: Revenue is predictable based on contracts for service and reimbursable
projects. The increase of over $1 million in 2020 is due to dispatch user fees moving from 20% to
40% of cost recovery. The drop in 2021 is attributed to an accounting change between
Communications and the E911 Authority.
Miscellaneous: Revenue predictable, even though some variation in specific years. Interest
revenue is found in this category and was up nearly $1.5 million in 2019 and another $500,000 in
2020. Public Works contracts were down due to reimbursable road projects in 2019, but up nearly
$500,000 in 2020, and up $2.89 million in 2021. Fines from traffic violations are projected to be
flat in 2021. Oil and gas royalty payments were up substantially the last five years but are
anticipated to be down $2.85 million in 2021 due to lower production and prices. The policy
decision to charge Social Services the full amount of indirect costs raised this category to $5.8
million in 2021, which is up $800,000 from 2019, and $500,000 from 2020. The one-time
reimbursement of $1.9 million for a communications project with Adams County increased
revenues in 2018 and then dropped in 2019.
88
FIVE YEAR PROJECTED REVENUE AND
EXPENDITURE TRENDS
2022-2026 REVENUE PROJECTIONS
The forecasting revenue trends cited in the graphs below are discussed in the previous section,
Major Revenue Historical and Future Trends and Analysis. Assumptions include:
• Property tax levy with maximum allowable, per Weld County Home Rule Charter and
Amendment One (TABOR) limitation. The projections are set at 5% annually. However,
the impact of SB 19-181 regulating oil and gas production and the COVID economic
slowdown could reduce property tax revenue starting in 2022-2024.
• Assessed value from oil and gas will fluctuate, but the Contingency Reserve will allow for
a leveling effect with oil prices being in the range of $45-65 long term.
• Intergovernmental revenues will show only moderate annual changes of 2% as non-
defense discretionary spending slows and some cuts in entitlements occur due to planned
federal deficit reductions.
• Fees, licenses, charges for service, and miscellaneous revenues will grow at the rate of
inflation and population growth.
• Proprietary Services will be driven primarily by inflation.
• Proprietary Services revenues are offset by the same expenditure amount with an
adjustment for the property tax assessed for the Insurance Fund.
DESCRIPTION
2022
2023
2024
2025
2026
Property Taxes
$ 158,439,764
$ 170,201,878
$ 180,793,182
$ 189,832,841
$ 199,324,483
Other Taxes
13,539,000
14,438,170
14,866,815
15,308,320
15,763,069
Fees
16,623,218
17,115,165
17,621,869
18,143,776
18,681,339
Intergovernmental
68,709,547
69,922,330
71,160,393
72,424,293
73,714,596
Licenses/Permits
5,012,315
5,162,504
5,317,200
5,476,536
5,640,652
Charges for Services
10,370,009
10,419,366
10,926,398
10,991,325
11,214,373
Proprietary Services
37,131,072
39,152,157
41,297,376
43,574,897
45,993,445
Miscellaneous
18,807,372
18,914,441
19,024,681
19,138,185
19,255,055
TOTAL REVENUES
$ 328,632,297
$ 345,326,011
$ 361,007,914
$ 374,890,173
$ 398,587,012
89
MAJOR REVENUE PROJECTIONS
250
200
150
100
50
0
2022 2023 2024 2025 2026
eta Property Taxes
Intergovernmental
Proprietary Services
im)iies Other Revenue
2022-2026 EXPENDITURE PROJECTIONS
2022
2023
2024
2025
2026
DESCRIPTION
General
Government
$52,749,483
$53,653,263
$56,317,571
$57,063,722
$59,334,240
Public
Safety
81,060,293
83,492.102
87,806,865
90,441,071
93,154,303
Public
Works
82,175,044
84.640,296
87,779,505
90,412,890
93,125,276
Public
Welfare
Health
and
59,798,614
60,988,766
62,202,722
63,440,956
64,703,955
Human
Services
9,372,930
9.558,524
9,747,830
9,940,922
10,137,876
Culture
and
Recreation
1,080,363
1,090,604
1,101,152
1,112,016
1,123,207
Proprietary
Services
39,471,532
40,584,723
42,622,015
44,782,775
47,075,072
Capital
8,763,000
2,747,000
7,750,000
4,963,000
8,575,000
Miscellaneous
6,788,837
6,985,957
7,189,126
7,398,322
7,613,719
TOTAL
EXPENSES
$ 341,259.896
$ 343.741.235
$ 362.516,786
$ 369.555.674
$ 384.842,648
Assumptions used for the expenditure projections are as follows:
• Inflation is projected to slow over the next year due to the economic downturn and then
resume at an average 3 percent over the five-year period for all categories, except federal
and state funded programs.
• Population growth follows the State Demographer's estimate of an average 2-3 percent
growth for Weld County
• Public Health and Welfare, and Human Services program costs will follow the trend of the
state and federal revenues supporting them. Therefore, the program expenditures will
grow only moderately at 2% annually as non -defense discretionary spending slows and
some cuts in entitlements occur due to planned federal deficit reductions.
• In election years, General Government will increase by approximately $500,000 for
General Election years and $1,000,000 for Presidential Election years and drop by the
corresponding amount in off -election years.
• Public safety will experience infusion of funds beyond inflation to fund the additional costs
of opening additional jail beds as the inmate population grows.
• Proprietary Services will be driven primarily by inflation.
• Proprietary Services revenues are offset by the same expenditure amount.
• Capital costs follow the revenue contribution to the Capital Expenditure Fund in
accordance with the Capital Improvements Plan.
• Public Works costs will be increased to accommodate the growth in traffic as the county's
population increases, and energy development continues to impact the road system.
MAJOR EXPENDITURE PROJECTIONS
100
80
a
O 60 -
SWIM
2
40
20
0
W
IMMO
Im
,,;
2022 2023 2024 2025 2026
—•General Government
—U--Public Safety
Public Works
—i.—Public Health and Welfare
Human Services
Internal Services
Capital
Miscellaneous
2022-2025 FUND BALANCE PROJECTIONS
2022
2023
2024
2025
2026
Begin
Fund
Balance
$265,131,845
$250,716,746
$250,514,022
$247,217,650
$250,764,649
Total
Revenues
328,632,297
345,326,011
361,007,914
374,890,173
389,587,012
Total
Expenses
341,259,896
343,741,235
362,516,786
369,555,674
384,842,648
Ending
Fund
Balance
$250,716,746
$250,514,022
$247,217,650
$250,764,649
$253,721,513
FUND BALANCE PROJECTIONS
co 250
C
O
•
400
350
300
200
150
100
50
0
lirm'aRemasi
ilitsmaMINNIMIC4 _
2022 2023 2024 2025 2026
—Begin Fund Balance
=Total Revenues
—e—Total Expenses
—K4—Ending Fund Balance
DEPARTMENT/FUND MATRIX AND ORGANIZATIONAL
RESPONSIBILITY FOR BUDGET UNITS
BUDGET UNIT
RESPONSIBLE OFFICIAL
Genera! Fund:
Office of the Board
Chairman, Board of County Commissioners
Public Information
Communications Director
County Attorney
County Attorney
Public Trustee
Treasurer
Planning and Zoning
Director, Planning Services
Clerk to the Board
Clerk to the Board
Clerk and Recorder
Clerk and Recorder
Elections
Clerk and Recorder
Motor Vehicle
Clerk and Recorder
Treasurer
Treasurer
Assessor
Assessor
Maintenance of Building and Grounds
Director, Buildings and Grounds
County Council
Chairman, County Council
District Attorney
District Attorney
Juvenile Diversion
District Attorney
Victim Witness
District Attorney
Adult Diversion
District Attorney
Finance and Administration
Director, Finance and Administration
Accounting
Controller
Purchasing
Controller
Printing and Supply
Controller
Human Resources
Director, Human Resources
Community Dev Block Grant
Director, Finance and Administration
Information Services
Chief Information Officer
Geographical Information System
Chief Information Officer
Technology Projects
Chief Information Officer
Oil and Gas Energy Development
Director, Oil and Gas Energy Development
BUDGET UNIT
RESPONSIBLE OFFICIAL
Sheriff Administration Units (21100-
21160)
Sheriff
Patrol Unit
Sheriff
Investigation Unit
Sheriff
Regional Forensic Lab
Sheriff
Victim Advocates
Sheriff
Drug Task Force
Sheriff
Contract Services
Sheriff
Ordinance Enforcement
Sheriff
Communications - County -wide
Director, Public Safety Communications
Public Safety Wireless Communication
Director, Public Safety Communications
Public Safety Information System
Chief Information Officer
Communications System Development
Director, Public Safety Communications
Coroner
Coroner
Court & Transportations and Work
Release Units
Sheriff
Inmate Services and Security Units
Sheriff
Justice Services
Director, Justice Services
Community Corrections
Director, Justice Services
Work Release
Director, Justice Services
Building Inspection
Director, Planning Services
Oil and Gas Energy
Director, Oil and Gas Energy
Office of Emergency Management
Director, Office of Emergency Management
Pest and Weed Control
Director, Public Works
Economic Development
Director, Finance and Administration
Waste Water Management
Director, Finance and Administration
Engineering
Director, Public Works
Extension Service
Extension Agent
Veteran's Office
Director, Buildings and Grounds
Mental Health
Director, Finance and Administration
Developmentally Disabled
Director, Finance and Administration
94
BUDGET UNIT
RESPONSIBLE OFFICIAL
Seniors Program
Director, Finance and Administration
Missile Site
Director, Buildings and Grounds
Parks and Trails
Director, Finance and Administration
Building Rents
Director, Finance and Administration
Non -Departmental
Director, Finance and Administration
Community Agency Grants
Director, Finance and Administration
Bright Futures
Director, Finance and Administration
Island Grove Building
Director, Finance and Administration
Asset and Resource Management
Director, Finance and Administration
County Fair
Extension Agent
Special Revenue Funds:
Public Works Fund
Director, Public Works
Social Services Fund
Director, Human Services
Health Fund
Director, Public Health and Environment
Human Services Fund
Director, Human Services
Conservation Trust Fund
Director, Finance and Administration
Contingency Fund
Director, Finance and Administration
Solid Waste Fund
Director, Finance and Administration
Capita! Fund:
Capital Expenditure Fund
Director, Finance and Administration
Proprietary Funds:
Fleet Services Fund
Director, Fleet Services
Insurance Fund
Director, Finance and Administration
Telecom Fund
Chief Information Officer
Health Insurance Fund
Director, Finance and Administration
95
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
FUNDING
INCLUDED EXCLUDED
Clerk and Recorder:
Remove two 0.5 FTE and create one 1.0 FTE $ 14,129
District Attorney:
Reclassify two Deputy District Attorney III to IV
Reclassify two Deputy District Attorney III to V
34,182
63,630
Victim Witness:
Increase 0.5 FTE to 0.75 FTE 0
Planning:
Reclassify Planner Ito Planner II 11,665
Community Development Block Grant:
Administrative Assistant
Other Administrative Costs
Program Grants
CDBG Revenue
Building and Grounds:
Missile Site employee to Grounds Technician
HVAC Technician
Carpenter
Information Technology:
Projects
Technical Support FTE from Telecom
Innovation and Technology Transfer
Innovation and Technology:
Transfer to Information Technology
Sheriff:
Booking Supervisor
Civil Unit Deputy
Records Contract with Greeley
Evidence Software and Equipment
Patrol SWAT "Throwbot"
Investigations Surveillance platform "IRIS"
Security Unit 4.0 FTE for Master Control
Security Unit 18.0 FTE for Detentions Deputies
Personal Protective Equipment
Courts Unit Metal Detectors and Key Watcher
71,041
128,959
800,000
-1,000,000
54,753
58,639
48,157
500,000
80,978
500,000
-500,000
69,145
98,398
15,000
30,000
276,580
1,389,006
26,940
183,340
73,000
18,775
96
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
FUNDING
Coroner:
Diener
Coroner Administrative Deputy 0.4 FTE
X -Ray machine for new morgue
Justice Services:
Security Contract
Oil and Gas Energy:
Reduction in Staffing from 15.0 FTE to 9.0 FTE
Engineering:
Engineering Tech I position approved for Oil and Gas
Reclassify Engineer Tech Ito Engineer Tech II
Economic Development:
SBDC
Upstate Colorado Economic Development
Accounting:
Upgrade two Account Clerk III positions to IV
Payroll Specialist from grade 37 to 40
Controller goes to 30 -hour week -succession planning
Community Agencies:
Promises for Children
Weld's Way Home
211
TOTAL GENERAL FUND
PUBLIC WORKS FUND:
Safety Specialist Position
Property Accountability Clerk
Gravel Roads Two Service Workers II
Other Public Works Four Season Employees
TOTAL PUBLIC WORKS FUND
HUMAN SERVICES:
Reclassify Administrative Assistant
Reclassify Quality Assurance Specialist
Reclassify Community Outreach Manager
INCLUDED
76,522
62,691
63,000
48,000
- 610,620
9,500
10,122
5,757
-65,019
10,000
5,000
0
$ 2,386,155
$87,253
-59,891
163,362
-140,230
$ 50,494
N/A
N/A
EXCLUDED
48,157
65,000
100,000
0
20,000
50,000
$ 558,272
N/A
97
POLICY MATTERS/POINTS OF ISSUE
WITH FISCAL IMPACT
(Continued)
PUBLIC HEALTH:
Remove 2.0 FTE from Administrative Services
Remove 1.125 FTE from Oil & Gas anticipated needs N/A
Remove 0.25 FTE from Health Communications N/A
Removing 4.5 FTE from vacancies in Clinical Services N/A
Add 4.4 FTE for Community Health Services N/A
NOTE:
• Policy matters are changes in current policies.
• Points of issue are items where the Director of Finance and Administration has a different
recommendation than the budget unit's department head/elected official.
98
2021 SALARY AND BENEFIT
RECOMMENDATIONS
Weld County has always strived to pay competitive and equitable salaries and benefits. To
maintain this competitive position, Weld County participates in various salary surveys. Salaries
are set by the Board of County Commissioners after full consideration is given to:
• Present pay rates compared to labor market competitors. The competitive job market may
vary by job classification or specific job. The comparison is to beginning salary and middle
level salary. Weld County does not compare to maximum salary range amounts.
• Ability to pay and the sustainability of the pay long term.
• Benefits and supplemental pay policies.
• Supply/demand situations for personnel needs.
• Supply/demand situation in the labor market.
• Employees' expectations.
• Retention of career employees.
• Taxpayers' perceptions of pay and benefits.
• Economic conditions locally and nationally.
Salary Surveys Utilized:
Mountain States Employers' Council — Public Employers
Mountain States Employers' Council — Front Range
In light of the economic conditions and Weld County's own financial situation as we look forward,
the following recommendations are being made:
• For the 2021 budget it is recommended to not provide any salary increase to Weld County
employees. This is the first time in over 10 years this has happened, but is justified based
upon the economic conditions, lack of turnover, labor market conditions, and salary survey
data which does not support increases. Funding for pay steps increases are included in
the 2021 budget funding.
• Health insurance rates will remain the same for the employees and the county for 2021.
This means health insurance rates decrease 11.8% in seven years. Health coverage will
be provided by Aetna on a partially self -insured basis with a Preferred Provider
Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement
Account (HDHP/HRA) option.
• Retirement costs will remain the same based upon the Board's policy to fully fund the
Annual Retirement Contribution (ARC) calculated by the Weld County Retirement Plan's
actuary each year.
All other benefits are recommended to remain the same for 2021.
99
OTHER BENEFITS
VISION PROGRAM:
➢ Coverage follows health insurance program coverage for both single and family plans
➢ Maximum amount paid for single $300/year or family $600/year
➢ No deductible
➢ 50% of covered expenses incurred
➢ Examination, lenses, and frames limited to one each year
DENTAL PROGRAM:
The County offers three dental plans:
• County Plan
• Alpha Dental Plan
• Companion Life Dental Plan
LIFE: Three times annual salary up to $600,000 at $0.133/$1,000/per month
LONG TERM DISABILITY (LTD): $.35/$100 compensation
SHORT TERM DISABILITY: $.165/$10 of covered benefit of 60% of compensation after 31 days
of absence due to illness or accident. Employee must also exhaust all accumulated sick leave
before coverage starts. Coverage ends when the 180 -day LTD elimination period ends and LTD
starts. Program replaces sick leave bank. Employee sick leave accumulation limited to a
maximum of 480 hours.
EMPLOYEE ASSISTANCE PROGRAM: Program offered by Cigna.
WELLNESS: Wellness program has been enhanced for all County employees with the addition
of a full-time Wellness Coordinator and new wellness resources. Aetna will contribute $100,000
to the wellness program.
EXECUTIVE PAY PLAN: Elected Officials have a direct benefit plan for health purposes.
MILEAGE: Indexed two cents below IRS mileage allowance rate.
RETIREMENT BENEFIT:
County Retirement Plan: 12.5 percent of gross salary for County and 9.0 percent employee
contribution.
PERA— Health Department: 14.2 percent of gross salary for County contribution (increasing
to 14.22 percent July 2021) and 8.5 percent of gross salary for employee contribution.
PERA — District Attorney only: 10.0 percent of gross salary for County contribution
(increasing to 10.5 percent July 2021) and 20.9 percent of gross salary for employee
contribution (increasing to 20.95 percent July 2021).
VOLUNTARY COVERAGES: Include supplemental life, accidental death and dismemberment,
hospital indemnity, critical illness, and accident insurance. These plans are 100% employee paid.
100
POSITION A UTHORIZA TION CHANGES
DUE TO 2021 BUDGET
FUND AND
DEPARTMENT
1000-10300
1000-10300
1000-11100
1000-13100
1000-15100
1000-15100
1000-15300
1000-17100
1000-17150
1000-17200
1000-17200
1000-17200
1000-17300
1000-21110
1000-21130
1000-24415
1000-24415
1000-23200
1000-23200
1000-25200
1000-25200
1000-25200
1000-25200
1000-25200
1000-25200
1000-31100
1000-50100
2000-30100
2000-32200
2000-32200
2000-32500
2100-42410
2500-41100
2500-41300
2560-41400
2590-41600
2650-61835
DEPARTMENT
NAME
Public Trustee
Public Trustee
Clerk and Recorder
Assessor's Office
District Attorney
District Attorney
Vitim Witness Assist
Planning
Comm Dev Block Grant
Building and Grounds
Building and Grounds
Building and Grounds
Information Technology
SO Booking Unit
SO Civil Unit
SO Security Unit
SO Security Unit
Coroner
Coroner
Oil & Gas Energy
Oil & Gas Energy
Oil & Gas Energy
Oil & Gas Energy
Oil & Gas Energy
Oil & Gas Energy
Engineering
Missile Site Park
Public Works Admin
Gravel Road Mngmt
Gravel Road Mngmt
Other Public Works
Child Welfare
PH Admin
PH Comm Health Sery
Environmental Health
Health Clinical Services
HS Area on Aging
OLD
POSITION
None
None
Office Tech I I/Ill (2 PTE)
None
Deputy DA III (G49), 2 FTE
Deputy DA III (G49), 2 FTE
Office Tech II, 0.5 FTE
Planner I (Grade 35)
None
None
None
None
None
None
None
None
None
None
None
Office Tech III (Grade 15)
Permit Mgr (Grade 47)
Permit Spec I (Grade 35)
Permit Spec II (Grade 43)
Office Manager (Grade 33)
Hearing Officer, 1 FTE
Engineer Tech I (Grade25)
Groundskeeper (Grade 25)
None
Property Clerk (Grade 25)
None
Seasonal, 4.0 Temporary
Comm Mgr (Grade 40)
2 FTE
None
EH Spec I, (Grade 33)
4.0 FTE
Q A Specialist (Grade 19)
NEW
POSITION
Office Tech IV (Grade 21), 2 FTE
Office Tech III (Grade 15), 0.5 FTE
Office Tech III (Grade 15), 1 FTE
Appraiser III (Grade 30), 1 FTE
Deputy DA IV (Grade 55), 2 FTE
Deputy DA V (Grade 61), 2 FTE
Office Tech II (Grade 8), 0.75 FTE
Planner II (Grade 43)
Program Assistant (Grade 33), 1 FTE
Groundskeeper (Grade 25), 1 FTE
HVAC Technician (Grade 33), 1 FTE
Carpenter (Grade 25), 1 FTE
Technical Support (Grade 33), 1 FTE
Booking Supervisor (Grade 27), 1 FTE
Deputy (Grade 38), 1 FTE
Master Control Tech (Grade 27), 4 FTE
Deputy (Grade 38), 18 FTE
Diener (Grade 27), 1 FTE
Administrative Deputy (Grade 55), 0.4 FTE
None
None
None
None
None
None
Engineer Tech II (Grade 32)
None
Safety Specialist (Grade 29), 1 FTE
None
Service Worker II (Grade 21), 2 FTE
None
Community Outreach Manager (Grade 44)
None
4 FTE
None
None
Quality Assurance Specialist (Grade 21)
101
102
ALL FUNDS REVENUE
$250,000,000
$200,000,000
$150,000,000
$100,000,000
$50,000,000
$0
Net Property Tax
m
Other Taxes
En
U)
a)
a)
LL
ntergovernmenta
Licenses/Permits
Fri
Chg for Service
C)
0
C
Co
M�
W
p
C
I
O 2320
■ 2021
2021 Revenue
Total $603,302,746 (2020 $510,325,269)
Fund Balance
S202,684.578
33%
Miscellaneous
525,520.281 Chg for Service
4% S10,653,116
2%
Proprietary Services
$35,226,471
6%
•
Licenses/Permits
$5,366,500
1%
Fees
316,145.600
3%
Intergovernmental
$67,880.268
11%
ni
?si
C6
a)
Net Property Tax
$227,025,932
38%
Other Taxes
$12.800,000
2%
ALL FUNDS EXPENDITURES
$90,000,000
$80.000,000
$70.000.000
$60,000,000
$50.000.000
$40.000.000
$30,000,000
$20,000,000
$10.000,000
$0
coo
No
Q
F
O'`� .Oc' O(� �Qi 05 �5 0CD
4r \e co
®2020
E2021
I
4
�&\G G j�
Cooekibr
�` Ge'
Qko
2021 EXPENDITURES
Total $348,170,901 (2020 $356,574,757)
Social Services
$45,887,094
13%
Contingency
$10,000,000.
3%
Public Works
$11,179,507
Proprietary Services
$38,726,471
11%
Miscellaneous
$7,779,995
2%
Human Services
$9,190,975
30/0
30/0
Road & Bridge
$68,991,268
20%
Auxiliary
$966,445
0°/0
Capital
$11,566,500
30/0
Health
$12,744,704
4%
Public Safety
$79,083,213
23%
Culture/Recreation
$1,079,624
0°/0
General Government
$50,975,105
15%
•G
MILL LEVY
2021 TOTAL 15.038
Social Services
0.81
50
0
_
Insurance
0.232
2%
Public Works
1.325
9%
Social Services
0.872
6%
Insurance
0.226
20/0
Public Works,
1.55
10%
Capital
2.272
r15%
General
7.253
48%
Contingency
3.146
21%
2020 TOTAL 15.038
Capital
1.692
11%
I
Contingency
2.712
18%
General
7.986
53%
2021
SUMMARY OF FUND BALANCES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000 Public Works
2100 Social Services
2200 Conservation Trust
2300 Contingent
2500 Health Department
2600 Human Services
2700 Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
GROSS TOTALS
LESS INTERFUND TRANSFERS
NET TOTAL
PROPRIETARY FUNDS:
5200 Regional Crime Lab
6000 Fleet Services
6200 Health Insurance
6300 Insurance
6400 Telecom Service
6500 Weld Finance Corp
NET TOTAL - IS FUNDS
GROSS TOTAL ALL FUNDS
2020
BEGINNING
BALANCE
$ 26,300,935
91,353,921
2,896,183
699,965
17,484,431
3,704,878
541,890
4,493,510
9,591,073
$ 157,066,786
$ 157,066,786
214,730
1,435,208
19,359,836
2,851,790
637,644
2020
MILL
LEVY
2021
BEGINNING
BALANCE
2021
MILL
LEVY
2021
PROPERTY
TAXES
7.986 $ 19,000,000 7.253 $ 109,499,472
1.550
0.872
2.712
1.692
14.812 $ 176,979,000
14.812 $ 176,979,000
86,250,000 1.325
2,800,000 0.810
684,000
52,500,000 3.146
3,700,000
545,000
4,500,000
7,000,000 2.272
20,000,000
12,226,460
47, 500, 000
34, 300, 000
14.806 $ 223,525,932
14.806 $ 223,525,932
215,578
3,000,000
19,000,000
0.226 2,850,000 0.232
640,000
3,500,000
$ 24,499,208 0.226 $ 25,705,578 0.232 $ 3,500,000
$ 181,565,994 15.038 $ 202,684,578 15.038 $ 227,025,932
106
Assessed Value $15,096,816,882
2021
INTERGOV'T
REVENUE
2021
OTHER
REVENUE
2021
INTERFUND
TRANSFER
$ 6,988,967 $ 39,910,920 $
13,800,000
33,660,634
500,000
4,557,268
8,373,399
25,250,000
10,000
1,677,577
712,000
2,200,000
725,000
2021
AVAILABLE
FINANCING
2021
APPRO-
PRIATIONS
- $ 175,399,359 $ 156,124,237 $
1,787,500 $ 147,087,500
$ 48,687,094
$ 1,194,000
$ 100,000,000
6,218,859 $ 16,153,704
12,351 $ 9,642,750
$ 6,700,000
- $ 42,025,000
$ 67,880,268 $ 70,485,497 $ 8,018,710 $ 546,889,407 $
(8,018,710) (8,018,710)
$ 67,880,268 $ 70,485,497 $ - $ 538,870,697 $
310,000
11,982,659
21,195,168
338,675
1,399,969
$ - $ 35,226,471 $
$ 67,880,268 $ 105,711,968 $
$ 525,578
$ 14,982,659
$ 40,195,168
$ 6,688,675
$ 2,039,969
$
$ 64,432,049 $
$ 603,302,746 $
68,991,268
45,887,094
507,587
10,000,000
12,453,704
9,097,750
2,835,000
11, 566,500
2021
ENDING
BALANCE
19,275,122
$ 78,096,232
$ 2,800,000
$ 686,413
$ 90,000,000
$ 3,700,000
$ 545,000
$ 3,865,000
317,463,140 $
(8,018,710)
309,444,430 $
310,000
11,982,659
21,195,168
3,838,675
1,399,969
38,726,471
348,170, 901
30,458,500
229,426,267
229,426,267
215,578
3,000,000
19,000,000
2,850,000
640,000
$ 25,705,578
$ 255,131,845
107
2021 BUDGET
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
2021
BEGINNING
BALANCE
2021
PROPERTY
TAXES
2021
INTERGOV'T
REVENUE
2021 2021
OTHER INTERFUND
REVENUE TRANSFER
$ 19,000,000 109,499,472 $ 6,988,967 $ 39,910,920 $
GROSS TOTALS $
LESS INTERFUND TRANSFE
NET TOTAL $
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
86,250,000
2,800,000
684,000
52,500,000
3,700,000
545,000
4,500,000
20,000,000
12,226,460
47,500,000
7,000,000 34,300,000
176,979,000 $ 223,525,932 $ 67,880,268 $ 70,485,497 $ 8,018,710
(8,018,710)
176,979,000 $ 223,525,932 $ 67,880,268 $ 70,485,497 $
13,800,000
33,660,634
500,000
4,557,268
8,373,399
25,250,000 1,787,500
10,000
1,677,577 6,218,859
712,000 12,351
2,200,000
215,578
3,000,000
19,000,000
2,850,000
640,000
3,500,000
0 725,000
310,000
11,982,659
21,195,168
338,675
1,399,969
NET TOTAL - IS FUNDS $ 25,705,578 $ 3,500,000 $ - $ 35,226,471 $
GROSS TOTAL ALL FUNDS $ 202,684,578 $ 227,025,932 $ 67,880,268 $ 105,711,968 $
108
Assessed Value $15,096,816,882
2021 2021
AVAILABLE PERSONNEL
FINANCING
2021
SERVICE/
SUPPLIES
2021
CAPITAL
2021
APPRO-
PRIATIONS
$ 175,399,359 $ 102,858,666 $ 52,324,831 $ 940,740 156,124,237 $
147,087,500
48,687,094
1,194,000
100,000,000
16,153,704
9,642,750
6,700,000
42,025,000
16,296,346
31,185,000
9,358,809
5,979,630
52,694,922
14,702,094
507,587
10,000,000
3,076,395
3,118,120
2,835,000
18,500
68,991,268
45,887,094
507,587
10,000,000
12,453,704
9,097,750
2,835,000
11,566,500 11,566,500
