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Home My WebLink About20195017.tiffPUBLIC WORKS Revenue Changes $50,000,000 $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 ❑2010 1,2020 O 0 a 4 0 0 O il' p N 0 0- - 0 0 lip Co O co p p 0 Q cm 0 Q on pCO � o O O p `� - E O e— di3 Efl O t3 O O IIon Lon 83 ES i I � ci ee .ag 40 40 t Cr, +0 keb cis 9 acizi C bee ce k 2020 Revenue Total $112,540,797 (2019 $108,790,797) Fund Balance $47,000,000 42% Licenses/Permits $625,000 0% iN Severance Tax $1,500,000 1% ill 0 hill 01 �� NIIIIIIIM�N' M n Q Other Taxes $11,300,000 10% Federal/State $5,200,000 Property Taxes $24,000,000 21% NN_ Miscellaneous $11,915,797 11% Highway Users Fee $11,000,000 10% 299 PUBLIC WORKS 2020 EXPENDITURES Total $65,348,108 (2019 $63,100,278) Bridge Construction $6,583,321 10% Municipalities $3,863,455 6% Pavement Mangement $8,339,501 13% $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 uui Ell Gravel Road Management $8,405,930 13% Maintenance Support $2,404,630 4% !W!hhhhhhhIItj Trucking $5,872,364 N 9% CI �RP Mining $6,118,631 9% Public Works $22,444,977 34% Adminstration $1,315,299 2% 2019 2020 LO Cr? O r S t 00 a) coco 0 Eft co LO CO CO r 0) CSI N- CO Oo 6 Es IL- to C.4 M0 N c - CD " t fa. ece Public Works Pavement Municipalities Bridge Gravel Road Maintenance Trucking Mining Adminstration Mangement Construction Management Support 300 SEVEN YEAR TREND Public Works $120 $100 $80 co $60 2 $40 $20 $0 2014 2015 2016 2017 2018 2019 2020 PUBLIC WORKS FUND SUMMARY The Public Works Fund records all costs related to Weld County road and bridge construction and maintenance. This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities. The resources for 2020 total $112,540,797 which includes a fund balance of $47,000,000, in addition to the revenue shown in the budget. Property tax is set at $24,000,000 up $5,000,000 from 2019. Specific ownership tax is estimated to be $11,300,000. Total HUTF will be $11,000,000, up $300,000 from 2019. Permit revenues are budgeted at $500,000. Motor vehicle registration fees are $370,000, and grazing fees are $500,000 due to energy development in the Pawnee Grasslands. Oil and gas revenues are $9,500,000. The lease/purchase payment from the Hoekstra Pit is $215,797. There is $750,000 from Solid Waste for paving of impacted roads. Federal mineral lease revenues are $1,450,000 due to the creation of the Weld County Federal Mineral Lease District. The federal mineral lease revenue will flow through the new district and then Public Works will apply to the district for the funding of projects. In 2020, the district is funding $1,450,000 in oil and gas haul route projects. PILT is budgeted at $80,000 with the Federal Mineral Leasing District funding change. Other revenues from project reimbursements total $4,250,000. There are Energy Impact Assistance grants of $2,400,000 with $2,000,000 for the Tier 2 projects and $400,000 for two Tier 1 projects. There is a state grant for Bridge 19/46.5 for $500,000. There are no flood project grants in 2020. There is $1,350,000 from CDOT for the US 85 closure improvements. Severance tax is budgeted at $1,500,000. In accordance with the policy adopted by the Board of County Commissioners in 2010, the severance tax revenue is budgeted at a five-year leveling average due to the fluctuations of the revenue created by the price and production levels of oil and gas commodities. The budgeted appropriations for Public Works in 2020 total $65,348,108 up $2,247,830 primarily due to more construction projects funded in 2020. Municipal share back is funded at $3,863,455. 2020 salary increases are for step increases due to employees, and a 3.0 percent cost of living salary adjustment in this budget for a total of $104,128. Other Public Works budget unit is budgeted at $22,444,977 based on the Capital Improvement Plan (CIP). Personnel Services are up a total of $162,223. Purchased Services increased $743,323. Contract Payments decreased $875,000 as the 2013 flood projects are complete which reduced the account by $2,600,000, and additional US 85 Closure Improvement projects were added at a cost of $1,350,000. Contract Payments saw an increase in bridge maintenance and rehabilitation of $100,000. Strategic Roads increased $1,893,323 due to the change in road projects for the year and the addition of the County's proportional share line item for Weld County Road 58/53 Intersection project ($3,683,323), $1,506,654 for the joint project for CR 37/SH 52, $1,000,000 for CR 29 from CR 90 to CR 100, $6,000,000 for the intersection CR 54/CR17 project. $3,000,000 is budgeted for the Haul Route Program (HARP). Other contract payments are for seeding ($150,000), low volume roads ($2,000,000), BMP projects ($100,000), and $250,000 for the Master Pollution Prevention Plan, $200,000 for Weld Parkway maintenance, and bridge rehabilitation ($550,000). Design and ROW/utility projects include CR/17 intersection utilities ($1,500,000), O Street/35th Avenue ROW and utilities ($625,000), SH66/CR 21 ROW ($400,000), CR 29 utilities ($150,000), CR 64/41 design and ROW ($400,000), CR 66/41 design and ROW ($400,000), CR 37 design ($400,000), and CR 13/CR6 design ($275,000) for a total of $4,150,000. Fixed Charges went down by $320,000 as Right -of -Way Purchases were moved to Engineering to consolidate all 302 purchases (reduction of $50,000). Grants & Donations went down by $270,000 as bridge projects with Colorado Department of Transportation were updated. Without including salary adjustments Trucking is up $37,523 with supplies increased $20,000 for hard mount of county radios on five trucks. Purchased services decreased a total of $106,993 due to the following: Contract Payments had a $250,000 increase for increasing the number of contract trucks hauling material from 10 to 12 plus a 3% CPI increase. Vehicle Expense is down $356,093 and Repair and Maintenance Other is down $1,000 due to anticipated decrease in repair costs due to a newer fleet. Gravel Road Management operations decreased $147,700 primarily due to vehicle costs being down $410,973. Bridge Construction is up $186,429 primarily due to two additional positions. Maintenance Support is up $260,779 with the increase of two Service Worker II positions, and deicer costs. Pavement Management is up $166,994 due to increased signer and flagger costs. Other operating budgets for road and bridge maintenance are funded at near the 2019 funding level. With some operational economies to offset some of the inflationary costs, the current service level should be able to be maintained with the funding recommended. While the growth in the County's assessed value and economic stimulus of the energy industry in Weld County has been positive, the downside is the County has had to add significant resources to the Public Works budget over the last 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. Afive-year Public Works Capital Improvement Plan will continue to be updated annually and will ensure a fair and reasonable determination of project priorities in accordance with the County's overall transportation needs, especially in dealing with the impact of energy development in the County. As oil and gas prices and production stabilize, looking forward to 2020 and beyond, the amount spent on capital projects should also be stable. The 2020 Public Works Capital Improvements Plan is available on the County web site at http://www.co.weld.co.us/departments/public works/index.html. 303 CONCERNING LOCAL ACCOUNTABILITY FOR MONEY USED FOR HIGHWAY PURPOSES In accordance with Section 29-1-110, C.R.S., 1973, at a public hearing on the budget, Weld County must discuss the proposed use of its allocation of highway users tax fund monies and the County Public Works Fund and provide an opportunity for any elector to be heard on the expenditure of such monies for the current year and for the fiscal year governed by the proposed budget. The proposed use of the 2020 allocation of highway user tax fund monies and county road and bridge fund are as follows: Gravel Road Management Trucking Maintenance Support TOTAL $ 8,405,930 189,440 2,404,630 $ 11.000.000 304 CONSTRUCTION BIDDING FOR STATE -FUNDED LOCAL PROJECTS In accordance with Sections 29-1-701 through 707, C.R.S., as amended, cities or counties of 30,000 persons or more are required to bid projects over $150,000. Local governments are required to bid competitively among private contractors for projects using Highway Users Tax Fund money (state funded projects), and are prohibited from dividing projects into two or more projects to evade provisions of the act. "State -funded public project" means any construction, alteration, repair, demolition, or improvement by any agency of local government of any land, structure, facility, road, highway, bridge, or other public improvement suitable for and intended for use in the promotion of the public health, welfare, or safety and any defined maintenance project which is funded in whole, or in part, from the highway users tax fund and which may be reasonably expected to exceed $150,000 in the aggregate for any fiscal year. "Defined maintenance project" means any project that involves a significant reconstruction, alteration, or improvement of any existing road, highway, bridge, structure, facility, or other public improvement, including, but not limited to, repairing or seal coating of roads or highways or major internal or external reconstruction or alteration of existing structures. "Defined maintenance project" does not include routine maintenance activities such as snow removal, minor surface repair of roads or highways, cleaning of ditches, regrading of unsurfaced roads, repainting, replacement of floor coverings, or minor reconstruction or alteration of existing structures. Based upon the above definitions, Weld County's Public Works 2020 budget would be allocated as follows by the above categories: TOTAL HUTF STATE LOCAL/OTHER Road and Bridge Construction $ 6,583,321 $ 0 $ 6,583,321 Gravel Road Management 8,405,930 8,405,930 0 Maintenance Support 2,404,630 2,404,630 0 Trucking 5,872,364 189,440 5,682,924 Mining 6,118,631 0 6,118,631 Administration 1,315,299 0 1,315,299 Pavement Management 8,339,501 0 8,339,501 Municipalities 3,863,455 0 3,863,455 Public Works: Haul Route Program (HARP) 3,000,000 0 3,000,000 Part-time 2,054,400 0 2,054,400 Contract 17,390,577 0 17,390,577 TOTAL $65,348,108 $ 11,000,000 $54,348,108 Based upon the above allocation, Weld County is not required to competitively bid any service. However, it is anticipated that Weld County will bid out $3,100,000 in asphalt purchases and contracts for overlays and reconstruction, chip and seal of $1,000,000, and $2,899,000 in surface gravel for a total of $6,999,000 in bid projects for 2020. A major portion of the $17,390,577 may also be contracted, which raises the potential bid project amount to $24,389,577. Maintenance of effort requirement was eliminated by the 1994 State Legislature, effective with the 1995 budget; therefore, it is not demonstrated in this budget document. 305 PUBLIC WORKS SUMMARY OF REVENUES 2020 Fund Org Acct Account Title 2019 Budget 2020 2020 2020 Request Recommend Final 2000 90100 4112 2000 90100 4130 2000 90100 4140 2000 90100 4221 2000 90100 2000 90100 2000 90100 2000 90100 2000 90100 TAXES CURRENT PROPERTY TAXES SPECIFIC OWNERSHIP TAXES SEVERANCE TAXES TOTAL TAXES PERMITS PERMITS INTERGOVERNMENTAL 4316 GRAZINGACT 4318 PAYMENT IN LIEU OF TAXES 4334 HIGHWAY USER 4338 MOTOR VEHICLE REG 4340 GRANTS TOTAL INTERGOVERNMENTAL 2000 90100 4640 2000 90100 4680 MISCELLANEOUS OIL AND GAS OTHER TOTAL MISCELLANEOUS TOTAL PUBLIC WORKS 19, 000, 000 11,200,000 1,400, 000 31,600,000 24,000,000 24,000,000 24,000,000 11, 300, 000 11, 300, 000 11,300, 000 1,500, 000 1,500, 000 1,500, 000 36,800,000 36,800,000 36,800,000 550,000 500,000 40,000 10,700,000 365,000 8,920,000 20,525,000 625,000 500,000 80,000 11,000, 000 370,000 4,250,000 16,200,000 625,000 625,000 500,000 500,000 80,000 80,000 11,000, 000 11,000, 000 370,000 370,000 4,250,000 4,250,000 16, 200, 000 16, 200, 000 9,500,000 1,615, 797 9,500,000 1,965, 797 9,500,000 9,500,000 1,965,797 2,415,797 11,115,797 63,790,797 65,090,797 65,090,797 65,540,797 11,465,797 11, 465, 797 11, 915, 797 306 PUBLIC WORKS SUMMARY OF EXPENDITURES 2020 Fund Org Expenditure Function 2000 30100 ADMINISTRATION 2000 32100 TRUCKING 2000 32200 GRAVEL ROAD MANAGEMENT 2000 32300 ROAD AND BRIDGE CONSTRUCTION 2000 32400 MAINTENANCE SUPPORT 2000 32500 OTHER PUBLIC WORKS 2000 32600 MINING 2000 32700 PAVEMENT MANAGEMENT 2000 56200 CITIES AND TOWNS 2000 99999 SALARY CONTINGENCY TOTAL PUBLIC WORKS 2019 2020 2020 2020 Budget Request Recommend Final 1,195,367 1,273,687 1,273,687 1,315,299 5,820,185 5,857,708 5,857,708 5,872,364 8,651,463 8,400,748 8,400,748 8,405,930 6,421,943 6,608,372 6,608,372 6,583,321 2,160,094 2,420,873 2,420,873 2,404,630 21,584,431 22,091,050 22,091,050 22,444,977 5,972,717 6,043,195 6,043,195 6,118,631 8,190,725 8,357,719 8,357,719 8,339,501 3,103,353 3,920,029 3,920,029 3,863,455 0 104,128 104,128 0 63,100,278 65,077,509 65,077,509 65,348,108 307 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2000 DEPARTMENT DESCRIPTION: See individual units. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 13,335,460 $ 15,531,234 $ 16,242,643 $ 16,294,816 Supplies 9,352,550 15,684,631 15,864,494 15,864,494 Purchased Services 41,853,354 30,919,413 32,300,372 32,518,798 Fixed Charges 3,002,823 965,000 645,000 645,000 Contra Expense -500,000 0 0 0 Capital 29,360 0 25,000 25,000 Gross County Cost $ 67,073,547 $ 63,100,278 $ 65,077,509 $ 65,348,108 Revenue/Fund Bal. 50,593,166 44,100,278 41,077,509 41,348,108 Net County Cost $ 16,480,381 $ 19,000,000 $ 24,000,000 $ 24,000,000 Budgeted Positions 153 161 165 165 SUMMARY OF CHANGES: See individual units. FINANCE/ADMINISTRATION RECOMMENDATION: See individual units. BOARD ACTION: See individual units. 308 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Administration - - 2000-30100 DEPARTMENT DESCRIPTION: Directs the activities of Public Works, as necessary; coordinates complaints; and maintains cost accounting records on projects. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 865,076 $ 925,192 $ 926,192 $ 967,804 Supplies 99,900 113,000 140,000 140,000 Purchased Services 147,119 157,175 207,495 207,495 Fixed Charges -2,190 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,109,905 $ 1,195,367 $ 1,273,687 $ 1,315,299 Revenue 0 0 0 0 Net County Cost $ 1,109,905 $ 1,195,367 $ 1,273,687 $ 1,315,299 Budgeted Positions 9 9 9 9 SUMMARY OF CHANGES: Administration budget request is an increase of $78,320 over last year. Personnel Services increased $1,000 for additional overtime. Supplies increased $27,000 due to an increase in Other Operating Supplies to replenish vehicle first aid kits and an increase of diesel exhaust fuel for all Public Works divisions. Purchased Services had an overall increase of $50,320. Other Purchased Services increased by $100 due to an increase in weather forecasting services. Phones increased $26,000 due to increased rates per IT and the addition of new staff. Repair & Maintenance Equipment increased $2,500 for the purchase of a desk radio and accessories for office staff hired in 2019. Repair & Maintenance Other increased $8,300 due to maintenance costs for the new Public Works building copier. Travel & Meetings increased $1,850 and Training increased $11,570 for new employee trainings and mileage reimbursement. Final budget adjustments include an increase in salaries of $41,617. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 309 ADMINISTRATION (CONTINUED) 2000-30100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Perform administrative duties with less than 1% error Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 95% 95% 95% 0.2863 0.2780 $3.53 $3.69 0.2701 $3.95 Goal TPW1: Provide effective and efficient administrative and managerial support and supervision to the Public Works Department. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW1-1: Accurately monitor and report activities of the department Perform duties with less than 1% errors, 95% of the time Yes Yes Yes 310 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Trucking - - 2000-32100 DEPARTMENT DESCRIPTION: Conducts snow removal operations and provides loading and transportation of materials and equipment to all job sites, gravel roads, aggregate pits, stockpile sites, and capital improvement projects with 33 full time employees, 30 assigned truck tractors and 36 trailers, 4 loaders and 5 dump trucks. This department is responsible for organizing and supervising the County Community Service Work Program and operational supervision and management of the trucking contract. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,570,628 $ 2,568,736 $ 2,833,322 $ 2,847,978 Supplies 2,838 7,000 27,000 27,000 Purchased Services 2,230,857 3,104,379 2,997,386 2,997,386 Fixed Charges -1,095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 4,803,228 $ 5,680,115 $ 5,857,708 $ 5,872,364 Revenue 0 0 0 0 Net County Cost $ 4,803,228 $ 5,680,115 $ 5,857,708 $ 5,872,364 Budgeted Positions 33 33 33 33 SUMMARY OF CHANGES: Trucking budget request has increased overall by $177,593. Personnel Services increased $264,586 primarily due to anticipated overtime. Supplies increased $20,000 for hard mount of county radios on 5 trucks. Purchased serviced decreased a total of $106,993 due to the following: Utilities are up $100; Contract Payments had a $250,000 increase for increasing the number of contract trucks hauling material from 10 to 12 plus a 3% CPI increase. Vehicle Expense is down $356,093 and Repair and Maintenance Other is down $1,000 due to anticipated decrease in repair costs due to a newer fleet. Final budget adjustments include an increase in salaries of $14,656. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 311 TRUCKING (CONTINUED) 2000-32100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Tons of Surface Gravel Transported Tons of All Material Transported Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 216,482 520,818 1.0498 314,717 350,000 543,887 564,000 1.0193 0.9905 $15.28 $17.98 $17.63 Goal TPW2: Perform transportation of materials for maintenance and construction projects by delivering the quantities required within the time frames requested and by surpassing past efficiencies. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW2-1: Operate within budget limits 95% of the time operate within established budget guidelines; emergencies, e.g. except for weather, etc. Yes Yes Yes TPW2-2: Complete annual gravel plan 100% of scheduled gravel plan accomplished annually 90% 100% 100% TPW2-3: Respond to calls for service within one working day 98% of service calls responded to within 24 hours 100% 100% 100% 312 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Gravel Road Management - 2000-32200 DEPARTMENT DESCRIPTION: Fleet of 46 motor graders, 13 water tankers, 9 rollers, 2 reclaimers, 29 grader zones, 20 satellite Public Works facilities, and four fugitive dust/roving maintenance teams responsible for the upkeep of gravel roads in Weld County (approximately 2,500 miles). RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 3,567,390 $ 4,194,084 $ 4,203,642 $ 4,208,824 Supplies 1,586,229 2,095,900 2,243,600 2,243,600 Purchased Services 1,944,138 2,361,479 1,953,506 1,953,506 Fixed Charges -1,095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 7,096,662 $ 8,651,463 $ 8,400,748 $ 8,405,930 Revenue 0 0 0 0 Net County Cost $ 7,096,662 $ 8,651,463 $ 8,400,748 $ 8,405,930 Budgeted Positions 47 51 51 51 SUMMARY OF CHANGES: The Gravel Roads budget has decreased $250,715. Personnel increased $9,558 due to an increase in overtime. Supplies increased a total of $147,700 as Other Operating supplies now includes supplies for road graders previously in Fleet budget, and an increase in grader blades/accessories and grader stations. Purchased Services had an overall decrease of $407,973 including a decrease of $410,973 in Vehicle Expense due to reduced maintenance costs and an increase of $3,000 in Repair and Maintenance other. Final budget adjustments include an increase in salaries of $5,182. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 313 GRAVEL ROAD MANAGEMENT (CONTINUED) 2000-32200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Topical Application Miles of Full Depth Application 65 75 Miles of Road Rehabilitation 35 38 Miles of Gravel Replenished 475 450 Lane Miles of Gravel Roads Maintained 111,800 111,850 Lane Miles of Snow Removed on Gravel 88,000 85,000 Roads Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 150 1.4951 165 170 70 35 450 111,825 85,000 1.5753 1.5308 $22.58 $26.72 $25.23 Goal TPW3: Provide regularly scheduled maintenance of all HUTF roads, continuous improvement of road conditions, and opening all non -paved roads within 72 hours after a snow event DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW3-1: Perform surface maintenance on gravel roads 90% of surface maintenance schedule accomplished annually Yes Yes Yes TPW3-2: Perform HUTF surface maintenance 100% of HUTF roads receive annual surface maintenance Yes Yes Yes TPW3-3: Respond to calls for service within one working day 98% of service calls responded to within one working day Yes Yes Yes 314 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Bridge Construction - - 2000-32300 DEPARTMENT DESCRIPTION: This unit consists of 32 full time employees and 11 seasonal positions, with over $5 million of reportable equipment. It is organized as a Bridge section, Construction section, and Drainage section which perform a variety of tasks in those areas. This unit also supports snow and ice control and conducts tree removal on county rights -of -way. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,454,145 $ 2,646,433 $ 2,821,601 $ 2,796,550 Supplies 1,778,142 2,760,530 2,841,350 2,841,350 Purchased Services 889,869 969,980 900,421 900,421 Fixed Charges -1,095 45,000 45,000 45,000 Capital 0 0 0 0 Gross County Cost $ 5,121,061 $ 6,421,943 $ 6,608,372 $ 6,583,321 Revenue 2,550 0 0 0 Net County Cost $ 5,118,511 $ 6,421,943 $ 6,608,372 $ 6,583,321 Budgeted Positions 30 30 32 32 SUMMARY OF CHANGES: This budget had an overall increase of $186,429. Personnel Services increased $175,168. This was due to the request for two new positions: One Welder position at a cost of $94,747 due to an increased maintenance on bridges, including bridge re -decks, assistance with large culverts and equipment replacement. One Service Worker III position at a cost of $76,321 due to MS4 dust suppressant on roads requirements and to help with other projects. Outerwear reimbursement increased $500 for the two new positions. Overtime increased $3,600. Supplies increased $80,820. Road Construction Supplies increased $39,000 due to an increase in Class 6 Material. An increase of $28,220 in Operating Supplies is due to the addition of specialty welding supplies, erosion blades, wood used for forms, gates, miscellaneous; waterproofing materials for bridge decks/box culverts, non -inventory cattleguard foundations, gate supports, culvert lining products, and a tracking pad to keep debris off asphalt road during construction. Cost of Goods Sold increased $13,600 for an increase in cost of cattle guards. Purchased Services decreased $69,559. Contract Payments increased $3,000 due to an increase in cost per 1,000 gallons of water for construction. Other Professional Services increased $2,000 for the additional cost of reseeding road construction projects. Vehicle Expense went down $94,559 due to a decrease in repair and maintenance cost. Repair and Maintenance Other Increased $20,000 for the addition of Trimble GPS repair and/or replacement. Final budget adjustments includes a decrease in salaries of $25,051. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The two additional positions are justified based upon the workload requirements of the department. 315 BRIDGE CONSTRUCTION (CONTINUED) 2000-32300 BOARD ACTION: Approved as recommended, including the two new positions. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Road Construction Completed Bridge Projects Completed Culverts Replaced Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 17.6 16 16 12 10 10 93 90 90 0.9544 0.9266 0.9605 $16.28 $19.84 $19.76 GoaETPW4: Perform the construction, repair, and replacement of County Road and Bridge infrastructure projects by staying within the scope, within the budget, and on time. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/ICEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW4-1: Complete all projects as scheduled 80% of construction projects completed within established timelines 100% 100% 100% TPW4-2: Maintain bridge system Less than 10% restricted bridges, 100% of critical repair of bridges completed within one year of discovery 100% 100% 100% TPW4-3: Complete all scheduled culvert replacements 100% of culvert replace/repairs completed ahead of scheduled road projects Yes Yes Yes TPW4-4: Respond to calls for service within one working day 98% of service calls responded to within one working day 85% 98% 98% 316 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Maintenance Support - - 2000-32400 DEPARTMENT DESCRIPTION: Performs all traffic control maintenance, management of signs, barricades, construction project signing, and roadway striping county -wide. The unit conducts routine and sustained snow removal operations as needed. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 868,192 $ 881,817 $ 1,051,053 $ 1,034,810 Supplies 582,096 1,008,377 1,074,920 1,074,920 Purchased Services 142,508 269,900 269,900 269,900 Fixed Charges -1,095 0 0 0 Capital 0 0 25,000 25,000 Gross County Cost $ 1,591,701 $ 2,160,094 $ 2,420,873 $ 2,404,630 Revenue 0 0 0 0 Net County Cost $ 1,591,701 $ 2,160,094 $ 2,420,873 $ 2,404,630 Budgeted Positions 10 10 12 12 SUMMARY OF CHANGES: Overall budget has increased $260,779 over 2019. Personnel Services increased $169,236 for two additional Service Worker II positions to support additional crews in other divisions and maintain the Weld Parkway, and the promotion of two Service Workers II to Lead Workers at a cost of $157,036. There is also an increase of overtime of $12,200 for weekend and after-hours response and snow removal. Supplies increased by a total of $66,543. Road Construction Supplies increased $85,600 due to the addition of Liquid Deicer, and an increase in other supplies for snow removal. Cost of Goods Sold decreased $19,057 due to moving snow plow blades to the Fleet budget. Capital was added for the addition of a larger Sign press roller at a cost of $25,000 to allow for 48" signs. Final budget adjustments include a decrease in salaries of $16,243. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Additional positions are justified to accommodate the workload requirements. BOARD ACTION: Approved as recommended, including the two new positions and two promotions to Lead Workers. 317 MAINTENANCE SUPPORT (CONTINUED) 2000-32400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Stop Signs Repaired Miles of Pavement Striped Scheduled Construction Closures Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 492 625 625 724 729 724 104 105 105 0.3181 $5.06 0.3089 0.3602 $6.67 $7.22 Goal TPW5: Maintain traffic control devices on County roads and bridges. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW5-1: Respond to service calls within one working day 98% of service calls will be responded to within one working day 100% 100% 100% TPW5-2: Respond to missing stop signs Respond within one working day after notice 100% of the time 100% 100% 100% TPW5-3: Replace warning advisory and regulatory signs Replace warning, advisory, and regulatory signs within 10 working days 100% of the time 99% 100% 100% TPW5-4: Schedule road line painting 100% of all new or improved hard surface to be painted 100% 100% 100% Centerline 100% of centerline completed annually 100% 100% 100% Shoulder line 50% shoulder lines painted annually 100% 100% 100% 318 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Other Public Works - - 2000-32500 DEPARTMENT DESCRIPTION: Reserve/Temporary employees for seasonal work. Contract payments for bridge grants and road construction projects are included in this budget unit. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,068,678 $ 1,892,177 $ 1,975,473 $ 2,054,400 Supplies 0 0 0 0 Purchased Services 24,326,660 18,772,254 19,515,577 19,790,577 Fixed Charges 4,131 920,000 600,000 600,000 Capital 1,529,360 0 0 0 Gross County Cost $ 26,928,829 $ 21,584,431 $ 22,091,050 $ 22,444,977 Revenue 0 0 0 0 Net County Cost $ 26,928,829 $ 21,584,431 $ 22,091,050 $ 22,444,977 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The Other Public Works budget increased $585,546. Personnel Services increased $162,223. Seasonal employees total was reduced by one and a 3% cost of living adjustment was added. Purchased Services increased $743,323. Contract Payments decreased $1,150,000 as the 2013 flood projects are complete which reduced the account by $2,600,000, and additional US 85 Closure Improvement projects were added at a cost of $1,350,000. Contract Payments saw an increase in bridge maintenance and rehabilitation of $100,000. Strategic Roads increased $1,893,323 due to the change in road projects for the year and the addition of the County's proportional share line item for Weld County Road 58/53 Intersection project ($3,683,323), $1,506,654 for the joint project for CR 37/SH 52, $1,000,000 for CR 29 from CR 90 to CR 100, $6,000,000 for the intersection CR 54/CR 17 project. $3,000,000 is budgeted for the Haul Route Program (HARP). Other contract payments are for seeding ($150,000), low volume roads ($2,000,000), BMP projects ($100,000), and $250,000 for the Master Pollution Prevention Plan, $200,000 for Weld Parkway maintenance, and bridge rehabilitation ($550,000). Design and ROW/utility projects include CR/17 intersection utilities ($1,500,000), O Street/35'h Avenue ROW and utilities ($625,000), SH 66/CR 21 ROW ($400,000), CR 29 utilities ($150,000), CR 64/41 design and ROW ($400,000), CR 66/41 design and ROW ($400,000), CR 37 design ($400,000), and CR 13/CR6 design ($275,000) fora total of $4,150,000. Fixed Charges went down by $320,000 as Right -of -Way Purchases were moved to Engineering to consolidate all purchases (reduction of $50,000). Grants & Donations went down by $270,000 as bridge projects with Colorado Department of Transportation were updated. Final budget adjustments include an increase in salaries of $78,927. 319 OTHER PUBLIC WORKS (CONTINUED) 2000-32500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Budget is consistent with the Capital Improvement Plan. BOARD ACTION: Board re -appropriated a 2019 budget carryover of $275,000 for bridge rehabilitation projects for a total of $550,000 in 2020. All other items approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Bridge Rehabilitation Projects Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 2 5 5 0 0 0 $85.67 $66.67 $67.37 320 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Mining - - 2000-32600 DEPARTMENT DESCRIPTION: Responsible for mining, crushing, and screening of gravel in county -owned quarries. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 480,499 $ 501,508 $ 533,240 $ 608,676 Supplies 1,312,449 5,076,074 5,144,874 5,144,874 Purchased Services 358,675 395,135 365,081 365,081 Fixed Charges 2,531 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2,154,154 $ 5,972,717 $ 6,043,195 $ 6,118,631 Revenue 0 0 0 0 Net County Cost $ 2,154,154 $ 5,972,717 $ 6,043,195 $ 6,118,631 Budgeted Positions 7 7 7 7 SUMMARY OF CHANGES: Mining budget has an overall increase of $70,478. Personnel Services increased $31,732 due to increased overtime. Supplies increased a total of $68,800 due to the addition of seeding and reseeding locations in Road Construction Supplies. Purchased Services has decreased by $30,054 due to decreased maintenance repairs in Vehicle Expenses due to a newer fleet. Final budget adjustments include an increase in salaries of $75,436. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 321 MINING (CONTINUED) 2000-32600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Tons of Pit Run Material Processed Tons of Road Base Produced Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 242,379 195,442 0.2227 $6.85 249,650 450,000 201,305 315,000 0.2162 0.2101 $18.45 $18.37 Goal TPW6: Perform the production of aggregate materials, reclamation activities, and safety measures. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW6-1: Complete annual production requirements Produce 100% of the aggregate material required for road maintenance and construction projects annually Yes Yes Yes TPW6-2: Complete reclamation activities within required timeline Complete all mine reclamations within the timelines set by the Colorado Division of Reclamation Mine Safety (DRMS) Yes Yes Yes TPW6-2: All employees current with MSHA safety requirements 100% of Mining Division employees current with new miner or refresher training annually Yes Yes Yes 322 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Pavement Management -- 2000-32700 DEPARTMENT DESCRIPTION: Performs paved road maintenance involving asphalt patching, potholes, and paving operations. Responsible for pavement testing, concrete curb and gutter, crack fill, seal coat, and gravel shoulder improvements, as well as snow removal operation as needed. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,460,853 $ 1,781,217 $ 1,793,992 $ 1,775,774 Supplies 3,990,895 4,623,750 4,392,750 4,392,750 Purchased Services 2,387,253 1,785,758 2,170,977 2,170,977 Fixed Charges 1,999 0 0 0 Capital 0 0 0 0 Gross County Cost $ 7,841,000 $ 8,190,725 $ 8,357,719 $ 8,339,501 Revenue 0 0 0 0 Net County Cost $ 7,841,000 $ 8,190,725 $ 8,357,719 $ 8,339,501 Budgeted Positions 17 21 21 21 SUMMARY OF CHANGES: Pavement Management has an overall increase of $166,994. Personnel Services increased $12,775 due to an increase in overtime. Supplies had an overall decrease of $231,000. A decrease of $255,000 in Road Construction Supply was for the lack of Solid Waste projects. An increase of $24,000 in Other Operating Supplies was for moving milling machine supplies of $20,000 from Vehicle Expense and the addition of $4,000 for a hard mount radio in a snow plow vehicle. Purchased Services increased a total of $385,219. This was due to an increase of $219 in Utilities for service cost increase, Contract Payments increased $380,000 for contracting signer and flagger crews due to low seasonal employee rates. Vehicle Expense decreased $20,000 due to moving milling machine supplies to Other Operating Supplies. Machinery & Equipment Rentals increased to $25,000 for adding street sweeper services on the County Highway from once a year to twice a year. Final budget adjustments include a decrease in salaries of $18,218. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 323 PAVEMENT MANAGEMENT (CONTINUED) 2000-32700 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Paving Miles of Milling Miles of Chip Seal Miles of Crack Seal Miles of Sand & Slurry Seal Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 32.95 32.25 35 22.9 49.80 94.65 27.43 0.5408 23.75 50 75 29 25 50 75 29 0.6486 0.6303 $24.94 $25.30 $25.03 Goal TPW7: Provide pavement management to include pavement testing, paving, patching, crack sealing, and sweeping. Contract administration of concrete curb and gutter, seal coat, aggregate, and other contracted services as assigned. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED TPW7-1: Complete all scheduled paving and milling operations 100% of all new pavement, maintenance pavement, and milling operation schedules completed annually 100% 100% 100% TPW7-2: Complete all of the contracted sand sealing operations 100% of all contracted services to be completed annually 100% 100% 100% TPW7-3: Assure paved roads are maintained and evaluated in accordance with established GASB standards and reporting requirements Maintain the following standards for paved roads: 70% good 25% fair 5% poor 72%G 27.8%F .2%P 70%G 30%F .0%P 70%G 30%F .0%P TPW7-4: Respond to calls for service within one working day 98% of service calls responded to within one working day 84% 98% 98% 324 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER: Grants -In -Aid to Cities and Towns - - 2000-56200 DEPARTMENT DESCRIPTION: In accordance with Section 43-2-202, C.R.S., 1973, 50 percent of the mill levy collected by the County on assessed values within incorporated municipalities to maintain county roads is paid to municipalities. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 2,928,674 3,103,353 3,920,029 3,863,455 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2,928,674 $ 3,103,353 $ 3,920,029 $ 3,863,455 Revenue 0 0 0 0 Net County Cost $ 2,928,674 $ 3,103,353 $ 3,920,029 $ 3,863,455 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Budget is based upon the final assessed value of the municipalities with the 2020 mill levy applied. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 325 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Non -Departmental Revenue - - 2000-90100 DEPARTMENT DESCRIPTION: Revenue generated by Public Works Fund. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue/Fund Balance $ 52,261,891 $ 44,100,278 $ 41,077,509 $ 41,073,108 Net County Cost $ 16,480,381 $ 19,000,000 $ 24,000,000 $ 24,000,000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: The resources for 2020 total $112,540,797 which includes a fund balance of $47,000,000, in addition to the revenue shown in the budget. Property tax is set at $24,000,000 up $5,000,000 from 2019. Specific ownership tax is estimated to be $11,300,000. Total HUTF will be $11,000,000, up $300,000 from 2019. Permit revenues are budgeted at $500,000. Motor vehicle registration fees are $370,000, and grazing fees are $500,000 due to energy development in the Pawnee Grasslands. Oil and gas revenues are $9,500,000. The lease/purchase payment from the Hoekstra Pit is $215,797. There is $750,000 from Solid Waste for paving of impacted roads. Federal mineral lease revenues are $1,450,000 due to the creation of the Weld County Federal Mineral Lease District. The federal mineral lease revenue will flow through the new district and then Public Works will apply to the district for the funding of projects. In 2020, the district is funding $1,450,000 in oil and gas haul route projects. PILT is budgeted at $80,000 with the Federal Mineral Leasing District funding change. Other revenues from project reimbursements total $4,250,000. There are Energy Impact Assistance grants of $2,400,000 with $2,000,000 for the Tier 2 projects and $400,000 for two Tier 1 projects. There is a state grant for Bridge 19/46.5 for $500,000. There are no flood project grants in 2020. There is $1,350,000 from CDOT for the US 85 closure improvements. Severance tax is budgeted at $1,500,000. In accordance with the policy adopted by the Board of County Commissioners in 2010, the severance tax revenue is budgeted at a five-year leveling average due to the fluctuations of the revenue created by the price and production levels of oil and gas commodities. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 326 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER: Contingency - - 2000-99999 DEPARTMENT DESCRIPTION: Funds to cover recommended salary increase amounts. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 104,128 $ 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 $ 104,128 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 104,128 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: 2020 salary increases are a policy issue for the Board, but there are funds for step increases due employees in 2020, and a 3.0 percent salary cost of living amount included in this budget. Budget reflects no increase in health insurance costs. There are no other benefit changes. FINANCE/ADMINISTRATION RECOMMENDATION: Salary adjustment amount is a Board policy issue. BOARD ACTION: Approved as recommended. 327 328 SOCIAL SERVICES Revenue Changes $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 LC O C M Csi Property taxes CO 05 CD r 05 a 0 0 C cc C a ■ 2019 02020 Federal/State C C C 0 C In rat C C a Fund Balance 2020 Revenue Total $47,777,213 (2019 $46,487,236) Federal/State $32,266,000 68% Fund Balance $2,000,000 4% Property taxes $13,51 1,213 28% 329 SOCIAL SERVICES 2020 Expenditures Total $45,777,213 (2019 $43,480,800) Core Services $1,423,600 3% TANF $4,090,500 9% Miscellaneous $575,100 1% AND $118,500 0% $20,000,000 $18,000,000 $10,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $0,000,000 $4,000,000 $2,000,000 ---p 0 Child Support Admin $3,716,500 8% Child Welfare $17,643,600 39% Adult Protection $870,500 2% Day Care $2,122,700 5% LEAP $0 0% Administration $15,216,213 33% a O O N Q O 0 a CO CO N CO inn o- ;40 iss e , , Assi iq <, .(%. b0 rp. tr c.) a a a a co- co- te ER O a O © r co Lc) r b9 � -��N e cis ..tt, 12019 o2020 330 SEVEN YEAR TREND Social Services $50 $45 $40 $35 $30 ° $25 z $20 $15 $10 $5 so 2014 2015 2016 2017 2018 2019 2020 SOCIAL SERVICES FUND SUMMARY The total Social Services Fund budget is $45,777,213. The programs are funded by property tax of $13,511,213, state and federal funds of $32,266,000, and the potential use of fund balance to cover both anticipated and unanticipated cost overruns. State Fiscal Year 2018-19 presented significant funding challenges to the Department, particularly in the Child Welfare Services area. The Child Welfare Services allocation for Weld County was reduced, significantly, from State Fiscal Year 2017-18 to State Fiscal Year 2018-19. This happened at the same time counties were required to significantly increase their reimbursement to providers of Foster Care Services, across the state, to comply with the requirements of Senate Bill 18-254. Current expenditure patterns would likely cause Weld County to over -expend its Child Welfare Services allocation, both for State Fiscal Year 2018-19 and State Fiscal Year 2019-20, by $5 million to $6 million, each year. In response, the Department is taking active steps to control expenditures and direct existing expenditures to their most appropriate funding source. We are anticipating that any remaining over -expenditures will be remediated through redistribution of other counties' under -expenditures and through the use of TANF funds transferred to the Title XX Funding. However, despite these remediations, it is possible that the county may be required to expend additional county funds in order to fully fund the program. The 2020 County Budget does reflect an increase in county funding of $700,000 for this potentiality, which may or may not cover the requirement. Therefore, if it becomes necessary, the Department will request a supplemental appropriation of county funds. We also continue to monitor the fiscal impact of ending the Title IV -E Waiver and the implementation of the Family First Prevention Services Act on the Federal Funds appropriated to the Child Welfare Services program. As anticipated, the adjustment of the Broad -based Categorical Eligibility requirements for the Supplemental Nutrition Assistance Program (SNAP) from 130% to 200% of the Federal Poverty Level has impacted the workload required of county eligibility staff. We have, thus far, been able to redirect eligibility determination staff, as needed, to meet the increased demands, without hiring additional staff. We will continue to monitor productivity and timeliness to ensure that adequate resources are devoted to providing these services to the communities of Weld County. The addition of the Family Resource Supervisor position has enabled the Family Resource Division to better organize its staffing structure and service delivery processes to better meet the needs of the community. The Department's inter -divisional approach to evaluating, meeting, and funding the needs of clients has resulted in a much more thoughtful and responsive process whereby emergency needs can be met, while ensuring that the long-term stability of the household is evaluated. We will continue to fine-tune the staffing alignment within these areas to ensure that taxpayer dollars are used efficiently and prudently. 332 SOCIAL SERVICES FUND ESTIMATED REVENUE 2020 County Administration Other Programs Child Support Administration TANF-Colorado Works Aid to the Needy Disabled Child Care Old Age Pension Child Welfare Core Services Adult Protective Services LEAP General Assistance Sub -Total Federal/State Reimbursement Claims Collection Incentives TANF Adjustment Usage of Deferred Revenues Sub -Total Revenue Potential Use of Fund Balance County Property Tax / Penalties Total Revenue FEDERAL AND STATE $ 9,300,000 410,000 2,800,000 2,605,417 0 1,473,268 230,000 13,040,000 1,100,000 645,000 0 0 COUNTY $ 5,916,213 100,000 916,500 1,485,083 118,500 649,432 10,100 4,603,600 323,600 225,500 0 10,000 TOTAL $ 15,216,213 510,000 3,716,500 4,090,500 118,500 2,122,700 240,100 17,643,600 1,423,600 870,500 0 10,000 $ 31,603,685 $ 14,358,528 $ 45,962,213 $ 31,603,685 300,000 362,315 0 $ 32,266,000 0 13,511,213 $ 45,777,213 333 SOCIAL SERVICES FUND MANDATED FEDERAL AND STATE PROGRAMS Assistance Payment Programs: Most assistance payment programs are mandated by the federal or state government. Consequently, local government is limited as to what can be done to reduce costs from these programs. Federally State Mandated Mandated Temporary Assistance to Needy Families — Colorado Works Aid to the Needy Disabled Old Age Pension General Assistance* X Optional * State law allows counties the option of having a general assistance program and, if established, to determine the benefit level. X X X Optional Social Service Programs: Social service programs administered by the department are mandated by federal or state law; however, local governments have a higher degree of managerial flexibility with these programs. Federally State Mandated Mandated Child Protection — Casework Services Youth Services — Casework Services Administration: Costs associated with administration include compensation for direct services through caseworkers, technicians and support staff. In addition, overhead such as rent, utilities, travel, supplies, and equipment are funded through administrative allocations. The State establishes administrative allocations and reimburses at various rates depending on the type of expenditure and program. Expenditures greater than allocation are not guaranteed to be reimbursed. Generally, they are at least partially reimbursed through the use of transferred TANF funds, surplus distribution, or Federal pass-thru revenues. 334 SOCIAL SERVICES SUMMARY OF REVENUES 2020 Fund Org Acct Account Title 2019 Budget 2020 Request 2020 2020 Recommend Final TAXES 2100 42111 4112 CURRENT PROPERTY TAXES 2100 4211D 2100 42111 2100 42115 2100 42200 2100 42365 2100 42375 2100 4238D 2100 42410 2100 42415 2100 42450 2100 42610 INTERGOVERNMENTAL 4336 REIMBURSEMENTS 4336 REIMBURSEMENTS 4336 REIMBURSEMENTS 4336 REIMBURSEMENTS 4336 REIMBURSEMENTS 4336 REIMBURSEMENTS 4336 REIMBURSEMENTS 4336 REIMBURSEMENTS 4336 REIMBURSEMENTS 4336 REIMBURSEMENTS 4336 REIMBURSEMENTS TOTAL INTERGOVERMENTAL TOTAL SOCIAL SERVICES 12,300,557 9, 460,000 637,062 300,000 2 750,000 2 026,917 952,700 149,000 13, 800,000 1,000,000 610,000 1,000 31,686,679 32,266,000 32,266,000 32,266,000 43,987,236 45,777,213 45,777,213 45,777,213 13,511,213 9, 300,000 662,315 410,000 2 800,000 2 605,417 1, 473,268 230,000 13, 040,000 1,100, 000 645,000 0 13,511,213 13,511,213 9,300,000 9,300,000 662,315 662,315 410,000 410,000 2800,000 2800,000 2605,417 2605,417 1 473,268 1 473,268 230,000 230,000 13, 040,000 13, 040,000 1,100, 000 1,100,000 645,000 645,000 0 0 335 SOCIAL SERVICES SUMMARY OF EXPENDITURES 2020 Fund Org Expenditure Function 2100 42110 ADMINISTRATION -REGULAR 2100 42111 NON PROGRAM REVENUE 2100 42115 OTHER PROGRAMS 2100 42200 CHILD SUPPORT ADMINISTRATION 2100 42365 COLORADO WORKS 2100 42370 NEEDY AND DISABLED 2100 42375 DAY CARE & ADMINISTRATION 2100 42380 OLD AGE PENSION 2100 42410 CHILD WELFARE & ADMINISTRATION 2100 42415 PLACEMENT ALTERNATIVE CARE 2100 42450 ADULT PROTECTION 2100 42610 LEAP ADMINISTRATION & OUTREACH 2100 42700 GENERAL ASSISTANCE 2019 2020 2020 2020 Budget Request Recommend Final 14,460,000 15,216,213 15,216,213 15,216,213 (170,000) (185,000) (185,000) (185,000) 361,000 510,000 510,000 510,000 3,714,700 3,716,500 3,716,500 3,716,500 3,512,000 4,090,500 4,090,500 4,090,500 130,000 118,500 118,500 118,500 1,590,100 2,122,700 2,122,700 2,122,700 156,000 240,100 240,100 240,100 17,340,000 17,643,600 17,643,600 17,643,600 1,625,000 1,423,600 1,423,600 1,423,600 740,000 870,500 870,500 870,500 1,000 0 0 0 21,000 10,000 10,000 10,000 43,480,800 45,777,213 45,777,213 45,777,213 336 BUDGET UNIT REQUEST SUMMARY /DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2100 DEPARTMENT DESCRIPTION: See individual units. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $29,161,256 $29,893,500 $30,347,100 $30,347,100 Supplies 829,780 319,400 241,800 241,800 Purchased Services 8,290,159 6,995,800 8,557,000 8,557,000 Fixed Charges 6,744,547 6,886,000 7,209,813 7,209,813 Capital 0 0 0 0 Contra Expense - 490,737 - 613,900 - 578,500 - 578,500 Gross County Cost $44,535,005 $43,480,800 $45,777,213 $45,777,213 Revenue / Fund Balance 31,434,905 31,180,243 32,266,000 32,266,000 Net County Cost $13,100,100 $12,300,557 $13,511,213 $13,511,213 Budget Positions 358.0 361.0 361.0 361.0 SUMMARY OF CHANGES: See Individual Budget Units. FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units. BOARD ACTION: See Individual Budget Units. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 337 Goal HHS1: "To continuously strengthen services and support innovation that leads to a culture that empowers people to improve their quality of life." DESIRED PRELIMINARY PERFORMANCE OUTCOMES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS1-1: Increase Implement continuous improvement Develop and/or refine methodology to quality of work system to accomplish the following: gather statistics in order to establish Analyze current processes to baselines against which performance will determine if they are achieving be measured in future years. Certain expected outcomes; develop Divisions of the Department were able to remedies and improvements; deploy define their methodology in 2013-2014 and follow up tracking system measuring the effectiveness of improvements; will refine it in 2020. reduce the duplication of services Continuous improvement system designed provided to customers requiring wrap around services; train service and implemented within DHS. coordinators to provide upfront Initial improvement teams launched departmental -wide coordinated addressing four key opportunities for services. improvement. Goal HHS2: Develop & deploy consistent performance management approaches across the Human Services Department. DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS2-1: Increase retention of quality staff Identify existing performance management approaches within Human Services to include individual department approaches, County approaches, and different performance management philosophies and styles within Human Services. Statistically valid retention baseline developed using several past years to determine trends. - Used to gauge realistic and appropriate retention levels within DHS HHS2-2: Increase fulfillment of promotion opportunities Research Baldrige Category 5 (Workforce Focus) and implement "best practice" concepts to include factors affecting employee satisfaction and engagement, staff development, supervisory development, employee safety and well-being, morale, motivation and teamwork. All employees will have professional development plans incorporated and addressed within their formal evaluation system. 338 DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS2-3: Viable Assess capacity and staffing levels to Upper level DHS organization structure succession plans created across the administer system. evaluated and assessed. Department Develop and deploy follow up tracking system measuring the effectiveness of the Human Services Department Human Capital Management efforts. Define how employees are measured. Fully implement new County performance management system. Implement and perfect performance appraisal system. Train supervisors and staff on how to use the performance appraisal system. Identifying current practices used for measuring employee performance, best practices and standards are set to reflect Core Values. Develop a uniform approach for performance management and evaluation that contains standards as dictated by job descriptions. Develop employee measurements based job standards and assessments that will be defined and implemented in the County performance management system. HHS2-4: Team Develop and deploy continuous Increase employee core knowledge of all culture developed training and job sharing opportunities departments across Human Services. across the board (using creative technological options) within the Department that will help improve organizational of Human Services knowledge, job performance and core values. 339 Goal HHS3: Establish a systematic structure to effectively communicate inside and outside of the Human Services Department. DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS3-1: Improved customer and stakeholder access to DHS program information and services Implement the best methods to communicate with clients, stakeholders and other agencies to include using the intranet; newsletter, web page; email or newsletters. Implement the best methods to review policy with the County Commissioners; communicate with County departments; the best methods to communicate with the rest of the County. Develop a process to share positive information with the community. Greater emphasis will be placed on positive outcomes of the services provided by Human Services and statistics that point to success, the image of the department could be enhanced and could improve relationships that are considered confrontational. An improved Human Services' website that provides more program - related information including qualification details could help customers identify eligibility even before coming into Human Services. Increased and measureable use of the PEAK system that enables customers to apply for benefits on- line. HHS3-2: Ensure all DHS staff are fully engaged in the communications loop Create team backups from each division to maintain continuity. Form staff driven improvement teams. Train staff members on project management and process improvement methodologies that will be used during the process. Conduct research around the following: The 5 most important methods to communicate info in HS; Communication methods that are currently working and methods not working; The best way to attain the voice of all staff. Top five internal communication methods for DHS identified and validated. 340 Goal HHS4: To prepare for the future by identifying appropriate actions to opportunities and challenges that may impact the Department of Human Services. DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS4-1: Increased preparedness to handle future contingencies Develop & assess budget. Formulate program projections based on increased demand. Identify mandatory program commitments Forecast shell created through identified reports and data that predict future trends and needs. Developing Management Reports that will provide fiscal data, useful for decision - making, across all programs. Several programs are now being piloted for refinement of format. HHS4-2: Increased flexibility and agility in meeting future customer demands Explore ramifications of child welfare 90/10 to 80/20 switch. Conduct scenario planning addressing the following: What can be cut first; the consequences; the potential alternative funding strategies and the business case in supporting individual programs compared to others. Identify "big ticket" items that must be supported. DHS revenue generating sources compiled. Cost Containment / Revenue Maximization strategies were identified, evaluated and, where feasible, implemented during 2013 and 2014. The Department has identified four additional strategies for 2020 that are reflected in the budget narrative. HHS4-3: Enhanced DHS emergency preparedness Form staff driven Continuity of Operations project planning team. Develop and deploy Continuity of Operations Plan. Continuity of Operation Plan have been implemented and revised as appropriate and all staff will participate in and be aware of the plan. 341 Goal HHS5: To develop a means to clearly and effectively communicate the value of Human Service programs to any person inside and outside of the organization on a continuous basis DESIRED OUTCOMES STRATEGIES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS5-1: County Commissioners and other stakeholders understand the tangible value that Weld County Human Services provides to the local community Increase awareness of DHS programs and services. Enhance image of DHS programs and services. Development and implementation of the recommendations of the 01 Group for the reorganization of the Service Delivery Entry Points to Human Services. Individual DHS division education and promotion plans developed that includes the Department's mission, vision and purpose. HHS5-2: High level connections can be demonstrated from the services that each team provides to any family Analyze coordinated services within a targeted group of customers and identify what everyone is gathering. Expand coordinated service analysis after targeted group analysis and construct ethics guidelines regarding the information used in conjunction with the coordinated service analysis. Determine what funding sources and tracking/reporting are potential barriers and explored possible resolutions. Organizational report card shell designed. HHS5-3: Effective stewardship of the taxpayer dollar Build organizational report card: Benchmark Adams county; Incorporated "Return on Investment" language into report card based on outcomes that can justify current Department activities. Validate the report card with stakeholders. Publish report card on a routine basis. DHS stakeholder and customer perception baseline established. 