$ 546,889,407 $ 165,678,451 $ 139,258,949 $ 12,525,740 $ 317,463,140 $
(8,018,710) (8,018,710) (8,018,710)
$ 538,870,697 $ 165,678,451 $ 131,240,239 $ 12,525,740 $ 309,444,430 $
525,578
14,982,659
40,195,168
6,688,675
2,039,969
1,593,109
217,074
310,000
10,189,550
21,195,168
3,838,675
1,182,895
200,000
310,000
11,982,659
21,195,168
3,838,675
1,399,969
$ 64,432,049 $ 1,810,183 $ 36,716,288 $ 200,000 $ 38,726,471 $
$ 603,302,746 $ 167,488,634 $ 167,956,527 $ 12,725,740 $ 348,170,901 $
2021
ENDING
BALANCE
19,275,122
78,096,232
2,800,000
686,413
90,000,000
3,700,000
545,000
3,865,000
30,458,500
229,426,267
229,426,267
215,578
3,000,000
19,000,000
2,850,000
640,000
25,705,578
255,131,845
109
2020 ESTIMATE
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2020
BEGINNING
BALANCE
$ 26,300,935
2000 Public Works 91,353,921
2100 Social Services 2,896,183
2200 Conservation Trust 699,965
2300 Contingent 17,484,431
2500 Health Department 3,704,878
2600 Human Services 541,890
2700 Solid Waste 4,493,510
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure 9,591,073
2020
PROPERTY
TAXES
123,698,058
2020
INTERGOV'T
REVENUE
2020 2020
OTHER INTERFUND
REVENUE TRANSFER
$ 5,922,465 $ 27,348,276 $
24,000,000 16,200,000
13,511,213 32,266,000
- 435,000
42,000,000 -
- 4,585,148
- 8,271,249
26,200,000
1,000,000
25,340,797
10,000
1,612,325
641,000
2,006,490
1,075,000
550,000
6,206,070
12,351
GROSS TOTALS $ 157,066,786 $ 229,409,271 $ 68,679,862 $ 58,033,888 $ 6,768,421
LESS INTERFUND TRANSFE NET TOTAL $ 157,066,786 $ 229,409,271 $ 68,679,862 $ 58,033,888 $
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
214,730
1,435,208
19,359,836
2,851,790
637,644
3,500,000
310,000
13,150,338
20,267,676
203,200
1,377,445
NET TOTAL - IS FUNDS $ 24,499,208 $ 3,500,000 $ - $ 35,308,659 $
GROSS TOTAL ALL FUNDS $ 181,565,994 $ 232,909,271 $ 68,679,862 $ 93,342,547 $
(6,768,421)
110
Assessed Value $15,488,048,362
2020 2020
AVAILABLE PERSONNEL
FINANCING
2020
SERVICE/
SUPPLIES
2020
CAPITAL
2020
APPRO-
PRIATIONS
2020
ENDING
BALANCE
$ 183,269,734 $ 99,192,927 $ 62,388,194 $ 2,688,613 164,269,734 $ 19,000,000
156,894,718
48,673,396
1,144,965
60,034,431
16,108,421
9,466,490
6,500,000
37,866,073
16,294,816
30,347,100
9,407,352
5,761,950
54,349,902
15,526,296
460,965
7,534,431
2,993,569
3,159,540
2,000,000
7,500
70,644,718
45,873,396
460,965
7,534,431
12,408,421
8,921,490
2,000,000
30,866,073 30,866,073
$ 519,958,228 $ 161,004,145 $ 148,412,897 $ 33,562,186 $ 342,979,228 $
(6,768,421) (6,768,421) (6,768,421)
$ 513,189,807 $ 161,004,145 $ 141,644,476 $ 33,562,186 $ 336,210,807 $
524,730
14,585,546
39,627,512
6,554,990
2,015,089
1,606,119
317,951
309,152 309,152
9,744,219 235,208 11,585,546
20,627,512 20,627,512
3,704,990 3,704,990
1,057,138 1,375,089
$ 63,307,867 $ 1,924,070 $ 35,443,011 $ 235,208 $ 37,602,289
$ 576,497,674 $ 162,928,215 $ 177,087,487 $ 33,797,394 $ 373,813,096
86,250,000
2,800,000
684,000
52,500,000
3,700,000
545,000
4,500,000
7,000,000
176,979,000
176,979,000
215,578
3,000,000
19,000,000
2,850,000
640,000
$ 25,705,578
$ 202,684,578
111
2019 ACTUAL
SUMMARY OF MAJOR REVENUES AND EXPENDITURES
FUND
1000 General Fund
SPECIAL REVENUE FUNDS:
2000
2100
2200
2300
2500
2600
2700
Public Works
Social Services
Conservation Trust
Contingent
Health Department
Human Services
Solid Waste
CAPITAL PROJECT FUNDS:
4000 Capital Expenditure
2019
BEGINNING
BALANCE
$ 24,429,701
48,558,798
641,232
651,939
3,970,920
3,973,626
767,759
3,033,300
2019 2019
PROPERTY INTERGOV'T
TAXES REVENUE
2019 2019
OTHER INTERFUND
REVENUE TRANSFER
94,991,123 $ 6,951,267 $ 44,031,012 $
18,711,923 40,502,482
12,111,056 30,811,753
- 513,355
31,504,652 -
- 3,496,310
- 8,404,434
27, 094, 742 10, 827,239
30,785,305
16,753 2,000,000
14,001 -
8,859 -
3,017,509 2,518,671
410,718 12,351
2,632,148 -
1000000 1,293,980 5,000,000
GROSS TOTALS $ 113,122,017 $ 168,145,993 $ 91,679,601
LESS INTERFUND TRANSFE - - NET TOTAL $ 113,122,017 $ 168,145,993 $ 91,679,601
PROPRIETARY FUNDS:
5200
6000
6200
6300
6400
6500
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
161,990
557,567
19,269,067
315,344
712,082
2,703,969
$ 82,210,285 $ 9,531,022
(9,531,022)
$ 82,210,285 $
310,000
11,660,475
20,164,811
2,959,576
1,473,358
NET TOTAL - IS FUNDS $ 21,016,050 $ 2,703,969 $ - $ 36,568,220 $
GROSS TOTAL ALL FUNDS $ 134,138,067 $ 170,849,962 $ 91,679,601 $ 118,778,505 $
112
Assessed Value $11,540,042,396
2019 2019
AVAILABLE PERSONNEL
FINANCING
2019
SERVICE/
SUPPLIES
2019
CAPITAL
2019
APPRO-
PRIATIONS
2019
ENDING
BALANCE
$ 170,403,103 $ 89,720,273 $ 52,666,713 $ 1,715,182 144,102,168 $ 26,300,935
138,558,508
45,580,794
1,179,295
35,484,431
13,006,116
9,595,262
5,665,448
45,215,961
13,335,400
28,977,505
7,464,600
5,381,082
33,844,187
13,707,106
479,330
18,000,000
1,836,638
3,672,290
1,171,938
25,000 47,204,587
42,684,611
479,330
- 18,000,000
- 9,301,238
- 9,053,372
1,171,938
35,624,888 35,624,888
$ 464,688,918 $ 144,878,860 $ 125,378,202 $ 37,365,070 $ 307,622,132 $
(9,531,022) (9,531,022) (9,531,022)
$ 455,157,896 $ 144,878,860 $ 115,847,180 $ 37,365,070 $ 298,091,110 $
471,990
12,218,042
39,433,878
5,978,889
2,185,440
- 257,260
1,336,868 9,445,966
20,074,042
- 3,127,099
211,679 1,336,117
257,260
10,782,834
20,074,042
3,127,099
1,547,796
$ 60,288,239 $ 1,548,547 $ 34,240,484 $ - $ 35,789,031 $
$ 515,446,135 $ 146,427,407 $ 150,087,664 $ 37,365,070 $ 333,880,141 $
91,353,921
2,896,183
699,965
17,484,431
3,704,878
541,890
4,493,510
9,591,073
157,066,786
157,066,786
214,730
1,435,208
19,359,836
2,851,790
637,644
24,499,208
181,565,994
113
GOVERNMENT FUNDS
2019-2021
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Licenses and permits
Intergovernmental
Miscellaneous
Fees
Charges for Services
Total Estimated Financial Sources
EXPENDITURES
Current:
General government
Public safety
Public works
Public health and welfare
Human services
Culture and recreation
Miscellaneous
Capital outlay
Contingency/Reserves
Total Use of Resources
Net Increase (Decrease) in Fund Balance
Fund balance at Beginning of the Year
Fund Balance at End of Year - without
Unspent Contingencies/Reserves $ 157,066,786 $ 176,979,000 $ 229,426,267
Contingencies/Reserves Appropriated
but Unspent
Fund Balance at End of Year - with
Contingencies/Reserves $ 157,066,786 $ 176,979,000 $ 239,426,267
ACTUAL
2019
185,529,884
5,841,206
91,679,601
27,891,015
17,478,918
13,615,255
$ 342,035,879
53,155,883
70,891,003
56,037,195
52,298,447
9,053,372
2,285,297
745,025
35,624,888
$ 18,000,000
PROJECTED
2020
234,130,533
6,880,000
67,679,862
21,823,600
14,109,600
11,499,426
$ 356,123,021
51,702,785
78,978,533
85,564,530
58,471,756
9,207,825
1,118,796
12,766,078
30,866,073
$ 7,534,431
BUDGET
2021
236,325,932
5,366,500
67,880,268
25,520,281
16,145,600
10,653,116
$ 361,891,697
50,975,105
79,083,213
80,170,775
58,631,798
9,190,975
1,079,624
8,746,440
11,566,500
$ 10,000,000
$ 298,091,110 $ 336,210,807 $ 309,444,430
43,944,769 19,912,214 52,447,267
$ 113,122,017 $ 157,066,786 $ 176,979,000
10,000,000
114
PROPRIETARY FUNDS
2019-2021
SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES
REVENUES
Taxes
Intergovernmental
Fees
Charges for Services
ACTUAL
2019
PROJECTED
2020
$ 2,703,969 $ 3,500,000 $
36,568,220 35,308,659
BUDGET
2021
3,500,000
35,226,471
Total Estimated Financial Sources $ 39,272,189 $ 38,808,659 $ 38,726,471
EXPENDITURES
Regional Crime Lab
Fleet Services
Health Insurance
Insurance
Telecom Service
Weld Finance Corp
$ 257,260 $ 309,152 $
10,782, 834 11, 585, 546
20,074,042 20,627,512
3,127, 099 3,704,990
1,547,796 1,375,089
310,000
11,982, 659
21,195,168
3,838,675
1,399, 969
Total Use of Resources $ 35,789,031 $ 37,602,289 $ 38,726,471
Net Increase (Decrease) in Fund Balance 3,483,158 1,206,370
Fund balance at Beginning of the Year 21,016,050 24,499,208 25,705,578
Fund Balance at End of Year - without
Unspent Contingencies/Reserves 24,499,208 25,705,578 25,705,578
Contingencies/Reserves Appropriated
but Unspent
Fund Balance at End of Year - with
Contingencies/Reserves $ 24,499,208 $ 25,705,578 $ 25,705,578
115
Weld County, Colorado
2020 Taxable Assessed Value
Class
Vacant
Residential
Commercial
Industrial
Agricultural
Natural Rsc
Oil & Gas
State Assd
Total Value:
Less TIF Value
Net Total:
2019 Final
Assessed Value
107,972,850
2,284,713,810
1,151,473,230
1,098,776,190
205,270,290
25,818,190
9,924,962,280
933,460,400
$ 15,732,447,240
$ (244, 398, 878)
$ 15,488,048,362
12000
10000
8000
> 0
.3 O 6000
0
c 4000
U)
Q
2000
Value Changes 2019-2020
m
i
,,,„
Greic\ G�a� ��\a� J�a Q -s a5 y5d
a e �� � J a G P
J deco. Go�� \tea P���� �� o�4r a��
Class
2020 Final
Assessed Value
94, 340, 330
2, 383, 530, 790
1,207,807,140
1,399,467,330
209,719,490
27,191,410
9,012,607,540
1, 080, 562, 310
Change $
(13,632,520)
98, 816, 980
56, 333, 910
300, 691,140
4,449,200
1,373,220
(912,354,740)
147,101,910
$ 15,415,226,340 $ (317,220,900)
$ (318,409,458)
$ 15, 096, 816, 882 $ (391, 231,480)
Change %
-12.63%
4.33%
4.89%
27.37%
2.17%
5.32%
-9.19%
15.76%
- 2.02%
- 2.53%
Assessed Value By Class
2020
State Assd
7%
Oil & Gas
59%
Vacant
1% Residential
15%
Commercial
8%
Industrial
9%
\ \_ Agricultural
1%
Natural Rsc
0%
Source: Weld Assessor 8/26/2020
116
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT TOTAL
MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICES
OFFICE OF THE BOARD
PUBLIC TRUSTEE
CLERK & RECORDER
ELECTIONS
TREASURER
ASSESSOR
COUNTY COUNCIL
DISTRICT ATTORNEY
SHERIFF
CORONER
CLERK TO THE BOARD
TOTAL
MANDATED:STATE/FEDERAL COUNTY COST
INMATE SERVICES AND SECURITY
COURTS AND TRANSPORTATION
COMMUNITY CORRECTIONS
SOCIAL SERVICES
HUMAN RESOURCES
PUBLIC HEALTH
TOTAL
CRITICAL -- NON -MANDATED COUNTY COST
PUBLIC SAFETY INFORMATION SYSTEM
CRIME LAB
POLICE SERVICES (LEVEL)
SHERIFF CONTRACT SERVICES
COMMUNICATIONS -COUNTY -WIDE
OFFICE EMERGENCY SERVICES
DRUG TASK FORCE
TOTAL
$ 934,135 $ 457,443 $ 1,391,578
(127,333) $ 6,583 (120,750)
(3,698,198) $ 948,680 (2,749,518)
1,084,557 $ 398,628 1,483,185
(5,850,778) $ - (5,850,778)
3,797,143 $ 712,409 4,509,552
52,774 $ 8,348 61,122
7,164,071 $ 758,296 7,922,367
6,738,558 $ 1,977,659 8,716,217
1,499,585 $ 254,729 1,754,314
664,007 $ 169,416 833,423
$ 12,258,521 $ 5,692,191 $ 17,950,712
$ 30,457,305 $ 5,394,140 $ 35,851,445
4,342,645 $ 4,342,645
0 $ 312,846 312,846
12,226,460 $ 3,339,647 15,566,107
12,351 $ 764,896 777,247
5,708,281 $ 1,026,895 6,735,176
$ 52,747,042 $ 10,838,424 $ 63,585,466
$ 1,308,157 $ - $ 1,308,157
690,386 $ 139,448 829,834
10,636,512 $ 2,081,407 12,717,919
(17,087) $ (17,087)
3,705,468 $ 3,705,468
463,680 $ 184,190 647,870
319,923 $ 5,818 325,741
$ 17,107,039 $ 2,410,864 $ 19,517,903
117
NET PROGRAM COST
ALLOCATED
NET COST SUPPORT
TOTAL
LOCAL DISCRETION
INNOVATION & TECHNOLOGY PROJECTS
PLANNING & ZONING/BLDG INSP
OIL AND GAS ENERGY
COMMUNITY DEVELOPMENT BLOCK GRANT
ANIMAL CONTROL/CODE ENFORCEMENT
NOXIOUS WEEDS
EXTENSION SERVICE
VETERANS SERVICES
AIRPORT
MENTAL HEALTH
MISSILE SITE PARK
COUNTY FAIR
DEVELOPMENTALLY DISABLED
SENIOR COORDINATORS
VICTIM/WITNESS ASSISTANCE
JUVENILE DIVERSION
VICTIM ADVOCATES
WASTE WATER MANAGEMENT
ECONOMIC DEVELOPMENT
PUBLIC INFORMATION
GEOGRAPHICAL INFORMATION SYSTEM
COMMUNITY AGENCY GRANTS
PARKS AND TRAILS
ISLAND GROVE BUILDING
JUSTICE SERVICES
WORK RELEASE
ADULT DIVERSION
WELD PLAZA BUILDING
BRIGHT FUTURES
ASSET & RESOURCE MANAGEMENT
TOTAL
PUBLIC WORKS
ENGINEERING
TOTAL
CAPITAL:
EQUIPMENT
BUILDINGS
TOTAL
SUPPORT FUNCTION
COUNTY ATTORNEY
BUILDING & GROUNDS
FINANCE & ADMINISTRATION
ACCOUNTING
PURCHASING
HUMAN RESOURCES
TELECOM SERVICES
INSURANCE
NON -DEPARTMENTAL
BUILDING RENTS
INFORMATION TECHNOLOGY
PRINTING & SUPPLY
TOTAL
0
1,000,346
378,146
1,000,000
241,527
999,763
447,562
247,343
0
291,000
0
159,634
38,225
40,000
618,913
72,213
56,600
10,000
0
339,415
189,455
15,000
239,000
173,403
1,370,915
1,044,120
150,833
(655,111)
242,140
4,546,932
- $
606,320
201,897
49,637
264,119
41,729
16,386
4,106
7,427
96,372
13,383
944
40,569
440,625
245,898
232,695
1,606,666
580,043
0
241,527
1,049,400
711,681
289,072
16,386
291,000
4,106
167,061
38,225
40,000
715,285
85,596
56,600
10,000
944
379,984
630,080
15,000
239,000
173,403
1,616,813
1,276,815
150,833
(655,111)
242,140
4,546,932
$13,257,374
2,262,109 $ 14,519,483
$ 20,000,000 $ 4,059,622 $ 24,059,622
11,179,507 $ 657,920 11,837,427
$ 31,179,507 $ 4,717,542 $ 35,897,049
$ - $
44,300,000 $
$ 44,300,000 $
44,300,000
- $ 44,300,000
$ 1,219,840
8,842,495
604,885
1,178,223
341,646
1,942,793
0
3,500,000
918,750
0
10, 364,100
160,528
$ 29,073,260 $ (29,073,260) $
$ (1,219,840) $
(8,842,495)
(604,885)
(1,178,223)
(341,646)
(1,942,793)
0
(3,500,000)
(918,750)
0
(10,364,100)
(160,528)
0
0
0
0
0
0
0
0
0
0
0
118
SEVEN YEAR TREND
Beginning Fund Balance
250,000,000
.2_02,6''''''''
200,000,000
150,000,000
100,000,000
50,000,000
/
145,535,000
106,55° 000
125 211 .p0° 1$60 °00
12
92-,69°P°0
114 260,0°0
2015
2016
2017
2018
2019
2020
2021
119
SEVEN YEAR TREND
County Expenditures
2015
2016
2017
2018
2019
2020
2021
❑ Gen Gov
❑ Public Safety
❑ Roads & Bridges
120
County Citizens
Assessor
County
Council
Board of Coun
Commissioners
Aar
I
Sheriff
Corrections, Law Enforcement,
Animal Control, Forensic Lab
sk Force, Code Enforcement
Clerk and
Recorder
Recording, Motor Vehicle, Elections
County
Attorney
Department of
Finance and
Administration
Commissioner
Coordinator
Accounting
Budget
Capital Projects
Contract Administration
Grant Administration
Finance Division
Human Resources
Printing and Supply
Purchasing
Risk Management
Special Projects
Treasurer's Office
l
Clerk to the Board
Oil and Gas Energy
Housing Authority
Department of
Public Health and
Environment
Commissioner
Coordinator
Health Administration
Ervironmental Health
Public Health Services
Health Communication,
Education and Planning
Bcard of Public Health
Coroner
Justice Services
Communications
Wireless
Communications
Information Services
GIS and Mapping
Telecom Services
Public Safety IT
I
Department of
Public Works
Commissioner
Coordinator
Engineering
Road and Bridge
Buildings and
Grounds
Veterans Services
Office of
Emergency
Management
Fleet Services
Department of
Planning Services
Commissioner
Coordinator
Planning and Zoning
Building Inspection
Board of Adjustment
International Building Code
Planning Commission
Utility Board
County Extension
Office
Fair Bcard
Red = Elected
ositions
Department of
Human Services
Commissioner
Coordinator
Human Services
Social Services
AAA
Child Support
Assistance Payments
Child/Adult Protection
Employment Services
SUMMARY OF
COUNTY FUNDED FULL TIME EQUIVALENTS (FTE)
2021
DEPARTMENT
LAST
ACTUAL
YEAR
2019
CURRENT
YEAR 2020
REQUEST
BUDGET
2021
FINAL
BUDGET
2021
CURRENT TO
FINAL
CHANGE
GENERAL FUND:
Office of the Board
6.000
6.000
6.000
6.000
Public Information
4.000
4.000
4.000
4.000
County Attorney
5.000
5.000
5.000
5.000
Public Trustee
0.000
0.000
2.500
2.500
+ 2.500
Clerk to the Board
7.750
7.750
7.750
7.750
Clerk and Recorder
55.000
59.000
59.000
59.000
Elections
5.000
7.000
7.000
7.000
Treasurer
10.000
10.000
10.000
10.000
Assessor
37.500
37.500
38.500
38.500
+ 1.000
County Council
1.000
1.000
1.000
1.000
District Attorney
59.000
64.000
64.000
64.000
Juvenile Diversion
1.500
1.500
1.500
1.500
Restorative Justice
0.250
0.000
0.000
0.000
Victim Witness
12.500
13.500
13.750
13.750
+ 0.250
Finance and Administration
2.000
2.000
2.000
2.000
Accounting
8.000
8.000
8.000
8.000
Purchasing
3.000
3.000
3.000
3.000
Human Resources
15.000
15.000
15.000
15.000
Planning and Zoning
19.000
16.000
16.000
16.000
Community Develop (CDBG)
0.000
0.500
1.500
1.500
+ 1.000
Buildings and Grounds
30.500
35.000
38.000
38.000
+ 3.000
Information Services
49.000
50.000
51.000
51.000
+ 1.000
Printing and Supply
4.000
4.000
4.000
4.000
SO Admin Patrol
15.000
17.000
17.000
17.000
SO Admin Detention
29.000
30.000
31.000
31.000
+ 1.000
SO Prof. Standards
7.000
10.000
10.000
10.000
SO Civil Unit
6.000
6.000
7.000
7.000
+ 1.000
SO Support Services
7.000
7.000
7.000
7.000
SO Records Unit
N/A
12.000
12.000
12.000
SO Evidence Unit
N/A
2.000
2.000
2.000
Sheriff Patrol
60.000
62.000
62.000
62.000
Sheriff Investigations
19.000
19.000
19.000
19.000
Municipal Contract
2.000
2.000
2.000
2.000
Animal Control/Code
Enforcement
3.000
3.000
3.000
3.000
122
DEPARTMENT
LAST
ACTUAL
YEAR
2019
CURRENT
YEAR 2020
REQUEST
BUDGET
2021
FINAL
BUDGET
2021
CURRENT TO
FINAL
CHANGE
Crime Lab
4.000
5.000
5.000
5.000
Victim Advocates
3.000
3.000
3.000
3.000
Drug Task Force
2.000
2.000
2.000
2.000
Inmate Services
20.000
20.000
20.000
20.000
Security
201.000
201.000
223.000
223.000
+ 22.000
Courts and Transport
29.000
35.000
35.000
35.000
Communications
78.000
78.000
78.000
78.000
PS Information Systems
9.000
10.000
10.000
10.000
PS Wireless Communications
1.000
1.000
1.000
1.000
Coroner
10.000
10.000
11.400
11.400
+ 1.400
Justice Services
13.500
15.500
15.500
15.500
Work Release
21.000
21.000
21.000
21.000
Adult Diversion
1.250
1.500
1.500
1.500
Community Corrections
1.000
1.000
1.000
1.000
Building Inspection
13.000
13.000
13.000
13.000
Oil and Gas Energy
9.000
15.000
9.000
9.000
- 6.000
Noxious Weeds
2.000
2.000
2.000
2.000
Office of Emergency Mgt.
4.000
4.000
4.000
4.000
General Engineering
35.000
38.000
39.000
38.000
Missile Site
1.000
1.000
0.000
0.000
- 1.000
Bright Futures
2.000
2.000
2.000
2.000
Extension Service
12.375
12.375
12.375
12.375
Fair
1.250
1.250
1.250
1.250
Veteran's Office
3.000
3.000
3.000
3.000
TOTAL GENERAL FUND
959.375
1,015.375
1,043.525
1,042.525
+ 27.150
PUBLIC WORKS:
Administration
9.000
9.000
10.000
10.000
+ 1.000
Trucking
33.000
33.000
33.000
33.000
Motor Graders
51.000
51.000
52.000
52.000
+ 1.000
Bridge Construction
30.000
32.000
32.000
32.000
Maintenance Support
10.000
12.000
12.000
12.000
Mining
7.000
7.000
7.000
7.000
Pavement Management
21.000
21.000
21.000
21.000
TOTAL PUBLIC WORKS
161.000
165.000
167.000
167.000
+ 2.000
123
DEPARTMENT
LAST
ACTUAL
YEAR
2019
CURRENT
YEAR 2020
REQUEST
BUDGET
2021
FINAL
BUDGET
2021
CURRENT TO
FINAL
CHANGE
HEALTH FUND:
Administration
11.750
14.000
12.000
12.000
- 2.000
Health Communication
17.625
17.375
17.125
17.125
- 0.250
Environmental Services
29.000
31.400
30.275
30.275
- 1.125
Health Preparedness
2.000
2.000
2.000
2.000
Public Health Services
40.70
41.300
41.200
41.200
- 0.100
TOTAL HEALTH FUND
101.075
106.075
102.600
102.600
- 3.475
SOCIAL SERVICES
361.000
361.000
361.000
361.000
HUMAN SERVICES
87.000
89.000
89.000
89.000
FLEET SERVICES
18.000
18.000
18.000
18.000
TELECOM SERVICES
3.000
3.000
2.000
2.000
- 1.000
GRAND TOTAL
1,690.450
1,757.450
1,783.125
1,782.125
+ 24.675
124
GENERAL FUND
Revenue Changes
$140,000,000
$120.000.000
$100.000.000
$80,000,000
$60.000.000
$40.000.000
$20,000.000
$0
2020 2021
I
tea+ ,}e`' ��5 �a• `,�5 °� e`' �5 G° es ode �`�e� et. Je� eo�g °� I �
Qt p ke ��o Gem`' •�e�`.� �
cis
C,r
2021 Revenue
Total $175,399,359 (2020 $176,661,234)
Property Tax
$109,499,472
63%
Fund Balance
$19,000,000
11%
Other Taxes
$0
0%
Miscellaneous
$12,466,504
7%
Fee Accounts
$15,920,600
9%
Intergovernmental
$6,988,967
4%
Licenses/Permits
$4,083,500
2°/0
Charges for Services
$7,100,316
4%
Fines/Forfeitures
$340,000
0°/0
125
GENERAL FUND
EXPENDITURE CHANGES
$80,000,000
$70.000.000
$60,000,000
$50,000,000
$40,000.000
$30,000,000
$20.000.000
$10.000,000
$0
® 2020 O2O21
Public Safety General Gov. Hea th & Human Serv. Misc. Auxilary Culture/Rec. Public Works
Welfare
2021 Expenditures
Total $156,124,237 (2020 $158,619,734)
General Gov.
$50.975.105
33%
Public Safety
$79.083,213
51%
Health & Welfare
$5,999,281
4%
Human Serv.
$105,576 Misc.
0% $7.243.073
5%
Auxilary
$966,445
0%
Culture/Rec.
$572,037
0%
Public Works
$11,179,507
7%
126
SEVEN YEAR TREND
General Government
$60
$55
$50 _
$45
$40
$35
U,
z
O $30
2
S25
$20
$15 _
$10 _
$0
2015
2016
I Tr
2017
2018
2019
y
2020
2021
127
SEVEN YEAR TREND
Public Safety
i
2015 2016
2017 2018 2019
2020 2021
SEVEN YEAR TREND
Health & Welfare
$70
$60
$50
$40
U,
z
O
J
-J
5
$30
$20
$10
$0
2015
2016
2017 2018
2019
2020
2021
GENERAL FUND SUMMARY
The General Fund is funded at the level of $156,124,237 down $2,495,497 or 1.60% Without
including adjustments for salary step increases, the budget for general government functions is
down $727,680. Building and Grounds is up $994,742 or 12.67% largely due to County
construction on ten facilities and additions: Evidence Storage Building, Coroner Building, Clerk
and Recorder Building, Jail Wing addition, Oil Gas & Energy building, Car Wash building, Public
Works office addition, and three buildings at the new Mead Grader Complex. These new or
expanded facilities result in increases of personnel service, supplies and purchased services.
The Elections budget is down $1,205,788 since there will only be one election in 2021 versus
three in 2020. District Attorney is up $90,218 due to the upgrade of four positions.
Information Technology (IT) is down $897,810 primarily due a reduction in capital expenditure. IT
capital is funded in accordance with the Five -Year Capital Improvement Plan. $500,000 included
for new technology and innovation projects in the Innovation and Technology budget for the last
six years has been transferred to the IT budget, since the projects were primarily IT projects. With
this budget transfer the IT budget is down a total of $1,397,810.
Public Safety functions are up $104,680. The overall Sheriffs Office recommended budget is up
in net county costs by $2,153,329 4.20%. The Sheriff's Personnel Services are increasing by
$2,520,640 or 6.01%. The Sheriff's Office is requesting a total increase of 24 positions in 2021
primarily to accompany the increased demand in Civil Unit, cover shifts in the jail appropriately
and to be able to shift existing inmates over to the new 2 West Wing once it opens in 2021. Sheriff
supplies are up $145,257 for new uniforms, new radios, and ammunition. Purchased Services for
the Sheriff are down $422,156 primarily due to the Sheriff no longer contracting with the Greeley
Police Department for evidence and records. Revenues in the Sheriff's Office are up $29,462
primarily from grants. The total impact of SB 20-217 on the Sheriff's operations and budget may
require some adjustments in the budget in 2021 as the changes evolve.
Communications gross county costs are down $1,737,529 due to an accounting change between
the General Fund and E911. Net county costs down $882,959 with the new user rate structure
adopted by the Board in May 2019, which increased the user fee for fire agencies to 40% of actual
costs starting in 2020, and phase in the user fee increase for law agencies by charging 25% in
2020, 32.5% in 2021, and 40% in 2022. Public Safety Information Services is up $360,506
primarily for software increases and the accommodation of the Spillman conversion to the Central
Square software. Other Public Safety budgets are stable with little or no increases.
Due to the passage of SB 19-181 making major changes in the regulation of oil and gas
development in the state the Board of County Commissioners created the Oil and Gas Energy
Department on July 16, 2019. With the slow down in oil and gas activity due to the COVID
pandemic and drop in oil and gas prices the department has been reduced from 15 employees to
9 employees. The 2021 budget has dropped $564,354 to $1,415,646 and revenues are down
$942,500 to $1,037,500 resulting in a net county cost of $378,146.
Engineering is down $3,692,148 because of reductions in the amount for engineering, design and
rights -of way for road and bridge projects in 2021. General Fund's subsidy to the Public Health
Department is up $114,957 due to anticipated salary step increases. An increase of $1,767,391
is included for other General Fund departments' anticipated salary step increases in 2021. No
cost of living adjustment is included due to the economic downturn from the COVID pandemic.
Health insurance rates will remain the same for employees and the employer in 2021. This will
mean health insurance rate decreased 11.8% in the last seven years.
130
The available resources to the General Fund are $175,399,359 compared to $176,661,234 in
2020, down $1,261,875. Property taxes are budgeted at $109,499,472 down $5,949,848.
Revenue from interest earnings are unchanged at $4,000,000 for 2021, due to higher cash
balances in the next year, but lower interest rates. Intergovernmental revenues are up $1,066,502
primarily from budgeting for the first time Community Development Block Grant revenues of
$1,000,000. Charges for Services are down $1,103,510 primarily from accounting changes
related to Communications ($1,131,024). Fines from traffic enforcement are down $35,000 due
to less traffic enforcement resulting from SB 20-217. Licenses and permits are down $1,402,500
with $942,500 attributed to the reduction from oil and gas energy fees and $460,000 for building
inspection and planning fees. Indirect cost recovery is up $536,277 due to Social Services'
allocation. Treasurer fees are up $2,000,000. All other revenues are relatively stable with little
change.
The beginning fund balance is anticipated to be $19,000,000 for 2021. An estimated ending fund
balance of $19,275,122 is projected for year-end. The fund balance amount serves as an
additional contingency amount during the fiscal year. This fund balance amount is consistent with
the anticipated ending fund balances for the last few years. It is prudent fiscal management for
Weld County to maintain an anticipated fund balance of this level to respond to unforeseen needs
of the citizens of Weld County in 2021 and future years.