342 Goal HHS6: To develop and reinforce "best customer service" standards and commitment within all employees and partners of the Weld County Department of Human Services DESIRED PRELIMINARY PERFORMANCE OUTCOMES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS6-1: Increased Ensure that customer goals are embedded Individual DHS division customer customer satisfaction within employee performance standards. satisfaction assessment tools levels developed. Test the feasibility in monitoring phone calls to test for quality customer service. Develop multiple methods to assess the quality of customer service (staff, partners, boards, etc.); identify the meaning of Overall DHS customer satisfaction index designed. "respect" in the eyes of all customers? Determine key requirements for all DHS customers — as well as their priorities Initial DHS customer satisfaction (ease of use, quality of contact, quality of service, etc.) baseline established. Offer ongoing training to all staff to improve basic customer service skills. Offer training for managers on the nuts and bolts of reinforcing customer service standards. Ensure partner accountability to Human Service customer service standards through contract language that can be developed to drive a closer alignment and assisting partners by communicating standards, training, and reinforcement. Develop strategies to quantify intangible aspects of customer service (focus groups). 343 BUDGET UNIT REQUEST S UMMA R Y AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: County Administration - - 2100-42110 DEPARTMENT DESCRIPTION: Expenditures for Staff Compensation and Operations, attributable to Food Assistance, Medicaid, Common Support programs, and Fraud Investigation. The State establishes an allocation that limits the reimbursement for administrative expenditures. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 7,089,214 $ 8,100,000 $ 7,805,000 $ 7,805,000 Supplies - 460,920 - 400,000 - 560,000 - 560,000 Purchased Services 1,894,611 1,300,000 2,000,000 2,000,000 Fixed Charges 5,608,807 5,500,000 6,011,213 6,011,213 Contra Expense - 32,489 - 40,000 - 40,000 - 40,000 Capital 0 0 0 0 Gross County Cost 14,099,223 $14,460,000 $15,216,213 $15,216,213 Revenue 8,044,354 9,460,000 9,300,000 9,300,000 Net County Cost 6,054,869 $ 5,000,000 $ 5,916,213 $ 5,916,213 Budget Positions 171.0 172.0 172.0 172.0 SUMMARY OF CHANGES: We continue to anticipate changes in the workload associated with the Supplemental Nutritional Assistance Program (SNAP) and Medicaid programs, due to statewide changes to the eligibility requirements of the programs. We also continue to anticipate action from the Legislature in fully funding this appropriation, which is currently over $10 million underfunded. F!NANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: At a September 30, 2019 work session the Board approved reclassifying one Transfer and Audit Specialist (Grade 16) to Transfer and Audit Specialist (Grade 21). All other items approved as recommended. 344 COUNTY ADMINISTRATION (CONTINUED) 2100-42110 PERFORMANCE MEASURES Work Outputs Case Load (Average) Efficiency Measures FTE's per 10,000/capita Per capita cost ACTUAL ESTIMATED PROJECTED 32,250 31,800 31,700 5.440 5.313 5.163 $ 19.262 $ 15.444 $ 16.224 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: 345 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2100-42111 DEPARTMENT DESCRIPTION: Property Taxes, Claim -Collection Incentives, TANF Adjustment, TANF MOE Reduction, and Miscellaneous Revenue Sources. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Contra - 133,550 - 170,000 - 185,000 - 185,000 Gross County Cost $ - 133,550 $ - 170,000 $ - 185,000 $ - 185,000 Revenue 450,984 637,062 662,315 662,315 Net County Cost $ 12,414,085 $ 12,300,557 $ 13,511,213 $ 13,511,213 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Property tax is budgeted at $13,511,213 for 2020. The difference is a combination of special revenue from various department programs. The TANF Adjustment is $362,315. Incentives earned as the result of claims collections for Food Assistance, Medicaid, TANF, and State -Only programs are estimated to be $300,000. Counties will not receive the Work Participation bonus funds during 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 346 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Other Programs - - 2100-42115 DEPARTMENT DESCRIPTION: This budget unit was established for minor or temporary programs for the Department of Social Services. It includes Employment First, Medical Exams, Food Stamps Refunds, AFDC Retained Collections, and Collaborative Management. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 323,803 $ 300,000 $ 445,800 $ 445,800 Supplies 4,272 15,000 1,000 1,000 Purchased Services 51,274 50,000 44,500 44,500 Fixed Charges 29,527 0 22,800 22,800 Contra 293 - 4,000 - 4,100 - 4,100 Gross County Cost $ 409,169 $ 361,000 $ 510,000 $ 510,000 Revenue 400,783 300,000 410,000 410,000 Net County Cost $ 8,386 $ 61,000 $ 100,000 $ 100,000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: The Employment First (Food Stamp Job Search) program continues to be placed in a state of change. Although requiring broader participation in the program, the Federal Government has reduced its funding of the program to the State of Colorado. In response, Colorado has, at least preliminarily, chosen to allow counties to choose whether components of the program will be implemented as a mandatory participation program or a voluntary program. Weld County has been successful in leveraging its Workfare Incentive funds to meet the 50% County match for funding such excess costs, historically. Therefore, we believe it is prudent to continue the program as a mandated participation program. We will closely monitor whether or not the new Federal requirements jeopardize our ability to continue doing so with existing funding. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 347 OTHER PROGRAMS (CONTINUED) 2100-42115 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load Efficiency Measures Per capita cost (county support) 9,600 $ 0.027 9,650 9,650 $0.188 $0.300 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 348 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Child Support Administration - - 2100-42200 DEPARTMENT DESCRIPTION: This program is designed to obtain and enforce child support and medical support for dependent children to offset part of the TANF and foster care costs. In addition, child support and medical support are enforced for non-TANF clients based on court orders. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 3,115,533 $ 3,100,000 $ 3,200,000 $ 3,200,000 Supplies 118,863 75,000 55,000 55,000 Purchased Services 450,996 450,000 400,000 400,000 Fixed Charges 73,592 100,000 70,000 70,000 Contra Expense - 9,160 - 10,300 - 8,500 - 8,500 Capital 0 0 0 0 Gross County Cost $ 3,749,824 $ 3,714,700 $ 3,716,500 $ 3,716,500 Revenue 2,839,061 2,750,000 2,800,000 2,800,000 Net County Cost $ 910,763 $ 964,700 $ 916,500 $ 916,500 Budget Positions 31 31 31 31 SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 349 CHILD SUPPORT ADMINISTRATION (CONTINUED) 2100-42200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 7,300 7,297 7,300 1.0 0.9 0.9 $ 2.897 $ 2.980 $ 2.751 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 350 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES Temporary Assistance to Needy BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) - - 2100-42365 DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients of the TANF program. This budget unit also has administrative funding for TANF staff and operating costs. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,854,686 $ 1,671,500 $ 1,910,000 $ 1,910,000 Supplies 328,159 250,400 230,000 230,000 Purchased Services 1,766,923 1,571,200 1,885,500 1,885,500 Fixed Charges 94,893 36,500 85,000 85,000 Contra Expense - 11,309 - 17,600 - 20,000 - 20,000 Capital 0 0 0 0 Gross County Cost $ 4,033,352 $ 3,512,000 $ 4,090,500 $ 4,090,500 Revenue 2,920,366 2,026,917 2,605,417 2,605,417 Net County Cost $ 1,112,986 $ 1,485,083 $ 1,485,083 $ 1,485,083 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: The impending end of the Child Welfare Title IV -E Waiver and significant changes to the Child Care Assistance Program may require us to utilize funds transferred from the Colorado Works Block Grant (TANF) to Title XX and/or the Child Care Development Fund in order to close-out those program allocations. Additionally, we are utilizing TANF funds to provide services that enhance the quality of Child Care in Weld County, specifically focusing on training Child Care providers in dealing with children who may otherwise be expelled from the program, due to their behaviors. Recent increases in our Colorado Works Block Grant, as well as the modest County Reserves we have accumulated, should serve to protect us from over -expenditure conditions for future years. Conversely, as our allocation increases, we will also monitor our County Reserve level to ensure that it does not exceed the 40% level, which would require a reversion of funds under the provisions of SB 11-124. F!NANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 351 TANF ADMINISTRATION (CONTINUED) 2100-42365 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Loads (Average) Efficiency Measures Per capita cost (county support) 650 660 660 $ 3.541 $ 4.587 $ 4.458 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 352 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled - - 2100-42370 DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled and Medicaid benefits for SSI clients. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Fixed Charges 114,280 150,000 125,000 125,000 Contra Account -20,607 - 20,000 - 6,500 - 6,500 Capital 0 0 0 0 Gross County Cost $ 93,673 $ 130,000 $ 118,500 $ 118,500 Revenue 0 0 0 0 Net County Cost $ 93,673 $ 130,000 $ 118,500 $ 118,500 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 353 AID TO NEEDY DISABLED (CONTINUED) 2100-42370 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 240 225 225 $ 0.298 $ 0.402 $ 0.356 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 354 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375 DEPARTMENT DESCRIPTION: Provision of day care services for children from TANF and "income eligible" households. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 801,922 $ 736,000 $ 915,000 $ 915,000 Supplies 55,534 15,000 40,200 40,200 Purchased Services 929,283 825,600 1,150,000 1,150,000 Fixed Charges 15,456 14,500 18,500 18,500 Contra Expense 58 - 1,000 - 1,000 - 1,000 Capital 0 0 0 0 Gross County Cost $ 1,802,253 $ 1,590,100 $ 2,122,700 $ 2,122,700 Revenue 1,274,305 952,700 1,473,268 1,473,268 Net County Cost $ 527,948 $ 637,400 $ 649,432 $ 649,432 Budget Positions 9.0 9.0 9.0 9.0 SUMMARY OF CHANGES: HB 14-1317 significantly changed the activities eligible under this program. HB 18-1335 made further changes to both the funding and eligibility requirements of the program. More residents will now be eligible for assistance and, once receiving assistance, will be eligible to remain on the assistance for a longer period of time. Weld County is in a relatively good position to absorb the increased costs that will be associated with the legislation but will continue to monitor our position and make program adjustments, as necessary, to remain within our available funding. Based on a provider survey and audit, conducted by United Way, Weld County has adjusted its CCAP reimbursement rates to more closely align with existing provider rates. We will continue to monitor the adequacy of these reimbursements, in light of the available funds. We are also reaching out to potential Child Care providers in an attempt to fill the service gaps identified in the survey. F!NANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 355 CHILD CARE (CONTINUED) 2100-42375 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 820 820 820 0.286 0.278 0.270 $ 1.679 $ 1.969 $ 1.949 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 356 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Old Age Pension - - 2100-42380 DEPARTMENT DESCRIPTION: This program provides money payments to eligible seniors who meet income, resource and age tests. Program costs are reimbursed approximately 99.5 percent by the state. Administrative costs are reimbursed 100 percent. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 121,299 $ 100,000 $ 181,300 $ 181,300 Supplies 54,901 29,000 32,000 32,000 Purchased Services 17,662 28,000 24,200 24,200 Fixed Charges 6,283 0 6,000 6,000 Contra Expense 1,298 - 1,000 - 3,400 - 3,400 Gross County Cost $ 201,443 $ 156,000 $ 240,100 $ 240,100 Revenue 194,475 149,000 230,000 230,000 Net County Cost $ 6,968 $ 7,000 $ 10,100 $ 10,100 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 357 OLD AGE PENSION (CONTINUED) 2100-42380 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 780 775 775 $ 0.022 $ 0.022 $ 0.030 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 358 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 2100-42410 DEPARTMENT DESCRIPTION: Placement of children in kinship homes, substitute 24 -hour care family foster homes, group homes, and residential child care facilities. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 14,118,263 $ 14,000,000 $ 14,000,000 $ 14,000,000 Supplies 688,637 320,000 423,600 423,600 Purchased Services 3,131,870 2,700,000 3,000,000 3,000,000 Capital Outlay 0 0 0 0 Fixed Charges 541,777 570,000 530,000 530,000 Contra Expenses - 240,357 - 250,000 - 310,000 - 310,000 Gross County Cost $ 18,240,190 $ 17,340,000 $ 17,643,600 $ 17,643,600 Revenue 13,809,593 13,800,000 13,040,000 13,040,000 Net County Cost $ 4,430,597 $ 3,540,000 $ 4,603,600 $ 4,603,600 Budget Positions 141 141 141 141 SUMMARY OF CHANGES: The Child Welfare Division is completing its final year of operations under the IV -E Waiver Demonstration interventions. The successes of the project, since the beginning in 2014, include doubling the placements of children with their kin, bringing families to the table to solve their own concerns, which has brought about fewer placements and more resources to families, and the administration of trauma screens, which has become daily practice for those youth and children being placed in care, so that they receive the right services. Referrals and assessments have increased by 26%, while placements have increased by 5% from 2018- 2019. Weld County's allocation of funding has decreased significantly over the last two years, which has added to the difficulty of expending within our allocation. SB 18-254 has significantly increased the rates at which foster care providers are reimbursed for their services and limits counties' ability to negotiate those rates. The Department's recruitment of family -based foster homes has continued to be highly successful, the availability of family foster homes has increased by almost 10% from 2018 to 2019. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The Board and staff will need to continue to monitor the expenditures in this budget during 2020 to insure over expenditures are controlled with the pressures for child placements and reduction in state funding allocations. BOARD ACTION: Approved as recommended. 359 CHILD WELFARE AND ADMINISTRATION (CONTINUED) 2100-42410 PERFORMANCE MEASURES Work Outputs Average Case Load Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 2,897 3,159 3,474 4.485 4.355 4.232 $ 14.095 $ 10.934 $ 13.818 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 360 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415 DEPARTMENT DESCRIPTION: Program designed to avoid placement of children into the foster care program primarily through counseling and parental education. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,092,866 $ 1,225,000 $ 1,100,000 $ 1,100,000 Supplies 0 0 0 0 Purchased Services 0 0 0 Fixed Charges 238,526 500,000 323,600 323,600 Contra Expense - 42,442 -100,000 0 0 Gross County Cost $ 1,288,950 $ 1,625,000 $ 1,423,600 $ 1,423,600 Revenue 910,644 1,000,000 1,100,000 1,100,000 Net County Cost $ 378,306 $ 625,000 $ 323,600 $ 323,600 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: Several positions formerly funded through the Child Welfare Services block will now be funded through Core Services, in order to better align the services they are providing with their funding source, particularly within the kinship, mental health, and post adoption components of the program. The hiring and re-classification of Visitation Center positions will initially decrease vacancy savings and increase personnel costs but should also reduce direct program costs paid to external contractors. F!NANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 361 CORE SERVICES (CONTINUED) 2100-42415 PERFORMANCE MEASURES Work Outputs Case Load Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 429 452 474 $ 1.203 $ 1.931 $ 0.971 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 362 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: Adult Protective Services - 42450 DEPARTMENT DESCRIPTION: Adult Protective Services offers protective services to prevent, reduce, or eliminate the current or potential risk of mistreatment, exploitation, or self -neglect to the at -risk adult using community based services and resources, health care services, family and friends when appropriate, and other support systems. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 643,545 $ 660,000 $ 790,000 $ 790,000 Supplies 40,334 15,000 20,000 20,000 Purchased Services 33,293 50,000 42,800 42,800 Fixed Charges 21,406 15,000 17,700 17,700 Capital 0 0 0 0 Gross County Cost $ 738,578 $ 740,000 $ 870,500 $ 870,500 Revenue 592,637 610,000 645,000 645,000 Net County Cost $ 145,941 $ 130,000 $ 225,500 $ 225,500 Budget Positions 6 8 8 8 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 363 ADULT PROTECTIVE SERVICES (CONTINUED) 2100-42450 PERFORMANCE MEASURES Work Outputs Referrals Reviewed Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 1,007 973 1,000 $ 0.464 $ 0.402 $ 0.677 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 364 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES Low Income Energy Assistance Program BUDGET UNIT TITLE AND NUMBER: and Administration - - 2100-42610/42620 DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance Program. This program is 100 percent federally funded. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 125 $ 1,000 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Contra Expenses - 2,472 0 0 0 Gross County Cost $ - 2,347 $ 1,000 $ 0 $ 0 Revenue - 2,297 1,000 0 0 Net County Cost $ - 50 $ 0 $ 0 $ 0 Budget Positions 0 0 0 0 SUMMARY OF CHANGES: Beginning October 2016, this program is contracted, at the State level, to Discover Goodwill. Weld County's only participation in the program is that of referral and marketing. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 365 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER: General Assistance - - 2100-42700 DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants for Federal/State categorical assistance programs and help for some medical indigents, totally funded by the County. Expenditures from this program are not covered by TANF, OAP, AND, etc. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 14,247 21,000 10,000 10,000 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 14,247 $ 21,000 $ 10,000 $ 10,000 Revenue 0 0 0 0 Net County Cost $ 14,247 $ 21,000 $ 10,000 $ 10,000 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes are anticipated for this program during 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 366 GENERAL ASSISTANCE (CONTINUED) 2100-42700 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load excluding shelter (Average) Efficiency Measures Per capita cost (county support) 10 10 10 $ 0.045 $ 0.065 $ 0.030 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary. 367 \ 1 861/ 368 HEALTH FUND Revenue Changes $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 {N O N 00 co) R w 0) 00 r Lfi 00 Q O Q r S cN r O in mcr Nr Lf3 O CIO CI a co ti "e {V r•-•— N- G} S.In In S 1. 