131
GENERAL FUND
SUMMARY OF REVENUES
2421
Fund Org Acct Account Title
2020 2421 2421 2421
Budget Request Recommend Final
TAXES
1044 90100 4112 CURRENT PROPERTY TAXES
1000 90100 4116 PROPERTY TAX ADJUSTMENT
1000 90100 4117 PERSONAL PROPERTY TAX INCENTIVE
1000 90100 4140 SEVERANCE TAXES
1004 90100 4150 TOBACCO PRODUCTS
TOTAL TAXES
LICENSES AND PERMITS
1000 90100 4215 LICENSES, LIQUOR/DANCE
1000 17100 4221 PERMITS
1044 25200 4221 PERMITS
1044 25100 4222 BUILDING
1044 25100 4224 ELECTRICAL
1004 25100 4226 PLAN CHECK
TOTAL LICENSES AND PERMITS
INTERGOVERMENTAL
1000 26200 4311 FEMA REIMBURSEMENT
1000 21300 4320 FEDERAL GRANTS
1000 15100 4336 REIMBURSEMENTS
1000 21200 4336 REIMBURSEMENTS
1000 21260 4336 REIMBURSEMENTS
1044 24410 4336 REIMBURSEMENTS
1044 24420 4336 REIMBURSEMENTS
1044 15200 4340 GRANTS
1000 15250 4340 GRANTS
1000 15300 4340 GRANTS
1000 17150 4340 GRANTS
1044 21260 4340 GRANTS
1044 21300 4340 GRANTS
1000 24200 4340 GRANTS
1000 24410 4340 GRANTS
1000 26200 4340 GRANTS
1000 96400 4340 GRANTS
1120 15300 4340 GRANTS
1130 15300 4340 GRANTS
116019 24220 4340 GRANTS
116020 24220 4340 GRANTS
1000 90100 4352 THORNTON
1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY
1044 21300 4354 CITIES AND TOWNS
1044 24415 4354 CITIES AND TOWNS
1000 90100 4355 ERIE URBAN RENEWAL AUTHORITY
1000 90100 4357 SOUTH FIRESTONE URA
1000 90100 4358 FORT LUPTON URA
1000 90100 4359 MEAD URA (MURA)
1000 90100 4360 EAGLE BUSINESS PARK URA
1000 90100 4361 EVANS URA
1000 90100 4362 NORTH FIRESTONE URA
1000 90100 4363 WYNDAM HILL URA
TOTAL INTERGOVERENTAL
123,698,058
(8,248,738)
170,000
115,619,320
112,353,286
112, 353, 286
112,353,286 112,353,286
6,000
650,000
1,980,000
1,300,000
1,000,000
550,000
5,486,000 4,083,500 4,083,500
6,000
500,000
1,037,500
1,100,000
1,000,000
440,000
6,000
500,000
1,037,500
1,100,000
1,000,000
440,000
139,600 111,729 111,729
75,160 75,160 75,160
124,960 124,960 124,960
25,000 30,000 30,000
58,000 6,000 6,000
20,000 20,000 20,000
10,000 5,000 5,000
95,359 153,000 153,000
95,162 - -
156,334 144,299 144,299
- 1,000,000 1,000,000
5,000 17,000 17,000
71,638 71,638 71,638
121,077 119,334 119,334
308,000 308,000 308,000
55,000 76,000 76,000
29,400 29,400 29,400
157,272 162,192 162,192
136,182 136,182 136,182
3,236,721 - -
- 3,046,531 3,046,531
65,053 65,053 65,053
238,270 285,959 285,959
40,500 36,000 36,000
420,000 430,000 430,000
9,584 165,546 165,546
89,116 36,089 36,089
15,957 20,039 20,039
124,120 199,215 199,215
- 31,745 31,745
- 172 172
- 81,826 81,826
- 898 898
5,922,465 6,988,967 6,988,967
132
GENERAL FUND
SUMMARY OF REVENUES
2421
Fund Org Acct Account Title
2020 2021 2021 2021
Budget Request Recommend Final
CHARGES FOR SERVICES
1000 10400 4410 CHARGE FOR SERVICES
1044 11200 4410 CHARGE FOR SERVICES
1044 15100 4410 CHARGE FOR SERVICES
1044 15200 4410 CHARGE FOR SERVICES
1000 17200 4410 CHARGE FOR SERVICES
1000 17350 4410 CHARGE FOR SERVICES
1000 17600 4410 CHARGE FOR SERVICES
1044 21100 4410 CHARGE FOR SERVICES
1044 21110 4410 CHARGE FOR SERVICES
1044 21130 4410 CHARGE FOR SERVICES
1000 21210 4410 CHARGE FOR SERVICES
1000 22100 4410 CHARGE FOR SERVICES
1000 22400 4410 CHARGE FOR SERVICES
1044 22500 4410 CHARGE FOR SERVICES
1044 24100 4410 CHARGE FOR SERVICES
1044 24125 4410 CHARGE FOR SERVICES
1044 24150 4410 CHARGE FOR SERVICES
1000 24410 4410 CHARGE FOR SERVICES
1000 26100 4410 CHARGE FOR SERVICES
1044 50100 4410 CHARGE FOR SERVICES
1044 90100 4420 PARKING
1044 13100 4430 SALE OF SUPPLIES
1000 17600 4430 SALE OF SUPPLIES
1000 24100 4430 SALE OF SUPPLIES
TOTAL CHARGES FOR SERVICES
FINES
1044 21200 4510 FINES
1000 90100 4510 FINES
TOTAL FINES
MSICELLANEOUS
1044 90100 4610 EARNINGS ON INVESTMENTS
1044 17250 4624 RENTS FROM BUILDINGS
1000 22100 4624 RENTS FROM BUILDINGS
1000 90100 4624 RENTS FROM BUILDINGS
1000 90100 4650 OVERHEAD
1044 21110 4670 REFUND OF EXPENDITURE
1044 21260 4670 REFUND OF EXPENDITURE
1044 22100 4670 REFUND OF EXPENDITURE
1000 24410 4670 REFUND OF EXPENDITURE
1000 24420 4670 REFUND OF EXPENDITURE
1000 23200 4680 OTHER
TOTAL MISCELLANEOUS
FEES, CABLE, FRANCISE
1044 12100 4720 ADVERTISING FEES
1000 10300 4730 OTHER FEES
1000 11100 4730 OTHER FEES
1000 12100 4730 OTHER FEES
1044 13100 4730 OTHER FEES
1044 21110 4730 OTHER FEES
1044 90100 4740 FEES, CABLE FRANCHISE
TOTAL FEES
TOTAL GENERAL FUND
8,297
350,000
60,000
4,000
4,500
260,000
215,000
60,000
150,000
225,500
4,661,612
447,967
285,400
35,000
964,350
16,000
400,000
6,000
5,000
18,700
500
22,000
4,000
8,203,826 7,100,316 7,100,316
350,000
60,000
4,000
5,000
3,500
260,000
175,000
30,000
150,000
309,587
3,530,588
389,391
285,400
35,000
964,350
15,000
500,000
6,000
19,000
500
4,000
4,000
350,000
60,000
4,000
5,000
3,500
260,000
175,000
30,000
150,000
309,587
3,530,588
389,391
285,400
35,000
964,350
15,000
500,000
6,000
19,000
500
4,000
4,000
340,000
35,000
300,000
40,000
300,000
40,000
375,000
340,000 340,000
4,000,000 4,000,000
1,409,060 1,409,060
88,911 105,735
486,472 486,472
5,300,908 5,837,185
8,500 1,500
- 40,000
241,422 501,052
4,000 4,000
30,000 35,000
750 46,500
4,000,000
1,409,060
105,735
486,472
5,837,185
1,500
40,000
501,052
4,000
35,000
46,500
11,570,423
12,466,544 12,466,504
8,000
296,600
8,250,000
5,000,000
50,000
200,000
80,000
8,000
296,600
8,250,000
7,000,000
50,000
235,000
81,000
8,000
296,600
8,250,000
7,000,000
50,000
235,000
81,000
13,884,600 15,920,600 15,920,600
161,061,234
159,253,173 159,253,173
133
GENERAL FUND
SUMMARY OF EXPENDITURES
2021
Fund Org Expenditure Function
GENERAL GOVERNMENT
1000 10100 OFFICE OF THE BOARD 934,135 934,135 934,135 0
1000 10150 PUBLIC INFORMATION 345,437 339,415 339,415 0
1000 10200 COUNTY ATTORNEY 1,228,137 1,219,840 1,219,840 0
1000 10300 PUBLIC TRUSTEE 287,635 169,267 169,267 0
1000 10400 CLERK TO THE BOARD 624,184 664,007 664,007 0
1000 11100 COUNTY CLERK 1,010,490 1,007,300 1,007,300 0
1000 11200 ELECTIONS AND REGISTRATION 2,640,345 1,434,557 1,434,557 0
1000 11300 MOTOR VEHICLE 3,521,162 3,544,502 3,544,502 0
1000 12100 TREASURER'S OFFICE 1,154,717 1,157,222 1,157,222 0
1000 13100 ASSESSOR 3,764,332 3,847,643 3,847,643 0
1000 14100 COUNTY COUNCIL 52,774 52,774 52,774 0
1000 15100 DISTRICT ATTORNEY 7,258,813 7,349,031 7,349,031 0
1000 15200 JUVENILE DIVERSION 172,572 229,213 229,213 0
1000 15250 RESTORATIVE JUSTICE 95,162 0 0 0
1000 15300 VICTIM WITNESS 774,255 763,212 763,212 0
1120 15300 VICTIM WITNESS 157,272 162,192 162,192 0
1130 15300 VICTIM WITNESS 136,182 136,182 136,182 0
1000 16100 FINANCE 604,885 604,885 604,885 0
1000 16200 ACCOUNTING 1,141,750 1,178,223 1,178,223 0
1000 16300 PURCHASING 342,896 341,646 341,646 0
1000 16400 HUMAN RESOURCES 1,903,001 1,942,793 1,942,793 0
1000 17100 PLANNING OFFICE 2,494,211 2,314,039 2,314,039 0
1000 17150 COMMUNITY DEV BLOCK GRANT 100,000 1,000,000 1,000,000 0
1000 17200 BUILDINGS AND GROUNDS 7,852,753 8,847,495 8,847,495 0
1000 17250 WELD PLAZA 753,949 753,949 753,949 0
1000 17300 INFORMATION SERVICES 11,261,910 10,364,100 10,364,100 0
1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 146,298 192,955 192,955 0
1000 17375 INOVATION AND TECHNOLOGY PROJECTS 500,000 0 0 0
1000 17600 PRINTING AND SUPPLY 443,528 424,528 424,528 0
TOTAL GENERAL GOVERNMENT 51,702,785 50,975,105 50,975,105 0
2020 2021 2021 2021
Budget Request Recommend Final
PUBLIC SAFETY
1000 21100 ADMINISTRATION
1000 21110 BOOKING
1000 21120 PROFESSIONAL STD
1000 21130 CIVIL
1000 21140 SUPPORT SERVICES
1000 21150 RECORDS UNIT
1000 21160 EVIDENCE UNIT
1000 21200 PATROL
1000 21205 INVESTIGATIONS
1000 21210 CONTRACT SERVICES
1000 21230 ORDINANCE ENFORCEMENT
2,080,946 2,073,918 2,073,918 0
2,677,902 2,466,831 2,449,323 0
1,718,424 1,804,387 1,804,387 0
416,110 523,973 523,973 0
1,240,945 1,450,129 1,431,354 0
1,139,799 1,140,833 957,493 0
228,932 262,308 189,308 0
8,745,079 8,589,399 8,589,399 0
2,277,565 2,377,113 2,377,113 0
252,663 292,500 292,500 0
269,738 241,527 241,527 0
134
GENERAL FUND
SUMMARY OF EXPENDITURES
2021
2020 2021 2021 2021
Fund Org Expenditure Function Budget Request Recommend Final
1000 21260 REGIONAL LAB 740,167 753,386 753,386 0
1000 21300 VICTIM ADVOCATES 241,338 239,398 239,398 0
1000 21410 DRUG TASK FORCE 329,923 319,923 319,923 0
1000 22100 COMMUNICATIONS SERVICE 9,580,372 7,842,843 7,842,843 0
1000 22400 PUBLIC SAFETY INFORMATION SYSTEM 1,337,042 1,697,548 1,697,548 0
1000 22500 PUBLIC SAFETY WIRELESS COMM 285,400 285,400 285,400 0
1000 23200 COUNTY CORONER 1,510,242 1,546,085 1,546,085 0
1000 24100 JUSTICE SERVICES 1,361,915 1,409,915 1,409,915 0
1000 24125 WORK RELEASE 2,008,470 2,008,470 2,008,470 0
1000 24150 ADULT DIVERSION 138,900 165,833 165,833 0
1000 24200 COMMUNITY CORRECTIONS-ADMIN 121,077 119,334 119,334 0
116019 24220 COMMUNITY CORRECTIONS -SERVICES 3,236,721 0 0 0
116020 24220 COMMUNITY CORRECTIONS -SERVICES 0 3,046,531 3,046,531 0
1000 24410 INMATE SERVICES 7,416,013 7,878,243 7,878,243 0
1000 24415 SECURITY 19,902,730 21,658,239 21,658,239 0
1000 24420 COURTS AND TRANSPORTATION 4,301,064 4,382,645 4,382,645 0
1000 25100 BUILDING INSPECTION 1,737,025 1,726,307 1,726,307 0
1000 25200 OIL AND GAS ENERGY 1,980,000 1,415,646 1,415,646 0
1000 26100 WEED AND PEST 1,020,763 1,005,763 1,005,763 0
1000 26200 OFFICE OF EMERGENCY MANAGEMENT 681,268 651,409 651,409 0
TOTAL PUBLIC SAFETY 78,978,533 79,375,836 79,083,213 0
PUBLIC WORKS
1000 31100 ENGINEERING 14,919,812 11,227,664 11,179,507 0
CULTURE AND RECURATION
1000 50100 MISSILE PARK
1000 50200 PARKS AND TRAILS
TOTAL CULTURE AND RECURATION
HEALTH AND WELFARE
1000 56110 SENIOR PROGRAMS
1000 56120 WASTE WATER
1000 56130 DEVELOPMENTALLY DISABLED
1000 56140 MENTAL HEALTH
1000 56160 COUNTY CONTRIBUTIONS
TOTAL HEALTH AND WELFARE
ECONOMIC ASSISTANCE
1000 60200 ECONOMIC ASSISTANCE
80,981 0 0 0
239,000 239,000 239,000 0
319,981 239,000 239,000 0
40,000 40,000 40,000 0
10,000 10,000 10,000 0
38,225 38,225 38,225 0
291,000 291,000 291,000 0
5,605,675 5,720,632 5,720,632 0
5,984,900 6,099,857 6,099,857 0
165,000 165,000 0 0
MISCELLANEOUS
1000 90100 NON DEPARTMENTAL 943,787 918,750 918,750 0
1000 90150 COMMUNITY AGENCIES GRANTS 40,000 85,000 15,000 0
1000 90160 BRIGHTER WELD 249,473 242,140 242,140 0
1000 96100 EXTENSION 451,562 447,562 447,562 0
1000 96200 FAIR 159,634 159,634 159,634 0
1000 96400 VETERANS 276,743 276,743 276,743 0
1000 96500 ISLAND GROVE BUILDINGS 182,504 173,403 173,403 0
1000 96600 ASSET AND RESOURCE MANAGEMENT 4,245,020 4,546,932 4,546,932 0
1000 99999 SALARY CONTINGENCY 0 1,767,391 1,767,391 0
TOTAL MISCELLANEOUS 6,548,723 8,617,555 8,547,555 0
TOTAL GENERAL FUND 158,619,734 156,700,017 156,124,237 0
135
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of the Board - - 1000-10100
DEPARTMENT DESCRIPTION: Statutory head of county government. Each major department
is overseen by one Commissioner, with each Commissioner serving as an assistant in another
area, on a rotating basis each year. Statutory duties also include sitting as the Board of
Equalization to hear appeals on tax assessments; sitting as the County Board of Social Services;
and filling, by appointment, all vacancies in county offices except the Board of Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 792,515
$ 815,390
$ 815,390
$ 815,390
Supplies
1,158
1,900
1,900
1,900
Purchased Services
114,388
116,845
116,845
116,845
Contra
-6,643
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 901,418
$ 934,135
$ 934,135
$ 934,135
Revenue
0
0
0
0
Net County Cost
$ 901,418
$ 934,135
$ 934,135
$ 934,135
Budgeted Positions
6.00
6.00
6.00
6.00
SUMMARY OF CHANGES: No changes requested for this budget.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
136
OFFICE OF THE BOARD
(CONTINUED)
1000-10100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.185
0.180 0.175
$2.79 $2.81
$2.73
Goal ES1: Enable County departments and its service partners to deliver quality customer
service.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES1-1: Clearly-
defined performance
expectations and
standards
Citizen satisfaction feedback for
service delivery departments
High
High
High
ES1-2: Conveniently
accessed and easy-
to -use services
ES1-3: Unity of
County service
delivery
ES1-4: Satisfied
customers
Resident and visitor satisfaction
feedback with County services
High
High
High
Goal ES2: Enhance community access to reliable information regarding services and County
government issues.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES2-1: Easily
accessible
information
regarding County
services and
programs (priority
outcome)
Community satisfaction with
information availability
Customers awareness of services
provided by Weld County
government
High
High
High
High
High
High
ES2-2: Positive
image of County
government
Percent of residents with a
positive image of Weld County
government
90%
90%
90%
137
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Public Information - - 1000-10150
DEPARTMENT DESCRIPTION: The public information function of the county is funded in this
budget unit. The function is under the direction of the Board of County Commissioners. The
Director serves as the county's public information officer. The staff of this department assists all
departments in developing and disseminating information to the public about Weld County
government and services.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 281,515
$ 296,940
$ 296,940
$ 296,940
Supplies
12,141
18,900
19,256
19,256
Purchased Services
8,548
29,597
23,219
23,219
Fixed Charges
0
0
0
0
Capital
5,497
0
0
0
Gross County Cost
$ 307,701
$ 345,437
$ 339,415
$ 339,415
Revenue
0
0
0
0
Net County Cost
$ 307,701
$ 345,437
$ 339,415
$ 339,415
Budgeted Positions
4.0
4.00
4.00
4.00
SUMMARY OF CHANGES:
The Public Information Department foresees being able to continue to develop targeted
communication platforms with current tools and does not request an increase to the budget for
2021. The $6,022 reduction in the 2021 request comes as a result of paring down some
purchased service items.
Supplies increases a total of $356, of which $656 is for computer software increases, and is offset
by $300 cut from Office Supplies. Purchased Services decreased by $6,378, represented by small
cuts in every category, most notably in Other Purchased Services (-$4,500) for Discover Weld
projects, and Printing (-$1,050) based on historical spending.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
138
PUBLIC INFORMATION
(CONTINUED)
1000-10150
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
County Roots Newsletter Issues 13 26 26
Weld Faith Partnership Newsletters 6 10 10
AAA Newsletter 1 4 4
Intranet Articles/Employee Communication 72 144 144
News Releases 64 70 65
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
0.124
$0.95
0.120 0.117
$1.04 $0.99
Note: Prior to 2017 this function was funded in the Board of County Commissioner's budget unit 1000-10100.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Public Information
goals in Budget Unit 1000-10100.
For 2020, the Communications Team set several goals aimed at increasing the quality and
quantity of communication between county government and the public.
Desired Outcomes Performance Indicator Actual Estimated
County Roots Newsletter 100% subscriber increase 818 1636
viewership increased
County Roots Newsletter maintain 50% avg. rate N/A 50%
open rate maintained
Social Media: Facebook increase by 10% 22,024 24,224
Follows increased
Social Media: Twitter increase by 10% 1,037 1,141
Likes increased
139
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY ATTORNEY
BUDGET UNIT TITLE AND NUMBER: County Attorney -- 1000-10200
DEPARTMENT DESCRIPTION: Renders opinions on constitutional questions. The County
Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of
County regulations. The three full-time assistants share the responsibilities of the County
Attorney.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 729,736
$ 858,230
$ 858,230
$ 858,230
Supplies
7,917
1,945
1,720
1,720
Purchased Services
725,906
367,962
359,890
359,890
Fixed Charges
-11,562
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,451,997
$ 1,228,137
$ 1,219,840
$ 1,219,840
Revenue
0
0
0
0
Net County Cost
$ 1,451,997
$ 1,228,137
$ 1,219,840
$ 1,219,840
Budgeted Positions
5
5
5
5
SUMMARY OF CHANGES: The overall budget is down $8,297. Supplies are down $225 due to
a reduction in software maintenance. Purchased Services are down $8,072 primarily due to not
charging the County Attorney for phone coverage from the Clerk to the Board ($8,297), a
reduction in phones of $1,000, offset with an increase in publications of $55, and legal services
of $1,170.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. With the changes
in VoIP phone services the chargeback from the Clerk to the Board is no longer appropriate for
phone coverage.
BOARD ACTION:
140
COUNTY ATTORNEY
(CONTINUED)
1000-10200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of new requests for legal assistance 501 500
Number of new mental health cases 72 70
Number of new code violations 120 120
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support) $4.49
Number of agenda requests/D&N/mental
cases per FTE
0.154
175
500
70
120
0.150 0.146
$3.69 $3.56
175
175
Goal ES3: Ensure the County Attorney staff is meeting the needs of elected officials and
department heads.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES3-1: Efficient
and effective
legal
representation of
Weld County
Client satisfaction of elected officials
and department heads
99%
99%
99%
141
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PUBLIC TRUSTEE
BUDGET UNIT TITLE AND NUMBER: Public Trustee -- 1000-10300
DEPARTMENT DESCRIPTION: Performs the duties of public trustee in the County as
prescribed in Section 38-37-101, C.R.S., et. seq.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 218,315
$ 162,767
$ 162,767
Supplies
259
2,500
1,000
1,000
Purchased Services
2,712
36,820
5,500
5,500
Fixed Charges
0
30,000
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,971
$ 287,635
$ 169,267
$ 169,267
Revenue
0
296,600
296,600
296,600
Net County Cost
$ 2,971
$ -8,965
$ -127,333
$ -127,333
Budgeted Positions
n/a
2.5
2.5
2.5
SUMMARY OF CHANGES: In 2019 HB19-1295 was approved, which moves the previously
state appointed Public Trustee for the ten largest Colorado counties (by population) by the
Governor into the jurisdiction of the County Treasurer. The change was effective July 1, 2020.
The 2021 budget year will be the first full budget year of the Public Trustee operating under the
County Treasurer. The function is staffed with 2.5 FTE ($162,767) and service and supplies
expenses of $6,500. Revenues are estimated to be $296,600. Net county costs will be -$127,333.
This is a savings of $118,368 over the previous year. Primary savings is from eliminating the
Public Trustee position costs ($105,000), office rental costs, accounting and IT costs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
142
PUBLIC TRUSTEE
(CONTINUED)
1000-10300
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of foreclosures N/A 350 350
Number of releases N/A 24,000 24,000
Efficiency Measures
FTE's per 10,000/capita N/A 0.075 0.073
Per capita cost (county support) N/A $0.86 $0.49
143
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK TO THE BOARD
BUDGET UNIT TITLE AND NUMBER: Clerk to the Board -- 1000-10400
DEPARTMENT DESCRIPTION: The Clerk to the Board records all meetings and hearings of
the County Commissioners and manages all official records of the Board concerning land use,
special districts, liquor licenses, property tax abatements, road right-of-way vacation petitions,
and County Board of Equalization.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 515,783
$ 573,011
$ 573,011
$ 573,011
Supplies
20,701
30,720
53,271
53,271
Purchased Services
37,780
28,750
37,725
37,725
Fixed Charges
-8,297
- 8,297
0
0
Capital
0
0
0
0
Gross County Cost
$ 565,967
$ 624,184
$ 664,007
$ 664,007
Revenue
9,660
8,297
0
0
Net County Cost
$ 556,307
$ 615,887
$ 664,007
$ 664,007
Budgeted Positions
7.75
7.75
7.75
7.75
SUMMARY OF CHANGES:
Budget request is up $48,120. Personnel Services will remain the same. Supplies are up $22,551
for increased computer software maintenance, including the new MineralWare Oil and Gas
Software database at $14,625. Purchased Services are up $8,975 for postage ($100), printing
and supplies ($200), memberships and dues ($75), with advertising and notices ($5,000) and
professional services ($3,600) both increasing due to ongoing Code revisions.
Revenues and chargebacks for ongoing support services provided to the Office Manager for the
Commissioners and the County Attorney's Office were removed, accounting for a $16,594
increase in the difference from last year in this unit, however removed from other line items for a
net wash to the County.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
144
CLERK TO THE BOARD
(CONTINUED)
1000-10400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of meetings/hearings transcribed 252 190 200
Number of documents optically scanned 5,886 5,000 5,000
Number of BOE appeals processed 657 150 750
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per meeting/hearing
0.239
$1.72
$2,207.57
0.233
$1.85
$3,241.51
0.226
$1.94
$3,320.04
Goal ES4: To improve service, increase efficiency and provide greater information access and
exchange between the County Commissioners and the citizens of Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES4-1: User
friendly
government
information and
services
Percent of users (residents, visitors,
employees, etc.) satisfied with
services and information
99%
99%
99%
ES4-2:
Timeliness of
provision of
public records
Percent of Commissioner and
departmental records (current and
historical) electronically scanned
and available upon request or
accessible via Tyler Web
99%
99%
99%
ES4-3:
Processing of,
and access to,
records of
County -owned
mineral interests
Percent of records which are
accurately prepared for auction, or
oil and gas revenues which are
received for processing
100%
100%
100%
145
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Recording/Administration -- 1000-11100
DEPARTMENT DESCRIPTION: The Recording Department records, scans, retrieves and
reproduces copies of legal documents, and issues marriage licenses.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 783,390
$ 818,782
$ 832,911
$ 832,911
Supplies
73,035
107,891
100,701
100,701
Purchased Services
46,165
82,317
72,188
72,188
Fixed Charges
778
1,500
1,500
1,500
Capital
0
0
0
0
Gross County Cost
$ 903,368
$ 1,010,490
$ 1,007,300
$ 1,007,300
Revenue
8,203,387
8,250,000
8,250,000
8,250,000
Net County Cost
$ -7,300,019
$ -7,239,510
$ -7,242,700
$ -7,242,700
Budgeted Positions
7 FTE Recording
3 FTE Admin.
7 FTE Recording
3 FTE Admin.
7 FTE Recording
3 FTE Admin.
7 FTE Recording
3 FTE Admin.
SUMMARY OF CHANGES:
Total expenses decreased by $3,190. The Clerk and Recorder is requesting that two part time
positions in Recording be combined into one full time position. The total increase in Personnel for
this request is $14,129. The office has had difficulty keeping both positions filled concurrently and
would result in increased productivity in the Recording Department.
Supplies decreased by total of $7,190, with ($10,000) removed from Office Supplies based on
historical spending and offset by $2,810 for an increase in software maintenance. Purchased
Services was reduced by $10,129 to help absorb the increase from Personnel. Repairs and
Maintenance of Equipment was reduced by $14,129 based on projected lower maintenance
needs of microfiche machines, however Travel and Meetings increased by $4,000 due to the
current Clerk and Recorder being the President of the CCCA, and necessary meetings associated
with this position.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The combination of
two 0.5 FTE into one 1.0 FTE is a policy issue for the board.
BOARD ACTION:
146
CLERK AND RECORDER
(CONTINUED)
1000-11100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of documents recorded 101,030 103,733 105,071
Number of copies produced 232,284 243,898 241,575
Number of marriage licenses issued 2,080 2,114 2,163
Efficiency Measures
FTE's per 10,000/capita — Recording 0.309 0.300 0.292
Per capita contribution $2.79 $3.03 $2.94
Number of documents recorded per FTE 14,433 14,819 15,010
147
CLERK AND RECORDER
(CONTINUED)
1000-11100
Goal ES5: Ensure statutory requirements and regulations governing the recording, indexing,
imaging and electronic archiving are met. To be accountable and responsible to the public's
needs. Maintain a staff of highly -trained professionals who have the responsibility for the
administration of the recording office and all duties charged to the office. Ensure that the citizens
receive professional, timely and quality service at all times.
PRELIMINARY
DESIRED
OUTCOMES*
PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)*
Educate
Press release, working
Public Education
Ongoing
Ongoing
customers
with public that call or
come into the office.
Campaign
Educate on how to use
the system to best serve
the public needs. Clear
and understandable
website.
Maintain quality work
for accurate and
availability of copies
Ongoing
Ongoing
Provide access
Assist with the upkeep of
the online vendor system
for copies
and continue to improve
the process with the
vendor.
Work with County IT
and Vendor for
updates and training.
Ongoing
Ongoing
Upkeep the recording
Receive
documents for
system with the latest
updates, train employees
Accept e -recordings,
mail, and in office
Ongoing
Ongoing
recording and
on ways to use the
documents and
electronic
vendor system more
record. Index 150
recording
effectively.
documents a day with
Acutely accept, record,
index, and verify
documents.
Zero percent error
ratios. Verify
documents within
three days after
indexing.
Following state
Acutely process
statute for filling out
Ongoing
Ongoing
Issue Marriage
marriage and civil union
application.
and Civil Union
applications, along with
Working with IT to
Licenses
licenses. Follow state
statute. Develop online
application tool.
develop an online
application for people
to pre -fill out license
application.
Military
Follow state statute on
Maintain
Discharges
recording and providing
copies
confidentiality
Ongoing
Ongoing
148
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Elections -- 1000-11200
DEPARTMENT DESCRIPTION: The Elections Department conducts primary and general
elections every two years, conducts voter registration, maintains records alphabetically and by
precinct, conducts schools for election judges, provides supplies for elections, issues certificates
of registration for proof of age and citizenship for international travel, services municipal clerks,
school districts, special districts, and conducts special elections each November in the off year.
Starting in 2020 there will be a Presidential Primary every four years.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 386,106
$ 1,267,747
$ 807,359
$ 807,359
Supplies
212,942
1,017,400
382,000
382,000
Purchased Services
182,910
335,198
225,198
225,198
Fixed Charges
476
20,000
20,000
20,000
Capital
0
0
0
0
Gross County Cost
$ 782,434
$ 2,640,345
$ 1,434,557
$ 1,434,557
Revenue
456,349
350,000
350,000
350,000
Net County Cost
$ 326,085
$ 2,290,345
$ 1,084,557
$ 1,084,557
Budgeted Positions
5
7
7
7
SUMMARY OF CHANGES:
Decrease of $1,205,788 in election related expenses such as election judges and ballots for only
one scheduled election in the fall of 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
149
ELECTIONS (CONTINUED)
1000-11200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of voter transactions
Revenue generated from elections
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Transactions per FTE
382,675
$456,349
394,155 405,980
$350,000 $350,000
0.154 0.210 0.204
$1.01 $6.88 $3.17
76,535 56,308 57,997
Goal ES6: Ensure that every eligible voter is given the opportunity to vote either through Mail Ballots, Voter
Service and Polling Centers or Provisional voting. Register all voters that have a desire to vote and allow them
to cast a ballot at the time of the election. Provide a Voter Service and Polling Center that is organized, safe
and free of influence. Maintain a staff of highly -trained professionals who have the responsibility for the
administration of the election office and all duties charged to the office.
DESIRED
OUTCOMES*
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)*
Educated Voters
Press releases, meetings, high
school student council elections,
tours of the election office. Availability
to public, clear and understandable
website.
Voter
Education
Campaign
Ongoing
Ongoing
Opportunities for
Maintain and recruit Voter Service
Assessable
Even years —
Ongoing
every eligible
registered voter
and Polling Centers, Drop-off
locations and 24 -hour drop boxes
locations,
high public
June,
October and
to conveniently
locations throughout Weld County
traffic areas
November
cast a vote
during election time.
Odd years-
October/Nov.
Returning
Votes counted
and reported
accurately and in
a timely manner
Maintain voting equipment and retain
trained election judges.
judges,
testing
accuracy of
equipment
Ongoing
Ongoing
Integrity of voter
Knowledgeable staff on all data entry
Training and
Ongoing
Ongoing
records
maintained
processes and low error ratio
reports
State within
two years of
Integrity of ballot
Clear procedures following state law
Completion
permanent
security
of State
employment.
certification
National
Two to Seven
Thorough
State and National certification
and National
within seven
years after
knowledge of
certification
years of
permanent
Election Law
permanent
employment
employment
150
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CLERK AND RECORDER
BUDGET UNIT TITLE AND NUMBER: Motor Vehicle - - 1000-11300
DEPARTMENT DESCRIPTION: Motor Vehicle collects registration fees, specific ownership tax,
sales tax, and files chattel mortgages on motor vehicles, processes title applications, maintains
files on all titles and license plates issued in Weld County, and provides law enforcement agencies
with vehicle registration information.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,845,666
$ 3,190,338
$ 3,190,338
$ 3,190,338
Supplies
17,858
40,502
42,285
42,285
Purchased Services
295,174
290,322
311,879
311,879
Fixed Charges
60
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,158,758
$ 3,521,162
$ 3,544,502
$ 3,544,502
Revenue
0
0
0
0
Net County Cost
$ 3,158,758
$ 3,521,162
$ 3,544,502
$ 3,544,502
Budgeted Positions
43 Full-time
2 Part-time
45 Full-time
4 Temporary
45 Full-time
4 Temporary
45 Full-time
4 Temporary
SUMMARY OF CHANGES:
Supplies have increased by $1,783 due to an increase in software maintenance expenses.
Purchased Services are projected to increase $21,557 due to Postage needs. An announcement
was made in the June Motor Vehicle Governance call that DPA will increase fees for printing
services by 3 percent. The motor vehicle office forecasts an increase in postage due to the impact
of COVID for the first 6 months of 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
151
MOTOR VEHICLE
(CONTINUED)
1000-11300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of titles/registrations issued
FORT LUPTON BRANCH OFFICE: Number
of marriage licenses issued
DEL CAMINO BRANCH OFFICE: Number of
marriage licenses issued
Efficiency Measures
FTE'S per 10,000/capita — DMV 1.359
Per capita cost $9.76
Number of titles/registrations issued per FTE 17,040
766,800
594,580 618,363
220 220 220
280 375 300
1.471
$10.57
13,213
1.431
$10.35
13,741
Goal ES7: To ensure every motor vehicle is properly titled and registered according to current
Colorado laws. To be accountable and responsible to the public's needs within the guidelines of
the law. Maintain a staff of highly -trained professionals who have the responsibility for the
administration of the motor vehicle office and all duties charged to the office. Ensure that the
citizens receive professional, timely and quality service at all times
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES7-1: Receive
documents for
titling and
registering
100% accuracy with
indexing and verification
Customer satisfaction
99%
0 complaints
99%
0 complaints
99%
0 complaints
ES7-2: Educate
customers
(public, dealers,
banks, title
clerks, etc.)
Press releases
Website updates
Posting of educational
signs
20
36
15
20
40
15
20
40
15
152
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Treasurer - - 1000-12100
DEPARTMENT DESCRIPTION: The Weld County Treasurer takes custody of county funds,
such as property taxes, and disbursing funds collected for the state, county school districts,
municipalities and special districts. The Treasurer deposits County funds in banks in the county,
and invests reserve funds as allowed by statute and approved by the Board of Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 754,865
$ 828,934
$828,934
$828,934
Supplies
97,575
115,883
118,388
118,388
Purchased Services
157,669
209,900
209,900
209,900
Fixed Charges
33
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,010,142
$ 1,154,717
$1,157,222
$1,157,222
Revenue
6,386,396
5,008,000
7,008,000
7,008,000
Net County Cost
$ -5,376,254
$ -3,853,283
-$5,850,778
-$5,850,778
Budgeted Positions
10
10
10
10
SUMMARY OF CHANGES: Budget is up $2,505 for software costs. No other changes in
expenses.
Revenues are up $2,000,0000 for Treasurer's fees for a total of $7,000,000 due the projected
property tax collections from taxing entities being up and an under estimation in 2019. Advertising
fees remain at $8,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
153
TREASURER
(CONTINUED)
1000-12100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Property Tax Collected $830M $968M $950
Investments
Efficiency Measures
FTE's per 10,000/capita
Per capita expenditure
$270M $270M $370
0.309
$3.12
0.300 0.292
$3.47
$3.38
Goal ES8: To provide County treasury and tax collection services in the most accurate, efficient
and cost-effective manner possible.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)*
ES8-1: Effective
and cost-efficient
Cost per tax bill
$5.53
$6.09
$6.09
County tax
Number of tax bills per FTE
19,800
19,800
19,800
collection
Tax revenue per FTE
$85M
$105M
$130M
Fee Income per FTE
$481,600
$600,800
$700,800
ES8-2:
Investments that
Return on investments
1.90%
.60%
.50%
are safe, liquid
and deliver the
best yield
possible — in that
order
Return on investments
$6.2M
$3.10M
$2.0M
154
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ASSESSOR'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Assessor's Office - - 1000-13100
DEPARTMENT DESCRIPTION: The Assessor's Office discovers and lists all real and personal
property in Weld County; maintains accurate public records, including ownership history, parcel
values and parcel maps; completes appraisals of all real and personal property using statutory
mandates and mass appraisal techniques; completes statutory reports and certifications for Weld
County taxing authorities for use in the property tax system; and completes and delivers an
accurate tax warrant to the Treasurer for collection of property taxes.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 3,083,998
$ 3,285,208
$ 3,365,611
$ 3,365,611
Supplies
245,892
262,730
265,638
265,638
Purchased Services
433,468
216,394
216,394
216,394
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,763,358
$ 3,764,332
$ 3,847,643
$ 3,847,643
Revenue
145,233
50,500
50,500
50,500
Net County Cost
$ 3,618,125
$ 3,713,832
$ 3,797,143
$ 3,797,143
Budgeted Positions
37.5
37.5
38.5
38.5
SUMMARY OF CHANGES:
Includes mid -year 2020 request for position at Appraiser III, Grade 30 approved by the Board on
March 10, 2020 for a total of $80,403 increase in Personnel Services. Supplies increased by
$2,908 to reflect increases in IT Software maintenance. No other changes were requested.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval.
BOARD ACTION:
155
ASSESSOR
(CONTINUED)
1000-13100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of parcels (including personal 212,000 215,000 218,000
property and SA)
Telephone Calls Answered 18,000 18,000 18,000
Number of administrative updates to database 150,000 152,000 155,000
Number of walk-ins requesting assistance 5,000 5,000 5,000
Number of Property Inspections 10,500 10,500 11,000
Sales Verification 14,500 12,500 15,000
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
Cost per parcel
Parcels Per FTE
Effectiveness Measures (desired results)
Deed Processing Time (days)
Requests for Information per FTE
Percent of Properties Site Reviewed
Assessment Levels compared to
market value
1.159
$11.18
$17.07
5,653
1.126
$11.15
$17.27
5,733
5 5
825 825
5% 5%
1.124
$11.09
$17.42
5,662
5
825
5%
100% 100% 100%
156
ASSESSOR
(CONTINUED)
1000-13100
Goal ES9: Correctly discover, list, value, and defend values for property taxes for Weld County
taxing authorities.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES9-1: Effective
County property
valuation
Complete submission of the tax
warrant by the January 10th statutory
date
Compliance with all statutory
deadlines and requirements
Successful report on the annual
study audit for Assessors
100%
100%
100%
ES9-2: User
friendly
e -government
sharing for
assessment and
property data
Percent of users satisfied with
electronic/technology access to
services and information
Percent of operations, services and
programs available through website
access
100%
100%
100%
157
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COUNTY COUNCIL
BUDGET UNIT TITLE AND NUMBER: County Council - - 1000-14100
DEPARTMENT DESCRIPTION: Weld County's Home Rule Charter provides for a five -member,
unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council
are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners,
reviewing county government and making periodic reports to the citizens, and authorizing an
increased levy in ad valorem taxes if requested by the County Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 22,337
$ 22,574
$ 22,574
$ 22,574
Supplies
80
300
300
300
Purchased Services
764
29,900
29,900
29,900
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 23,181
$ 52,774
$ 52,774
$ 52,774
Revenue
0
0
0
0
Net County Cost
$ 23,181
$ 52,774
$ 52,774
$ 52,774
Budgeted Positions
1 PT
1 PT
1 PT
1 PT
SUMMARY OF CHANGES: No change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
158
SEVEN YEAR TREND
District Attorney
8
7
6
5
U,
z
O4
J
J_
2
3
2
1
0
2015 2016 2017 2018 2019 2020 2021
159
SEVEN YEAR TREND
District Attorney Local Cost
8.00
7.00
6.00
5.00
24.00
O
J
J_
3.00
2.00
1.00
0.00
2015 2016 2017 2018 2019 2020 2021
160
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: District Attorney - - 1000-15100
DEPARTMENT DESCRIPTION: Prosecutes crimes upon complaints of citizens or investigation
and complaint of law enforcement agencies; answers all criminal complaints of the people;
handles such civil matters as juvenile actions and non-support actions; serves as attorney for all
county officers, except the County Commissioners; handles consumer fraud and welfare fraud
complaints.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 6,279,388
$ 6,963,427
$ 7,061,239
$ 7,061,239
Supplies
43,449
42,234
41,874
41,874
Purchased Services
203,841
253,152
245,918
245,918
Fixed Charges
-4,026
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 6,522,652
$ 7,258,813
$ 7,349,031
$ 7,349,031
Revenue
176,276
184,960
184,960
184,960
Net County Cost
$ 6,346,376
$ 7,073,853
$ 7,164,071
$ 7,164,071
Budgeted Positions
59.00
64.00
64.00
64.00
SUMMARY OF CHANGES: District Attorney is recommending four position reclassifications for
a total increase to Personnel Services of $97,812.
• Reclassification of two Deputy District Attorney III (Grade 49) positions to Deputy District
Attorney IV (Grade 55) (Increase $34,182)
• Reclassification of two Deputy District Attorney III (Grade 49) positions to Deputy District
Attorney V (Grade 61) (Increase $63,630)
Supplies and Purchased Services are each reduced based on historical spending patterns, with
a reduction of $360 from IT Software maintenance in Supplies and $7,234 in Purchased
Services due to decreases in Printing and Phones.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The position
reclassifications are a policy issue for the board.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
161
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Diversion -- 1000-15200
DEPARTMENT DESCRIPTION: Reviews and recommends charges in juvenile cases to reduce
the juvenile caseloads for the Courts and Probation. Counseling component provides
supervision, counseling, an apology letter to victim, restitution payments, community service
hours, and a variety of groups and other services to juvenile offenders who would otherwise be
prosecuted through the Courts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 165,066
$ 170,672
$ 170,672
$ 170,672
Supplies
77
200
200
200
Purchased Services
30,662
1,700
58,341
58,341
Fixed Charges
-487
0
0
0
Gross County Cost
$ 195,318
$ 172,572
$ 229,213
$ 229,213
Revenue
124,125
99,359
157,000
157,000
Net County Cost
$ 71,193
$ 73,213
$ 72,213
$ 72,213
Budgeted Positions
1.5
1.5
1.5
1.5
SUMMARY OF CHANGES:
Juvenile Diversion funding has changed from a competitive grant to an allocation formula. This
allocation allows us to provide Diversion Services through the DA's Office and also provide
funding for Restorative Justices services. Restorative Justice was formerly funded through a
different funding source and was paid for by the Juvenile Diversion program using account 15250.
As it is no longer required that these funds be separated by grant rules, these have been
combined into 15200 and the amount of purchased services reflects $57,841 to be used towards
Restorative Justice services. This is a significant decrease from past funds used on those
services.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
162
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Juvenile Restorative Justice -- 1000-15250
DEPARTMENT DESCRIPTION: Comply with House Bill 13-1254 to provide diversion from the
criminal court system, case management, and Restorative Justice referral and services, in
collaboration with community partner and contracted provider, Youth and Family Connections.
Served juveniles would otherwise be prosecuted by the Courts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 4,362
$
0
$
0
Supplies
32
50
0
0
Purchased Services
49,639
90,750
0
0
Fixed Charges
0
0
0
0
Gross County Cost
$ 49,671
$ 95,162
$
0
$
0
Revenue
129,301
95,162
0
0
Net County Cost
$ -79,630
$ 0
$
0
$
0
Budgeted Positions
.25
.0
.0
.0
SUMMARY OF CHANGES:
As a result of the completion of the project, this account is no longer necessary. Funds that will
support Restorative Justice will be included in Juvenile Diversion, Org 15200.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
163
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY
BUDGET UNIT TITLE AND NUMBER: Victim Witness Assistance -- 1000-15300
DEPARTMENT DESCRIPTION: The Victim Witness Assistance Unit provides services for victims
of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime
Victim Compensation and the Victims' Rights Amendment. The VW Program provides services
to all victims/witnesses involved in cases being prosecuted through the District Attorney's Office.
Crime Victim Compensation provides monetary assistance to eligible crime victims who have
reported the crime to a law enforcement agency.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 940,241
$ 1,039,204
$ 1,039,204
$ 1,033,836
Supplies
246
500
300
300
Purchased Services
26,125
28,005
27,450
27,450
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 966,612
$ 1,067,709
$ 1,066,954
$ 1,061,586
Revenue
438,728
449,788
442,673
442,673
Net County Cost
$ 527,884
$ 617,921
$ 624,281
$ 618,913
Budgeted Positions
12.50
13.50
13.75
13.75
SUMMARY OF CHANGES: The Victim Witness has 14 staff (13.75 FTE) and received
additional VOCA Grant funding to increase the 20-25 hour a week Clerical VW to 30 hours a
week or 0.25 FTE. Office supplies are down $200, and Purchased Services are down $555
primarily from phones. Net county costs are up $992.
Revenue for the program comes from the following grants: VALE ($136,182); VOCA/VAWA
($176,121); Administrative funds from VALE ($85,390), and COMP ($44,980). Total revenue is
$442,673 down $7,115.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
164
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Finance and Administration - - 1000-16100
DEPARTMENT DESCRIPTION: Provides financial and administrative support to the Board of
County Commissioners.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 508,918
$ 594,585
$ 594,585
$ 594,585
Supplies
941
300
300
300
Purchased Services
2,109
10,000
10,000
10,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 511,968
$ 604,885
$ 604,885
$ 604,885
Revenue
0
0
0
0
Net County Cost
$ 511,968
$ 604,885
$ 604,885
$ 604,885
Budgeted Positions
2.00
2.00
2.00
2.00
SUMMARY OF CHANGES: No changes requested.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval. For succession
planning in the final budget it is recommended that the position of Deputy Director of Finance and
Administration be created. Funds for the position are included in budget unit 1000-99999.
BOARD ACTION:
165
FINANCE AND ADMINISTRATION
(CONTINUED)
1000-16100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Excess revenue over expenditures
Budgeted fund balance vs. actual variance
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
2.61%
4.79%
0.062
$1.58
3.00% 3.00%
3.00% 3.00%
0.060 0.058
$1.82
$1.77
Goal ES10: Ensure the financial viability of the County through sound financial management
practices.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES10-1: Sound
asset
management
and financial
investment
strategies
Number of audit exceptions
Return on investments
0
1.85%
0
1.50%
0
1.00%
ES10-2: Plan
necessary
resources to
meet current and
future operating
and capital
needs (priority
outcome)
Percent of cash reserves
40.1%
50%
50%
Goal ES11: Deliver on promises and be accountable for performance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES11-1:
Alignment of
services
provided with
community's
needs and
desires
Percent of strategic plan outcomes
with appropriate performance
indicators
Community satisfaction with value of
County services for tax dollars paid
100%
95%
100%
95%
100%
95%
166
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Accounting - - 1000-16200
DEPARTMENT DESCRIPTION: The Accounting Department is in charge of all general
accounting functions and must maintain and produce accurate records for various departments'
use to allow proper budgetary control. Maintains records for grants in the County and assists in
the annual audit by an independent auditor. Issues County warrants and provides budgetary
control by processing supplemental appropriations, etcetera.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 922,058
$ 975,153
975,153
975,153
Supplies
129,525
124,597
159,070
159,070
Purchased Services
38,843
42,000
44,000
44,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
1,090,426
$ 1,141,750
1,178,223
1,178,223
Revenue
0
0
0
0
Net County Cost
$ 1,090,426
$ 1,141,750
1,178,223
1,178,223
Budgeted Positions
8.0
8.0
8.0
8.0
SUMMARY OF CHANGES: Budget is up $36,473. Maintenance costs for software have
increased $34,473, primarily due to adding Core- iPayment at a cost of $41,500. This use of
the cloud will save on security requirements for credit card information on county networks and
better manage the risks associated with credit card use in departments. Cost of required
publication have gone up $2,000. All other costs are remaining the same.
A request has been made for the reclassification of two Account Clerk III's to Account Clerk
IV's ($10,122) and the Payroll Specialist from a grade 37 to grade 40 ($5,757). To offset the
costs the Controller as part of the succession planning will phase out by going to 30 hours per
week in 2021 for a savings of $65,019. The net impact of all the changes is a reduction of
$49,140 in the Final Budget if approved.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Increases are
justified. The use of the cloud with Core- iPayment for credit card transaction is much more
secure and reduces the counties risks and liability.
The position reclassifications for the two Account Clerks is justified in maintaining parity with
other like county positions, specifically Account Clerk IV's in Human Services. The upgrade of
the Payroll Specialist is justified based upon a recent salary survey of like positions in Front
Range counties and municipalities. The reduced hours of the Controller for 2021 is part of the
succession planning of the position. If all are approved the Final Budget will be reduced by
$49,140. Recommend approval.
167
ACCOUNTING
(CONTINUED)
1000-16200
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Account Payable warrants issued 16,580 16,500
Average number of employees paid 1,725 1,750
Number of employees trained on General 300 300
Ledger
Total Intergovernmental funds $37.6M
Efficiency Measures
FTE's per 10,000/capita 0.247 0.240 0.234
Per capita cost (county support) $3.37 $3.43 $3.44
Account Payable warrants per week per 300 300 300
A/P FTE
Employees paid monthly per Payroll FTE
1,682
16,500
1,750
300
$38.0M $39.0M
1,758
1,770
Goal ES12: Ensure the financial accounting of County funds is accurate.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES12-1:
Compliance with
financial laws
and generally
accepted
accounting
principles, etc.
Government Financial Officers
Association awards
Complete submission of CAFR to
required agencies by July 1st
Achieved
Achieved
Achieved
Achieved
Planned
Planned
ES12-2:
Cohesive,
standardized
County -wide
financial systems
and processes
Annual external audit has no
major issues
Achieved
Achieved
Planned
168
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Purchasing - - 1000-16300
DEPARTMENT DESCRIPTION: Is responsible for all purchases whether by formal bid,
telephone proposal, or quotation. Maintains vendor bid list for all types of bidding. Department
seeks approval from the Board of County Commissioners on all bids over $25,000.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 319,642
$ 333,596
333,596
333,596
Supplies
99
250
250
250
Purchased Services
3,032
9,050
7,800
7,800
Fixed Charges
0
0
0
0
Gross County Cost
$ 322,773
$ 342,896
$ 341,646
$ 341,646
Revenue
0
0
0
0
Net County Cost
$ 322,773
$ 342,896
$ 341,646
$ 341,646
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: Budget is down $1,250. Use of more electronic noticing of bids has
reduced postage ($150), printing ($100), and advertising ($1,000).
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
169
PURCHASING
(CONTINUED)
1000-16300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work OufDufs
Number of formal bids presented to BOCC
Number of Purchase Orders placed
162 200 200
1,003 1,000 1,000
Efficiency Measures
FTE'S per 10,000/capita 0.093
Per capita cost (county support) $1.01
No. of formal bids/FTE presented to BOCC 67
0.090
$1.03
70
0.088
$1.00
70
Goal ES -13: To provide the effective procurement of quality products and services at the
best value to Weld County tax payers.
DESIRED
OUTCOMES*
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)*
ES 13-1: To
Inclusion of as many vendors as
On -going and
On -going and
On -going and
acquire goods
and services at
the best
possible value.
possible on every bidding opportunity.
Evaluation of current practices by
continual.
Attendance
continual.
Attendance at
continual.
Attendance
attending appropriate training and
review of peer codes.
of 3
seminars.
1 seminar.
at 1 seminar.
ES 13-2:
Ensure all
procurement
processes are
conducted in
accordance
All goods and services acquired via
requirements of the Weld County
Code.
Development of guidance documents
100%
All developed
100%
All developed
100%
All developed
with county,
state, and
federal rules.
and other tools so that Departments
are confident in their practices.
documents
updated.
documents
updated.
documents
updated.
Purchases will be audited for
On -going and
On -going and
On -going and
compliance with Weld County Code.
continual.
continual.
continual.
170
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Human Resources -- 1000-16400
DEPARTMENT DESCRIPTION: Created by the Home Rule Charter. This department is
responsible for setting up employment policies, rules, job classification, and compensation. Full
scope employment efforts managed by Human Resources, with assistance given as needed,
especially in the areas of recruiting, hiring, discipline and terminations. Training of staff including
supervisors, managers and line employees play an important role in this department. The county's
risk management and wellness programs are also funded in this budget unit.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,414,546
$ 1,451,807
$ 1,451,807
$ 1,451,807
Supplies
164,402
368,344
413,136
413,136
Purchased Services
71,157
82,850
77,850
77,850
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,650,105
$ 1,903,001
$ 1,942,793
$ 1,942,793
Revenue
0
0
0
0
Net County Cost
$ 1,650,105
$ 1,903,001
$ 1,942,793
$ 1,942,793
Budgeted Positions
15
15
15
15
SUMMARY OF CHANGES:
The Human Resources Budget is increasing by $39,792 for increases in IT Software maintenance
and new reporting and training software. There was a $5,000 reduction in Advertising to help
offset these increases and based on historical spending. No other changes requested.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
171
HUMAN RESOURCES
(CONTINUED)
1000-16400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Authorized County positions (FTE'S)
Occupied FTE'S
Employees
Terminated/Resigned/Retired
Employees Hired
Turnover Rate
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
Personnel served per FTE
1,700
1,630
1,756 1,782
1,690 1,713
130 175 210
200 250 269
10% 10% 10%
.463 .450 .438
$5.10 $5.71 $5.67
113 117 119
Goal ES14: Attract, develop and retain an effective diverse and dedicated team of employees.
PRELIMINARY
DESIRED
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
ES14-1:
Continue working with
Testing done
Testing,
Continue to streamline
Provide
departments
with best
our Departments in
recruiting and hiring
efforts to provide the
after
interviews,
managers not
filtering,
recruiting
best
process. Increase ability
to test skills prior to
interviewing candidates
qualified
best qualified individuals
getting
candidates
when possible. Continue
personnel
for their open positions.
enough
qualified
candidates
to research recruiting
sources to find best
candidates.
172
HUMAN RESOURCES
(CONTINUED) 1000-16400
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES14-2:
PeopleSoft
ePerformance
system
becomes
greater value
for our
Managers and
employees
Enhance PeopleSoft
use for our employees
and Managers.
Continue to create
better evaluations and
data for all to see.
Continue to enhance
reporting to Enable
Managers to use
ePerformance as a
successful
management tool.
Managers put
basic info in
ePerformance
to look at
PAST
performance
The enhancements created by the upgrade
should make PeopleSoft a much better tool
for employees, supervisors and managers.
Managers use ePerformance as a
management tool throughout the year to
enable ability to track and monitor skills
year round. Evaluations become better
tool for managing performance level and
discussions had with employees on an
ongoing basis. Reporting delivered will
enable managers to monitor and hold staff
accountable more successfully.
ES14-3:
Workforce
skills to
support
County
priorities
(leadership,
customer
service, fiscal
problem-
solving, etc)
County Skills
Training
Continue training
programs in skills
needed for staff
development. Develop
and initiate leadership
training for our
employees to enable
them to grow and be
successful as managers
and leaders.
Work within our
Departments and
outside resources to
offer specific training to
all County employees to
enhance their skills and
abilities on an everyday
basis. Included is
working with IT on
Computer support
(Excel or other
programs needed),
Development
in process
Continue Leadership Classes for
Supervisors and Managers
Ongoing training at all levels will enhance
the skills and employee satisfaction and
help reduce turnover.
ES14-4:
Enhance
Wellness
Program to
provide cost
savings and
benefits to
County and
employees
Continue to enhance
Wellness Program,
partnering with our
providers to provide
effective metrics and
proof of County cost
savings.
Progress
continues...
Sigma, Peer
Support, etc.
Goal is to continue to reduce the health
risks affecting the individuals thereby
affecting our claims for both Health
Insurance as well as Workers Comp by
.75% annually.
173
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Planning and Zoning - - 1000-17100
DEPARTMENT DESCRIPTION: Provides the Weld County Planning Commission and Board of
County Commissioners with research and recommendations regarding land use decisions in
relationship to the Weld County Comprehensive Plan, zoning, and the issuance of land use
entitlements. The department provides information, guidance, and assistance to Weld County
citizens and jurisdictions with land use decisions and community development activities.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,680,770
$ 1,739,343
$ 1,751,008
$ 1,751,008
Supplies
2,298
12,000
9,000
9,000
Purchased Services
734,995
1,034,436
845,599
845,599
Contra Account
-165,226
-291,568
-291,568
-291,568
Gross County Cost
$ 2,252,837
$ 2,494,211
$ 2,314,039
$ 2,314,039
Revenue
685,965
650,000
500,000
500,000
Net County Cost
$ 1,566,872
$ 1,844,211
$ 1,814,039
$ 1,814,039
Budgeted Positions
19.0
16.0
16.0
16.0
SUMMARY OF CHANGES: The total request for Planning is down by $30,172. Personnel is up
by $11,665 for the promotion of one position from a Planner Ito a Planner II. This is part of the
internal structure to increase retention and is justified by work performance and training
completed.
Supplies are down $3,000 to reflect budget cuts in Office Supplies ($500), Small Items of
Equipment ($1,500) and Software Maintenance ($1,000). Purchased Services is down $188,837,
mainly due to a decrease in chargeback expenses from Engineering ($210,933), Travel
($10,000), and Phones ($3,000) to cut costs and reduce expenses. Increases are reflected in
Vehicle Depreciation ($5,800) and Other Purchased Services ($24,500) for contracted services
for the Comprehensive Plan and Land Use Map update.
Revenue is down by $150,000. Land use permits are down in the last part of the lst Quarter of
and carrying into the 2nd and 3rd Quarters of 2020 due to COVID-19. Land use permits should
begin to trend upward in 4th Quarter and into 2021 once COVID-19 begins to subside and the
economy begins to reopen.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend Approval. The promotion is a
policy issue for the board, and meets the historical justification for these positions.
BOARD ACTION:
174
PLANNING AND ZONING
(CONTINUED)
1000-17100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
2(0991 2�o1 .a01
Current Planning Work Outputs
Number of total applications submitted
Number of administrative land use cases
(ZP's, SPR's, etc.)
Number of FHDP and FP (Flood Hazard Dev.
Permits)
WOGLA (Oil and Gas Location Assessments)
LAP (Location Assessment for Pipelines)
842 650 725
713 500 550
96 85 0
198* 0* 0*
21* 0* 0*
Long Range Planning Work Outputs
Special Projects 1 4 1
Walk in's 1,618 1,250 1,400
Pre -Application Meetings 300 210 225
Code Revisions 4 4 2
Comp Plan Amendments 0 1 2
Technical Support Work Outputs
Total Public Hearings (PC and BOCC) 235 135 195
Case Clean Up (RE, SE, USR, Subdivisions) 20 10 10
Town/County Staff Outreach Meetings 2 2 2
Compliance Planning Work Outputs
Number of Complaints 327 300 300
Number of violations opened 327 310 300
Number of violations closed 285 265 270
Average number of County Court hearings 12 8 12
(Vouchers) 1 4 0
Efficiency Measures
FTE's per 10,000/capita 0.587 0.480 0.467
Geo Hazard Development Permits (GHDP's) will no longer be required after July 25, 2019
*WOGLA's and LAP's moved to new department (Oil and Gas Energy Department) in August
2019. Special Projects for 2020 include update to Comprehensive Plan and land use map.
175
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal CED1: Increase effectiveness by maintaining regular communication with the public, outside
agencies, County departments, and the County Planning Commission.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED1-1:
Improved
community
access to land
use trend
information and
services
Revise website as needed but no
less than monthly
Implementation of Citizen Access
module in Accela.
Implement EDR (Electronic
100%
85%
50%
100%
100%
75%
100%
100%
75%
Document Review)
CED1-2: Prepare
a survey to gain
feedback from
customers on the
land use process
A survey will be sent out to all
customers that completed an
entitlement process with the County,
e.g. RE, SE, SPR, USR, Subdivision,
etc. The purpose of the survey is to
gain feedback about level of service
and to provide suggestions.
75%
100%
100%
CED1-3: Strong
relationships with
municipal
planning
Staff attendance of monthly meetings
with Municipal planning staff.
Attend one Annual Summit with
8
4
4
departments and
excellent
knowledge of
current regional
issues
municipal staff and conduct 2020
Forum as precursor to Comp Plan
Amendment
2
2
2
CED1-4: A well-
informed and
prepared
Minimum of six Planning Commission
training sessions
4
4
4
Planning
Commission
A well-informed
and prepared
Minimum of one BOA training
sessions throughout year
1
1
1
Board of
Adjustment
CED1-5:
Update Ordinance and Policies per
100%
100%
100%
Adequate
decision making
tools for BOCC
Commissioner direction
100% of special projects requested
by the Board are completed
100%
100%
100%
176
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal CED2: Plan for the long-term development and legacy of the County to ensure efficiency of
services to promote economical investments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED2-1:
Updated Regional
Urbanization Area
Plans
Completion of any Comprehensive
Plan amendments related to RUA's
2
2
2
CED-2: Provide
staff to support
the HWY 85
Coalition
Staff attendance at HWY 85 Coalition
meetings.
Progress towards a HWY 85
Regional Plan
2
50%
2
50%
2
50%
Goal CED3: Provide consistency, quality, and thoughtful land use and transportation planning.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED3-1:
Increased infill
development,
located where
public
infrastructure is
available
Support new non -agrarian
development to occur within
intergovernmental agreement area
and urban growth boundaries
n/a
1
1
CED3-2:
Continue to
develop and
evolve land use
process which
minimizes
burdensome
restrictions
Revision of WCC in response to
research and applicant feedback
concerning Weld County's process
versus land use processes in other
jurisdictions
100%
100%
100%
Goal CED4: Develop and maintain incentives for small business development.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED4-1:
Promote small
business
development in
the County
Approval and Authorization of SBIP
by the Board of County
Commissioners
1
2
2
177
PLANNING AND ZONING
(CONTINUED)
1000-17100
Goal CED5: Minimize government by implementing common sense approaches to solving
problems and adapting to changes.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED5-1:
Continually review
County codes to
ensure they meet
the county's
philosophy and
ideology
Routinely reviewing code to
determine applicability and ensuring
that the code is consistent with the
County's vision, policies and
ideology. Accomplished through code
changes.
4
6
6
Goal CED6: Work with, not against, the flowing tide of free markets whereby reducing or
eliminating red tape and barriers to entry.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CEDE -1: Promote
and sustain a
business friendly
culture
Meet with business leaders, owners
and economic development groups.
Provide outreach and education on
the various programs that the County
offers. Promote economic
development.
100%
100%
100%
178
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Community Development Block Grant - - 1000-17150
DEPARTMENT DESCRIPTION: Department administers the Community Development Block
Grant program which is fund through an allocation from the US Department of Housing and Urban
Development.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 95,000
$ 146,258
$ 146,258
Supplies
0
2,500
6,000
6,000
Purchased Services
0
2,500
47,742
47,742
Fixed Charges
0
0
800,000
800,000
Capital
0
0
0
0
Gross County Cost
$ 0
$ 100,000
$ 1,000,000
$ 1,000,000
Revenue
0
0
0
0
Net County Cost
$ 0
$ 100,000
$ 1,000,000
$ 1,000,000
Budgeted Positions
0
1 PT
1 PT
1 Full
1 PT
1 Full
SUMMARY OF CHANGES: 2021 is the second year of this program due to Weld County
becoming an CDBG allocation entity, but the first year receiving an actual allocation as revenue.
The estimated allocation amount is $1,000,000. The program allows 20% for administrative costs
($200,000), and 80% program grants of $800,000.
Administrative costs will include $146,258 for a staff of the part time CDBG Manager and one full
time administrative assistant (grade 33) position. Supplies are funded at $6,000. Services are
funded at $47,742 with $44,642 of the services unallocated.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
179
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Buildings and Grounds -- 1000-17200
DEPARTMENT DESCRIPTION: Buildings and Grounds maintains all county buildings and
grounds in the fields of air conditioning, heating, plumbing, carpentry, painting, electrical, lawn
and grounds care, furniture moves, snow removal, etc. This Department performs cleaning tasks
in the Courthouse, Centennial Complex, Human Services Buildings, South County Services
Building, Public Works Headquarters, North County Jail, Health Building, Training Center,
Southwest Weld Administration Building, Public Safety Administration Building, Alternative
Programs Building, Community Corrections Building, Regional Crime Lab, and Weld Business
Park Administrative Buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,782,966
$ 3,324,616
$ 3,444,884
$ 3,444,884
Supplies
569,788
863,357
903,447
903,447
Purchased Services
4,255,519
3,942,780
4,777,164
4,777,164
Fixed Charges
21,032
22,000
22000
22000
Contra Account
-298,648
-300,000
-300,000
-300,000
Capital
36,460
0
0
0
Gross County Cost
$ 7,367,117
$ 7,852,753
$ 8,847,495
$ 8,847,495
Revenue
0
0
5,000
5,000
Net County Cost
$ 7,367,117
$ 7,852,753
$ 8,842,495
$ 8,842,495
Budgeted Positions
30.5
35.0
38.0
38.0
SUMMARY OF CHANGES: Requested net county cost budget is up by $989,742 or 12.60%
largely due to County construction on ten facilities and additions: Evidence Storage Building,
Coroner Building, Clerk and Recorder Building, Jail Wing addition, Oil Gas & Energy building,
Car Wash building, Public Works office addition, and three buildings at the new Mead Grader
Complex. These new or expanded facilities result in increases of personnel service, supplies
and purchased services.
Personnel Service is up by $120,268 through mid -year request to move 1.0 FTE from Missile Site
Park (Org 50100; Grade 25 at $54,753) to Buildings and Grounds approved by Board on January
27, 2020. Mid -year request to add 2.0 FTE consisting of one HVAC Technician (Grade 33 at
$58,639) and one Carpenter (Grade 25 at $48,157). On June 22, 2020 the Board approved a
restructuring of a retiring carpenter position that lowered the cost by $41,281.
Supplies are up $40,090 due to computer software maintenance increases for proximity card
door access system support, work order application support, and HVAC controls application
support.
180
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
Purchased Services are up by $834,684 primarily because of utilities ($342,501), custodial
services ($254,878), building repair & maintenance ($195,000), and other items ($42,305).