0) CJ ON cos- CIN CN 409 U, Chg for Federal/State Fund Balance General Fd Licenses& Miscellaneous Solid Waste Services Trfs Permits Trfs 2n2n Revenue Total $14,153,543 (2019 $12,932,107) General Fd Trfs $5,593,324 40% Fund Balance $1,750,000 12% Federal/State $4,585,148 32% I i k Licenses& Permits $769,000 6% {Miscellaneous $28,725 0% Chg for Services $814,600 6% Solid Waste Trfs $612,746 4% ■2019 ❑2020 HEALTH FUND 2020 Expenditures Total $12,403,543 (2019 $12,032,107) Administration $192,500 1% Envirnmental Health Services $4,078,736 33% $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1 ,500,000 $1 ,000,000 $500,000 $0 4\� CO CN N- CO F g c F N- 't o F CO - CO Health Communication $2,193,404 18% i I U Community Health Services $2,612,564 21% Health Preparedness$350,250 3% Expenditure Changes 0 it izt_ CO N r F 0 N. Y 0 *Tr CD CO r eki CD CO CO_a �N- C0 N CD ib S 42, . co° ircp C G •--\.e „x40 F -6' 00 CO N CCO CO .042 izy Clinical Services $2,976,089 24% ®2019 02020 370 SEVEN YEAR TREND Health Subsidy 6 MILLIONS 5 4 3 2 0 2014 2015 2016 2017 2018 2019 2020 371 PUBLIC HEALTH & ENVIRONMENT FUND SUMMARY Together, we are working to make Weld County a healthy place to live, learn, work and play. The budget is not Just a collection of numbers, but an expression of our values and aspirations. - Jack Lew The Weld County Department of Public Health and Environment works diligently to deliver high - quality, public health services to the citizens of Weld County. Through the seven core public health services established by the State Board of Health, the Health Department strives to be a recognized leader in the state by driving initiatives that enhance and strengthen our community and positively impact the lives of the citizens we serve. COMMUNICABLE ADMINISTRATION DISEASE PREVENTION, AND INVESTIGATION GOVERNANCE AND CONTROL f r ASSESSMENT, PLANNING AND COMMUNICATIONS ENVIRONMENTAL VITAL RECORDS HEALTH AND STATISTICS lit EMERGENCY PREPAREDNESS AND RESPONSE PREVENTION AND POPULATION HEALTH PROMOTION Each day the department provides for the health, safety and welfare of Weld County citizens by creating community and data -driven plans to provide comprehensive health promotion systems that address the needs in identified communities to promote quality of life and wellness through innovative prevention strategies. To achieve this, the department takes a population -based approach to addressing a variety of complex health issues identified in Weld County, including obesity, chronic disease, mental health, and access to healthcare. A successful -population based approach requires diverse partnerships and the Health Department is instrumental in spearheading the Thriving Weld initiative. Thriving Weld has over 400 participants and 100 organizations working together to improve the health and wellbeing of all Weld County residents. Thriving Weld is integrated into the Community Health Assessment (CHA), which was undertaken and completed in 2019, and the Community Health Improvement Plan (CHIP), which will be developed in 2020, and which is used as a roadmap to guide the public and private partnerships to improve health in Weld County. Through strategic community collaboration, the Health Department is proud of its accomplishments in establishing and supporting community and private industry engagement, which will lead to the sustainability of health and wellness support systems in Weld County. Of critical importance to the department and Weld County, Colorado, is in the early stages of a statewide governmental public health transformation assessment designed to better align what health departments do with how they are funded by the State. Weld County's department is a leader among local public health agencies in Colorado. Our organizational culture is built around 372 providing high -quality, cost-efficient, and readily -accessible services to residents and businesses in Weld County. Our goal in 2020 is to contribute our expertise and successes to help inform and shape public health transformation underway in Colorado to ensure Weld County receives its fair share of State funding. Budgetary planning for 2020 continues to emphasize strengthening and supporting strategic activities and community partnerships while controlling costs and meeting budget targets. While we have made great strides in working toward the goals established in our 2016-2019 strategic plan, we have learned a lot and recognize that these are goals that are worthy of continuation in 2020. Therefore, we are reaffirming our 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. The department continues to be energized by the achievement of Public Health Accreditation and the 2020 budget reflects a continuation of efforts to support our performance management system, which embeds a continuous, focused system of assessment, planning, essential services, quality improvement, and workforce development to achieve our strategic priorities. Beginning in 2017, and carrying -forward through 2020, the Health Department continues to make great progress fine-tuning our human capital resources by strategically realigning those resources and, where possible, further implementing a generalist staffing model that will improve our Department's ability to provide exceptional customer service to Weld County residents and businesses during competitive, low -unemployment labor markets. These efforts become even more critical as Weld County's continued growth due to significant economic development occurring throughout our region has resulted in increased population and demand for services from its constituents. I q'll�hl,!lll. Performonce tltl IIIIIBI��I� I' 1 I . I 4 IP The 2020 target budget for the Department is $5,593,324, as determined by the Weld County Director of Finance and Administration and Board of County Commissioners. The Department's available funding was allocated among the Department's five divisions; Administration, Environmental Health Services, Health Education, Communication and Planning [including Public Health Emergency Preparedness and Response], Community Health Services and Public Health Clinical Services. 373 Notable changes in the 2020 budget include: • Increased Revenues. Overall revenues across the department are expected to increase modestly by approximately 3.33% in 2020. We are projecting slight increases in fee income generated from our vital records issuance and environmental health services related to small increases for food licenses and septic permits, while charges for services are expected to decline a little. Our revenue for clinical services is expected to rise by a little over 8%. The overall result department -wide is a small net increase, with revenue shifting from one source to another within the divisions. The department is expecting to see grant funding increase by approximately 5.6%, attributable primarily to the provision of short-term grant funding from the Colorado Department of Public Health and Environment (CDPHE) as a result of Supplemental Environmental Projects (SEP) that were awarded to the Department in 2019 that will carry into 2020. • Increased Personnel Services Costs. An overall increase of approximately 5.46% is projected due to the addition of 5.0 FTE, cost of living adjustments, step increases and fringe cost adjustments (PERA and Medicare) in 2020. The Health Department will be adding five new positions in 2019, which will result in the increase of salaries by approximately 8% to the 2020 budget. The department will begin recruiting for the new position of Deputy Director in 2019, along with the addition of a new Administration division Supervisor, two Environmental Health Specialists and a Lab Field Tech position in 2019, with the last three hired due to the creation of a new Weld County Oil and Gas Energy Department in 2019. As an offset to increased total personnel costs, we are expecting a large decrease in our 2020 health insurance costs having a positive, offsetting impact on the anticipated increases in salaries and fringe costs. • Shifting categorical expenditures in Supplies & Purchased Services. Given our mandate and achievement of maintaining a flat budget (excluding our increased personnel expenditures), our total projected Supplies & Purchased Services expenditures are decreasing by 3.7%, due in small part to offsetting some of our increased personnel costs through reduced expenditures throughout the department. Through careful analysis of historical spending and future expectations, and critical decision making, we are seeing the categorical shifting of one expenditure type to another as the need for increases in expenditures in one area are generally offset with budget reductions in other areas. • Data Processing One notable expenditure that is planned in 2020 is the migration of the Environmental Health Services consumer protection services software to an advanced software application that is expected to improve tracking, productivity, security and reporting for internal users and remote access capabilities for external users. In addition, both our Environmental Health and Public Health Clinical Services divisions will continue improving our technological interfaces between our electronic medical records and laboratory for both internal and external customers. We will also continue to thoughtfully pursue technology solutions to provide services to our customers through methods that match their diversity, physical location and changing needs. • Decreased Equipment (Small and Capitalized) Costs. The entire department is projecting significantly lower equipment costs as we continue to realize successes in implementing updated technology at the Health Department. We will continue to explore new technologies geared toward reducing staffing costs, operational redundancies, and travel costs as local, regional and national meetings via teleconferences and webinars continue to become the norm rather than the exception. The department will focus on replacement of smaller items of equipment to replace old, worn-out and outdated equipment in 2020. 374 The department has again taken a conservative budgeting approach with a goal of long-term financial sustainability that will ultimately impact the constituents we serve. This strategy will allow us to continue to provide and maintain essential support services and give the residents of Weld County a healthy community in which every resident enjoys the best possible state of health and well-being. This will be achieved through monitoring the health of the community, promoting healthy behaviors, preventing injuries and the spread of disease, protecting against environmental hazards, responding to disasters and assisting in recovery, assuring access to quality health care services, and enhancing the ability of others to contribute to positive health outcomes in their community. 375 PUBLIC HEALTH SUMMARY OF REVENUES 2020 Fund Org Acct Account Title 2019 202D 202D 202D Budget Request Recommend Final 2560 41400 4210 2560 41400 4221 253D 41300 253910 41300 2560 41400 2590 41600 2591 41600 2592 41600 2599 41600 255810 41300 2560 41400 2500 41100 2517 41210 2521 41210 2523 41210 2525 41210 2528 41210 251010 41210 25271D 41210 2531 41300 25331D 41300 253910 41300 254911 41300 255211 41300 256D 41400 25641D 41400 25811D 41500 2591 41600 2592 41600 2593 41600 2594 41600 2595 41600 2596 41600 250D 41100 250D 41100 253D 41300 253910 41300 2560 41400 2590 41600 2591 41600 2592 41600 2593 41600 2594 41600 253910 41300 2590 41600 2591 41600 2592 41600 2560 41400 253910 41300 259D 41600 2591 41600 2592 41600 2593 41600 2594 41600 2595 41600 LICENSES AND PERMITS LICENSES PERMITS TOTAL LICENSES AND PERMITS INTERGOVERNMENTAL 4321 MEDICAID 4321 MEDICAID 4321 MEDICAID 4321 MEDICAID 4321 MEDICAID 4321 MEDICAID 4321 MEDICAID 4336 REIMBURSEMENTS 4336 REIMBURSEMENTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 434D GRANTS 434D GRANTS 434D GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4356 COUNTIES TOTAL INTERGOVERNMENTAL CHARGE FOR SERVICES 4410 CHARGE FOR SERVICES 4410 CHARGE FOR SERVICES 4410 CHARGE FOR SERVICES 4410 CHARGE FOR SERVICES 4410 CHARGE FOR SERVICES 4410 CHARGE FOR SERVICES 4410 CHARGE FOR SERVICES 4410 CHARGE FOR SERVICES 4410 CHARGE FOR SERVICES 4415 INSURANCE REIMBURSEMENT 4415 INSURANCE REIMBURSEMENT 4415 INSURANCE REIMBURSEMENT 4415 INSURANCE REIMBURSEMENT TOTAL CHARGE FOR SERVICES MISCELLANEOUS 4510 FINES 4690 DONATIONS 469D DONATIONS 4690 DONATIONS 4690 DONATIONS 4690 DONATIONS 4690 DONATIONS 4690 DONATIONS TOTAL MISCELLANEOUS 332,00D 346,00D 346,00D 346,00D 415,000 423,00D 423,00D 423,00D 747,00D 769,00D 769,00D 769,00D 240 0 0 0 8,00D 50D 50D 50D 130,50D 90,00D 90,00D 90,00D 28,062 13,30D 13,30D 13,30D 177,406 166,500 166,500 166,500 54,523 50,500 50,500 50,500 27,806 74,000 74,000 74,000 78,858 78,858 78,858 78,858 121,151 126,916 126,916 126,916 419,783 432,589 432,589 432,589 318,903 300,056 300,056 300,056 12,500 12,000 12,000 12,000 249,524 249,524 249,524 249,524 126,549 131,701 131,701 131,701 68,035 59,704 59,704 59,704 153,44D 153,44D 153,44D 153,44D 85,000 85,000 85,000 85,000 15,000 15,432 15,432 15,432 234,054 234,054 234,054 234,054 52,50D 52,50D 52,50D 52,50D 142,382 142,382 142,382 142,382 944,079 954,006 954,006 954,006 72,080 171,320 171,320 171,320 107,584 111,635 111,635 111,635 270,389 283,947 283,947 283,947 152,384 165,000 165,000 165,000 134,036 176,53D 176,53D 176,53D 180,171 155,354 155,354 155,354 34,800 33,598 33,598 33,598 0 25,000 25,000 25,000 0 39,802 39,802 39,802 5,441,633 5,593,324 5,593,324 5,593,324 9,841,372 10,178,472 10,178,472 10,178,472 185,000 9,000 7,00D 415,769 100,679 41,078 57,444 26,901 4,131 0 0 0 0 192,500 0 5,00D 362,90D 60,55D 63,500 67,000 8,500 4,000 500 12,65D 15,000 22,500 814,600 192,500 0 5,00D 362,90D 60,55D 63,500 67,000 8,500 4,000 500 12,65D 15,000 22,500 814,600 814,600 192,500 0 5,00D 362,90D 60,55D 63,500 67,000 8,500 4,000 500 12,65D 15,000 22,500 847,002 13,000 1 251 12,836 19D 591 126 0 13,000 0 375 13,500 35D 75D 500 250 13,000 13,00D 0 0 375 375 13,500 13,500 35D 35D 75D 75D 500 500 250 250 26,995 28,725 28,725 28,725 TRANSFER 2560 41400 712700 TRANSFER TOTAL PUBLIC HEALTH 569,738 612,746 612,746 612,746 12, 032,107 12,403,543 12,403,543 12,403,543 376 PUBLIC HEALTH SUMMARY OF EXPENDITURES 2020 Fund Org Expenditure Function 2500 41100 ADMINISTRATION 251010 41210 GENERAL HEALTH EDUCATION 2517 41210 GENERAL HEALTH EDUCATION 2520 41210 GENERAL HEALTH EDUCATION 2521 41210 GENERAL HEALTH EDUCATION 2523 41210 GENERAL HEALTH EDUCATION 2525 41210 GENERAL HEALTH EDUCATION 252710 41210 GENERAL HEALTH EDUCATION 2528 41210 GENERAL HEALTH EDUCATION 2530 41300 COMMUNITY HEALTH SERVICES 2531 41300 COMMUNITY HEALTH SERVICES 253310 41300 COMMUNITY HEALTH SERVICES 253910 41300 COMMUNITY HEALTH SERVICES 254911 41300 COMMUNITY HEALTH SERVICES 255211 41300 COMMUNITY HEALTH SERVICES 255810 41300 COMMUNITY HEALTH SERVICES 2560 41400 ENVIROMENTAL 256410 41400 ENVIROMENTAL 2580 41500 PUBLIC HEALTH PREPAREDNESS 258110 41500 PUBLIC HEALTH PREPAREDNESS 2590 41600 PUBLIC HEALTH CLINICAL SERVICES 2591 41600 PUBLIC HEALTH CLINICAL SERVICES 2592 41600 PUBLIC HEALTH CLINICAL SERVICES 2593 41600 PUBLIC HEALTH CLINICAL SERVICES 2594 41600 PUBLIC HEALTH CLINICAL SERVICES 2595 41600 PUBLIC HEALTH CLINICAL SERVICES 2596 41600 PUBLIC HEALTH CLINICAL SERVICES TOTAL PUBLIC HEALTH 2019 2020 2020 2020 Budget Request Recommend Final 185,000 192,500 192,500 192,500 177,005 192,377 192,377 192,377 333,099 320,702 320,702 320,702 1,001,033 987,601 987,601 987,601 20,879 19,377 19,377 19,377 323,737 265,145 265,145 265,145 156,435 209,114 209,114 209,114 129,463 125,077 125,077 125,077 83,249 74,011 74,011 74,011 573,250 565,868 565,868 565,868 33,265 30,866 30,866 30,866 471,681 306,015 306,015 306,015 341,549 321,601 321,601 321,601 290,907 301,560 301,560 301,560 995,261 984,284 984,284 984,284 105,557 102,370 102,370 102,370 3,682,376 3,931,926 3,931,926 3,931,926 131,856 146,810 146,810 146,810 56,945 45,980 45,980 45,980 274,362 304,270 304,270 304,270 675,385 528,069 528,069 528,069 997,304 1,417,436 1,417,436 1,417,436 590,638 644,665 644,665 644,665 306,609 248,729 248,729 248,729 95,262 69,129 69,129 69,129 0 26,469 26,469 26,469 0 41,592 41,592 41,592 12,032,107 12,403,543 12,403,543 12,403,543 377 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH & ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2500 DEPARTMENT DESCRIPTION: See individual units. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 7,162,564 $ 8,920,552 $ 9,407,352 $ 9,407,352 Supplies 502,095 801,911 792,672 792,672 Purchased Services 1,102,012 2,239,918 2,376,777 2,376,777 Fixed Charges 726,372 1,076,001 1,345,261 1,345,261 Contra Expense -831,636 -1,049,475 -1,526,019 -1,526,019 Capital 0 43,200 7,500 7,500 Gross County Cost $ 8,661,407 $ 12,032,107 $ 12,403,543 $ 12,403,543 Revenue/Fund Bal. 6,112,398 6,590,474 6,810,219 6,810,219 Net County Cost $ 2,549,009 $ 5,441,633 $ 5,593,324 $ 5,593,324 Budgeted Positions 97.075 101.075 106.075 106.075 SUMMARY OF CHANGES: See individual units. FINANCE/ADMINISTRATION RECOMMENDATION: See individual units. BOARD ACTION: See individual units. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs See individual budget units Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 3.088 $8.11 3.122 3.184 $16.81 $16.79 378 HEALTH FUND SUMMARY (CONTINUED) FUND 2500 Mission Statement: In partnership with the communities we serve, Weld County Department of Public Health and Environment preserves, promotes and protects the health and environment of the residents of Weld County. (Department of Public Health and Environment) o Goal 1: Implement a workforce development plan. o Goal 2: Support the community by addressing various health issues, including mental health and substance abuse. o Goal 3: Develop a culture of quality improvement department -wide. NOTE: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT HAS A COMPREHENSIVE STRATEGIC PLAN AVAILABLE ONLINE AT: http://www.co.weld.co.us/Departments/HealthEnvironment/index.html 379 Goal 1: Implement a workforce development plan. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED Establish individualized professional development goals and training plan for all employees Create division specific reporting process in which employees are responsible for notifying supervisors of training(s) begun and completed As part of performance review process, employees will create an individualized professional development plan within their goal statement Senior managers will receive quarterly reports on training(s) begun and completed by staff in each division. Unclear as to percentage of all WCDPHE staff with current training goals or plans. Currently there are no quarterly reports. In 2019, about one third of staff have a training goal or plan. In 2019, about half of divisions report on their staffs training progress By 2020, 75% of staff will have established individual training goals and/or plans. By 2020, senior managers will receive quarterly reports on training begun and completed by staff. Goal 2: Support the community by addressing various health issues, including mental health and substance abuse. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED Reduce risks for chronic disease and help residents maintain a healthy body weight through nutrition, physical activity, and obesity prevention strategies. Increase years of healthy life and reduce disparities among all Weld County residents through environmental health initiatives. Keep residents safe and free of disease from environmental hazards/ forecast, prepare and respond to threats to basic good health. Continue oversight of implementation of 3 -year Weld County Community Health Improvement Plan (CHIP) with public health partners, including behavioral health issues Increase resident's awareness of identified environmental health issues (e.g., rabies, lead, air quality, radon, food safety) Increase our internal capacity to respond to natural and man- made hazards CHIP Plan completed; quarterly meetings held with partners Rabies, radon, zoonotic, and food safety campaigns Completion of drills and table top exercises Over 100 partners engaged; expansion of outreach other community groups, etc. Radon, zoonotic, and food safety campaigns ongoing Implement lessons learned from exercises into response plans Ongoing in 2020; progress assessed, and results tracked via data dashboard Additional campaigns under review (e.g. rabies) and ongoing in 2020 Implement regional healthcare coalition goals and objectives in 2020 380 Goal 3: Develop a culture of quality improvement department -wide. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED Establish a department -wide quality improvement (QI) plan based on county and organizational policies and direction. Developed performance management system that includes QI and competencies required to maintain national accreditation; including establishment of a department QI/PM committee Review progress on programmatic and population- based QI projects In 2019, there was one QI project completed. By 2020, there will be at least three (3) QI projects completed. Note: Goals from the Health Department Workforce Development, Quality Improvement, and Strategic Plans. 381 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Administration Services - - 2500-41100 DEPARTMENT DESCRIPTION: Overall administration of the Department of Public Health and Environment, including personnel, procurement, budgeting, fiscal management, data and records management, contract and grant management, and facilities management. The Executive Director is the official registrar of vital statistics for Weld County. Birth and death records are available electronically and certified copies can be issued upon request from the local Deputy Registrars from both our Greeley and southwest Weld offices. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 789,516 $ 1,045,577 $ 1,322,061 $ 1,322,061 Supplies 5,063 44,200 15,398 15,398 Purchased Services 99,854 101,498 156,500 156,500 Fixed Charges 765 0 0 0 Contra Expense -713,876 -1,049,475 -1,308,959 -1,308,959 Capital 0 43,200 7,500 7,500 Gross County Cost $ 181,322 $ 185,000 $ 192,500 $ 192,500 Revenue 181,322 185,000 192,500 192,500 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions 10.0 11.75 14.0 14.0 SUMMARY OF CHANGES: PERSONNEL SERVICES: There is a $276,484 (26.44%) projected increase in Personnel Services costs for 2020. This increase is attributable to the increase of FTE by 2.25. The Health Department will be adding two new FTE in 2019, including a Deputy Director for succession planning for the Executive Director and an operations supervisor to assist with increased FTE due to ongoing, incremental shifts in staffing from other departments into the Administration Division, which serves as the operational support team for the entire department. Furthermore, we are projecting increases in salaries and benefits due to step increases and a possible cost of living adjustment in 2020. SUPPLIES & PURCHASED SERVICES: The Supplies and Purchased Services costs are shifting upward slightly by $26,200 as the department evaluates actual and projected expenditures in these categories. CAPITAL EXPENDITURES: In 2020, the Board of Health recording equipment may be updated, which will qualify as a capital expenditure. CONTRA EXPENDITURES: There will be an increase of 24.73%, or $259,484, in contra - expenditures that will be reallocated to the divisions of the Health Department. REVENUE: Birth and death certificate issuance volume is anticipated to increase slightly in 2020, with revenue projected at $192,500, an increase of approximately 4%. 382 HEALTH ADMINISTRATION (CONTINUED) 2500-41100 F!NANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Greeley Office: Birth Certificates issued Death Certificates issued Southwest Weld Office: Birth Certificates issued Death Certificates issued Efficiency Measures FTE's per 10,000/capita Per capita cost ACTUAL ESTIMATED PROJECTED 2018 2019 2020 7,003 7,755 5,550 7,100 7,200 7,800 917 1,000 1,000 85 200 200 .318 .363 .420 $2.27 $3.24 $3.93 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Review Summary. 383 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue - - 2500-41100 DEPARTMENT DESCRIPTION: Non -program revenues from the State per capita health funds. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 417,296 419,783 432,589 432,589 Net County Cost $ -417,296 $ -419,783 $ -432,589 $ -432,589 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Non -program revenue from Local Planning and Support, formerly known as Per Capita, to support essential public health services is projected to increase by $12,806, or 3.05%. F!NANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 384 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Health Communication Section - - 2520-41210 DEPARTMENT DESCRIPTION: Health Communication, Education and Planning (HCEP) includes county and grant funded health communication/prevention programs that promote healthy behaviors to reduce the burden of chronic disease in our county. The Health Communication team coordinates the Community Health Improvement Plan and strategic planning functions for the department. HCEP serves as the liaison with the local TV/radio/newspaper media for the Health Department. They develop and disseminate emergency communication and educational materials to the public. The HCEP team provides support internally for producing educational materials, reports, and local health data. Health Communication partners with the community to implement strategies that promote and support healthy behaviors. These include improving access to healthy foods and recreation for all residents, cardiovascular disease and diabetes prevention and management, men's health screening and lifestyle education, healthy relationships for teens and parents to prevent unintended pregnancy and STI, tobacco use prevention, traffic safety and prevention of unintentional injuries for teens. Coalitions such as Drive Smart Weld County, the Community Health Improvement Plan (CHIP) coalition, and the Weld Tobacco -Free Coalition, provide guidance to the department to address these important health issues in Weld County. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,367,322 $ 1,568,415 $ 1,559,447 $ 1,559,447 Supplies 10,966 42,437 35,837 35,837 Purchased Services 104,500 406,973 351,113 351,113 Fixed Charges 153,348 207,075 247,007 247,007 Contra Expense 0 0 0 0 Gross County Cost $ 1,636,136 $ 2,224,900 $ 2,193,404 $ 2,193,404 Revenue 849,977 1,013,951 991,425 991,425 Net County Cost $ 786,159 $ 1,210,949 $ 1,201,979 $ 1,201,979 Budget Positions 16.625 17.625 17.375 17.375 SUMMARY OF CHANGES: Overall, Net County Costs in the HECP Division will decrease by $8,970 due to a reduction in state grant funding and newly hired staff that are at the initial step levels and who have replaced staff who had higher personnel costs. The Gross County Cost is projected to decrease by $31,496 due to new personnel with lower salaries and benefits, including lower overall programmatic expenses. The Budgeted Positions deceased slightly by 0.25 due to a realignment of FDA minor operatives. PERSONNEL SERVICES: Personnel expenditures are projected to decrease by $8,968, this is due to 1.0 FTE that resigned and 1.0 FTE that moved into a new position. The newly replaced staff (2.0 FTE) are at their initial step levels and thus a reduction in overall Personnel expenditures. 385 HEALTH COMMUNICATION SECTION (CONTINUED) 2520-41210 SUPPLIES, PURCHASED SERVICES and FIXED CHARGES: Projected expenditures related to Supplies has decreased by $6,600 and this is due to decreased programming from reduced grant funds. Purchased Services has decreased by $55,860, and this is due to changes in grant deliverables and contracted services as a result of overall grant funds. The Fixed Charges has increased by $39,932 and this correlates with an increase in overhead allocations and programming in the Community Health Improvement Plan (CHIP) initiative. REVENUE: Overall Revenue is expected to decrease by $22,526 due to a decrease in state grant funding support to several programs. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # residents reached by the classes, programs 180,000 185,000 190,000 News release exposure 750,000 760,000 770,000 Effectiveness results Reduction in motor vehicle fatalities 51 55 54 Reduction in teen birth rate for 15 - 17 yr. olds -- MCH data 13/1,000 12/1,000 12/1,000 Number of obese/overweight adults — CHA data 67% 66% 66% Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) .529 .544 .522 $2.50 $3.74 $3.61 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 386 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Community Health Services - - 2530-41300 DEPARTMENT DESCRIPTION: The division provides comprehensive services that improve the overall health of Weld County. These services include preventing communicable and chronic diseases; enhancing parenting skills and building strong family units; connecting community members to needed resources; ensuring children and youth with special needs are getting the health care they need; reducing adverse effects of lead poisoning; building strong partnerships with community organizations through interactive collaboration; and reducing health inequities by ensuring our most vulnerable community members have access to resources and services. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,295,746 $ 1,946,938 $ 1,763,911 $ 1,763,911 Supplies 34,182 71,792 75,865 75,865 Purchased Services 239,118 516,115 461,192 461,192 Fixed Charges 161,775 276,625 311,596 311,596 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,730,821 $ 2,811,470 $ 2,612,564 $ 2,612,564 Revenue 1,078,399 1,491,114 1,483,232 1,483,232 Net County Cost $ 652,422 $ 1,320,356 $ 1,129,332 $ 1,129,332 Budgeted Positions 22.542 23.35 21.6 21.6 SUMMARY OF CHANGES: PERSONNEL SERVICES: Expenditures are projected to decrease by about 9.4%, or $183,027. The decrease is primarily attributable to shifting of staff from the Community Health Services division to the Public Health Clinical Services Division in 2019. The decrease is slightly offset by step increases, and a cost of living increase in 2020. SUPPLIES and PURCHASED SERVICES: Supplies have increased by $4,073, or 5.67%, while Purchased Services will decrease by $54,923, or 10.64%. The change in Purchased Services is due to a shifting of phone and data processing charges to the Public Health Clinical Services division as we shift personnel into that division. FIXED CHARGES: We expect an increase of $34,971, or a little over 12.64%, in this category, primarily due to an increase in projected administration overhead costs. REVENUE: Overall revenue is expected to decrease minimally by $7,882, or about 0.53%. This increase is primarily due to decreases in Medicaid revenue. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including staffing changes. BOARD ACTION: Approved as recommended. 387 COMMUNITY HEALTH SERVICES (CONTINUED) 2530-41300 PERFORMANCE MEASURES Work Outputs ACTUAL ESTIMATED PROJECTED 2018 2019 2020 Communicable Disease Program Outbreak Investigations 8 18 35 Reportable Disease Investigations 324 600 400 Tuberculosis Blood and Skin Tests Completed 364 300 400 Infection Prevention Trainings 3 3 5 Rabies PEP Coordination 58 20 35 Community Partner Meetings 33 80 80 Community Presentations 7 25 25 Health Communities — Clients Contacted 4,454 17,000 10,000 Presumptive Eligibility — Clients Contacted Mobile Medical Unit Outings Days Individual Sites Served Miles Traveled Nurse -Family Partnership for First -Time Mothers Client Visits Mothers and Infants Served Total Time Spent with Clients (hours) Maternal and Child Health — HCP — CC Clients Served Direct Referrals Received Client Visits Community Outreach Clients Assisted Outreach Events Community Partner Meetings 176 200 200 138 95 120 37 40 40 4,891 3,000 4,000 1,320 2,000 3,050 230 350 350 1,420 2,100 3,260 565 540 550 152 200 175 1,152 1,050 1,100 408 300 300 34 70 30 53 60 40 Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) 0.717 $2.08 0.721 0.648 $4.08 $3.39 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 388 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Environmental Health Services - - 2560-41400 DEPARTMENT DESCRIPTION: The primary mission of the division is to protect and perpetuate the public health of the citizens of the county with scientific risk assessments, the development of policies, monitoring and inspections, consultation, and the enforcement of regulations designed to protect food, water, and air supplies. Services include technical assistance and consultation, monitoring and sampling, inspection and enforcement, education and outreach, and planning activities. The laboratory's purpose is to process medical and water samples. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,374,053 $ 2,601,029 $ 2,834,842 $ 2,834,842 Supplies 223,297 259,107 282,520 282,520 Purchased Services 359,100 613,378 731,044 731,044 Fixed Charges 262,323 340,718 447,390 447,390 Contra Expense -117,760 0 -217,060 -217,060 Capital 0 0 0 0 Gross County Cost $ 3,101,013 $ 3,814,232 $ 4,078,736 $ 4,078,736 Revenue 2,196,253 2,176,822 2,257,517 2,257,517 Net County Cost $ 904,760 $ 1,637,410 $ 1,821,219 $ 1,821,219 Budgeted Positions 26.25 29.00 31.40 31.40 SUMMARY OF CHANGES: Net County Cost is proposed to increase by $183,809. The increase is due to increased costs in Personnel Services with the addition of FTE to support the new Oil & Gas Energy Department and additional FTE for operations support. Other costs, including Supplies, Purchased Services and Fixed Charges increased correspondingly, as well as an increased focus on professional development/training and technology. We will be transitioning from Decade (Envision) to Accela for Consumer Protection Programs in 2020. Money has been set aside in all Consumer Protection Programs for this need. PERSONNEL SERVICES: Increased with the addition of 2.40 FTEs to the EH roster: 2.0 FTE for EH Specialist positions that will provide support for the County's new Oil & Gas Energy Department, and an additional 0.4 FTE for operations support. SUPPLIES, PURCHASED SERVICES, AND FIXED CHARGES: Supplies increased by $23,413 or 9%. There is an increased amount for lab consumables, a reflection of additional supplies needed due to the new positions, and an allowance for increase in cost of all supplies. Purchased services increased by $117,666 or 19%. The increase is due to the added FTEs, increase in contracted services (lead abatement project), and database migration from Envision (Decade product) to Accela (acquired Decade) for the Consumer Protection Programs. Fixed charges (EH share of Health Administration costs) increased by $106,672 or 31%. 389 ENVIRONMENTAL HEALTH SERVICES (CONTINUED) 2560-41400 REVENUE: Revenue is projected to increase in 2020 by $80,695. The greatest increase in revenue is reflected in funding we have received from CDPHE SEP program for a home lead abatement project. We anticipate a continued increase in revenue from new retail food and institution (child care and body) licenses and land application permits. ISDS permit applications are expected to remain comparable to 2019. We anticipate a decrease in revenue from assessed civil penalties in the retail food program due to new legislation that will change the enforcement process in 2020. Lab revenue is also anticipated to decrease due to the loss of a large contract for STD/medical testing. With the addition of one new approved lab position to be hired in 2019, additional lab contracts will be sought. As well, we are anticipating an increase in oil and gas testing with the creation of new Oil & Gas Energy Department and an increase in lead/copper testing for schools. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including staffing changes. Staffing for Oil and Gas Energy Department approved mid -year. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Food inspections, activities, complaints 3,508 3,900 3,900 Laboratory analyses 17,938 24,000 24,000 Household Hazardous Waste Disposed (Ibs) 432,864 530,000 475,000 Environmental Planning Reviews 887 650 940 OWTS permits and inspections 1,289 1,430 1,350 Waste inspections, complaints, spill reports 187 260 225 Biosolids inspections, activities, complaints 170 184 175 Institutions inspections 175 200 225 Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) .835 .896 .943 $2.88 $5.05 $5.47 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 390 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Public Health Preparedness - - 2580-41500 DEPARTMENT DESCRIPTION: Public Health Preparedness utilizes grants and county funding to enhance the ambient level of emergency preparedness, both internally (county organization) and externally (constituents). This unit is charged with preparing for, and responding to, incidents and events which threaten the quality and quantity of life within the purview of health and environment; develops exercises and evaluates various plans, procedures and protocols associated with emergency preparedness; is assigned disease investigation duties and functions, along with regional bioterrorism laboratory duties and functions; houses the county -wide Health Alert Network, communications and warning operations; and is engaged in local, regional, state and national collaborative efforts associated with these disciplines. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 204,104 $ 198,222 $ 164,075 $ 164,075 Supplies 22,367 3,390 8,976 8,976 Purchased Services 11,001 106,196 148,766 148,766 Fixed Charges 19,675 23,499 28,433 28,433 Capital 0 0 0 0 Gross County Cost $ 257,147 $ 331,307 $ 350,250 $ 350,250 Revenue 251,040 270,389 283,947 283,947 Net County Cost $ 6,107 $ 60,918 $ 66,303 $ 66,303 Budgeted Positions 2.0 2.0 2.0 2.0 SUMMARY OF CHANGES: Overall, Net County Costs for Public Health Preparedness is projected to increase only minimally by $5,385. PERSONNEL SERVICES: Personnel expenditures are projected to decrease by $34,147. This is due to staff turnover. The newly replaced staff (2.0 FTE) are at their initial step levels and have lower personnel costs. SUPPLIES, PURCHASED SERVICES and FIXED CHARGES: Projected expenditures related to Supplies has increased by $5,586 due to increased programming from expanded grant funds and deliverables. Purchased Services has increased by $42,570, and this is due to changes in grant deliverables and contracted services, including an increase in overall grant funds. The Fixed Charges has slightly increased by $4,934 and this correlates with an increase in department overhead allocations. REVENUE: Overall Revenue is expected to increase by $13,558 due to an increase in state grant funding support for additional emergency preparedness planning with partners. 