Fixed costs remain the same. Contra account remains the same for grant recovery purposes.
Revenues are up $5,000 due to Missile Site Campground and dump station fees being absorbed
under Buildings and Grounds account code.
Operations and Maintenance trends for commercial facilities have median operational cost of
$12.36 per square foot. Buildings and Grounds is operating well below this trend level at $5.06
per square foot.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. With the additional
buildings to maintain the increases are all justified.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of square feet maintained 1,502,071 1,569,806 1,748,775
Number of preventative maintenance work
orders (PMs) 990 990 990
Number of tracked repair work orders 12,100 12,100 12,100
Efficiency Measures
FTE'S per 10,000/capita 0.942 1.051 1.051
Per capita cost (county support) $22.76 $23.58 $25.82
Cost per square foot $4.90 $5.00 $5.06
181
BUILDINGS AND GROUNDS
(CONTINUED)
1000-17200
Goal ES15: Plan, construct, and maintain well -designed County facilities in time to meet the
needs of Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES15-la
Customer
satisfaction with
cleanliness of
facilities
Maintain customer complaints above
98% level.
99%
98%
99%
ES15-2b
Eliminate injuries
contributed to
facility
deficiencies
Prioritize and correct safety
deficiencies as they arise
100% of facilities meeting ADA
requirements
100%
100%
100%
100%
100%
100%
ES15-3c
Improve
customer
satisfaction with
environmental
comfort controls
Respond to hot/cold calls within 30
minutes above the 98% response
level
99%
98%
99%
Goal ES16: Direct planning, design, engineering, construction services, and capital improvements
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Cost effectively
manage building
improvements
and construction
Ensure construction and improvement
projects stay within budget
100%
100%
100%
Goal ES17: Ensure a responsive, service -oriented, effective maintenance services
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Maintenance
requests are
completed within
a timely manner
for customers
Maintenance issues are cleared within
30 days of work order submission
98%
98%
98%
Goal ES18: Perform preventative maintenance actions to reduce lifetime operational cost
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Reduce
operational
costs through
effective
preventative
maintenance
program
Complete monthly, quarterly, and
annual periodic maintenance
requirements in accordance with
manufacturer recommendations and
industry standards
100%
100%
100%
182
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Weld Plaza Building - - 1000-17250
DEPARTMENT DESCRIPTION: The Weld Plaza Building was purchased in 2014 for future
justice services and court related county offices. The building has excess space that will be leased
until there is a county need. This budget accounts for the costs and rental revenues of the building.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
711,307
711,307
711,307
Fixed Charges
0
42,642
42,642
42,642
Capital
0
0
0
0
Gross County Cost
$ 0
$ 753,949
$ 753,949
$ 753,949
Revenue
638,307
1,409,060
1,409,060
1,409,060
Net County Cost
$ - 638,307
$ - 655,111
$ - 655,111
$ - 655,111
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: In the final budget the costs and revenues will be updated to reflect
projected 2021 leases and occupancy. The building is managed by a real estate management
firm. Budget reflects the costs of the entire building ($753,949) and revenues from the leased
space ($1,188,844) and Social Service space reimbursement ($220,216) total $1,409,060. The
building generates a positive cash flow of $655,111. In the capital budget there is $750,000
budgeted for upgrades and improvement to the facility. In January 2017, the Child Welfare unit
with approximately 120 employees relocated to the Plaza Annex, and the first floor of the main
building. They will occupy approximately 29.21% of the building. Elections moved into the first
floor in 2018, but no revenue will be realized in this budget from their occupancy.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
FINANCE/ADMINISTRATION RECOMMENDATION:
BOARD ACTION:
183
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Information Technology - - 1000-17300
DEPARTMENT DESCRIPTION: Information Technology provides the technology involving the
development, maintenance, and use of computer systems, software, networks, and
telecommunications for the processing and distribution of data support services to Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 5,988,350
$ 6,516,890
$ 6,615,573
$ 6,615,573
Supplies
2,379,089
2,554,622
2,463,281
2,463,281
Purchased Services
543,595
1,440,398
2,090,246
2,090,246
Fixed Charges
36,505
0
0
0
Contra Account
-2,249,072
- 1,500,000
- 1,500,000
- 1,500,000
Capital
7,723
2,250,000
695,000
695,000
Gross County Cost
$ 6,706,190
$ 11,261,910
$ 10,364,100
$ 10,364,100
Revenue
0
0
0
0
Net County Cost
$ 6,706,190
$ 11,261,910
$ 10,364,100
$ 10,364,100
Budgeted Positions
49
50
51
51
SUMMARY OF CHANGES: Budget is down $897,810. Based upon discussions with the Board
in the 2020 budget process funding of $500,000 from Innovation and Technology (budget unit
1000-17375) will be put into the Information Technology budget going forward starting in the 2021
budget. With this adjustment this budget is down $1,397,810.
Personnel Services are up $98,683 to cover 2021 step increases and the transfer of Technical
Support FTE from the Telecom budget ($80,978) Supplies are down $91,341 primarily for small
items of equipment and software costs. Purchased Services are up $649,848 with the $500,000
transferred from Innovation and Technology and computer hardware maintenance.
Capital is funded in accordance with the Five -Year Capital Improvement Plan. The 2021 capital
plan requires funding of $1,015,500 with $695,000 in the capital account and the remaining
$320,500 in small items of equipment and computer and software maintenance accounts.
For 2021 compliance projects (legal, vendor or state mandated) and departmental projects there
has been $1,000,000 funded in account 6570 Miscellaneous. As with the last few years, it is
anticipated that an IT budget work session will be held with IT staff, and requesting departments
presenting their requests along with IT management and Finance and Administration
recommendations for the Board's review. The Commissioners will make the final determination
of 2021 funding of each project.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The expenditures
are consistent with the Five -Year Capital Improvement Plan.
BOARD ACTION:
184
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Computing Devices Supported
Number of Personal Computer systems
installed/replaced
Number of IT Managed Projects
Number of Technical Support Calls/Month
Number of Office 365 Accounts Migrated
Number of Virtual Servers Managed
Number of Application Managed
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
3,250 3,250 3,264
215 215 450
60 60 75
1,400 1,400 1,400
100 100 1,750
195 195 261
125 125 127
1.514 1.502 1.489
$20.72 $33.82 $30.26
Mission Statement (Information Technology): The mission of the Weld County
Information Technology (IT) Department is to provide responsive, adaptive, transformative,
innovative, and cost-effective information technology solutions and services. This assists County
departments and offices to successfully achieve their objectives. IT will assist with the
implementation and support of technology solutions empowering the citizens of Weld County to
access information and mission critical services in a comprehensive, responsive and effective
manner.
185
INFORMATION TECHNOLOGY
(CONTINUED) 1000-17300
Goal 1: — Information Technology Security
IT security is a mission critical function that has a shared accountability across all departments and offices
within the County. Developing and maintaining a robust IT Security framework that is built on industry best -
practice, instills trust and confidence in the departments and offices of the County from the citizens of Weld
County. IT security is an iterative process that we must remain vigilant with our efforts in support of and in
how we communicate the importance of IT Security to all business units and offices within the County.
Goal 2: - Adopting Cloud Services
Weld County embraces the spirit and the potential value -add of Cloud Computing. Weld County IT will use
a thoughtful, blended and transparent approach when implementing these technologies and services and
will guide the County on the uses and benefits of Cloud Computing. This will allow us to leverage the
potential increases in system availability, application stability, security and functionality of services
associated to Cloud Computing.
Goal 3: — Consolidation and Optimization
Network, Voice, Data Center, Enterprise Applications and Storage environments are a critical component
of the Weld County IT infrastructure. Traditional data centers have substantial electrical, cooling and
cabling requirements. Hardware and software virtualization technologies provide the ability to consolidate
these environments. This consolidation assists Weld County IT with keeping capital and operational
expenses lower, while still providing a highly available and robust network and server environment.
Consolidating network and voice services allows the County to leverage investments into core network
technologies and provides a more robust and functional County phone system. Implement advanced
features that will optimize call centers for Human Services, Information Technology and other County offices
and departments. Providing a comprehensive application portfolio for the County will assist IT, departments
and offices with planning future upgrades, professional development, potential of consolidating enterprise
applications and staffing levels.
Goal 4: — Budget and Cost Control
Leading with responsive, innovative and cost effective services is a core value of the County. IT is an
important part of this value and focusing on cost control, cost reduction and budget transparency is an
important part of our mission. This should be done internal to IT, but also focusing on other departments
and offices technology to ensure we are investing in proven applications and hardware that integrate into
the existing environment as well as achieving the business need.
Goal 5: — Human Resource / Talent Management
Hiring and retaining quality IT team members enables higher levels of service and professionalism to
County offices and departments. Creating a work environment that is open and communicative assists with
the recruiting of qualified IT professionals. Implementing a flexible schedule allows for team members to
achieve a work/life balance and ultimately expands the hours of support provided by IT to the County.
Working within the County framework, develop a 5 -year compensation plan for the IT department. Having
a compensation plan provides team members the ability to plan and forecast their career path. This plan,
along with investing in team member's professional development builds continuity and a consistent team
knowledge base.
Goal 6: — Strategic IT Planning
Providing a technology roadmap and strategic plan for the County will prepare the IT department and other
areas of the county, specifically the BOCC with a framework that can be referenced and measured against
for years to come. IT strategic planning must be a comprehensive process that includes all areas of the
County. Meeting with the business units and understanding their needs is a key component to ensuring
the technology and associated infrastructure aligns with the needs of the County departments and the
citizens they support. The plan is intended to be dynamic in nature, so that as technology changes, so too
can the way we support it. Key items associated to the strategic plan are; annual review of the Capital
Improvement Plan (CIP), review of qualifying domains, and ensuring the IT strategic plan aligns with the
overall County mission.
186
INFORMATION TECHNOLOGY
(CONTINUED)
1000-17300
Goal 7: - Mobility
Anytime / anywhere computing is a requirement for all technology enabled organizations. The ability to
have a mobile workforce is critical in today's world along with providing a mobile friendly technology
environment that is functional across all types of mobile devices and operating systems. County
department and offices have the need to move seamlessly from office, to the field, to home and beyond.
This mobility needs to be done in a secure and functional way that is fully supported by the IT department
and the associated application vendors the County uses to perform its specific functions.
Goal 8: — Disaster Recovery and Business Continuity
Information Technology provides the foundation for many of the County's critical services. Disaster
recovery and business continuity planning are a part of every successful organization. Determining mission
critical IT services is a collaborative process and involves all departments and offices within the County.
We must be able to communicate, process critical County functions such as payroll, and deliver services
to the citizens of Weld County during disasters. The ability to recover critical services is dependent upon
hardware, software and key personnel. An environment that is geographically located far enough from the
County is ideal, and should take into count a regional type of disaster. A detailed DR/BC plan should be
developed and then reviewed annually by IT, County departments and the BOCC.
Goal 9: — Geographic Information Systems (GIS)
The GIS domain is a strategic enterprise platform of technology with a high operational impact. Its users
seek to create, collect, maintain and distribute high quality, accurate and complete geospatial data and
services. The County will raise the awareness of both the beneficial business applications of GIS and seek
to cultivate the advanced analytical use of the technology amongst its users.
NOTE: INFORMATION TECHNOLOGY HAS A COMPREHENSIVE STRATEGIC
PLAN AVAILABLE ONLINE AT:
http://wci.weld.qov/DepartmentLinks/lnformationTechnology/index.html
187
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Geographical Information System - - 1000-17350
DEPARTMENT DESCRIPTION: Geographical Information Systems (GIS) provides the technical
support for the development and maintenance of the Weld County geographical information
system that serves the entire county and some outside entities.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
218,737
132,895
188,095
188,095
Purchased Services
4,266
8,740
4,860
4,860
Fixed Charges
0
0
0
0
Capital
0
4,663
0
0
Gross County Cost
$ 223,003
$ 146,298
$ 192,955
$ 192,955
Revenue
3,932
4,500
3,500
3,500
Net County Cost
$ 219,071
$ 141,798
$ 189,455
$ 189,455
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: Total request is increasing by $47,657 based on historical spending
needs and negotiated contract rates for existing software programs, accounting for $59,305 of
the total increase in Supplies. The final software costs may be lower than currently anticipated,
however budgeted high enough to ensure the projects can be completed. A reduction of $4,000
in Printing makes up the decrease in Purchased Services, and no capital software projects were
requested for 2021. Revenue decreased by $1,000 to accurately reflect actual revenue over a
three-year average.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
188
GEOGRAPHICAL INFORMATION SYSTEM
(CONTINUED)
1000-17350
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
# Parcels in Database 139,082 143,145 147,578
,578# Parcels Updated 4,525 4,063 4,433
# Available Coverage (Layers) in GIS 50 60 75
Efficiency Measures
FTE'S per 10,000/capita 0.000 0.000 0.000
Per capita costs (County support) $0.68 $0.43 $0.55
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: GIS is a division of
Information Services, see goals for Budget Unit 1000-17300.
189
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Technology Projects - - 1000-17375
DEPARTMENT DESCRIPTION: Technology Projects focus on how to take advantage of
innovative technological solutions for service delivery in county government, help in reengineering
county practices and policies to determine the most efficient ways to conduct business, to help
departments determine how to consolidate the delivery of any redundant services, and to realize
the maximum potential of new technologies that Weld County can implement.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$
0
Supplies
0
0
0
0
Purchased Services
0
500,000
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 500,000
$ 0
$
0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 500,000
$ 0
$
0
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: Based on discussions with staff, it has been determined that this
fund will no longer be budgeted separately and be a part of Information Technology going forward.
FINANCE/ADMINISTRATION RECOMMENDATION: Concur with the staff recommendation the
funding from this budget be put into the Information Technology budget (budget unit 1000-17300)
going forward starting in the 2021 budget.
BOARD ACTION:
190
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Printing and Supplies -- 1000-17600
DEPARTMENT DESCRIPTION: Provides printing and supply support, mail processing, and
courier services to the County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 282,714
$ 294,528
$294,528
$294,528
Supplies
82,571
79,000
74,000
74,000
Purchased Services
43,326
70,000
56,000
56,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 408,611
$ 443,528
424,528
424,528
Revenue
257,247
282,000
264,000
264,000
Net County Cost
$ 151,364
$ 161,528
160,528
160,528
Budgeted Positions
4
4
4
4
SUMMARY OF CHANGES: Revenues have dropped $18,000 with the moving to using Office
Depot for county office supplies. Expenditures have been adjusted to reflect more accurate
expenditure levels fora total reduction of $19,000. Supplies are down $5,000 in cost of goods
sold. Purchased Services are down $14,000 with $3,000 in postage, $5,500 in vehicle
maintenance, and repairs and maintenance of equipment is down $5,500. Net county costs are
down $1,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
191
PRINTING AND SUPPLIES
(CONTINUED)
1000-17600
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Print Orders 1,918 2,000 2,000
Mail Pieces 381,522 400,000 400,000
Supply Orders 1,703 400 400
Efficiency Measures
FTE's per 10,000/capita
Per Capita cost (county support)
0.124 0.120
$0.47
$0.49
0.117
$0.47
Goal ES19: Deliver timely, high quality and cost-effective printing and supply services to
County departments.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
ES19-1: User
friendly printing
services to meet
expanding user
needs
98% of users satisfied with quality
and timeliness of services
99%
99%
99%
192
SEVEN YEAR TREND
Sheriffs Office Local Costs
$55
$50
$45
$40
$35
$30
z
O_
J
J_
E $25
$20
$15
$10
$5
$0
2015 2016 2017 2018 2019 2020 2021
193
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Summary All Departments
DEPARTMENT DESCRIPTION: See individual budget units.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 39,732,031
$ 41,936,271
$ 44,456,911
$ 44,456,911
Supplies
1,187,361
1,894,260
2,140,800
2,039,517
Purchased Services
8,846,324
10,084,057
9,845,301
9,661,961
Fixed Charges
-83,328
-85,000
-85,000
-85,000
Capital
32,403
149,750
96,740
88,740
Gross County Cost
$ 49,714,791
$ 53,979,338
$ 56,454,752
$ 56,162,129
Revenue
3,073,854
2,666,298
2,695,760
2,695,760
Net County Cost
$ 46,640,937
$ 51,313,040
$ 53,758,992
$ 53,466,369
Budget Positions
407.0
436.0
460.0
460.0
SUMMARY OF CHANGES:
The Sheriffs Office is requesting an increase in Net County Costs from the 2020 approved budget
totaling $2,445,952. This reflects an increase of 4.8% from 2020. A summary of the notable
changes and brief justifications are listed below.
Revenues:
Revenues are increasing from 2020 by $29,462 or 1.1%.
$108,000 for increased Jail Inmate Booking fees and higher inmate phone commission
$44,587 for increased Patrol service generated revenue
($40,000) in decreased total for concealed weapon permits and VIN inspections revenue
($83,125) in decreased total for midyear change in concealed weapon permits to only charge
residents for CBI portion of the expense. Approved by board in June 2020.
Personnel:
Personnel Expenses are increasing by $2,520,640 or 6%. The Sheriff's Office is requesting a total
of 24 new positions in 2021 to meet increased demand in the Civil Unit, cover shifts in the jail
appropriately and be able to shift existing inmates over to the new 2 West wing once it opens in
2021.
• Orq 21130, Patrol — Civil Unit: Addition of 1 FTE Civil Deputy (Grade 38) to assist with the
growing number of evictions (25% increase between 2015-2020), civil papers and protection
orders.
• Orq 21110, Detentions — Booking Unit: Addition of 1 FTE Booking Supervisor (Grade 27) to
ensure proper supervision of all 24/7 covered booking and bond stations, as well as the front
desk.
194
• Org 24415, Detentions — Security Unit: Addition of 4 FTE Control Technicians (Grade 27) to
staff a 24/7 Control Desk in the new 2 West Jail wing, enabling staff to move inmates from the
main jail to the new wing. This will make the 2 West Jail wing partially operational in its ramp up
phase and presents the opportunity to renovate inmate areas in the main jail complex, or to
separate inmates from one another.
Addition of 18 FTE Detention Deputies (Grade 32) to ensure proper swing shift coverage for both
sides of the week.
Supplies
Supplies are increasing by $246,540 or 13%.
• $70,000 for new Records & Evidence management software
• $24,000 for uniforms and equipment to outfit the newly requested FTEs for the Civil and
Detention Unit
• $41,500 for an increase in ammunition and overall uniform cost
• $11,000 for additional transportable fingerprint readers
• $8,000 for an agency weapons carry class - ammunition
• $18,775 for additional PPE due to COVID19
• $102,322 for additional radios in the new 2 W jail wing, transport vans and the SW Booking
Station
Purchased Services
Purchased Services are decreasing by ($238,756) or 2.4%.
• ($847,096) in decreased contract payments to GPD, starting 2021 covered by Weld County
• $183,340 budgeted in case Records building is not vacated and 1st Quarter 2021 payment
needs to be made to GPD
• $202,161 increased Inmate Medical Service contract fees
• $81,035 increase in vehicle depreciation, repair and fuel
• $61,806 increase in jail kitchen contract and court security contract fees
• $51,049 increase in phone expense based on historical usage and expense
• $28,465 increase in repair and maintenance (body scanners, breathing apparatus etc)
• $9,843 increase in training cost
Capital — Equipment Requests
Capital Equipment expenses are decreasing by $53,010 compared to 2020.
The Capital Cost for 2021 is projected as follows:
• $8,000 for one key box for the Quartermaster (Support Services, Org 21140)
• $8,000 for an electric lift to assist with heavy lifting and moving of boxes in the Evidence Unit
(Org 21160)
• $15,000 for a "Throwbot" to provide additional safety to the SWAT and Strike Team when
entering a building (Patrol Unit, Org 21200)
• $30,000 for an IRIS Surveillance used by Patrol enabling quick setup and surveillance
• $8,800 for replacement of DME Forensic workstation in the Regional Lab (Org 21260)
• $15,340 for replacement of two CEIA PMD2PLUS EZHD-0005 metal detector for Courts
• $11,600 for a Key Watcher Unit which will track and document all key transactions for keys
that are assigned to the Courts Unit
FINANCE/ADMINISTRATION RECOMMENDATION: See individual unit requests.
BOARD ACTION: See individual unit requests.
195
SHERIFF'S OFFICE
DETENTIONS DIVISION
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Sheriff's Office Mission Statement: "To provide effective public safety services with honor and integrity."
Detentions Division Mission Statement: "To accept and lawfully hold prisoners in a safe, humane and
wholesome environment that returns people to the community better, or no worse, than they arrived."
Goal SO DD 1: Lawfully hold prisoners in a safe and humane environment.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO DD 1-1:
Inmates comply with
facility rules and
regulations
(1) Average number of rule violations per
day in the jail.
(2) The number of serious rule violations
per day in the jail.
8
2
10
2
11
3
SO DD 1-2:
(1) The number of meals served
Food service operations
are hygienic, sanitary and
(2) The number of documented inmate
913,059
889,184
901,121
provide a nutritional diet
illnesses attributed to food service
operations.
0
0
0
(3) The number of inmate grievances
about food service decided in favor of the
inmate in the past 12 months.
16
18
20
SO DD 1-3:
Actual secure bed
(1) The average daily jail population in
the past 12 months divided by the
occupancy is within
reasonable operational
jail capacity
total number of general population
beds available in the past 12 months
*2020 had different capacities. 2021 adds
additional beds (954/1335)
79%
81%
64%*
(2) The number of sustained inmate
grievances about crowding and housing
conditions.
5
7
9
SO DD 1-4: Inmates
(1) The number of inmates with positive
have access to a
continuum of health care
consistent with that
available in the
community
initial tests for TB, Hepatitis A, B, or C, HIV
or MRSA.
(2) The number of inmate deaths due to
suicide or homicide.
32
0
30
0
32
0
(3) The number of medical prescriptions
written in the jail population.
7,182
7,210
7,250
SO DD 1-5: Safe
operation of the facility
with the proper number of
employees to ensure
(1) The number of Deputy overtime sign-
up to work a shift in the jail.
2,341
2,754
3,167
Inmate safety.
196
SHERIFF'S OFFICE
DETENTIONS DIVISION
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Goal SO DD 1 (continued): Lawfully hold prisoners in a safe and humane environment.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO DD 1-6: An
(1) Number of sexual assaults reported in
investigation is conducted
and documents sexual
assault or threats
the jail population.
(2) Number of reported sustained sexual
10
10
10
reported in the jail.
assaults in the jail population.
1
0
0
SO DD 1-7: Contraband
(1) Percentage of personal searches
is minimized. It is
detected when present in
the facility.
conducted on intakes into facility.
(2) Percentage of times contraband is
100%
100%
100%
found while conducting personal searches
on intakes into the facility.
›.1%
›.1%
›.1%
(3) Percentage of time contraband is found
on inmates or property in jail population
outside of booking.
100%
100%
100%
Goal SO DD 2: Maintain a continuum of effective jail alternatives that offer a range of sentencing and pre -
adjudication options to secure custody.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO DD 2-1: Secure
(1) The average number of offenders
county jail beds are used
efficiently and effectively
released from jail within 24 hours of
admission per day.
11
12
12
(2) The average number of jail bed used
per day for pre-trial detention by the
county/district courts.
439
506
573
(3) The average number of jail beds used
per day for jail sentences by the
county/district courts.
188
198
208
(4) The average number of jail beds used
per day for jail sentences by other than
county/district courts.
45
40
30
197
SHERIFF'S OFFICE
PATROL DIVISION
COMBINED GOAL/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Patrol Division Mission Statement: "To provide effective public safety services with honor and
integrity."
Goal SO PD 1: Protecting the well-being of the citizens of Weld County.
DESIRED
PRELIMINARY PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
SO PD 1-1:
(1) Total number of UCR Part I Reported
Proactively work to
reduce crime
Crimes per 10000 population
25.31
25.32
25.32
(2) Total number of UCR Part II Reported
Arrests per 10000 population
29.05
29.04
29.03
(3) Total NIBR reported crimes for
unincorporated Weld County per
63.69
65.54
67.40
10000 population
(4) Total patrol division FTEs per 10000
population
2.97
3.06
2.98
SO PD 1-2: Identify
crime trends and
effectiveness of
forensic science to
reduce crime
(1) Total submissions to the crime lab
(2) Total cases generated
(3) Total pieces of evidence processed
(1) 2,352
(2) 3,187
(3) 13,787
(1) 2,500
(2) 3,300
(3) 14,000
(1) 2,700
(2) 3,400
(3) 14,250
SO PD 1-3:
(1) Total traffic accidents in Sheriff's
(1) 312
(1) 321
(1) 330
Traffic Safety
Office Jurisdiction
(2) Total traffic tickets
(2) 4,033
(2) 4,150
(2) 4,268
(3) Total model traffic tickets
(3) 2,550
(3) 2,625
(3) 2,699
(4) Total written warnings
(4) 7,242
(4) 7,452
(4) 7,663
(5) Alcohol related crashes in Sheriff's
(5) 16
(5) 17
(5) 18
Office Jurisdiction
(6) 54
(6) 52
(6) 50
(6) Traffic fatalities (all Weld County)
SO PD 1-4:
(1) Maximize the rate of property
Recovered
Recovered
Recovered
Recover victim
recovery by monitoring the reported
$2,738,265
$1,243,492
$1,305,667
property
value of recovered property in relation to
the reported value of stolen property
17% increase
55% decrease
5% increase
(reported in NIBR for Sheriff's Office
jurisdiction)
Stolen
Stolen
Stolen
$5,365,079
$5,070,364
$4,816,846
12%
decrease
6% decrease
5% decrease
Theft
Theft
Theft
Recovery
Recovery
Recovery
Rate
Rate
Rate
51%
25%
73%
SO PD 1-5:
(1) Total civil process served/attempted
(1) 6,206
(1) 5,961
(1) 5,941
Service of civil
process
(2) Total civil process served by public
safety deputies.
(2) 130
(2) 124
(2) 120
198
SHERIFF'S OFFICE
PATROL DIVISION
COMBINED GOALS/DESIRED OUTCOMES
KEY PERFORMANCE INDICATORS
Goal SO PD 2: Establish and maintain meaningful communication with the citizens of Weld County
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
SO PD 2-1:
Inform victims of
restorative
services available
to them in the
community
(1) Advocate contacts for Sheriff's Office
Service area
1,659
2,175
2,200
SO PD 2-2:
Appropriate
dissemination of
public safety
information
(1) Number of required violent sexual
offender notifications.
(2) Number of registered sex offenders for
unincorporated Weld County and the
jurisdictions serviced by the Weld County
Sheriff's Office for sex offender registration.
0
229
1
253
1
277
*Due to the adoption of the Spillman RMS system, many of the statistical measurements that were
previously reported are no longer readily available and were modified to the listings above.
199
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Administration Patrol - - 1000-21100
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriffs
Office. This budget unit provides for policy development, formulation of written directives and
overall direction by the Sheriff and upper agency staff. Typical activities performed within this
budget unit include, clerical staff support, agency procurement, Human Resources Department
support, agency service billing, and lobby counter service access to the public.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,383,487
$ 1,829,212
$ 1,829,212
$ 1,829,212
Supplies
49,735
89,276
107,174
107,174
Purchased Services
99,824
162,458
137,532
137,532
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,533,046
$ 2,080,946
$ 2,073,918
$ 2,073,918
Revenue
178,322
215,000
91,875
91,875
Net County Cost
$ 1,354,724
$ 1,865,946
$ 1,982,043
$ 1,982,043
Budget Positions
15.0
17.0
17.0
17.0
SUMMARY OF CHANGES: 2021 does not forecast any changes in personnel costs. Net County
Cost will increase by $116,097 due to a reduction in revenue. The revenue reduction is made up
of (-$123,125) with fewer concealed weapon transactions and charging only the CBI portion for
concealed weapons permits.
Supply expenses are projected to increase by $17,898 due to added supplies for the new Records
and Evidence unit opening in 2021, replacement cost of worn furniture, office equipment for the
Records Manager. Purchased Services will decrease by $24,926 due to lower depreciation, repair
and maintenance and lower local travel cost.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
200
SHERIFF ADMINISTRATION PATROL
(CONTINUED)
1000-21100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Press Releases
Vin Checks
Fingerprints*
Concealed Weapon Permits Issued
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
31 50 65
2,045 2,100 2,150
1,632 1,750 1,850
3,801 4,000 4,200
0.463 0.511 0.496
$4.19
$5.60 $5.79
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
201
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Booking Unit - - 1000-21110
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriffs
Office. This budget unit provides 24 -hour data entry of prisoner information needed to complete
the booking process. Additional responsibilities include managing prisoner property, money,
inmate and staff supplies, inmate mail processing, facilitating personal and professional visitation
for inmates and lobby counter service access to the public. Revenue is generated from inmate
telephone and commissary contracts.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,868,890
$ 2,009,336
$ 2,078,481
$ 2,078,481
Supplies
237,220
320,205
337,713
320,205
Purchased Services
36,904
262,251
50,637
50,637
Fixed Charges
0
0
0
0
Capital
0
86,110
0
0
Gross County Cost
$ 2,143,014
$ 2,677,902
$ 2,466,831
$ 2,449,323
Revenue
261,149
268,500
266,500
266,500
Net County Cost
$ 1,881,865
$ 2,409,402
$ 2,200,331
$ 2,182,823
Budget Positions
29.0
30.0
31.0
31.0
SUMMARY OF CHANGES:
Net County Cost decreases by $209,071. Personnel Services are projected to increase by
$69,145 due to the 1 FTE Booking Supervisor request for adequate supervisor shift coverage.
Supplies increased by $17,508 due to a greater need for Personal Protective Equipment triggered
by COVID19. Purchased Services costs are forecasted to decrease by $211,614 because the
medical coverage for the SW Booking Station was moved to the Inmate Services Unit (Org 24410)
where the Inmate Medical Services contract is being budgeted. Revenue is only slightly
decreasing due to a lower projected refund revenue for 2021. There are no capital expenditures
planned for 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Reduced supplies by $17,508 as COVID-
19 related PPE should be purchased in 2020 with grant funds. The increase of the Booking
Supervisor is a policy issue for the board. Recommend approval as adjusted.
BOARD ACTION:
202
SHERIFF BOOKING UNIT
(CONTINUED)
1000-21110
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Output
Booking
Jail mail out
Jail mail in
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
12,303 10,578 12,918
29,895 31,884 33,478
30,496 34,096 35,800
0.896
0.901 0.905
$5.81 $7.24 $6.37
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
203
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Professional Standards - - 1000-21120
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriffs
Office. This unit is responsible for the administration of the internal affairs investigative process,
recruitment and screening applicants for employment within the Sheriff's Office. Additionally, this
unit is responsible for developing, scheduling, facilitating and documenting/tracking training for all
divisions, updating policy and procedure to comply with current case law, best practice and
ensuring the Sheriff's Office practice and procedure are aligned.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 838,034
$ 1,089,018
$ 1,089,018
$ 1,089,018
Supplies
44,846
92,444
203,458
203,458
Purchased Services
168,380
536,962
511,911
511,911
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,051,260
$ 1,718,424
$ 1,804,387
$ 1,804,387
Revenue
0
0
0
0
Net County Cost
$ 1,051,260
$ 1,718,424
$ 1,804,387
$ 1,804,387
Budget Positions
7.0
10.0
10.0
10.0
SUMMARY OF CHANGES:
2021 does not forecast any changes in personnel costs. Net County Cost reflects an increase of
$85,963. The majority lies within Supply expenses, which are projected to increase by $111,014.
This amount is made up of additional training supplies for the POST Academy and equipment for
the newly established Body Worn Camera program. Furthermore, training costs that were
budgeted in various units were transferred to the Professional Standards Unit for 2021.
Purchased Services expenses decreased by $25,051 explained by a one-time purchase
budgeted in 2020 that does not need to be accounted for in 2021. Range costs have increased
because the Sheriff's Office is utilizing Greeley's and Longmont's range for training and has to
rent range time for the POST Academy. This cost will be reduced once the Weld County range
and training facility is operational.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
204
SHERIFF PROFESSIONAL STANDARDS
(CONTINUED)
1000-21120
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Output
Hiring
Training (hours)
Academies
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
105 69
2,585 1,875
8 5
50
1,931
5
0.216 0.300 0.292
$3.25 $5.16 $5.27
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
205
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Civil Unit - - 1000-21130
DEPARTMENT DESCRIPTION: This budget unit provides a statutorily required function by
serving civil process and precepts issued from the courts. Civil papers are generally court issued
documents but may also pertain to small claims, court summons or subpoenas.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 362,663
$ 395,364
$ 493,762
$ 493,762
Supplies
184
1,500
500
500
Purchased Services
19,486
19,246
29,711
29,711
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 382,333
$ 416,110
$ 523,973
$ 523,973
Revenue
157,013
150,000
150,000
150,000
Net County Cost
$ 225,320
$ 266,110
$ 373,973
$ 373,973
Budget Positions
6.0
6.0
7.0
7.0
SUMMARY OF CHANGES:
Overall Net County Cost reflects an increase of $107,863. This includes $98,398 in personnel
cost for the requested 1FTE additional Civil Unit Deputy and the standard outfitting cost for this
position. In addition, depreciation cost increased by $11,787 over prior year.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The additional
FTE is a policy issue for the board.
BOARD ACTION:
206
SHERIFF CIVIL UNIT
(CONTINUED)
1000-21130
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Civil Process Processed
Concealed Weapon Permits Issued
Evictions
Sheriffs Sales
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
5,440 5,515 5,723
2,971 3,134 3,130
500 521 535
6
7 7
0.185 0.180 0.204
$0.70 $0.80 $1.09
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
207
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Support Services - - 1000-21140
DEPARTMENT DESCRIPTION: This budget unit supports other budget units within the Sheriffs
Office. This unit is responsible for the coordination and facilitation of tracking, ordering and
maintaining designated equipment assigned in all divisions. Additionally, a custodial crew is part
of this unit and responsible to clean the North Jail Complex.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 450,351
$ 506,734
$ 506,734
$ 506,734
Supplies
459,717
698,036
917,128
898,353
Purchased Services
3,325
36,175
18,267
18,267
Fixed Charges
0
0
0
0
Capital
0
0
8,000
8,000
Gross County Cost
$ 913,393
$ 1,240,945
$ 1,450,129
$ 1,431,354
Revenue
0
0
0
0
Net County Cost
$ 913,393
$ 1,240,945
$ 1,450,129
$ 1,431,354
Budget Positions
7.0
7.0
7.0
7.0
SUMMARY OF CHANGES:
2021 does not forecast any changes in personnel costs. Net County Cost is projected to increase
by $209,184. This is accounted for in supply expenses and made up of $24,000 in uniforms and
standard equipment for new FTEs in the Civil Unit and Detentions division. In addition, the price
of ammunition and the uniform costs have increased compared to last year, accounting for
$41,500.
An increase is projected for additional handheld fingerprint readers in the amount of $11,000,
ammunition for an agency weapons carry class $8,000, $18,775 additional PPE expense due to
COVID-19 and $111,322 in radios for the jail, outfitting the new Booking Station and its transport
vans as well as the new 2W jail wing with radios. The capital amount of $8,000 includes a "Bio-
Box" for keys, to assist in tracking who checked out vehicle keys.
FINANCE/ADMINISTRATION RECOMMENDATION: Removed $18,775 from Supplies as PPE
expenses are to be covered in 2020 with grant funds. Recommend approval for the adjusted
request.
BOARD ACTION:
208
SHERIFF SUPPORT SERVICES
(CONTINUED)
1000-21140
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work output
Jail Incidents
Jail Hearings
Videos copied
Use of force
Investigations
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
3,021 2,128 3,417
525 344 610
283 468 510
451 452 500
111 65 168
0.216 0.210 0.204
$2.82
$3.73 $4.18
GOALSIDESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
209
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Records Unit - - 1000-21150
DEPARTMENT DESCRIPTION: This budget unit is new to the Sheriff's Office in 2019 with
anticipation of taking on the Law Enforcement Records services currently provided contractually
by Greeley Police Department.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$ 261,039
$ 858,130
$ 858,130
Supplies
0
65,000
23,000
23,000
Purchased Services
0
795,760
259,703
76,363
Fixed Charges
0
0
0
0
Capital
0
18,000
0
0
Gross County Cost
$
0
$ 1,139,799
$ 1,140,833
$ 957,493
Revenue
0
0
0
0
Net County Cost
$
0
$ 1,139,799
$ 1,140,833
$ 957,493
Budget Positions
0.0
12.0
12.0
12.0
SUMMARY OF CHANGES:
2021 will be the first year that Org 21150 is fully operational. The Sheriff's Office is taking over
the responsibility of providing Records and Evidence services that have been contracted with
Greeley Police Department (GPD) and charged to the Records (Org 21150) and Evidence Unit
(Org 21160). For 2020, the Sheriffs Office received approval to hire and train supervisors and
staff over the last half of the year for a start date of January 1, 2021. This change accounts for
$597,091 increased personnel cost and is partially offset with the removal of the GPD service
contract cost of $536,057.
Supplies decreased by $42,000 because most supplies were bought in 2020 for the startup
period. Purchased Services expense has decreased by $536,057 because the record service
contract cost with GPD is no longer needed once the operation is taken over by Weld County
Sheriff's Office. $183,340 (for one quarter service expense) has been left in the budget, in case
the building is not move in ready and the Records Unit has to remain in its facility longer under
the old contractual terms.
FINANCE/ADMINISTRATION RECOMMENDATION: Removed the $183,340 from Purchased
Services as staff is hired and the space is owned by Weld County, so the contract with Greeley
should not be needed for the first quarter. Recommend approval of the adjusted request.
BOARD ACTION:
210
SHERIFF RECORDS UNIT
(CONTINUED)
1000-21150
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Weld County Incidents Entered
Weld County Criminal Reports Processed
Weld County Summons/Tickets Processed
Records Disclosures
Records Sealed
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
47,123 47,204
5,521 5,481
5,189 5,037
NA NA
NA NA
0.00 0.360 0.350
$0.00 $3.42 $2.80
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As this is a new division
for the Sheriffs Office with a start date of January 1, 2021, projected performance measures will
be determined for the first year of service for the 2022 budget cycle. Estimates are provided for
2020 based on statistical trends from 2017-2019. Data for Records Disclosures and Records
Sealed will be available by the end of 2021 but is not available to estimate at this time.
211
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Evidence Unit - - 1000-21160
DEPARTMENT DESCRIPTION: This budget unit is new to the Sheriff's Office in 2020 with
anticipation of taking on the Law Enforcement Evidence services currently provided contractually
by Greeley Police Department.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$
0
$ 57,996
$ 148,416
$ 148,416
Supplies
0
35,000
87,000
22,000
Purchased Services
0
123,936
18,892
18,892
Fixed Charges
0
0
0
0
Capital
0
12,000
8,000
0
Gross County Cost
$
0
$ 228,932
$ 262,308
$ 189,308
Revenue
0
0
0
0
Net County Cost
$
0
$ 228,932
$ 262,308
$ 189,308
Budget Positions
0.0
2.0
2.0
2.0
SUMMARY OF CHANGES:
The overall Net County Cost increased by $33,376. 2021 will be the first year that this Evidence
Unit is fully operational. The Sheriff's Office is taking over the responsibility of providing Records
and Evidence services that have been contracted with the Greeley Police Department (GPD) and
charged to the Records (Org 21150) and Evidence Unit (Org 21160). For 2020, the Sheriffs
Office received approval to hire and train supervisors and staff over the last half of the year for a
start date of January 1, 2021. Training will be imperative as rules and regulations must be followed
for the proper handling of evidence, as well as training staff to be prepared to testify.
Therefore, 2021 reflects the budget for 2 FTE (approved in 2020) and accounts for $90,420
increased personnel cost. Supplies increased by $52,000 due to the identified need of an
evidence management software priced at $65,000. Purchased Services expenses reflects a
decrease of $105,044 because the department will move into the new Weld County evidence
facility in 2021 and no longer carries the Greeley Police Dept service contract expense. Capital
needs decreased slightly but includes $8,000 for an electric lift, to enable evidence personnel to
safely place large boxes on storage shelves.
FINANCE/ADMINISTRATION RECOMMENDATION: The Sheriffs Office was told to purchase
the electric lift in 2020, so this request was removed ($8,000). Weld County is purchasing a new
software system for records management, which all options include an evidence management
module ($65,000) and should not be included here. Recommend approval of the adjusted request.
BOARD ACTION:
212
SHERIFF EVIDENCE UNIT
(CONTINUED)
1000-21160
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Total Evidence Items in Inventory
Total Evidence Items
Physical Evidence Entries
Digital Evidence Entries
Evidence Items Disposed or Destroyed
Efficiency Measures
FTE's per 10,000/capita
Per Capita Net County Cost
49,801 63,000
13,180 13,581
10,855 10,909
2,295 2,672
NA NA
0.00 0.060 0.058
$0.00
$0.69 $0.55
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As this is a new division
for the Sheriffs Office with a start date of January 1, 2021, projected performance measures will
be determined for the first year of service for the 2021 budget cycle. Estimates are provided for
2021 based on statistical trends from 2017-2020. Data for Evidence Items Disposed or Destroyed
will be available by the end of 2021 but is not available to estimate at this time.
213
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriffs Patrol - - 1000-21200
DEPARTMENT DESCRIPTION: Provides field response to reports of possible criminal activity
or threat to general public safety, to include traffic safety enforcement, in unincorporated areas of
county and within municipalities contracting for law enforcement service. Unit provides crime
prevention information and strategy education, serves arrest warrants, transports prisoners, and
conducts criminal investigations. Activities are frequently coordinated with municipal, other
county, state, and federal law enforcement and regulatory agencies.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 6,551,490
$ 7,155,815
$ 7,155,815
$ 7,155,815
Supplies
231,597
298,091
186,260
186,260
Purchased Services
1,934,781
1,281,673
1,232,324
1,232,324
Fixed Charges
0
0
0
0
Capital
24,224
9,500
15,000
15,000
Gross County Cost
$ 8,742,092
$ 8,745,079
$ 8,589,399
$ 8,589,399
Revenue
381,757
365,000
330,000
330,000
Net County Cost
$ 8,360,335
$ 8,380,079
$ 8,259,399
$ 8,259,399
Budgeted Positions
60.0
62.0
62.0
62.0
SUMMARY OF CHANGES:
The overall Net County cost is forecasted to decrease by $120,680. 2021 does not forecast any
changes in personnel cost. Total expenses will be reduced by $155,680. Supply expense is
$111,831 lower compared to 2020 because ballistic helmets and night vision goggles were
purchased in 2020. Purchased Services cost is forecasted to decrease by $49,349 because
$48,000 in transcription services was transferred to the Records Unit (Org 21150). The capital
amount of $15,000 includes a "Throwbot" to improve the safety of the SWAT team before they
enter unknown buildings or rooms. Revenue is forecasted to decrease by $35,000 due to lower
volume of traffic citations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The SWAT robot
is a policy issue for the board.
BOARD ACTION:
214
SHERIFF'S PATROL
(CONTINUED)
1000-21200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Adult Arrest
Juvenile Arrest
Total Traffic Stops
Total Traffic Warnings
Dispatched Calls for Service
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
1,542 1,311
37 31
12,428 10,564
7,242 6,156
47,113 48,880
1.854
$25.83
1,643
40
12,558
6,869
49,273
1.862 1.810
$25.17 $24.12
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
215
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Sheriff's Investigations Unit-- 1000-21205
DEPARTMENT DESCRIPTION: This unit is responsible to review reports of criminal activity
documented by patrol deputies and determine if a criminal act was committed, attempt to
identify and apprehend the person(s) responsible and attempt to recover property that
has been reported stolen. The investigations unit is available 24/7 to respond to the scene
of criminal activity. This unit responds to and investigates any major persons and property
crimes; this includes the collection and preservation of evidence, interviewing victims and
potential suspects and people of interest, writing search and arrest warrants, preparing
written reports, establishing probable cause, apprehending suspects and testifying in
court.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 2,094,860
$ 2,144,178
$ 2,144,178
$ 2,144,178
Supplies
5,090
14,320
14,110
14,110
Purchased Services
108,598
119,067
188,825
188,825
Fixed Charges
0
0
0
0
Capital
0
0
30,000
30,000
Gross County Cost
$ 2,208,548
$ 2,277,565
$ 2,377,113
$ 2,377,113
Revenue
3,006
0
0
0
Net County Cost
$ 2,205,542
$ 2,277,565
$ 2,377,113
$ 2,377,113
Budgeted Positions
19.0
19.0
19.0
19.0
SUMMARY OF CHANGES:
The overall Net County cost increased by $99,548 from 2020. 2021 does not forecast any
changes in personnel cost. Supply expense is projected to decrease slightly, and Purchased
Services cost reflects an increase of $69,758 which includes an increase of $38,165 in vehicle
depreciation, $29,985 in fuel and $10,000 for a trap and trace service.
The capital request includes $30,000 for a mobile IRIS Surveillance program, which will increase
the efficiency of the Strike and Investigation Team by reducing the time that the deputy spends
on device setup.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The IRIS
Surveillance program is a policy issue for the board.
BOARD ACTION:
216
SHERIFF'S INVESTIGATIONS UNIT
(CONTINUED)
1000-21205
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases Assigned
Cases Solved
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
220 308 350
130 174 198
0.587
$6.81
0.571 0.555
$6.84 $6.94
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
217
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Municipal Contract Enforcement - - 1000-21210
DEPARTMENT DESCRIPTION: Provides law enforcement services for contract towns, Weld
Central High School, and Aims Community College.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 258,497
$ 229,345
$ 229,345
$ 229,345
Supplies
0
0
0
0
Purchased Services
75,886
23,318
63,155
63,155
Contra
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 334,383
$ 252,663
$ 292,500
$ 292,500
Revenue
281,467
225,500
309,587
309,587
Net County Cost
$ 52,916
$ 27,163
$ - 17,087
$ - 17,087
Budget Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES:
Net County cost is forecasted to show a gain of $17,087. 2021 does not forecast any changes in
FTE or personnel costs. Purchased Services reflects an increase of $39,837 made up of higher
Vehicle Repair & Maintenance, fuel and vehicle depreciation.
Revenue has increased by $84,087 due to an adjusted service rate for the 2021 AIMS Community
College contract. The overall gain of $17,087 is offsetting cost residing in Professional Standards
(Org 21120) and Support Services Unit (Org 21140) for training and outfitting the officers.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
218
MUNICIPAL CONTRACT ENFORCEMENT
(CONTINUED)
1000-21210
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of Dispatched Calls
Adult Arrests
Juvenile Arrests
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
1,170 796 14
33 6 1
0 0 0
.062 .060 .058
$0.16
$0.08 -$0.05
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
219
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Ordinance Enforcement - - 1000-21230
DEPARTMENT DESCRIPTION: Provides limited enforcement of Weld County Ordinance 88, as
amended, pertaining to dogs -at -large. Animal control officers are only available on a limited basis.
Deputy response outside the dedicated time is limited to cases where public safety threat exists.
This unit is also responsible for handling all calls for illegal dumping of trash/waste within the
county, as enforceable by Weld County Ordinance. Animal control officers routinely collect
illegally dumped items from county roadways and public property to ensure the safety of motorists
traveling within the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 140,060
$ 205,882
$ 205,882
$ 205,882
Supplies
1,065
7,300
6,300
6,300
Purchased Services
88,775
141,556
114,345
114,345
Fixed Charges
-85,000
-85,000
- 85,000
- 85,000
Capital
0
0
0
0
Gross County Cost
$ 144,900
$ 269,738
$ 241,527
$ 241,527
Revenue
0
0
0
0
Net County Cost
$ 144,900
$ 269,738
$ 241,527
$ 241,527
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES:
The overall Net County cost is forecasted to decrease by $28,211. 2021 does not forecast any
changes in personnel costs. Supplies do slightly decrease, and Purchased Services cost is
forecasted to be $27,211 lower compared to last year, made up of $12,300 lower vehicle
maintenance repair and depreciation costs. Contract payment were adjusted by $13,000 to
historical expense.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
220
ORDINANCE ENFORCEMENT
(CONTINUED)
1000-21230
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of dispatched calls 2,797 2,894 3,355
Animals Transported to Shelter 424 445 467
Efficiency Measures
FTE's per 10,000/capita 0.093 0.090 0.088
Per capita cost (county support) $0.45 $0.81 $0.71
GOALSIDESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
221
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Regional Forensic Laboratory - - 1000-21260
DEPARTMENT DESCRIPTION: The limited forensic laboratory is jointly funded by the City of
Greeley and Weld County. The two entities also have agreements for services on a contract
basis. The laboratory provides forensic analysis of evidence and forensic computer analysis,
latent prints, shoes and tires, controlled substances and fire debris. It also has a DNA position
assigned to the Denver CBI facility performing DNA analyses for Weld County in that lab. The
laboratory meets the stringent requirements necessary for accreditation by the American Society
of Crime Lab Directors.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 478,181
$ 568,049
$ 568,049
$ 568,049
Supplies
46,895
46,607
51,188
51,188
Purchased Services
115,365
116,711
125,349
125,349
Fixed Charges
0
0
0
0
Capital
8,179
8,800
8,800
8,800
Gross County Cost
$ 648,620
$ 740,167
$ 753,386
$ 753,386
Revenue
53,785
63,000
63,000
63,000
Net County Cost
$ 594,835
$ 677,167
$ 690,386
$ 690,386
Budget Positions
4.0
5.0
5.0
5.0
SUMMARY OF CHANGES:
The overall Net County cost is forecasted to increase by $13,219. 2021 does not forecast any
changes in personnel costs. Supplies reflect an increase of $4,581, made up of $3,150 in added
software and $1,581 in increased cost to cover lab equipment.
Purchased Services cost is forecasted to be $8,638 higher compared to last year, including
adjusted repair cost for lab equipment based on historical data. The capital cost includes the
replacement of a DME Forensic Workstation. Revenue remains the same.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
222
REGIONAL FORENSIC LABORATORY
(CONTINUED) 7000-21260
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Cases/items completed — drugs, computer 497 12,352 550 12,500 575 12,750
forensics, latent prints, shoe and tire tracks, WCSO/GPD WCSO/GPD WCSO/GPD
DNA only only only
Total cases submitted to the NCRFL/ Total 2,3521 2,500 / 2,7001
cases submitted to CBI Lab System. 10,498 11,000 11,500
Court Testimony Appearances 25 30 35
Efficiency Measures
FTE's per 10,000/capita 0.124 0.150 0.146
Per capita cost (county support) $1.84 $2.03 $2.02
Effectiveness Measures (desired results)
Quality Audit 35 35 35
Proficiency Testing (Test Run/Errors) 1810 18 10 1810
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
223
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Victim Advocate Services - - 1000-21300
DEPARTMENT DESCRIPTION: Provides service for victims of crime through Victim Assistance
(VALE/VOCA) funding.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 184,482
$ 212,337
$ 212,337
$ 212,337
Supplies
286
5,200
4,050
4,050
Purchased Services
20,116
23,801
23,011
23,011
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 204,884
$ 241,338
$ 239,398
$ 239,398
Revenue
159,523
187,298
182,798
182,798
Net County Cost
$ 45,361
$ 54,040
$ 56,600
$ 56,600
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES:
Net County Cost will increase by $2,560. 2021 does not forecast any changes in personnel costs.
Supply expense is projected to decrease by $1,150 and there are no significant changes in
Purchased Services expense.
Revenue decreased by $4,500 because one municipality switched to Greeley Police
Department's Victim Advocate Service for their coverage.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
224
VICTIM ADVOCATE SERVICES
(CONTINUED)
1000-21300
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of victims and witnesses served 1,659 2,175 2,200
Victims served per 10,000/capita 53.412 55.722 57.031
Efficiency Measures
FTE's per 10,000/capita 0.093 0.090 0.088
Per capita cost (county support) $0.14 $0.16 $0.17
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
225
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Multi -Jurisdictional Drug Task Force - - 1000-21410
DEPARTMENT DESCRIPTION: Multi -Jurisdictional Drug Task Force provides drug interdiction
by overt and covert investigation throughout Weld County. This is the only drug or narcotics unit
for any law enforcement agency in Weld County. Task Force personnel are directly supervised
by the Greeley Police Department with policy and strategic direction from a Control Group of area
chiefs and the Sheriff.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 245,764
$ 244,923
$ 244,923
$ 244,923
Supplies
0
0
0
0
Purchased Services
70,248
85,000
75,000
75,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 316,012
$ 329,923
$ 319,923
$ 319,923
Revenue
0
0
0
0
Net County Cost
$ 316,012
$ 329,923
$ 319,923
$ 319,923
Budgeted Positions
2.0
2.0
2.0
2.0
SUMMARY OF CHANGES:
Net County Cost will be reduced by $10,000 by adjusting the cost of the service agreement to
actual historical cost. 2021 does not forecast any changes in personnel costs. No significant
changes projected.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
226
MULTI -JURISDICTIONAL
DRUG TASK FORCE
(CONTINUED)
1000-21410
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Criminal Cases Opened 111 119 125
Drug Arrests 152 190 150
Search Warrants Executed 47 47 50
Cocaine Seizures (Pounds) 15.8 18 20
Methamphetamine Seizures (Pounds) 9.8 11 12
Marijuana Seizures (Pounds) 131.2 131 140
Meth Lab Seized 0 1 1
Efficiency Measures
FTE's per 10,000/capita 0.062 0.060 0.058
Per capita cost (county support) $0.98 $0.99 $0.93
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
227
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Inmate Services - - 1000-24410
DEPARTMENT DESCRIPTION: This unit provides and oversees professional jail support
services such as medical care, food preparation, and facility programming to meet statutory
mandates. This Unit consists of licensed and unlicensed mental health professionals, inmate
classification staff and a part-time inmate chaplain who coordinates community volunteer
services. The staff assesses inmate suicide risk, develop case management plans for inmates
with special needs, and provide other programming to include Right to Read, trusty prisoner work
and the coordination of community -based services.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,548,714
$ 1,800,628
$ 1,800,628
$ 1,800,628
Supplies
35,210
47,584
50,849
50,849
Purchased Services
5,433,731
5,567,801
6,026,766
6,026,766
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 7,017,655
$ 7,416,013
$ 7,878,243
$ 7,878,243
Revenue
1,146,058
732,000
832,000
832,000
Net County Cost
$ 5,871,597
$ 6,684,013
$ 7,046,243
$ 7,046,243
Budgeted Positions
20.0
20.0
20.0
20.0
SUMMARY OF CHANGES:
Net County cost is projected to increase by $362,230. 2021 does not forecast any changes in
personnel costs. Supply expense will only slightly increase by $3,265 due to a purchase of two
money counting machines that also detect fraud and an increased cost seen in inmate supplies.
Purchased Services are increasing by $458,965, made up of $76,319 in projected jail kitchen
contract increase (new contract started January 2020), medical contract cost transfer of $200,000
from Booking Org 21110 to this budget, and $182,411 to account for the actual combined medical
contract under the new vendor (contract starts 2021).
Revenue is forecasted to increase by $100,000 in charges for service, covering booking/bonding
fees, commissary revenue and inmate phone commission.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
228
SHERIFF INMATE SERVICES
(CONTINUED)
1000-24470
PERFORMANCE MEASURES: Included in Security Unit (1000-24415) Summary.
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
229
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Security Unit - - 1000-24415
DEPARTMENT DESCRIPTION: The North Jail is a secure adult detention facility for offenders
awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to receive
and safely keep all adult prisoners lawfully committed and hold them in a clean, wholesome, safe,
and well -maintained jail.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 20,184,295
$ 19,595,855
$ 21,261,441
$ 21,261,441
Supplies
46,358
138,869
141,470
141,470
Purchased Services
109,185
168,006
255,328
255,328
Fixed Charges
1,672
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 20,341,510
$ 19,902,730
$ 21,658,239
$ 21,658,239
Revenue
460,460
420,000
430,000
430,000
Net County Cost
$ 19,881,050
$ 19,482,730
$ 21,228,239
$ 21,228,239
Budgeted Positions
201.0
201.0
223.0
223.0
SUMMARY OF CHANGES:
Net County Cost increases by $1,745,509. Personnel Services are projected to increase by
$1,665,586 which includes the request of 4 FTE Detentions Master Control Tech (2 West Jail
wing opening in 2021) at $276,580 including salary and fringe benefits and 18 FTE Detentions
Deputies request at $1,389,006 including salary and fringe benefits for adequate swing shift
coverage in the jail.
Supply expenses are projected to increase only slightly. Purchased Services costs are forecasted
to increase by $87,322 including $17,300 for body scanner maintenance cost, $5,400 for the Self
-contained breathing apparatus (SCBA) maintenance, $36,132 in higher training cost for jail staff
who were not able to be trained in the past years, and $41,858 increased cost in vehicle
depreciation, fuel and maintenance.
Revenue reflects an increase of $10,000 from the service agreement with municipalities, based
on historical data.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The 22.0 FTE are
a policy issue for the board.
BOARD ACTION:
230
SECURITY UNIT
(CONTINUED)
1000-24475
COMBINED PERFORMANCE MEASURES
FOR ALL OFFENDER SUPERVISION
ACTUAL ESTIMATED PROJECTED
Work Outputs
Avg. Secure Jail Population Daily
Number of Offenders Transported to
Court Appearances
New Correctional Officers Entering
Basic Training
Efficiency Measures
Detention Division FTE's per
10,000 Capita
Per capita net cost
Avg. Medical Cost Per Inmate Daily
Avg. Food Cost Per Inmate Daily
Secure Facility Occupancy Rate
752
769
21,868 20,516
846
22,961
60 40 48
8.62 8.59
$96.76 $98.61
$13.20 $14.37
$3.04 $2.95
9.02
$101.67
$13.81
$2.96
79% 81% 64%
at 752/954 at 769/954 at 846/1335
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Detention Division and Patrol Division
Goals following Sheriff's Office Summary page.
PLEASE NOTE: Detentions Division Efficiency Measures are calculated by combining Booking
Unit (21110), Inmate Services (24410), Security Unit (24415) and Courts and Transportation Unit
(24420). These are the numbers used for calculations:
Total FTE in
Detentions Division:
2017: 232
2018: 265
2019: 279
2020: 286
2021: 309
Population:
2017 (Past):
2018 (Past):
2019 (Actual):
2020 (Estimated):
2021 (Projected):
304,600
314,350
323,650
333,000
342,450
Per Capita Net Cost:
2017 Past: $24,972,838
2018 Past: $28,898,686
2019 Actual: $31,333,165
2020 Estimated: $32,837,209
2021 Projected $34,808,808
231
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Courts and Transportation Unit - - 1000-24420
DEPARTMENT DESCRIPTION: Colorado Revised Statute 30-1-114(2) requires the Sheriff to
assist the District Attorney and the Courts of record in the county. 94 CV 419, Div. I, 19th Judicial
District, August 17, 1994, ordered the Sheriff to provide security for the Weld County Courthouse.
This unit provides the transportation of inmates held on Weld County court orders in other
jurisdictions back to Weld County. Additionally, they are responsible to coordinate and facilitate
the transportation of inmates to and from the North Jail Complex to their court appearances at the
court complex. This budget unit supports the resources to comply with all of these requirements.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 3,142,265
$ 3,630,560
$ 3,630,560
$ 3,630,560
Supplies
15,888
34,828
10,600
10,600
Purchased Services
581,959
620,336
714,545
714,545
Fixed Charges
0
0
0
0
Capital
0
15,340
26,940
26,940
Gross County Cost
$ 3,740,112
$ 4,301,064
$ 4,382,645
$ 4,382,645
Revenue
41,459
40,000
40,000
40,000
Net County Cost
$ 3,698,653
$ 4,261,064
$ 4,342,645
$ 4,342,645
Budgeted Positions
29.0
35.0
35.0
35.0
SUMMARY OF CHANGES:
Net County cost is projected to increase by $81,581. 2021 does not forecast any changes in
personnel costs. Supply expenses will decrease by $24,228 explained by a one-time radio
purchase in 2020. Purchased Services costs are increasing by $94,209, made up of a projected
increase in the amount of $53,940 for the new Security Personnel contract (due in January 2021),
$3,389 in higher x-ray equipment inspection and maintenance, $10,409 in increased
transportation cost (partially offset with revenue) and a shift in phone cost to accurately reflect the
yearly expenses.
The Capital Equipment includes two new metal detectors for the courthouse at $15,340 and
$11,600 for a Key Watcher key control unit. Revenue is forecasted to remain the same.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Capital
Equipment is a policy issue for the board. Metal detectors in the courthouse have previously been
paid for through state court security grants.
BOARD ACTION:
PERFORMANCE MEASURES: Included in Security Unit (1000-24415) Summary.
GOALS/DESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriff's Office Summary page.
232
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SHERIFF'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Contract Jail Space - - 1000-24440
DEPARTMENT DESCRIPTION: Provide contract jail space for inmates in other counties'
facilities due to the overcrowding of Weld County's jail.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
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
0
0
0
0
SUMMARY OF CHANGES: Current trends do not indicate there will be a need for contracted
jail space to supplement on -site jail capacity. This indication, however, is based upon reasonable
forecasts about the future and does not account for unforeseen impacts on jail utilization during
2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES: See Security Unit budget for details.
GOALSIDESIRED OUTCOMESIKEY PERFORMANCE INDICATORS: See Detention Division
and Patrol Division Goals following Sheriffs Office Summary page.
233
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: County -wide Communications - - 1000-22100
DEPARTMENT DESCRIPTION: The Weld County Regional Communications Center (WCRCC)
provides dispatch services for 18 law enforcement agencies, 20 fire departments, 3
rescue/ambulance departments, plus local government including Public Works. Weld County
assumed management of the WCRCC on September 2, 2013.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEN
D NEXT
FY
Personnel Services
$ 6,395,372
$ 7,123,320
$ 7,141,289
$ 7,141,289
Supplies
16,918
38,359
42,335
42,335
Purchased Services
408,889
2,418,693
659,219
659,219
Fixed Charges
-6,123
0
0
0
Contra Account
-2,555
0
0
0
Capital
78,152
0
0
0
Gross County Cost
$ 6,890,653
$ 9,580,372
$ 7,842,843
$ 7,842,843
Revenue
3,685,305
4,991,945
4,137,375
4,137,375
Net County Cost
$ 3,205,348
$ 4,588,427
$ 3,705,468
$ 3,705,468
Budgeted Positions
78
78
78
78
SUMMARY OF CHANGES: This budget format has been restructured to eliminate the duplicate
items paid directly in the E911 budget. In the old format the gross Communications budget would
be $9,976,599 with $6,271,131 in revenues for the net county cost of $3,705,468. With new format
the gross county costs are $7,842,843 with revenues of $4,137,375 for the same net county cost
of $3,705,468. The net county costs are down $882,959.
The 2021 personnel costs are included in the recommended budget to provide users their 2021
charges by June 1st. With to the new budget format taken into consideration, Supplies are
reflected as increased $3,976 for general supplies, and Purchased Services reflect a decrease of
$384,227 compared to last year. Capital is funded in the E911 budget.
Revenues are based upon the new user rate structure adopted by the Board in May 2019, which
increased the user fee to fire agencies to 40% starting in 2020, and phase in the user fee increase
for law agencies by charging 25% in 2020, 32.5% in 2021, and 40% in 2022. Fire and law users
will each have their own rate based upon dispatch console assignment. The costs include the
total operational costs and infrastructure depreciation, less what the E911 Authority contributes,
and FRCC reimbursed costs. For 2021, users will be paying $2,439,480 under the formula. E911
will pay $3,000,000. Banner will no longer be paying a user fee, since under the new formula the
fire districts will be covering ambulance dispatch costs. Greeley Police will pay $224,864 to fund
two dispatchers to allow the additional service of splitting their call channel. In addition, there is
revenue from tower rentals of $105,735, the Niwot tower maintenance of $8,000 and loan
repayment of $17,932. Windsor -Severance Fire will pay $19,590 for the Timnath tower
repayment, FRCC will pay $455,530 for reimbursement of the FRCC associated costs for a total
revenue of $4,137,375.