391 PUBLIC HEALTH EMERGENCY PREP (CONTINUED) 2500-41500 FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE's per 10,000 capita Per capita cost (county support) .064 .060 .060 $0.019 $0.188 $0.200 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 392 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER: Public Health Clinical Services - - 2590-41600 DEPARTMENT DESCRIPTION: The division holds clinics for immunizations, family planning, international travel health, STI's, foster child physicals, and women's health. It provides immunizations, screening, counseling, communicable disease surveillance, containment, treatment, and teaching. Provides home visits for health promotion, evaluation, health assessment, and community activities. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,131,823 $ 1,560,371 $ 1,763,016 $ 1,763,016 Supplies 206,220 380,985 374,076 374,076 Purchased Services 288,439 495,758 528,162 528,162 Fixed Charges 128,486 228,084 310,835 310,835 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1,754,968 $ 2,665,198 $ 2,976,089 $ 2,976,089 Revenue 1,135,624 1,033,415 1,169,009 1,169,009 Net County Cost $ 619,344 $ 1,631,783 $ 1,807,080 $ 1,807,080 Budgeted Positions $ 19.658 17.35 19.7 19.7 SUMMARY OF CHANGES: Overall, net county costs in the Public Health Clinical Services division will increase by $175,297 due to the continuing restructure of Health Department resources that began in 2017. A closely corresponding decrease in net county costs will occur in the Community Health Services division. PERSONNEL SERVICES: Personnel expenditures are projected to increase by $202,645, or 13%. This is due to the increase of 2.35 FTE in this division due to staff shifting from the Community Health Services division. This increase is also a result of scheduled step increases and a possible cost of living adjustment in 2020. SUPPLIES, PURCHASED SERVICES and FIXED CHARGES: Projected expenditures related to Supplies, Purchased Services and Fixed Charges will increase by $108,246 in 2020, as a result of the realignment of resources between divisions in the Health Department. REVENUE: Overall revenue is expected to increase by approximately $135,594 in 2020 due to expected increases in grant revenue and charges for services. Our Health First Colorado (formerly known as Medicaid) revenue for clinical services is anticipated to remain relatively flat in 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including staffing changes. 393 PUBLIC HEALTH CLINIC SERVICES (CONTINUED) 2590-41600 BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED 2018 2019 2020 Work Outputs Immunization/Communicable Disease Program Immunization Visits 2,341 2,150 2,450 Vaccinations Given (North) 3,854 3,500 4,250 Vaccinations Given (South) 1,420 1,000 1,500 Outreach Events 15 12 15 Telethon Contacts -Outreach Calls 5,000 5,000 5,000 Travel Immunization/I693 Clinic Visits 242 450 350 Travel Vaccines Given 366 600 500 Family Planning Visits 3,129 3,400 3,450 MD Clinic Visits 63 90 85 Sexually Transmitted Infections Visits 378 375 450 Women's Wellness Connection (WWC) Visits 165 225 200 WISEWOMAN Visits 136 170 180 WWC — Targeted Outreach — Clients Contacted 1,610 2,000 800 Community Outreach (Women's Health/Foster) 15 75 50 Efficiency Measures: FTE's per 10,000/capita Per capita cost (county support) 0.625 $1.97 0.536 0.591 $5.04 $5.42 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 394 SEVEN YEAR TREND Human Services $9 $8 $7 $5 co O J 2 $4 $3 $2 $1 $0 2014 2015 2016 2017 2018 2019 2020 HUMAN SERVICES FUND SUMMARY The Human Services Fund is funded at $8,924,600 for 2020, which is up $618,800 or 7.45 percent from the previous year. There are shifts in funding by program. The Community Services Block Grant is down $170,800, and Senior Nutrition programs are up $56,900. Department of Labor programs are up $767,100. Area Agency on Aging is up $751,300 or 20.66 percent. Being totally reliant upon state and federal funding sources, Human Services continues to operate in an uncertain environment. The Human Services Fund budget has been constructed based upon the best available information on the funding levels. It is very likely that many of the amounts will be changed between now and the actual execution of the 2020 budget. As fiscal pressures are dealt with, at the Federal and State levels, changes could be forthcoming that will affect this funding. The primary programs of Human Services are associated with the Workforce Innovation and Opportunity Act (WIOA), formerly the Workforce Investment Act (WIA), funded under the Department of Labor, Employment and Training Administration. This program is anticipating $2,585,000 for 2020. In addition, the Job Service contract will be $963,100 up $209,500. Funding for this program should remain fairly constant, depending on budget control measures enacted at the Federal level. The Human Services Fund is totally funded through state and federal programs, with the exception of the 25 percent local match for the Area Agency on Aging program, which amounts to $12,351. Other programs of the Human Services Fund remain relatively stable programmatically with the following 2020 funding levels: Area Agency on Aging Senior Nutrition CSBG $ 4,387,500 $ 760,000 $ 229,000 In the above programs, Weld County must continue to be responsive and reactive to federal and state administrative and budget changes in 2020. 396 HUMAN SERVICES SUMMARY OF REVENUES 202D Fund Org Acct Account Title 2019 Budget 202D Request 202D 202D Recommend Final 2650 2625 2625 2625 2625 2625 2625 2625 2625 2625 2625 2625 267895 267895 61751 61400 61420 61422 61441 61450 61451 61460 61461 61470 61480 61505 61601 61610 267895 61620 267895 61630 265D 61700 2650 2650 2650 2650 265D 265D 265D 2650 2650 61705 61710 61730 61740 61745 61750 61755 61760 61765 2650 61770 265D 61775 265995 61780 265D 61875 2650 61935 2650 61940 2650 61945 2650 61785 265995 265D 265D 265D 265D 265D 265D 265D 265D 265D 61790 61805 61835 61840 61841 61845 61850 61866 61880 61885 265D 61890 265D 61895 265D 61900 265D 61905 265D 61915 265D 61925 265D 61930 265D 61931 265D 61932 256D 61701 INTERGOVERNMENTAL 4314 USDA 4320 FEDERAL GRANTS 4320 F E DE RAL GRANTS 432D F E DE RAL GRANTS 432D F E DE RAL GRANTS 432D F E DE RAL GRANTS 4320 F E DE RAL GRANTS 4320 F E DE RAL GRANTS 4320 F E DE RAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 432D FEDERAL GRANTS 4320 F E DE RAL GRANTS 4320 F E DE RAL GRANTS 4320 F E DE RAL GRANTS 432D F E DE RAL GRANTS 432D F E DE RAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4320 FEDERAL GRANTS 4321 MEDICAID 434D GRANTS 434D GRANTS 434D GRANTS 434D GRANTS 434D GRANTS 434D GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 4340 GRANTS 434D GRANTS 434D GRANTS 434D GRANTS 711000 TRANSFER TOTAL INTERGOVERNMENTAL 2645 61200 4410 2646 61300 4410 CHARGE FOR SERVICES CHARGE FOR SERVICES CHARGE FOR SERVICES TOTAL CHARGE FOR SERVICES DONATIONS 265D 61750 469D DONATIONS TOTAL HUMAN SERVICES 45,55D 715,000 360,00D 0 540,000 116,500 618,500 477,60D 40,00D 8,000 268,000 8,000 399,800 0 0 0 95,649 40,000 82,00D 45,00D 17,00D 16,000 400,000 45,550 15,000 65,000 2,50D 11,100 1,978,500 0 6,50D 27,800 63,700 13,10D 50,000 10,000 37,250 127,650 52,700 14,700 243,600 108,550 104,300 84,100 0 41,800 0 35,400 75,600 0 30,350 94,500 34,500 12,351 7,678,700 69,00D 682,00D 261,00D 366,000 0 142,700 521,30D 431,30D 40 000 78, 300 453, 500 91,000 54000 14 ODD 117 ODD 44, 000 72,649 68,500 141,90D 58,50D 12,10D 9,000 430,000 101,000 20 ODD 50 ODD 2 ODD 8, 000 2,300 000 78,100 0 27 000 41000 4,50D 83,000 5,000 164,700 239,300 140,300 32,200 14, 900 201,600 84, 800 124, 300 13, 000 114,500 4, 000 24, 700 164, 000 19, 600 52,000 0 0 12,351 8,283,600 69,00D 69,00D 682,00D 682,00D 261,00D 261,00D 366,000 366,000 0 0 142,700 142,700 521,30D 521,30D 431,30D 431,30D 40000 40 ODD 78,300 78,300 453,500 453,500 91,000 91,000 54 ODD 54 ODD 14 ODD 14 ODD 117 ODD 117 ODD 44,000 44,000 72,649 72,649 68,500 68,500 141,90D 141,90D 58,50D 58,50D 121 0D 121 0D 9,000 9,000 430,000 430,000 101,000 101,000 20 ODD 20 ODD 50 ODD 50 ODD 2 ODD 2 ODD 8,000 8,000 2,300,000 2,300,000 78,100 78,100 0 0 27000 27,000 41,000 41,000 4,50D 4,50D 83,000 83,000 5,000 5,000 164,700 164,700 239,300 239,300 140,300 140, 300 32,200 32,200 14, 900 14, 900 201,600 201,600 84,800 84,800 124, 300 124, 300 13, 000 13, 000 114, 500 114, 500 4,000 4,000 24,700 24,700 164, 000 164, 000 19, 600 19, 600 52,000 52,000 0 0 0 0 12,351 12,351 8,283,600 8,283,600 296,000 200,000 496,000 245,000 236,000 481,000 245,000 236,000 481,000 245,000 236,000 481,000 212,000 160,000 160,000 160,000 8,386,700 8,924,600 8,924,600 8,924,600 397 HUMAN SERVICES SUMMARY OF EXPENDITURES 2020 Fund Org Expenditure Function 2625 61400 WORKFORCE INNOVATION & OPPORTUNITYA 2625 61420 WIOA DISLOCATED WORKER 2625 61422 WIOA DW ENHANCED 2625 61441 WIOA S P -N EG 2625 61450 WIOA YOUTH IN SCHOOL 2625 61451 WIOA YOUTH OUT OF SCHOOL 2625 61460 WAGNER/PEYSER 2625 61461 SUMMER JOB HUNT 2625 61470 MIGRANT SEASONAL FARM WORKER - 10% 2625 61480 EMPLOYMENT SUPPORT FUND 2625 61505 WIOA PERFORMANCE INCENTIVE 2645 61200 EDUCATION LAB 2646 61300 AMERICORPS 2650 61700 AREA AGENCY ON AGING 2650 61705 MA PART B LEGAL 2650 61710 AAA PART B OMBUDSMAN 2650 61730 MA PART B COUNSELING 2650 61740 MA PART B OUTREACH 2650 61745 AAA PART B TRANSPORTATION 2650 61750 AAA PART C 1 2650 61751 AAA NSI P 2650 61755 AAA C 2 2650 61760 AAA PART D 2650 61765 AAA CHF 2650 61770 AAA ELDER ABUSE 2650 61775 MA SPECIAL OMBUDSMAN 2650 61785 AAA CCT 2650 61805 AAA VALE 2650 61835 MA STATE ADMIN 2650 61840 MA STATE INFORMATION AND ASSISTANC 2650 61841 AAA STATE HEALTH PROMOTIONS 2650 61845 MA STATE EDUCATION 2650 61850 AAA STATE OMBUDSMAN 2650 61866 AAA STATE CASE MANAGEMENT 2650 61875 MA STATE COUNSELING 2650 61880 MA STATE CHORE 2650 61885 AAA STATE TRANSPORTATION 2650 61890 AAA STATE PART Cl 2650 61895 AAA STATE PART C2 2650 61900 AAA STATE SHELF STABLE MEALS 2650 61905 AAA STATE VISUALLY IMPAIRED 2650 61915 MA STATE DENTAL VISION & HEARING 2650 61925 AAA STATE PART E RESPITE 2650 61930 MA STATE SOUTH COUNTY RVNA 2650 61931 STATE IN HOME - HOMEMAKER 2650 61932 STATE IN HOME - PERSONAL CARE 2650 61935 MA PART E GRANDPARENTING 2650 61940 MA PART E CAREGIVER 2650 61945 AAA PART E RESPITE 265995 61780 SINGLE ENTRY POINT 265995 61790 HOME CARE ALLOWANCE 267895 61601 CSBG EF 267895 61610 CSBG ADMIN 267895 61620 CSBG AAAA LINKAGES 267895 61630 CSBG EMERGENCY SERVICES TOTAL HUMAN SERVICES 2019 2020 2020 2020 Budget Request Recommend Final 715,000 682,000 682,000 682,000 360,000 261,000 261,000 261,000 0 366,000 366,000 366,000 540,000 0 0 0 116,500 142,700 142,700 142,700 618,500 521,300 521,300 521,300 477,600 431,300 431,300 431,300 40,000 40,000 40,000 40,000 8,000 78,300 78,300 78,300 268,000 453,500 453,500 453,500 8,000 91,000 91,000 91,000 296,000 245,000 245,000 245,000 119,100 236,000 236,000 236,000 108,000 85,000 85,000 85,000 40,000 68,500 68,500 68,500 82,000 141,900 141,900 141,900 45,000 58,500 58,500 58,500 17,000 12,100 12,100 12,100 16,000 9,000 9,000 9,000 612,000 590,000 590,000 590,000 45,550 69,000 69,000 69,000 45,550 101,000 101,000 101,000 15,000 20,000 20,000 20,000 65,000 50,000 50,000 50,000 2,500 2,000 2,000 2,000 11,100 8,000 8,000 8,000 13,100 4,500 4,500 4,500 10,000 5,000 5,000 5,000 37,250 164,700 164,700 164,700 127,650 239,300 239,300 239,300 52,700 140,300 140,300 140,300 14,700 32,200 32,200 32,200 243,600 14,900 14,900 14,900 108,550 201,600 201,600 201,600 0 78,100 78,100 78,100 104,300 84,800 84,800 84,800 84,100 124,300 124,300 124,300 0 13,000 13,000 13,000 41,800 114,500 114,500 114,500 0 4,000 4,000 4,000 35,400 24,700 24,700 24,700 75,600 164,000 164,000 164,000 0 19,600 19,600 19,600 30,350 52,000 52,000 52,000 94,500 0 0 0 34,500 0 0 0 6,500 0 0 0 27,800 27,000 27,000 27,000 63,700 41,000 41,000 41,000 1,978,500 2,300,000 2,300,000 2,300,000 50,000 83,000 83,000 83,000 66,400 54,000 54,000 54,000 7,400 14,000 14,000 14,000 235,200 117,000 117,000 117,000 90,800 44,000 44,000 44,000 8,305,800 8,924,600 8,924,600 8,924,600 398 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Summary — All Budget Units in Human Services Fund DEPARTMENT DESCRIPTION: See Individual Units. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 4,998,747 $ 5,893,800 $ 5,761,950 $ 5,761,950 Supplies 338,046 286,300 182,300 182,300 Purchased Services 2,413,769 2,125,700 2,707,500 2,707,500 Fixed Charges 319,989 0 272,850 272,850 Gross County Cost $ 8,070,551 $ 8,305,800 $ 8,924,600 $ 8,924,600 Revenue 8,296,563 8,374,349 8,912,249 8,912,249 Net County Cost $ - 226,012 $ - 68,549 $ 12,351 $ 12,351 Budget Positions 85 87 89 89 SUMMARY OF CHANGES: See Individual Budget Units. OBJECTIVES: See Individual Budget Units. BOARD ACTION: See Individual Budget Units. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services goals following the Social Services Fund Summary for all budget units in this fund. 399 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser - - 2625-61460 [Formerly 60000-2626] DEPARTMENT DESCRIPTION: Administer all Job Service activities in Weld County. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 634,931 $ 650,000 $ 760,000 $ 760,000 Supplies 61,129 38,600 30,000 30,000 Purchased Services 109,927 65,000 123,100 123,100 Fixed Charges 67,373 0 50,000 50,000 Gross County Cost $ 873,360 $ 753,600 $ 963,100 $ 963,100 Revenue 873,660 753,600 963,100 963,100 Net County Cost $ - 300 $ 0 $ 0 $ 0 Budget Positions 19 19 19 19 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: At a September 30, 2019 work session the Board approved the following reclassifications: (A) two Business Services Client Service Technicians (Grade 19) to Business Engagement Representatives (Grade 23); (B) one of the six Client Service Technician - CDSU (Grade 19) in the Registration/Resource Room to a RESEA Representative (Grade 23); and (C) one WCYCC Coordinator (Grade 31) to a WCYCC Supervisor (Grade 35). All other items approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 9,670 9,638 9,638 Veteran Service -to -Career Grant Participants 18 12 Efficiency Measures Per capita cost $ 2.779 $ 2.328 $ 2.891 Effectiveness Measures (desired results) Entered Employment Rate 60.56% 59.00% 59.00% 400 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt - 2625-61461 [Formerly 60000-2627] DEPARTMENT DESCRIPTION: Administer youth employment program for the summer months. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 29,745 $ 31,500 $ 34,600 $ 34,600 Supplies 1,065 2,600 300 300 Purchased Services 5,472 5,900 3,800 3,800 Fixed Charges 3,718 0 1,300 1,300 Gross County Cost $ 40,000 $ 40,000 $ 40,000 $ 40,000 Revenue 40,204 40,000 40,000 40,000 Net County Cost $ - 204 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost ACTUAL ESTIMATED PROJECTED 2,246 2,700 2,700 $ 0.127 $ 0.124 $ 0.120 401 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND WIOA (Adult) 2625-61401 BUDGET UNIT TITLE AND NUMBER: and H1B B 2625-61410 [Formerly 60000-2636] DEPARTMENT DESCRIPTION: This program provides employment and training for eligible adults. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 399,576 $ 410,000 $ 360,000 $ 360,000 Supplies 3,532 5,000 2,000 2,000 Purchased Services 370,466 300,000 300,000 300,000 Fixed Charges 30,090 0 20,000 20,000 Gross County Cost $ 803,664 $ 715,000 $ 682,000 $ 682,000 Revenue 803,676 715,000 682,000 682,000 Net County Cost $ - 12 $ 0 $ 0 $ 0 Budget Positions 6 6 6 6 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Entered employment rate ACTUAL ESTIMATED PROJECTED 296 267 267 $ 2.557 $ 2.208 $ 2.047 75.14% 79.60% 79.60% 402 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND WIOA (Youth) 2625-61450/61451 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2637] DEPARTMENT DESCRIPTION: This program provides employment and training programs for in -school and out -of -school youth. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 407,354 $ 525,000 $ 455,000 $ 455,000 Supplies 3,059 5,000 8,000 8,000 Purchased Services 194,112 205,000 180,000 180,000 Fixed Charges 24,840 0 21,000 21,000 Gross County Cost $ 629,365 $ 735,000 $ 664,000 $ 664,000 Revenue 628,841 735,000 664,000 664,000 Net County Cost $ 524 $ 0 $ 0 $ 0 Budget Positions 8 8 8 8 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Youth served 216 202 202 Efficiency Measures Per capita cost $ 2.002 $ 2.270 $ 1.993 Effectiveness Measures (desired results) Entered Employment rate (Older Youth) 68.28% 60.00% 60.00% Skill Attainment rate (Younger Youth) 53.38% 59.00% 59.00% 403 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: 10% Incentive Grant (CIMS) 60000-2639 DEPARTMENT DESCRIPTION: To foster the development and continuous improvements of the Weld County region workforce system. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 45,444 $ 8,000 $ 45,000 $ 45,000 Supplies 0 0 0 0 Purchased Services 3,058 0 46,000 46,000 Gross County Cost $ 48,502 $ 8,000 $ 91,000 $ 91,000 Revenue 48,728 8,000 91,000 91,000 Net County Cost $ - 226 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: Grant funding has increased, but no other significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $ 0.154 $ 0.025 $0.273 404 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND WIOA (Dislocated Worker Prog) BUDGET UNIT TITLE AND NUMBER: 2625-61420/61430/61440 [Formerly 60000-2643] DEPARTMENT DESCRIPTION: This program provides retraining for laid off clients. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 493,051 $ 600,000 $ 400,000 $ 400,000 Supplies 3,111 4,000 7,000 7,000 Purchased Services 277,489 296,000 200,000 200,000 Fixed Charges 23,447 0 20,000 20,000 Gross County Cost $ 797,098 $ 900,000 $ 627,000 $ 627,000 Revenue 797,095 900,000 627,000 627,000 Net County Cost $ 3 $ 0 $ 0 $ 0 Budget Positions 2 2 3 3 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: At a September 30, 2019 work session the Board approved an additional RESEA Worker (Grade 23) position. All other items approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served RESEA Claimants Scheduled for 1st RESEA Apprenticeship USA Participants Efficiency Measures Per capita cost Effectiveness Measures (desired results) Entered employment rate 146 139 489 123 11 9 $ 2.536 78.31% 139 123 9 $ 2.780 $ 1.882 80.30% 80.30% 405 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Educational Lab - 2645-61200 [Formerly 60000-2645] DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer Education Lab. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 161,065 $ 200,000 $ 200,000 $ 200,000 Supplies 33,034 75,000 5,000 5,000 Purchased Services 38,894 21,000 30,000 30,000 Fixed Charges 14,066 0 10,000 10,000 Gross County Cost $ 247,059 $ 296,000 $ 245,000 $ 245,000 Revenue 254,541 296,000 245,000 245,000 Net County Cost $ - 7,482 $ 0 $ 0 $ 0 Budget Positions 4 4 4 4 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) GED's obtained ACTUAL ESTIMATED PROJECTED 1,003 2,500 2,500 $ 0.786 $ 0.914 $ 0.735 78 120 120 406 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: AmeriCorps Prog - 2646-61300 [Formerly 60000-2646] DEPARTMENT DESCRIPTION: The AmeriCorps Program is a youth corps work program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services 154,810 $ 105,000 $ 200,000 $ 200,000 Supplies 7,315 4,800 10,000 10,000 Purchased Services 29,245 9,300 21,000 21,000 Fixed Charges 7,718 0 5,000 5,000 Gross County Cost $ 199,088 $ 119,100 $ 236,000 $ 236,000 Revenue 235,308 200,000 236,000 236,000 Net County Cost $ - 36,220 $ - 80,900 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Participants in program Efficiency Measures Per capita cost Effectiveness Measures (desired results) Clients completing program ACTUAL ESTIMATED PROJECTED 23 34 38 $ 0.633 $ 0.368 $ 0.708 23 34 38 407 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Admin.) 