234
COMMUNICATIONS
(CONTINUED)
1000-22100
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
E-911 Calls 119,998 122,500 124,000
Non -911 Calls 304,193 305,300 308,000
CAD Incidents for Law and Fire/Ambulance 404,213 410,000 415,000
EMD Calls 20,638 21,300 21,900
Wireless Subscriber Service Tickets 597 700 850
Efficiency Measures
FTE's per 10,000 per Capita 2.410 2.342 2.278
Per Capita Cost - Operating Budget $9.90 $13.78 $10.82
EMD Call per FTE 456 416 385
CAD Incident per FTE 7,956 7,110 6,670
235
COMMUNICATIONS
(CONTINUED)
1000-22100
Goal PS WCRCCI : To answer 90% of 9-1-1 calls during the average busy hour each day within
10 seconds.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC 1-1:
Improve customer
service in the most
critical components
of emergency
dispatch services.
Percentage of calls answered
within 10 seconds
88.88%
90%
90%
Goal PS WCRCC 2: To answer 95% of 9-1-1 calls during the average busy hour each day within
20 seconds.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC 2-1:
Improve customer
service in the most
critical components
of emergency
dispatch services.
Percentage of calls answered
within 20 seconds
98.59%
97%
95%
Goal PS Wireless 1: Resolve all Wireless Subscriber Service Requests within 20 days (includes
repairs)
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS -Wireless 1-1:
Improve customer
service to Weld
County Radio
System Users.
Resolve all subscriber service
requests with 20 days of report.
(includes repair/replacement)
91.6%
95%
95%
236
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Communication System Development - -1000-22200
DEPARTMENT DESCRIPTION: Capital outlay for development of the county -wide
communications system and replacement plan for radios.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
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
185,783
0
0
0
Gross County Cost
$ 185,783
$ 0
$ 0
$
0
Revenue
0
0
0
0
Net County Cost
$ 185,783
$ 0
$ 0
$
0
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: In 2018, a Ten -Year Capital Plan for the Weld County
Communications infrastructure and facilities was developed. Beginning January 1, 2019, the
increased E911 surcharge from 70 cents to $1.20 per month will raise an estimated additional
$1.85 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. No funding
will be placed in this budget in future years for communications equipment with the new funding
plan for the 2021-2030 Communications Capital Plan.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
237
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Public Safety Information System - - 1000-22400
DEPARTMENT DESCRIPTION: Provides a comprehensive, integrated criminal justice system
serving multiple public safety agencies, including computer -aided dispatch, criminal records
management, jail records management, and prosecution system.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,092,783
$ 1,295,131
$ 1,306,714
$ 1,306,714
Supplies
629,896
693,307
1,196,349
1,196,349
Purchased Services
28,671
28,550
28,550
28,550
Fixed Charges
0
0
0
0
Contra Account
0
-719,946
-914,065
-914,065
Capital
0
40,000
80,000
80,000
Gross County Cost
$ 1,751,350
$ 1,337,042
$ 1,697,548
$ 1,697,548
Revenue
1,316,801
447,967
389,391
389,391
Net County Cost
$ 434,549
$ 889,075
$ 1,308,157
$ 1,308,157
Budgeted Positions
9.0
10.0
10.0
10.0
SUMMARY OF CHANGES: The net county costs for this budget are up $419,082. Salaries reflect
the 2021 salary step increases of $11,583. Supplies are up $503,042 with $206,581 attributed to
software increases, computer and network equipment of $224,000, and network switches of
$80,000. The charge back to Communications for the CAD system of 35% of the Public Safety IT
costs is $914,065, which is up $194,119.
Due to the replacement of the Spillman system there is also $573,000 budgeted for capital items
in the E911 capital budget to support the new Spillman replacement system in 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
238
PUBLIC SAFETY INFORMATION SYSTEM
(CONTINUED)
1000-22400
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Service Tickets
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
4,789
3,750 5,000
0.278 0.300
$1.34
$2.67
0.292
$3.82
Goal PS WCRCC 3: To resolve Severe/Immediate/Urgent Issues 100% monthly.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC 3-1:
Improve
customer service
to public safety
agencies
Resolve severe/immediate/urgent
issues 100% monthly.
100%
100%
100%
Goal PS WCRCC 4: To resolve all Service Requests 90% monthly.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC 2-1:
Improve
customer service
to public safety
agencies
Resolve all service requests 90%
monthly.
95%
100%
100%
Goal PS WCRCC 5: Implement a new public safety information system.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS WCRCC5-1:
Implement a
new public
safety
information
system
Implementation
0%
0%
50%
239
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNICATIONS
BUDGET UNIT TITLE AND NUMBER: Public Safety Wireless Communications - - 1000-22500
DEPARTMENT DESCRIPTION: Provides wireless communication maintenance of radio
equipment for all Weld County Regional Communications Center (WCRCC) users which are for
18 law enforcement agencies, 20 fire departments, 3 rescue/ambulance departments, plus local
government including public works. Weld County began offering this service in-house June 2018.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 69,950
$ 115,528
$ 118,608
$ 118,608
Supplies
0
8,045
8,045
8,045
Purchased Services
1,231
20,141
26,923
26,923
Fixed Charges
21,319
141,686
131,824
131,824
Contra Account
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 92,500
$ 285,400
$ 285,400
$ 285,400
Revenue
249,100
285,400
285,400
285,400
Net County Cost
$ -156,600
$ 0
$ 0
$ 0
Budgeted Positions
1.0
1.0
1.0
1.0
SUMMARY OF CHANGES: This is the third year for this budget, so there has been more
experience how the costs will align by account. The gross county costs are $285,400, and net
county costs are $0. The 2021 salaries with step increases are included in the recommended
budget to set 2021 service rates.
Supplies total $8,045 for operating supplies. Purchased Services total $26,923 for training
($9,705), memberships ($332), telephone ($1,354), and vehicle costs ($15,532). Fixed costs
include miscellaneous costs of $131,824 for overhead costs, depreciation, contingencies, and
capital reserve.
Revenues include $285,400 for full cost recovery for the radio maintenance services.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
240
PUBLIC SAFETY WIRELESS COMMUNICATIONS
(CONTINUED)
1000-22500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Service Tickets
Efficiency Measures
FTE'S per 10,000/capita
Per capita cost (county support)
2,686
0.031
$0.00
2,700 2,700
0.030 0.029
$0.00 $0.00
241
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CORONER'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Coroner - - 1000-23200
DEPARTMENT DESCRIPTION: Responds to all unattended deaths in Weld County. Autopsies
are performed in all cases of suspicious death, or at the discretion of the Coroner's or District
Attorney's Office. State laboratories are available in Denver, however, Weld County's Coroner
employs the registered pathologists and laboratory facilities of McKee Medical Center.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,072,434
$ 1,083,604
$ 1,123,212
$ 1,123,212
Supplies
15,176
32,948
31,948
31,948
Purchased Services
472,418
393,690
327,925
327,925
Fixed Charges
0
0
0
0
Capital
0
0
63,000
63,000
Gross County Cost
$ 1,560,028
$ 1,510,242
$ 1,546,085
$ 1,546,085
Revenue
0
750
46,500
46,500
Net County Cost
$ 1,560,028
$ 1,509,492
$ 1,499,585
$ 1,499,585
Budgeted Positions
10.0
11.0
11.4
11.4
SUMMARY OF CHANGES:
2021 will be a year of change for the Weld County Coroner's Office, which expects to deal with
its growing caseload and increasingly complex cases in its new morgue facility, opening between
January and April 2021. This evolution both permits and requires the transition to a more efficient
and sustainable business model.
While some additional costs associated with the creation of a new morgue are inevitable — and
include such items as a refurbished digital x-ray machine and autopsy instruments— the Coroner's
Office will offset a substantial portion of those costs in several ways:
• Despite what is presently a 25% increase year -over -year in total investigations, the total
number of autopsies being performed is decreasing — and will continue to decline — because
the forensic pathologist is fully committed to pre -autopsy case analysis, making fewer
autopsies necessary;
• In addition to fewer autopsies, pathologists' fees have been decreased 5% in light of the new
realities of county government funding;
• Toxicology costs are being reduced by a new plan to obtain, but hold, toxicology samples
that may not have an immediate bearing on the manner and cause of death, thereby reducing
the total number and cost of toxicology submissions to the laboratory;
• "Outside county" autopsies can be performed at the new facility, allowing facility fees to
defray the costs of both the facility and the diener; and,
• Significant natural savings will result from combining the office and the autopsy facility for
the first time in county history, obviating the need to transport decedents back and forth to
the McKee Medical Center and reducing the investigative commitment to autopsy
attendance, allowing investigative attention to be directed toward incoming cases.
242
CORONER
(CONTINUED)
1000-23200
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The staffing
change includes transition for the Coroner position and was discussed in May 2020. However,
this is still a policy issue for the board, as well as the $63,000 x-ray machine.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Total number of cases reviewed
Number of cases investigated
Number of full autopsies
Efficiency Measures
FTEs per 10,000/capita
Per capita cost (county support)
Cost per autopsy (with toxicology)
1,550
750
275
0.309
$4.82
1,625
780
245
1,690
915
230
0.330 0.333
$4.53 $4.38
$1,350 $1,350
$1,205
STRATEGIC GOALS
Goal PS Cl: Continually adjust to meet readiness and service needs
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PSC 1-1:
Investigative report
cycle time
All investigative reports are
submitted to the supervisor within
14 days of assignment.
85%
85%
90%
PSC 1-2:
Improve response
times to scenes by
10% from 7AM to 5
PM and 15% after
hours
Response times measured by
dispatch time report information.
75%
7to5PM:
85%
After
hours:
85%
7to5PM:
90%
After hours:
85%
243
CORONER
(CONTINUED)
1000-23200
Goal PS C2: Enhance professionalism and promote department excellence.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS C2-1:
Formal,
documented
training for staff
members twice
each month,
offered in an
asynchronous
format
Using in-house and other cost -
saving resources, provide job-
specific training to each staff
member
a
45 /0
75%
0
75 /o
PS C2-2:
Provide
participating staff
members an
individualized and
structured wellness
improvement plan
through the County
Wellness Program
Using existing county resources,
provide voluntary participation in
individualized wellness
assessments and year -long
programming intended to improve
Department efficiency by increasing
employee wellness
91%
91%
91%
Goal PS C3: Maintain highly -qualified staff to meet the present and future needs of the
Department
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
PS C3-1:
National
certification for all
eligible
investigators
Assure that all field personnel are
nationally -certified or state -certified
within first year of employment.
91%
100%
100%
PS C3-2:
Meet continuing
education hours
required by the
state Coroner
Standards and
Training Board
Assure that the Coroner remains
compliant with required Coroner
Standards and Training Board
continuing education requirements
a
100%
100%
0
100 /o
244
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Pretrial Services — 1000-24100
DEPARTMENT DESCRIPTION: Pretrial Services personnel gather and present information to
the Court about newly arrested persons entering the jail, and offer recommendations on possible
safe release options of these persons. They also provide supervision methods for selected
defendants released from jail before trial in order to decrease any unnecessary and costly pretrial
incarceration, to assure that they will appear and answer before the Court and to reduce any
future criminal acts. Department also provides administrative support to the Criminal Justice
Advisory Committee (CJAC).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,053,279
$ 1,274,565
$ 1,274,565
$ 1,274,565
Supplies
16,667
40,000
40,000
40,000
Purchased Services
48,887
47,350
95,350
95,350
Gross County Cost
$ 1,118,833
$ 1,361,915
$ 1,409,915
$ 1,409,915
Revenue
38,010
39,000
39,000
39,000
Net County Cost
$ 1,080,823
$ 1,322,915
$ 1,370,915
$ 1,370,915
Budgeted Positions
13.50
15.50
15.50
15.50
SUMMARY OF CHANGES:
Costs increasing by $48,000 with the move of functions to the West Annex in August 2020 to
accommodate space in the Centennial Building for more judges coming on board to the 19th
Judicial District. The $48,000 increase in Purchased Services is for necessary security screening
at the West Annex. No other changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
245
PRETRIAL SERVICES
(CONTINUED)
1000-24100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Pretrial Services Risk Assessments 3,490 1,900* 3,800
Defendants on Pretrial Supervision (ADP) 970 1,450 1,500
Court Date Call Notifications (program ended 10,300 NA NA
in 2019)
*Risk Assessments output reduction due to
pandemic and restrictions set at the jail and Courts.
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
.417 .465
$3.34
$3.97
.453
$4.00
Goal PS JS1: To reduce the cost of pretrial incarceration through effective pretrial release and
supervision services; assure defendant court appearance and no new law enforcement contact while
on supervision in the community.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
PS JS1-1:
To use evidence -based
3,600
1,900*
3,700
Pretrial
practices in defendant risk
defendant
projected
projected
Services. Assist
assessment for pretrial release
bond risk
defendant
defendant
county and
and supervision of defendants
assessments
bond risk
bond risk
judicial officials
in the community; assure court
at the jail
assessments
assessments
by formulating
appearance and law -abidance.
and 1,300
at the jail and
at the jail and
release
defendants
1,400
1,400
recommendations
on
projected
projected
and providing
community
defendants on
defendants on
supervision of
supervision
community
community
defendants that
(ADP)
supervision
supervision
reasonably
assure that those
on conditional
release return to
court and do not
engage in
criminal activity
pending their trial
and/or
sentencing.
Estimated variable cost
avoidance to help manage
high expense of operating the
jail**.
* based on approx. jail
figures/$109 per day costs
$2,267,200
(ADP)
$2,500,000
(ADP)
$2,600,000
246
PRETRIAL SERVICES
(CONTINUED)
1000-24100
Goal PS JS2: To assist the Criminal Justice Advisory Committee (CJAC) be a resource to local
justice system policy makers to analyze, problem solve and create efficiencies to overall service
delivery. Use this information to regularly update and maintain long-term resource and capital needs
for Weld County.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
PS JS2-1:
Set meeting dates, agendas,
Four to six
Four to six
Four to six
CJAC. Provide
professional
staffing and
coordination to
the committee;
facilitate, and
advance their
work.
take meeting minutes and
distribute to members and the
BOCC; administer CJAC
Bylaws.
Provide professional analysis,
and coordination with justice
system agencies.
meetings
Ongoing
meetings
Ongoing
meetings
Ongoing
247
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Work Release - - 24125 (Formerly 1000-24425)
DEPARTMENT DESCRIPTION: Section 18-1.3-106, C.R.S., allows for the operation of jail
alternative programs to be used by the court in sentencing. This unit offers a cost-effective
alternative to secure custody for low risk offenders.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,706,334
$ 1,762,482
$ 1,762,482
$ 1,762,482
Supplies
27,211
28,890
28,890
28,890
Purchased Services
216,521
217,098
217,098
217,098
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,950,066
$ 2,008,470
$ 2,008,470
$ 2,008,470
Revenue
1,013,152
964,350
964,350
964,350
Net County Cost
$ 936,914
$ 1,044,120
$ 1,044,120
$ 1,044,120
Budgeted Positions
21.0
21.0
21.0
21.0
SUMMARY OF CHANGES: No changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
248
Work Release / Electronic Monitoring
(Continued)
1000-24725
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Avg. Work Release Clients - ADP 185-190 100** 150**
Avg. Electronic Home Monitoring - ADP 75 90 90
Efficiency Measures
FTE's per 10,000/capita
Per capita net cost
.649
$2.89
.631
$3.14
.613
$3.05
**Due to COVID-19 pandemic, Work Release population dropped significantly.
Goal PS JS3: To provide safe and less expensive sentencing alternatives to the use of jail; deliver
effective offender services for seamless community re-entry.
PRELIMINARY
DESIRED
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
PS JS3-1:
Offender utilization
185 - 190 ADP -
**100 ADP -
**150 ADP -
Alternative
Programs -
by providing less
costly sentencing
Work Release
Work Release
Work Release
Provide safe,
community based
alternative to jail
incarceration for
75 ADP —
Electronic
85 ADP —
Electronic
90 ADP —
Electronic
alternative
adult convicted
Home
Home
Home
sentencing
placement options
for eligible adult
offenders ordered
by the Courts, in
lieu of traditional
jail sentence.
Ensure offenders
are given
opportunities &
access to
resources;
offenders;
Offenders taking
part in educational,
rehabilitative and/or
employment
programming; and
Estimated variable
cost savings of
Monitoring
100%
Monitoring
100%
Monitoring
100%
treatment and
employment
services, while
living in a staff-
secure
correctional setting
or on electronic
monitoring home
confinement.
programs to
taxpayers for
clients' average
length of stay at
Work Release
Facility (excludes
electronic home
monitoring
placements).
$997,500
$1,654,000**
$981,000**
249
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DISTRICT ATTORNEY'S OFFICE
BUDGET UNIT TITLE AND NUMBER: Adult Diversion Services — 1000-24150
DEPARTMENT DESCRIPTION: Adult Diversion Services offers persons charged with criminal
offenses alternatives to traditional criminal justice or juvenile justice proceedings. Staff screens
defendants for acceptance into the program and develop service plans to address defendants'
risks and needs. Completion of the program will result in dismissal of charges or its equivalent.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 77,858
$ 137,900
$ 164,833
$ 164,833
Supplies
0
500
500
500
Purchased Services
5,592
500
500
500
Fixed Charges
-877
0
0
0
Gross County Cost
$ 82,573
$ 138,900
$ 165,833
$ 165,833
Revenue
19,225
16,000
15,000
15,000
Net County Cost
$ 63,348
$ 122,900
$ 150,833
$ 150,833
Budgeted Positions
1.25
1.50
1.50
1.50
SUMMARY OF CHANGES: Personnel reflects the benefits of the two positions charged to this
budget and is an accurate reflection of the actual expenses. No other changes requested.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: As a state official the
District Attorney does not provide workload measures or goals in the budget document.
250
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: JUSTICE SERVICES
BUDGET UNIT TITLE AND NUMBER: Community Corrections - 24200 & 24220
DEPARTMENT DESCRIPTION: Community Corrections Boards in Colorado are authorized
under Title 17, Article 27 of the Colorado Revised Statute to administer funds allocated by the
Colorado legislature through the Division of Criminal Justice (DCJ) for administration and
placement of offenders into community corrections programs. The Weld County Community
Corrections Board, under the authority of the Board of Commissioners of Weld County,
sub -contracts with selected vendors to provide residential and/or non-residential supervision
services of adult felony offenders sentenced directly to these programs, or in lieu of, or as a
transition from prison. Justice Services oversees all aspects to the administration of community
corrections.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 182,945
$ 63,044
$ 64,585
$ 64,585
Supplies
2,940
6,000
5,000
5,000
Purchased Services
3,154,667
3,263,703
3,065,931
3,065,931
Fixed Charges
28,735
25,051
30,349
30,349
Capital
0
0
0
0
Gross County Cost
$ 3,369,287
$ 3,357,798
$ 3,165,865
$ 3,165,865
Revenue
3,345,452
3,357,798
3,165,865
3,165,865
Net County Cost
$ 23,835
$ 0
$ 0
$ 0
Budgeted Positions
1
1
1
1
SUMMARY OF CHANGES:
COVID-19 pandemic affected/reduced offender population at the facility and to State budgets.
Allocation for these services reduced for SFY 20/21: $2,748,348 for Residential Diversion,
Transition, Condition of Probation and Condition of Parole placements; $71,065 for Non -
Residential Diversion services; $100,000 for Offender Treatment Support Services; $127,118 for
Facility Payment funding to mitigate vendor staff turnover and promote evidence -based
programming, and $119,334 for Community Corrections Board and Department administration.
The revenue from the lease amount paid by the vendor to use the Community Corrections Facility
is budgeted at $303,444 per year and is listed under Budget Unit #1000-90100.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Program is 100%
paid by the State of Colorado.
BOARD ACTION:
251
COMMUNITY CORRECTIONS ADMINISTRATION
(CONTINUED)
1000-24200 & 24220
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Intervention Community Correction Services:
Total Average Daily Populations of Offender 250 200** 200**
Populations by Type - Residential Transition,
Residential Diversion, Non -Residential
Diversion and IRT Placements
Efficiency Measures
FTE's per 10,000/capita
0.031 0.030
0.029
**COVID-19 impact reduced offender populations
Goal PS JS4: To provide safe and less expensive alternatives to the use of jail and prison;
administer the Weld County Community Corrections Board, various contracts and
agreements with the Colorado Department of Public Safety, provide oversight of selected
vendor and of the Community Corrections Facility.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
PS JS4-1:
Cost savings by providing a less
185
160**
160**
Community
costly alternative jail and prison
residential
residential
residential
Corrections -
Provide safe,
community based
incarceration for adult convicted
offenders.
(capacity)
40 non-
(capacity)
40 non-
(capacity)
40 non -
correctional
placement for
eligible adult
Recidivism rates for offenders,
completing the community
corrections program is
residential
residential
residential
offenders ordered
by the Courts
and/or
Department of
substantially lower after release
than offenders either released
from prison or placed directly on
parole.
2-3%
2-3%
2-3%
Corrections.
Ensure offenders
are given
opportunities &
access to reentry
resources;
treatment and
employment
services, while
living in a staff-
secure residential
correctional
setting.
All offenders participate in some
form of educational and/or
vocational programming.
Receive, manage, and process
all allocated community
corrections funds from the State.
Approximate variable cost
avoidance/savings ratio of
community corrections program
to taxpayers.
250
$3,020,471
$2,846,000
200
$3,357,798
$2,462,000
200
$3,261,501
$2,462,000
252
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: PLANNING AND ZONING
BUDGET UNIT TITLE AND NUMBER: Building Inspection 1000-25100
DEPARTMENT DESCRIPTION: Building Inspection administers building codes, reviews plans,
and makes on -site inspections during each phase of construction to insure minimum requirements
are met. The Department also assists Weld County citizens in understanding and applying the
International Building Code for utmost construction safety.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 1,251,558
$ 1,285,931
$ 1,285,931
$ 1,285,931
Supplies
107,325
74,500
59,808
59,808
Purchased Services
69,583
85,026
89,000
89,000
Fixed Charges
165,226
291,568
291,568
291,568
Capital
0
0
0
0
Gross County Cost
$ 1,593,692
$ 1,737,025
$ 1,726,307
$ 1,726,307
Revenue
4,664,805
2,850,000
2,540,000
2,540,000
Net County Cost
$ -3,071,113
$ -1,112,975
$ -813,693
$ -813,693
Budgeted Positions
13.00
13.00
13.00
13.00
SUMMARY OF CHANGES: The requested Gross County Cost is down $10,718 due to budget
cuts, and revenue is anticipated to decrease by $310,000 due to COVID-19 and the resulting
economic impact.
Personnel remains the same. Supplies are decreasing by $14,692, made up of Office Supplies
($1,000), Small Items of Equipment ($500), and Software ($13,192). Purchased Services
increased by $3,974, due to an increased need of Repair and Maintenance expenses ($5,000),
and small decreases to reflect budget cuts areas, like Fuel and Publications and Subscriptions.
The use of the Accela application called "mobile inspector" has allowed for improved efficiencies
and remote inspections by not requiring in -person contact, reducing expenses like fuel.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
253
BUILDING INSPECTION
(CONTINUED)
1000-25100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
2{ 019] 202 2Oll
Field Inspection Work Outputs
Number of Building Permits Issued 2,425 2,320 2,250
Number of inspections performed 25,733 25,000 24,000
Avg. # of inspections per Inspector 20.59 19.50 18.50
Number of Inspectors 5 5 5
Number miles driven by Inspectors 141,500 131,500 125,000
Walk-ins 5,789 5,620 5,200
Number of Plan Reviews 2,242 2,100 2,050
Number of Plan Examiners 3 3 3
Number of Building Compliance violations 104 92 85
Number of Building Complaints 86 56 50
Number Compliance cases closed 66 80 70
Number of Building Compliance Officers 1 1 1
254
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal CED 7: Ensure safe construction throughout unincorporated Weld County.
DESIRED
PRELIMINARY PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE INDICATOR(S)
CED7-1:
Attendance of each Plans
18
18
18
Conduct safe
and quality
plan reviews
Examiner/Building
Inspector/Building Official/Tech at 2
ICC classes (7 staff)
and
inspections
following
adopted
codes
Maintenance of appropriate
certifications
100%
100%
100%
Goal CED 8: Increase knowledge and understanding of adopted codes to citizens,
homeowners, contractors, and builders through education.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
CED 8-1: To
ensure current and
updated
information is
available to the
public on handouts
and website
Revise handouts and update
website quarterly
100%
100%
100%
Ensure routine
communication with
builders and
contractors
Host/attend two Building
Trades Advisory meetings
per year
2
2
2
Ensure inspectors
have more
handouts in the
field for a non-
technical audience
Plans examiner present to
the Building Official any
changes to code quarterly
4
4
4
Consistent
inspections
conducted in the
field
Provide "team training" in the
field to ensure consistency
by inspectors
3
3
3
255
BUILDING INSPECTION
(CONTINUED)
1000-25100
Goal CED 9: Maintain quality, professional and timely site inspections.
DESIRED
PRELIMINARY
PERFORMANCE
OUTCOMES
OBJECTIVE/KEY
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATOR(S)
CED 9-1:
Maintain a record
of permit
expirations and
inspections to
ensure permits
are current.
Percentage of complete
records
100%
100%
100%
Provide 24 -hour
turnaround time
for inspections.
Percentage of 24 -hour
turnaround inspections
(measured by complaints)
99%
99%
99%
Ensure timeliness
of entering
inspections and
appropriate
follow-up.
Maintain proficiency in
Accela to ensure information
is updated and available
95%
95%
100%
Provide plan
Review plans in a timely
review
turnaround within
current policy
time frame.
manner current with policy
time frame — measurable by
complaints
100%
100%
100%
Return customers
call and
questions within
24 hours.
Measurable by number of
complaints annually
100%
100%
100%
Maintain quality
customer service
with existing staff
levels
Measurable by annual
complaints
100%
100%
100%
256
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: OIL AND GAS ENERGY DEPARTMENT
BUDGET UNIT TITLE AND NUMBER: Oil and Gas Energy -- 1000-25200
DEPARTMENT DESCRIPTION: Responsible for permitting, regulating and enforcing surface
and air oil -and -gas operations for drilling sites located in unincorporated areas of Weld County.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 387,300
$ 1,616,765
$ 1,006,145
$ 1,006,145
Supplies
69,478
29,241
24,200
24,200
Purchased Services
19,820
333,994
385,301
385,301
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 476,598
$ 1,980,000
$ 1,415,646
$ 1,415,646
Revenue
290,109
1,980,000
1,037,500
1,037,500
Net County Cost
$ 186,489
$ 0
$ 378,146
$ 378,146
Budgeted Positions
9.0
15.0
9.0
9.0
SUMMARY OF CHANGES:
When OGED was created, a total of 15 positions were included in the budget. Due to market
conditions and permitting activity, only the current 9 positions are warranted, therefore a reduction
of Budgeted Positions is reflected. Purchased Services reflects an increase of chargeback
expenses for Public Works and Environmental Health employees, along with inclusion of two
back-up (contract) Hearing Officers.
Revenue is proposed to decrease based on market conditions and takes into account current
permits received.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
257
OIL AND GAS ENERGY
(CONTINUED)
1000-25200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
LAP Permits
WOGLA permits
WOGLA Permits with no wells
Wells
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
$16,000 $25,000 $25,000
12 100 100
1 3 5
96 1,100 1,100
0.278 0.450 0.263
$0.58
$0.00 $1.10
258
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Noxious Weeds - - 1000-26100
DEPARTMENT DESCRIPTION: Responsible for noxious weed control and enforcement in the
County.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 462,460
$ 514,027
$ 514,027
$ 514,027
Supplies
43,690
76,850
78,410
78,410
Purchased Services
329,717
414,886
391,326
391,326
Fixed Charges
13,914
0
22,000
22,000
Capital
0
15,000
0
0
Gross County Cost
$ 849,781
$ 1,020,763
$ 1,005,763
$ 1,005,763
Revenue
36,697
6,000
6,000
6,000
Net County Cost
$ 813,084
$ 1,014,763
$ 999,763
$ 999,763
Budgeted Positions
2 FTE
10 PT
2 FTE
10 PT
2 FTE
10 PT
2 FTE
10 PT
SUMMARY OF CHANGES: Budget request is down $15,000. Personnel has no changes and is
budgeted at $514,027.
Supplies increased $1,560 for software and mapping software for unmanned aircraft system
(drone) which assist in mapping weeds, inspecting roads, culverts and bridges, and for use during
natural disasters.
Purchased Services saw a reduction of $23,560 overall. $100 reduction in printing services was
offset by a $100 increase in Publications & Subscriptions. Memberships & Registration Fees
increased by $600 to cover cost of necessary trainings, licenses and fees related to the industry.
Vehicle Expenses saw a $3,233 decrease to reflect fuel usage while Repair & Maintenance Other
was increased by $1,673 for needed unmanned aircraft supplies. Lastly, Travel & Meetings was
reduced $600 due to the lessened number of in -person trainings for staff in the coming year.
Machinery & Equipment Rental were listed in Purchased Services in 2020, but were moved to
their correct category, Fixed Charges in 2021, equaling a $22,000 reduction.
Fixed Charges increased from zero to $22,000 for $12,000 in Machinery & Equipment Rental and
$10,000 for Grants & Donations which is for the Noxious Weeds Cost Share Program, which were
added to Purchased Services last year, and are now in Fixed Charges.
Capital decreased from $15,000 to zero as there are no requests for Capital Assets in 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
259
NOXIOUS WEEDS
(CONTINUED)
1000-26100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Mowing Lane Miles
Spraying Lane Miles
Acres Sprayed (Only noxious weeds being
sprayed beginning in 2017)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
2,292 2,400 2,400
7,483
1,356
7,500 7,500
1,600 1,500
0.062 0.060
$2.51
$3.05
0.058
$2.92
Goal TPW9: Implement the Colorado Weed Management Act on County properties and assist
landowners with compliance with the law through public education and assistance.
DESIRED
OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW9-1:
Respond to calls
and emails from
landowners
within one
working day.
98% of citizen and landowner
generated contacts responded to
within one working day.
100%
100%
100%
TPW9-2:
Perform noxious
weed control on
all Weld County
owned
properties.
95% of non -roadway properties
owned by Weld County sprayed or
otherwise controlled for noxious
weeds annually.
Yes
Yes
Yes
TPW9-3:
Mowing/spraying
of all roads
maintained by
Weld County.
95% of all Weld County maintained
roads and intersections will be
addressed for noxious weeds
annually.
Yes
Yes
Yes
TPW9-4:
Resolve all legal
notices mailed to
landowners for
noxious weed
infestations.
90% of all legal notices mailed to
landowners in Weld County will be
brought into compliance.
100%
90%
90%
260
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BOARD OF COUNTY COMMISSIONERS
BUDGET UNIT TITLE AND NUMBER: Office of Emergency Management - - 1000-26200
DEPARTMENT DESCRIPTION: Section 24-32-2107, C.R.S., requires each county to maintain
a Disaster Agency which has jurisdiction over and serves the entire county. The Director or
Coordinator of the Disaster Agency is responsible for the planning and coordination of local
disaster services, develops plans, and coordinates emergency planning in case of either natural
or other disasters on county, state, and federal level. The focus for OEM is All -Hazards Planning
and Coordination with county departments, agencies and organizations.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 389,121
$ 399,829
$ 408,825
$ 408,825
Supplies
21,244
33,989
34,780
34,780
Purchased Services
46,181
247,450
207,804
207,804
Fixed Charges
-90
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 456,456
$ 681,268
$ 651,409
$ 651,409
Revenue
79,657
194,600
187,729
187,729
Net County Cost
$ 376,799
$ 486,668
$ 463,680
$ 463,680
Budgeted Positions
4.0
4.0
4.0
4.0
SUMMARY OF CHANGES:
Minor adjustments to the OEM budget included additional funding for the Stream Gage Waning
Maintenance, $12,000 was budgeted for 2020 and the bids came in higher than projected. The
agreement with Water and Earth Tech is $19,030. Other adjustment include reduction in grant
match as the Hazard Mitigation Plan will be complete the end of 2020. Personnel was adjusted
by $8,996 to account for the promotion of a Senior position approved by the Board in May 2020.
Grant funding is requested in the amount of $76,000 for the Emergency Management
Performance Grant, and $111,729 for the Hazardous Materials Grant. No information has been
provided from the State if either of these grants will be reduced due to State Budget concerns.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
261
OFFICE OF EMERGENCY MANAGEMENT
(CONTINUED)
1000-26200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of drills and exercises 12 12 12
Number of people participating in drills 500 500 500
Number of inspections and/or reports 12/24 24 24
Efficiency Measures
FTE's per 10,000/capita 0.124 0.120 0.117
Per capita cost $1.16 $1.46 $1.35
Mission Statement: To support Weld County and its citizens in Preparedness, Prevention,
Mitigation, Response, and Recovery using an All -Hazards approach, and to develop and sustain
broad and sincere relationships among individuals and organization to encourage trust, advocate
a team atmosphere, build consensus, and facilitate communication.
• GOAL 1. Enhance capability necessary to protect the community from all hazards
1. Enrich outreach initiatives to create "Culture of preparedness" in Weld County
2. Ensure and improve the level of preparedness through training and exercise
opportunities
3. Bolster planning efforts through cooperative collaboration with community partners
• GOAL 2. Increase response capability necessary to improve life safety, property
protection and environmental preservation
1. Heighten the level of readiness through emerging technologies
2. Expand public, private, non-profit and faith -based partnerships to strengthen response
capabilities
3. Assess, identify, maintain and enhance resources for emergency response
• GOAL 3. Implement initiatives to engage the whole community in order to more
effectively recover from disasters
1. Enhance community partnerships to identify and resolve unmet needs
2. Review and enhance short and long-term recovery methods
3. Pioneer new techniques for more accurate and timely damage assessments
• GOAL 4. Build a more resilient community through innovative mitigation strategies
1. Identify and apply new research to accurately assess possible risks and hazards to
the community
2. Leverage various funding sources to complete mitigation projects
NOTE: OFFICE OF EMERGENCY MANAGEMENT HAS A COMPREHENSIVE STRATEGIC
PLAN AVAILABLE ONLINE AT: http://www.co.weld.co.us/Departments/OEM/index.html
262
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: General Engineering - - 1000-31100
DEPARTMENT DESCRIPTION: Provides engineering services for bridge designs; development
referrals; field survey operations to establish line and grade control; administrative and inspection
work in utility and subdivision construction; performs laboratory tests to determine soil properties,
construction and materials quality; all phases of highway engineering, bridge engineering, design
and construction inspection.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 3,566,976
$ 4,066,554
$ 4,115,104
$ 4,066,947
Supplies
144,620
211,997
228,315
228,315
Purchased Services
4,316,125
11,575,276
7,820,729
7,820,729
Capital
966,594
205,000
14,000
14,000
Contra
76,619
-1,139,015
-950,484
-950,484
Gross County Cost
$ 9,070,934
$ 14,919,812
$ 11,227,664
$ 11,179,507
Revenue
0
0
0
0
Net County Cost
$ 9,070,934
$ 14,919,812
$ 11,227,664
$ 11,179,507
Budgeted Positions
35.0
38.0
39.0
38.0
SUMMARY OF CHANGES: The budget request is down $3,692,148 from 2020.
Personnel Services request has increased $48,550 overall. There is an increase due to a
promotion for an Engineer Tech Ito Engineer Tech II. An Engineering Tech I Permitting position
was approved and added in late 2019 for an increase of $48,157 bringing the total number of staff
in this department to 39. There was also a $250 increase in Outerwear reimbursement for the
added FTE.
Supplies increased by $16,318 as follows: Office Supplies saw a $1,000 decrease while Small
Equipment was decreased by $6,000. Software Maintenance increased by $27,318 for increases
in annual costs. Road Construction supplies decreased by $3,000 to reflect actual costs, while
Other Operating Supplies decreased by $1,000 for actual costs.
Purchased Services decreased $3,754,547 overall. Memberships & Registration Fees increased
by $450 to reflect actual costs and Other Purchased Services decreased by $2,312 with the
removal of the Miscellaneous line item. Phones increased $4,000 to reflect actual costs and
Engineering & Architectural increased $283,500 with the addition of the legally mandated On -Call
SUE (Sub -surface Utility Engineering) line item. Other Professional Services increased $106,644
to include data services for the county's eleven weather stations added in 2020. Vehicle Expense
increased $16,359 to reflect actual gallons of fuel used and Travel & Meetings decreased $7,200
since less in -person meetings and conference will occur in 2021 due to COVID-19. Training was
reduced by $19,066 due to a decrease in conferences and trainings being postponed in 2021.
263
GENERAL ENGINEERING
(CONTINUED)
1000-31100
SUMMARY OF CHANGES (continued):
Infrastructure Projects were increased by $2,106,778 for costs of project design, right-of-way,
and utilities relocation in 2021. Finally, Grants and Donations, which reflect our
Intergovernmental Agreements with other government entities was reduced to zero from
$6,243,700 in 2020. This is due to planned projects being postponed due to the economic
downturn, specifically WCR 35 with Greeley ($3,827,700), and IGA's adjusted.
Capital is reduced by $191,000 to reflect items purchased in 2020 and less a new Troxler Thin
Lift Nuclear Gauge will be purchased to replace the current one at a cost of $14,000.
The Contra account decreased by $188,531, which reflects the chargeback to Planning division
for work supporting their division, which saw a decrease of $743,099, and the chargeback to Oil
& Gas Energy department increased $22,402 for a total chargeback of $950,484.
FINANCE/ADMINISTRATION RECOMMENDATION: The additional Engineering Tech I
Permitting position was requested based on additional work needed alongside the Oil and Gas
production. With the downturn in economy and the decrease in Oil and Gas development, it is
recommended to remove the additional position until the need is justifiable again ($48,157). This
is a policy issue for the Board. No other issues noted with this request.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of designs completed 13 13
Number of construction projects completed 9 7
Number of land use case reviews 767 800
Access Permit 1,188 800
Right -of -Way Permits 1,242 750
Efficiency Measures
13
9
800
800
750
FTE's per 10,000/capita 1.081 1.141 1.110
Per capita cost $28.03 $44.80 $32.65
*Numbers do not include flood projects.
264
GENERAL ENGINEERING
(CONTINUED)
1000-31100
Goal TPW8: Development, design, inspection, testing, planning, and review of all phases of
County road and bridge engineering services for both in-house and contracted projects.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
TPW8-1:
Develop accurate
Capital
Improvement
Plans
Plans will not require changes
after project goes to
construction 95% of the time
100%
100%
100%
TPW8-2:
Perform accurate
construction
testing
Construction tests will not
require repeat tests or re-
calculations 95% of the time
100%
100%
100%
TPW8-3:
Present accurate
improvement
agreements
Improvement agreements will
be error free when presented
to the BOCC 98% of the time
100%
100%
100%
265
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Missile Site Park -- 1000-50100
DEPARTMENT DESCRIPTION: Maintains Missile Site Park which includes camp grounds and
related equipment, as well as the missile silo and archive storage areas. Also provides security
for the park.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 60,900
$ 66,331
$
0
$
0
Supplies
1,482
1,750
0
0
Purchased Services
10,957
12,900
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 73,339
$ 80,981
$
0
$
0
Revenue
1,288
5,000
0
0
Net County Cost
$ 72,501
$ 75,981
$
0
$
0
Budget Positions
1
1
0.0
0.0
SUMMARY OF CHANGES: Based on a work session on January 27, 2020, the FTE and
expenses under this budget unit will be absorbed into the Building and Grounds budget under
budget unit 17200 starting in 2021.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Number of visitors
Work Outputs
FTE's per 10,000/capita
Per capita cost (county support)
600 600 600
0.031
0.030 0.000
$0.22 $0.23 $0.00
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Building and
Grounds Budget Unit (1000-17200).
266
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Parks and Trails - - 1000-50200
DEPARTMENT DESCRIPTION: Development and maintenance costs of County trails and future
park projects.
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
129,000
239,000
239,000
239,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 129,000
$ 239,000
$ 239,000
$ 239,000
Revenue
0
0
0
0
Net County Cost
$ 129,000
$ 239,000
$ 239,000
$ 239,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Budget includes $29,000 for the joint maintenance and
administration of the Poudre River Trail with Windsor and Greeley. The Board agreed, in April
2004, to fund the County's share. A new IGA was developed in 2006, which includes full
maintenance and administration of the trail, with each party paying one-third of the costs. The
City of Greeley does the maintenance and administration through its Parks Department. The
Poudre River Trail improvements are over twenty years old and are beginning to require major
repairs. Starting in 2017 $100,000 each year was included for Poudre River Trail repairs.
Beginning in 2020 the Poudre River Trail Board began requesting funding of $200,000 annually
to repair the trail in accordance with the 2019 engineering planned developed. $200,000 is
included in the 2021 budget for repairs in accordance with the engineering plan.
For the second year the Great Western Trail Authority is requesting $10,000 for the trail
maintenance and operations. 11 -miles of the trail are located in the unincorporated portion of the
county. The towns of Windsor, Severance, and Eaton are also contributing $10,000 annually for
a total of $40,000 for the maintenance and operations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
267
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GREELEY-WELD COUNTY AIRPORT
BUDGET UNIT TITLE AND NUMBER: Airport Transfer - - 1000-56100
DEPARTMENT DESCRIPTION: County support for capital improvements to the Greeley - Weld
County Airport.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
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: The Airport Board has adopted the policy that they will be self-
sufficient and will no longer request funding for local grant matches for capital FAA projects.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
268
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES
BUDGET UNIT TITLE AND NUMBER: Senior Programs - - 1000-56110
DEPARTMENT DESCRIPTION: Weld County's financial support to the twenty senior centers
throughout the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
40,000
40,000
40,000
40,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 40,000
$ 40,000
$ 40,000
$ 40,000
Revenue
0
0
0
0
Net County Cost
$ 40,000
$ 40,000
$ 40,000
$ 40,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Recommended budget of $40,000 is the same as 2020.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approve as recommended.
269
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: WASTE WATER MANAGEMENT
BUDGET UNIT TITLE AND NUMBER: Waste Water Management - - 1000-56120
DEPARTMENT DESCRIPTION: County assessment for North Front Range Water Quality
Planning Association for waste water management.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
8,215
10,000
10,000
10,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 8,215
$ 10,000
$ 10,000
$ 10,000
Revenue
0
0
0
0
Net County Cost
$ 8,215
$ 10,000
$ 10,000
$ 10,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This budget is the same as 2020 for the North Front Range Water
Quality Planning Organization (NFRWQPO) ($10,000).
Membership for the Little Dry Creek Watershed Group ($6,000) is included in the Budget Unit
account 1000-31100-6340 budget, since it involves drainage issues and not water quality.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
270
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEVELOPMENTALLY DISABLED
BUDGET UNIT TITLE AND NUMBER: Envision - - 1000-56130
DEPARTMENT DESCRIPTION: Weld County's financial support of Envision, formerly
Centennial Development Services, Inc., which provides services for the developmentally disabled
citizens of the county.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
38,225
38,225
38,225
38,225
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 38,225
$ 38,225
$ 38,225
$ 38,225
Revenue
0
0
0
0
Net County Cost
$ 38,225
$ 38,225
$ 38,225
$ 38,225
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Envision is requesting $38,225, which is the same as 2020.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
271
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: MENTAL HEALTH
North Range
BUDGET UNIT TITLE AND NUMBER: Behavioral Health - - 1000-56140
DEPARTMENT DESCRIPTION: Weld County's financial support of the North Range Behavioral
Health which provides extensive mental health services to citizens in Weld County. In addition,
this budget funds client treatments in Weld County Adult Treatment Court.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
205,745
291,000
291,000
291,000
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 205,745
$ 291,000
$ 291,000
$ 291,000
Revenue
0
0
0
0
Net County Cost
$ 205,745
$ 291,000
$ 291,000
$ 291,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: North Range Behavioral Health is requesting $191,000, which is the
same amount as 2020. $121,000 is for the base mental health programs, $50,000 for the
Frederick expansion of mental health services, and $20,000 for the Suicide Education and
Support Services (SESS) program.
$100,000 is included for the Weld County Adult Treatment Court program to treat clients in with
alcohol, drug and other substance abuse issues. In 2016, the county and courts developed an
ongoing MOU for this arrangement.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
272
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CHILD ADVOCACY CENTER
BUDGET UNIT TITLE AND NUMBER: A Kid's Place - - 1000-56150
DEPARTMENT DESCRIPTION: Funds a facility for interviewing and providing services to young
victims of child abuse and non -offending family members.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
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 Account
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 0
$ 0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: This program is now funded in the Social Services budget under
Child Welfare, since the usage justifies Social Services paying 100%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend continuing to fund this
program in the Social Services budget under Child Welfare in 2021, since the usage justifies
Social Services paying 100%.
BOARD ACTION:
273
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retirement Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: Central budget unit for the transfer of administrative costs for
Weld County Retirement Plan.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
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: This unit is for the transfer to the Weld County Retirement Plan Fund
for the administrative costs of the program. With the underfunding of the Weld County Retirement
Plan the Board decided to reimburse the Retirement Fund for the administrative costs of the plan.
The administrative costs include the investment fees and other administrative costs. Annually the
costs are approximately $1,000,000. The County stopped paying the fees in the 1980's. From
2011-2015 the General Funds made substantial contributions to repay the Retirement Fund for
the past administrative costs. As a result as of December 31, 2015, the Weld County Retirement
Plan was fully funded under the new accounting rules of GASB 67 and 68. The level of funding
for this purpose can be reduced in years where the property tax revenues from oil and gas
fluctuate downward and when the retirement fund is fully funded. Due the retirement plan being
totally funded no contribution is required in the 2021 budget.
The investment rate assumption was reduced to 6.50% as of December 31, 2019. As funds are
available the county should consider funding the retirement plan to reduce the investment rate
assumption from 6.50% to 6.00% over time, which is more realistic based upon projected
investment returns.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
274
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Human Services Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Area Agency on Aging Program
(Human Services Budget).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
12,351
12,351
12,351
12,351
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Revenue
0
0
0
0
Net County Cost
$ 12,351
$ 12,351
$ 12,351
$ 12,351
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The transfer to the Human Services Fund of $12,351 is for the Area
Agency on Aging Administration match.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
Fund.
275
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: TRANSFERS
BUDGET UNIT TITLE AND NUMBER: Health Department Transfer - - 1000-56160
DEPARTMENT DESCRIPTION: General Fund contribution to Health Department operations.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
7,953,984
5,593,324
5,708,281
5,708,281
Capital
0
0
0
0
Gross County Cost
$ 7,953,984
$ 5,593,324
$ 5,708,281
$ 5,708,281
Revenue
0
0
0
0
Net County Cost
$ 7,953,984
$ 5,593,324
$ 5,708,281
$ 5,708,281
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: See Health Fund for details.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health Fund.
276
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Economic Development - - 1000-60200
DEPARTMENT DESCRIPTION: General Fund Department used to fund the County's economic
development program through the Upstate Colorado Economic Development (Upstate Colorado),
a public/private non-profit organization. Starting in 2009, the County began contributing to the
East Colorado Small Business Development Center (SBDC), in addition to Upstate Colorado
Economic Development.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$
0
Supplies
0
0
0
0
Purchased Services
177,137
165,000
165,000
0
Gross County Cost
$ 177,137
$ 165,000
$ 165,000
$
0
Revenue
11,858
0
0
0
Net County Cost
$ 165,278
$ 165,000
$ 165,000
$
0
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: East Colorado Small Business Development Center (SBDC) has
requested $65,000, same as 2020. Upstate Colorado requested $150,000, same as 2020.
Upstate wishes to continue the additional $50,000 for the succession programing started in 2019
for the next 3-5 years. The additional amount above the base funding level of $100,000 will assist
in staffing overlap.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of both the SBDC
funding of $65,000, the base funding for Upstate for $100,000, and $50,000 for succession
planning come out of the Economic Development Trust again in 2021. The Economic
Development Trust Fund is well funded with over $15 million uncommitted and can absorb these
costs.
BOARD ACTION:
GOALSIDESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See County's overall
Economic Development goals in the Strategic Plan Section of the Budget Message.
277
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Building Rents - - 1000-60300
DEPARTMENT DESCRIPTION: General Fund Department used to fund lease/purchase
contracts for county buildings.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
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: Budget reflects the County's debt service on any long-term debt
and/or lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP), as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
278
LEASE -PURCHASE AGREEMENTS
The following supplemental data regarding lease -purchase agreements involving real property
is required under Section 29-1-104(2)(d), C. R. S., 1973:
A. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease -purchase agreements
involving real property
B. The total maximum payment liability of the
local government under all lease -purchase
agreements involving real property over the
entire terms of such agreements, including
all optional renewal terms
C. The total amount to be expended during the
ensuing fiscal year for payment obligations
under all lease -purchase agreements other
than those involving real property
D. The total maximum payment liability of the
local government under all lease -purchase
agreements other than those involving real
property over the entire terms of such
agreements, including all optional renewal
$ -0-
$ -0-
$ -0-
$ -0-
279
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Non -Departmental - - 1000-90100
DEPARTMENT DESCRIPTION: Central budget unit containing county -wide costs that are not
allocated to program budgets, e.g. training, audit fees, membership, professional contracts, etc.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
348,888
70,000
68,000
68,000
Purchased Services
670,463
673,787
660,750
660,750
Fixed Charges
13,040
200,000
190,000
190,000
Gross County Cost
$ 1,032,391
$ 943,787
$ 918,750
$ 918,750
Revenue
105,949,798
126,088,500
120,855,671
120,855,671
Net County Cost
$- 104,917,407
$- 125,144,713
$- 119,936,921
$- 119,936,921
SUMMARY OF CHANGES: The expense side of this budget is down $25,037 from 2020.
Supplies are down $2,000. Phones are down $10,000, professional services are down $2,537,
legal notices are down $2,500, and printing is up $2,000. Fixed Charges for costs miscellaneous
expenses are down $10,000.
Revenues are down $5,232,829 from the current year. Property taxes are budgeted at
$109,499,472 down $5,949,848. Revenue from interest earnings are at $4,000,000 for 2021.
Rents from Buildings total $486,472 from Social Services ($166,234), Award Alliance ($16,800),
and Community Corrections Building ($303,438). Recovery of indirect costs is $5,837,185 and
revenues from Urban Renewal Authorities (URA) are budgeted at $821,489. Other smaller
revenues are stable with little change. Total revenues are $123,709,485.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
280
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Retiree Health Insurance - - 1000-90120
DEPARTMENT DESCRIPTION: Central budget unit to account for the costs for retiree health
benefits.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 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: Beginning January 1, 2007, in accordance with GASB 45, employers
must account for the actuarial cost of post -employment benefits paid to retirees. Weld County's
only program outside of the retirement program is the payment of health insurance benefits to
retirees. Under GASB 45 an estimated actuarial amount is needed to be reserved to recognize
the cost of the benefit in periods related to when services are received by the employer (Weld
County). On July 21, 2010, the Board amended the Other Post -Employment Benefits (OPEB)
Plan to stop coverage for any eligible retiree, effective June 30, 2012, that did not have a signed
retiree health agreement as of July 21, 2010. This change was in response to the passage of the
Patient Protection and Affordable Care Act (PPACA) creating gap insurance coverage for early
retirees through state insurance exchanges, effective January 1, 2014. Retirees impacted can
obtain insurance coverage under COBRA from July 1, 2012, to January 1, 2014. Because of this
Board action, the OPEB Plan was fully funded, as of 2012, and no longer required additional
contributions.
As of January 1, 2020, there were no longer any retirees or dependents eligible to receive post -
employment benefits under this plan. As a result, on April 10, 2019, the Board of Weld County
Commissioners passed a resolution formally terminating the program effective December 31,
2019. The remaining cash balance in the plan's trust fund was transferred to the Weld County
Retirement Plan December 31, 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: As a result of Board action, the OPEB
Plan was terminated December 31, 2019, and this budget unit will no longer be necessary in
future years.
BOARD ACTION:
281
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: COMMUNITY AGENCY GRANTS
BUDGET UNIT TITLE AND NUMBER: Community Agency Grants -- 1000-90150
DEPARTMENT DESCRIPTION: Weld County's financial support to community agencies that
do not fit under a specific county program.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Purchased Services
40,737
40,000
85,000
15,000
Gross County Cost
$ 40,737
$ 40,000
$ 85,000
$ 15,000
Revenue
0
0
0
0
Net County Cost
$ 40,737
$ 40,000
$ 85,000
$ 15,000
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: Funding is included for the following community agencies:
AGENCY
Promises for Children
211 Information and Referral
Weld's Way Home
Total
PRIOR YEAR
$ 10,000
25,000
5, 000
$40,000
REQUEST
$ 10,000
50,000
25,000
$85,000
RECOMMEND
$ 10,000
0
5,000
$15,000
FINAL
$ 10,000
0
5,000
15,000
FINANCE/ADMINISTRATION RECOMMENDATION: This budget unit consolidates community
agencies with requests that do not fit under a specific program. The following is the
recommendation for each agency:
Promises for Children. The Board, in May 2004, made a commitment to fund this
program along with other partners in the community. A request for $10,000 was made.
Recommend approval.
211 Information and Referral program has requested $50,000 for the 211 information
and referral system operated by United Way. This is an increase of $25,000 over the 2020
funding level of $25,000. The recommended budget is zero due to the payment of $75,000
in 2020. Increase in funding is a Board policy issue.
Weld's Way Home has requested $25,000 for 2021. In 2020, the county funded $5,000.
The funding would be for the Weld's Way Home (WWH) effort, which is a long-term
countywide strategic plan to address homelessness and housing instability. WWH does
not intend to offer direct services; instead they aim to support and expand the capacity of
the expert service provider already addressing this challenge in Weld County. Increased
funding is a policy issue for the Board.
282
COMMUNITY AGENCY GRANTS
(CONTINUED)
7000-90750
FINANCE/ADMINISTRATION RECOMMENDATION (Continued):
Homeless Shelters have not been funded in the past by General Fund dollars. Catholic
Charities, A Woman's Place, and Greeley Transitional House did not request General
Fund monies for 2021. Human Services has been doing a $20,000 program with a voucher
process through CSBG for the shelters. If the homeless shelters are funded it should be
by a Human Services allocation of CSBG dollars as vouchers to clients or other Human
Services program funds. Recommend no General Fund funding. Human Services may
fund with CSBG funds, if funds are available.
BOARD ACTION: See notes for each agency regarding funding in italics.
283
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: Treasurer
BUDGET UNIT TITLE AND NUMBER: Weld County Bright Futures - 1000-90160
DEPARTMENT DESCRIPTION: This budget unit administers the Weld County Bright Futures
Program and the donations and tax credits that support it. The program offers student grants from
donations to eligible Weld County high school graduates, students earning GEDs and veterans
pursuing post high school education or training. Under SB 15-82 the County is authorized to allow
the use of county property tax incentive payments or credits to taxpayers contributing to the
program for workforce development.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 43,741
$ 41,386
$ 41,403
$ 41,403
Supplies
13,709
25,500
21,100
21,100
Purchased Services
98,706
182,587
179,637
179,637
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 156,156
$ 249,473
$ 242,140
$ 242,140
Revenue
0
0
0
0
Net County Cost
$ 156,156
$ 249,473
$ 242,140
$ 242,140
Budgeted Positions
2
2
2
2
SUMMARY OF CHANGES: The overall budget is down $7,333. Personnel services reflect the
2021 salaries with step increases up $17. Supplies are down $4,400 with a reduction in software
maintenance of $5,000, and postage $400. Purchased services are down $2,950 in printing
($1,300), subscriptions ($150) and local travel ($500). The contract amount with Upstate is
unchanged at $176,587.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Student grants will
be funded from the Weld Trust earnings, and donations. County will fund the administrative costs.
BOARD ACTION:
284
BRIGHT FUTURES
(CONTINUED)
1000-90160
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Students in Program 1,583 1,600 1,500
Investments $2.56M $2.60M $2.40M
Efficiency Measures
FTE's per 10,000/capita 0.062 0.060 0.058
Per capita administrative expenditure $0.48 $0.75 $0.71
Per capita student grant expenditure $7.92 $7.80 $7.01
285
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICES
BUDGET UNIT TITLE AND NUMBER: Extension - - 1000-96100
DEPARTMENT DESCRIPTION: Provide adults and 4-H youth with unbiased, research -based
education for agricultural, environmental, and consumer issues.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 380,217
$ 403,562
$ 399,562
$ 399,562
Supplies
4,438
8,300
8,300
8,300
Purchased Services
33,639
39,700
39,700
39,700
Fixed Charges
2,080
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 420,374
$ 451,562
$ 447,562
$ 447,562
Revenue
0
0
0
0
Net County Cost
$ 420,374
$ 451,562
$ 447,562
$ 447,562
Budgeted Positions
12.375
12.375
12.375
12.375
SUMMARY OF CHANGES: Salaries are being reduced by $4,000 with the elimination of the
County's contribution ($4,000) to the 4-H AmeriCorps program. This has been a partnership with
CSU for the past several years, with CSU paying the majority of expenses towards the two half-
time AmeriCorps volunteers who helped deliver STEM based programming to 4-H aged youth in
Weld County. This program will continue in 2021, however CSU has indicated they will pick up
this administrative charge for the next two years.
No other changes requested to Extension's 2021 budget request.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
286
EXTENSION SERVICES
(CONTINUED)
1000-96100
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
4-H enrollment 1,000 1,000 1,000
4-H outreach 5,000 6,000 8,000
Master Gardener contacts 5,000 3,000 3,000
Master Gardener Volunteer Hours 2,500 2,750 3,000
Master Food Safety Advisors Volunteer Hours 100 200 200
Family & Consumer Science Outreach 1,050 1,500 1,000
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.382 .371 .361
$1.30
$1.36 $1.32
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: This Budget Unit's goals
and objectives are part of a separate CSU Extension's published document available through
Colorado State University.
287
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: EXTENSION SERVICE
BUDGET UNIT TITLE AND NUMBER: County Fair - - 1000-96200
DEPARTMENT DESCRIPTION: To organize, plan, and administer the annual County Fair.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 71,957
$ 70,639
$ 70,639
$ 70,639
Supplies
7,854
20,000
20,000
20,000
Purchased Services
74,046
68,995
68,995
68,995
Fixed Charges
168
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 154,025
$ 159,634
$ 159,634
$ 159,634
Revenue
0
0
0
0
Net County Cost
$ 154,025
$ 159,634
$ 159,634
$ 159,634
Budgeted Positions
1.25
1.25
1.25
1.25
SUMMARY OF CHANGES:
No changes are requested for the 2021 Weld County Fair budget. It should be noted that
purchased services expenses represent a fraction of the total annual operational costs of the Fair.
The Fair Coordinator and Fair Board members work to raise contributions, both in -kind and cash
donations, to support the Fair. Annually, donations raised represent over $100,000, though that
figure will be lower in 2020 due to the impacts of COVID-19.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
288
COUNTY FAIR
(CONTINUED)
1000-96200
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Exhibits registered
5,000 5,000 5,000
Exhibitors registered 1,500 1,500 1,500
Attendees 48,000 48,000 48,000
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support)
.039 .038 .037
$0.48 $0.48 $0.47
289
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: BUILDINGS AND GROUNDS
BUDGET UNIT TITLE AND NUMBER: Veterans Services - - 1000-96400
DEPARTMENT DESCRIPTION: Provides all types of services to veterans of Weld County.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 230,314
$ 257,393
$ 257,393
$ 257,393
Supplies
798
3,500
3,500
3,500
Purchased Services
12,666
15,850
15,850
15,850
Gross County Cost
$ 243,778
$ 276,743
$ 276,743
$ 276,743
Revenue
14,700
29,400
29,400
29,400
Net County Cost
$ 229,078
$ 247,343
$ 247,343
$ 247,343
Budgeted Positions
3.0
3.0
3.0
3.0
SUMMARY OF CHANGES: No change.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Active files
Office visits
Efficiency Measures
FTE's per 10,000/capita
Per capita cost (county support
3,800
2,500
0.093
$0.71
4,500 4,950
2,700 2,100
0.090 0.088
$0.74 $0.72
290
VETERANS SERVICES
(CONTINUED)
1000-96400
Goal VS1: Perform as advocate for Veterans and dependents seeking Service Connected
Disability Compensation and Non -Service Pension claims
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Obtain the
appropriate claim
outcome for the
veterans
documented
conditions
Ensure accurate submission of
claim applications that include
proper supporting documents
100%
100%
100%
Goal VS2: Assist veterans and dependents enroll in Veterans Administration health care
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVEIKEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Register eligible
veterans in the
VA health care
system
Accurately complete appropriate
VA health care applications
along with supporting
credentials
100%
100%
100%
Goal VS3: Provide education assistance and burial and survivor benefits for veterans
and dependents services
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVEIKEY
PERFORMANCE
INDICATOR(S)
ACTUAL
ESTIMATED
PROJECTED
Veteran and/or
dependents
received
education, burial
and survivor
benefits they are
entitled
Obtain and submit appropriate
credentials to support
entitlement applications
100%
100%
100%
291
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Island Grove Building - - 1000-96500
DEPARTMENT DESCRIPTION: Maintenance for the Island Grove Park Community Building
(Event Center).
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
79,708
182,504
173,403
173,403
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 79,708
$ 182,504
$ 173,403
$ 173,403
Revenue
0
0
0
0
Net County Cost
$ 79,708
$ 182,504
$ 173,403
$ 173,403
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: The Event Center's proposed budget for 2021 is $581,806. Revenue
from rents and facility use fees for 2021 is estimated to be $235,000. The County payment for
the Event Center is proposed to be $173,403 which is down $9,101 or 4.99%, Historically, when
the final costs are reconciled with the City of Greeley at the end of the year the amount paid by
the county is less than budgeted.
The City of Greeley will also contribute $173,403 for 2021, per the intergovernmental agreement
between Weld County and the City of Greeley for the operation of the facility.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
292
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: FINANCE AND ADMINISTRATION
BUDGET UNIT TITLE AND NUMBER: Asset and Resource Management - - 1000-96600
DEPARTMENT DESCRIPTION: Funds costs associated with the management of county
property assets and leases.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
3,659,823
3,424,588
3,726,500
3,726,500
Fixed Charges
466,445
820,432
820,432
820,432
Capital
0
0
0
0
Gross County Cost
$ 4,126,268
$ 4,245,020
$ 4,546,932
$ 4,546,932
Revenue
0
0
0
0
Net County Cost
$ 4,126,268
$ 4,245,020
$ 4,546,932
$ 4,546,932
Budgeted Positions
0
0
0
0
SUMMARY OF CHANGES: This budget consolidates the funding of costs associated with the
management of county property assets and leases. $70,000 for engineering for water rights on
gravel pits, and $47,385 for water right assessments owned by the county. $773,047 is funded
for the leases of county assets. $3,656,500 is funded for depreciation of county assets.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION:
293
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: GENERAL FUND CONTINGENCY
BUDGET UNIT TITLE AND NUMBER: Contingency - - 1000-99999
DEPARTMENT DESCRIPTION: Funds to cover reasonably unforeseen expenditures. In the
proposed budget, this includes appropriations for points of issue.
RESOURCES
ACTUAL
LAST FY
BUDGETED
CURRENT FY
REQUESTED
NEXT FY
RECOMMEND
NEXT FY
Personnel Services
$ 0
$ 0
$ 1,767,391
$ 1,767,391
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 1,767,391
$ 1,767,391
Revenue
0
0
0
0
Net County Cost
$ 0
$ 0
$ 1,767,391
$ 1,767,391
Budgeted Positions
n/a
n/a
n/a
n/a
SUMMARY OF CHANGES: 2021 salary increases are a policy issue for the Board. Due the
economic downturn and high unemployment rate caused by the COVID pandemic no cost -of -
living increases are included in the 2021 budget, but there are funds for step increases due to
employees in 2021.
Budget reflects no change in health insurance costs. This means that over the last seven years
health insurance costs are down 11.8%. There are no other benefit changes.
The cost for all salary adjustments for 2021 is $1,767,391.
FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board
policy issue.
BOARD ACTION:
294
Hello