2650-61700 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2651] DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior programs of the Area Agency on Aging. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 53,636 $ 98,500 $ 76,500 $ 76,500 Supplies 0 0 0 0 Purchased Services 12,068 9,500 6,700 6,700 Fixed Charges 1,786 0 1,800 1,800 Gross County Cost $ 67,490 $ 108,000 $ 85,000 $ 85,000 Revenue 55,139 95,649 72,649 72,649 Net County Cost $ 12,351 $ 12,351 $ 12,351 $ 12,351 Budget Positions 3 3 4 4 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: At a September 30, 2019 work session the Board approved an additional Coordinator Assistant (Grade 19) position. All other items approved as recommended. PERFORMANCE MEASURES Work Outputs Programs administered Efficiency Measures Per capita cost (other) ACTUAL ESTIMATED PROJECTED 11 11 11 $ 0.215 $ 0.334 $ 0.255 408 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND AAA (Support) 2650-61705/61710/61715/61720/61725/ BUDGET UNIT TITLE AND NUMBER: 61730/61735/61740/61745 [Formerly 60000-2652] DEPARTMENT DESCRIPTION: This grant provides several contracted services to the elderly; legal counseling, ombudsman services, homemaker services, personal care, peer counseling, outreach, and transportation. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 20,858 $ 80,000 $ 130,000 $ 130,000 Supplies 13,753 0 0 0 Purchased Services 117,160 120,000 155,000 155,000 Fixed Charges 1,620 0 5,000 5,000 Gross County Cost $ 153,391 $ 200,000 $ 290,000 $ 290,000 Revenue 153,391 200,000 290,000 290,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 4 5 5 5 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. F!NANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 409 HUMAN SERVICES AREA ON AGING (CONTINUED) 60000-2650 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Outreach — Hispanic Senior Outreach 697 697 667 Peer Counseling 409 409 852 Legal consultation/representation 459 459 700 Homemaker and personal care 4,422 4,422 1,147 Ombudsman Services 1,271 803 850 Transportation 5,850 5,850 5,571 Efficiency Measures Per capita cost $ 0.488 $ 0.618 $ 0.870 Effectiveness Measures (desired results) Work output goals are maintained Yes Yes Yes 410 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Congregate Meal Program) BUDGET UNIT TITLE AND NUMBER: 2650-61750 [Formerly 60000-2653] DEPARTMENT DESCRIPTION: This grant provides meals to the senior population at 23 nutrition sites around the county. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 157,389 $ 180,000 $ 155,000 $ 155,000 Supplies 11,684 12,000 25,000 25,000 Purchased Services 458,290 420,000 400,000 400,000 Fixed Charges 9,339 0 10,000 10,000 Gross County Cost $ 636,702 $ 612,000 $ 590,000 $ 590,000 Revenue 636,702 612,000 590,000 590,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 3 3 3 3 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Meals served Efficiency Measures Per capita cost ACTUAL ESTIMATED PROJECTED 53,834 53,834 50,000 $ 2.025 $ 1.890 $ 1.771 411 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Home Delivered Meals)/NSIP BUDGET UNIT TITLE AND NUMBER: 2650-61751/61755 [Formerly 60000-2654] DEPARTMENT DESCRIPTION: This grant provides home delivered meals through Meals on Wheels. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 87,394 91,100 170,000 170,000 Gross County Cost $ 87,394 $ 91,100 $ 170,000 $ 170,000 Revenue 87,394 91,100 170,000 170,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Meals Served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Work output goals are maintained. ACTUAL ESTIMATED PROJECTED 16,177 16,177 22,500 $ 0.278 $ 0.281 $ 0.510 Yes Yes Yes 412 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Health Services) 2650-61760 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2655] DEPARTMENT DESCRIPTION: This grant provides health services to the senior community. This grant supports evidence -based health programs. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 12,103 $ 15,000 $ 18,500 $ 18,500 Supplies 0 0 0 0 Purchased Services 553 0 750 750 Fixed Charges 774 0 750 750 Gross County Cost $ 13,430 $ 15,000 $ 20,000 $ 20,000 Revenue 13,430 15,000 20,000 20,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Work output goals are maintained ACTUAL ESTIMATED PROJECTED 232 303 350 $ 0.043 $ 0.046 $ 0.060 Yes Yes Yes 413 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Co. Health Foundation) BUDGET UNIT TITLE AND NUMBER: 2650-61765 [Formerly 60000-2656] DEPARTMENT DESCRIPTION: This grant provides health services to the senior community, providing long-term care information and assistance for individuals 18 years of age and older. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 9,995 $ 65,000 $ 50,000 $ 50,000 Supplies 0 0 0 0 Purchased Services 416 0 0 0 Fixed Charges 582 0 0 0 Gross County Cost $ 10,993 $ 65,000 $ 50,000 $ 50,000 Revenue 0 65,000 50,000 50,000 Net County Cost $ 10,993 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Efficiency Measures Per capita cost Effectiveness Measures (desired results) Work output goals are maintained ACTUAL ESTIMATED PROJECTED $ 0.035 $ 0.201 $ 0.150 Yes Yes Yes 414 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Elder Abuse Grant) BUDGET UNIT TITLE AND NUMBER: 2650-61770 [Formerly 60000-2657] DEPARTMENT DESCRIPTION: This grant provides for educational training to the community on elder abuse. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 2,443 $ 2,500 $ 1,750 $ 1,750 Supplies 0 0 0 0 Purchased Services 108 0 250 250 Fixed Charges 150 0 0 0 Gross County Cost $ 2,701 $ 2,500 $ 2,000 $ 2,000 Revenue 2,701 2,500 2,000 2,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Ombudsman Services Efficiency Measures Per capita cost Effectiveness Measures (desired results) Education of long term staff ACTUAL ESTIMATED PROJECTED 10 13 8 $ 0.009 $ 0.008 $ 0.006 Yes Yes Yes 415 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Special Ombudsman) BUDGET UNIT TITLE AND NUMBER: 2650-61775 [Formerly 60000-2658] DEPARTMENT DESCRIPTION: These funds supplement the Ombudsman program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 9,166 $ 11,100 $ 6,600 $ 6,600 Supplies 0 0 0 0 Purchased Services 445 0 1,400 1,400 Fixed Charges 544 0 0 0 Gross County Cost $ 10,155 $ 11,100 $ 8,000 $ 8,000 Revenue 10,155 11,100 8,000 8,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Complaints investigated Efficiency Measures Per capita cost Effectiveness Measures (desired results) Work outputs are maintained ACTUAL ESTIMATED PROJECTED 100 140 150 $ 0.032 $ 0.034 $ 0.024 Yes Yes Yes 416 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (Single Entry Point/HCA) BUDGET UNIT TITLE AND NUMBER: 265995-61780/61790 [Formerly 60000-265995] DEPARTMENT DESCRIPTION: This grant provides case management services to Medicaid eligible clients. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,706,090 $ 2,000,000 $ 2,100,000 $ 2,100,000 Supplies 54,160 500 3,000 3,000 Purchased Services 104,539 28,000 180,000 180,000 Fixed Charges 97,498 0 100,000 100,000 Gross County Cost $ 1,962,287 $ 2,028,500 $ 2,383,000 $ 2,383,000 Revenue 2,167,693 2,028,500 2,383,000 2,383,000 Net County Cost $ - 205,406 $ 0 $ 0 $ 0 Budget Positions 32 32 32 32 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Divert Medicaid Eligible clients from Institutional care to cost effective home care ACTUAL ESTIMATED PROJECTED 1,516 1,415 1,460 $ 6.242 $ 6.266 $ 7.153 1,516 1,415 1,460 417 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS FtJNn Area Agency on Aging (CCT) - - 2650-61785 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2660] DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement the aging programs, including Colorado Choice Transition (CCT). RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 8,822 $ 12,900 $ 4,000 $ 4,000 Supplies 0 0 0 0 Purchased Services 675 200 500 500 Fixed Charges 309 0 0 0 Gross County Cost $ 9,806 $ 13,100 $ 4,500 $ 4,500 Revenue 9,853 13,100 4,500 4,500 Net County Cost $ - 47 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost ACTUAL ESTIMATED PROJECTED 22 19 20 $ 0.031 $ 0.040 $ 0.014 418 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (VALE) - - 2650-61805 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2667] DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement the aging programs. These funds supplement the ombudsman program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 9,363 $ 9,300 $ 5,000 $ 5,000 Supplies 200 0 0 0 Purchased Services 437 700 0 0 Gross County Cost $ 10,000 $ 10,000 $ 5,000 $ 5,000 Revenue 10,000 10,000 5,000 5,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: This will be the final year of our use of the VALE Grant for these purposes. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Clients served Efficiency Measures Per capita cost Effectiveness Measures (desired results) Maintain work output goals ACTUAL ESTIMATED PROJECTED 81 133 65 $ 0.032 $ 0.031 $ 0.015 Yes Yes Yes 419 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Area Agency on Aging (State Funds)- 2650-61835-61925 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2671] DEPARTMENT DESCRIPTION: State General Fund appropriation intended to mirror Federal Funding of the Older Americans Act: Administration, Information and Assistance, Health promotions, Education, Ombudsman, Homemaker, Personal Care, Outreach, Case Management, Adult Day Care, Counseling, Chore, Transportation, Congregate Meals, Home - Delivered Meals, Visually Impaired, Reassurance, Dental -Vision -Hearing, Senior Centers Operations, Respite. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 478,841 $ 550,000 $ 550,000 $ 550,000 Supplies 63,204 135,000 90,000 90,000 Purchased Services 430,831 400,000 760,000 760,000 Fixed Charges 25,994 0 20,000 20,000 Gross County Cost $ 998,870 $ 1,085,000 $ 1,420,000 $ 1,420,000 Revenue 998,860 1,085,000 1,420,000 1,420,000 Net County Cost $ 10 $ 0 $ 0 $ 0 Budget Positions 1 2 2 2 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Dental/Vision/Hearing Clients Served Meals served Other clients served Efficiency Measures Per capita cost 84 132 160 20,507 20,507 19,437 13,000 13,000 13,000 $ 3.178 $ 3.351 $ 4.262 420 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND AAA — Part E-Grandparenting/Caregiver Support/Resp BUDGET UNIT TITLE AND NUMBER: 2650-61935/61940/61945 [Formerly 60000-26731 DEPARTMENT DESCRIPTION: This program provides support to family who are caring for relatives at home. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 58,708 $ 31,000 $ 40,000 $ 40,000 Supplies 75,535 0 0 0 Purchased Services 86,972 67,000 75,000 75,000 Fixed Charges 3,176 0 5,000 5,000 Gross County Cost $ 224,391 $ 98,000 $ 120,000 $ 120,000 Revenue 224,387 98,000 120,000 120,000 Net County Cost $ 4 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Care giver Support - units of services 3,107 4,040 4,982 Efficiency Measures Per capita cost $ 0.714 $ 0.303 $ 0.360 Effectiveness Measures (desired results) Maintain requirements of grant Yes Yes Yes 421 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND Comm. Services Block Grant - - 267895 - 61600-61650 BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2678951 DEPARTMENT DESCRIPTION: This grant provides a range of community services to the low income and elderly of the community. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 145,357 309,000 $ 170,000 $ 170,000 Supplies 7,265 3,800 2,000 2,000 Purchased Services 85,218 87,000 54,000 54,000 Fixed Charges 6,965 0 3,000 3,000 Gross County Cost $ 244,805 $ 399,800 $ 229,000 $ 229,000 Revenue 244,805 399,800 229,000 229,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES: No significant changes to this program are anticipated for 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Employment opportunities low-income unskilled adult labor force Efficiency Measures Per capita cost Effectiveness Measures (desired results) Work output goals maintained ACTUAL ESTIMATED PROJECTED 2,000 2,000 2,000 $ 0.779 $ 1.235 $ 0.687 Yes Yes Yes 422 SPECIAL REVENUE FUNDS Special Revenue Funds are established to account for taxes or other earmarked revenue of the county which finance specified activities as required by law or administrative action. CONTINGENCY FUND: The Contingency Fund is funded at the level of $10,000,000 with $42,000,000 from property tax, and $32,000,000 going into the fund balance. A beginning fund balance of $18,000,000 is anticipated. An ending fund balance of $60,000,000 is projected, assuming no contingency funds are needed in 2020. The fund balance will serve as a stabilization reserve for fluctuating revenues due to Weld County's heavy dependency on oil and gas assessed values that can fluctuate dramatically from year to year due to production levels and price changes. Besides serving as a general contingency reserve, the fund is available to mitigate impacts from the oil and gas industry, such as unanticipated road and bridge heavy hauling impacts. SOLID WASTE FUND: The Solid Waste Fund is funded at the anticipated revenue level of fees at $2,000,000. There is an anticipated beginning fund balance of $2,000,000. The Department of Public Health and Environment costs for the Household Hazardous Waste program is projected to be $429,265. $40,000 is budgeted for community clean-ups, and $90,000 to fund the roadside trash pick-up program with Useful Public Service clients. $183,481 is funded for solid waste inspections and monitoring by the Health Department. $141,457 is budget for indirect costs. $750,000 is budgeted for repair work on county roads impacted by landfill traffic. $280,797 is unallocated for road projects or other items to mitigate landfill impacts. CONSERVATION TRUST FUND: The Conservation Trust Fund is budgeted at $456,677 based upon the anticipated operating costs for 2020. The budget reflects funding of Island Grove Park only. Revenues are from the Colorado Lottery proceeds. EMERGENCY RESERVE FUND: The Emergency Reserve Fund was established per Amendment One (TABOR), passed November 3, 1992. The amendment requires that an emergency reserve be created to be used for declared emergencies only. It also requires each local government to reserve one percent or more for 1993, two percent or more for 1994, and three percent or more for all later years of the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next year's reserve. With the adoption of the new accounting rules under GASB 54 the three -percent TABOR emergency reserve required by Article X, Section 20(5) of the Colorado Constitution shall be a restricted fund balance in the General Fund in an amount equal to eight -million dollars or three - percent of the TABOR revenue limit, whichever is greater. This Emergency Reserve Fund will no longer be used to budget or account for the TABOR emergency reserve. 423 CONSERVATION TRUST SUMMARY OF REVENUES 2020 Fund Org Acct Account Title 2019 2020 2020 2020 Budget Request Recommend Final 2200 7370D 4332 LOTTERY 2200 73700 4610 EARNINGS ON INVESTMENTS 435,000 435,000 435,000 435,000 1 0, 000 1 0, 000 1 0, 000 1 0, 000 445,000 445,000 445,000 445,000 424 CONSERVATION TRUST SUMMARY OF EXPENDITURES 2020 Fund Org Expenditure Function 2200 73700 CONSERVATION TRUST TOTAL CONSERVATION TRUST 2019 2020 2020 2020 Budget Request Recommend Final 440,579 456,677 456,677 456,677 440,579 456,677 456,677 456,677 425 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CONSERVATION TRUST FUND BUDGET UNIT TITLE AND NUMBER: Conservation Trust Fund - - 2200-73700 DEPARTMENT DESCRIPTION: Accounts for revenue received from the State of Colorado to be used for the acquisition, development, and maintenance of new conservation sites within Weld County. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 417,616 440,579 456,677 456,677 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 417,616 $ 440,579 $ 456,677 $ 456,677 Revenue 440,140 445,000 445,000 445,000 Net County Cost $ - 22,524 $-4,421 $11,677 $11,677 SUMMARY OF CHANGES: Revenue from the Colorado Lottery is being projected at $435,000 and $10,000 from interest earnings. For 2020, the budget for the county buildings at Island Grove Park is proposed at $644,277. Revenue from rents and facility use fees for 2020 is estimated at $187,600. The county payment for 2020 maintenance is proposed at $456,677, which is an increase of $16,098 or 3.65% from the 2019 payment. The increase is primarily in salaries and benefits, utilities and maintenance costs. The workload in the Island Grove buildings is changing to more and more requests from Extension and 4-H for use of the facility. Historically, when the final costs are reconciled with the City of Greeley at the end of the year the amount paid by the county is less than budgeted. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. 426 CONSERVATION TRUST FUND (CONTINUED) 2200-73700 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): Historically, the following is the amount of money received annually since the lottery started: 1983 $ 194,698 1984 195,304 1985 151,033 1986 138,069 1987 162,736 1988 154,074 1989 130,764 1990 136,726 1991 200,103 1992 220,219 1993 264,371 1994 205,534 1995 327,162 1996 312,024 1997 356,262 1998 373,962 1999 286,971 2000 358,802 2001 361,050 2002 $391,780 2003 385,070 2004 361,926 2005 371,213 2006 453,233 2007 423,260 2008 430,795 2009 408,648 2010 386,999 2011 376,031 2012 411,891 2013 450,659 2014 404,589 2015 358,431 2016 487,550 2017 436,368 2018 429,897 The funds have been used for maintenance and development of Island Grove Park and the Missile Site Park, with the exception of the following items: Entity 1983: Greeley 1984: Greeley 1985: Greeley 1986: Greeley LaSalle Ault Dacono Windsor Ft. Lupton Independence Stampede Purpose Civic Auditorium Civic Auditorium Civic Auditorium Civic Auditorium Community Center Park System Park Improvements Park Improvements Pearsin Park Sports Complex Headquarters Facility Amount $ 141,464 $ 143,000 $ 90,000 $ 51,500 10,000 7,500 3,000 6,000 10,000 5,000 Since 1987 all funds have gone to the two county parks. Beginning in 2002, only Island Grove Park has been funded. 427 CONSERVATION TRUST FUND (CONTINUED) 2200-73700 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): In 1984, the Board adopted the following criteria, in priority order, for the use and allocation of Weld County lottery funds. This policy remains in force today: 1. To maintain and develop the two existing county parks. 2. Projects must enhance the quality of life for the citizens of Weld County. 3. Projects must contribute to, or compliment, the economic development activities of Weld County. 4. Projects must have an area impact or significance. 5. Funds used for local community projects must have substantial local support. 6. Outside of existing county parks, no operating funds shall be contributed to projects. PERFORMANCE MEASURES Work Outputs Island Grove Park Visitors Efficiency Measures Per capita cost (county support) Cost Per Visitor ACTUAL ESTIMATED PROJECTED 419,000 420,000 420,000 $1.32 $1.36 $1.37 $0.997 $1.049 $1.087 BOARD ACTION: Approved as recommended. 428 CONTINGENCY FUND SUMMARY OF REVENUES 2020 Fund Org Acct Account Title 2019 202D 202D 202D Budget Request Recommend Final TAXES 2300 90300 4112 CURRENT PROPERTY TAXES TOTAL CONTINGENCY FUND 32,000,000 32,000,000 42,000,000 42,000,000 42,000,000 42,000,000 42,000,000 42,000,000 429 CONTINGENCY SUMMARY OF EXPENDITURES 2020 Fund Org Expenditure Function 2300 90300 CONTINGENT TOTAL CONTINGENCY 2019 2020 2020 2020 Budget Request Recommend Final 10, 000, 000 10, 000, 000 10, 000, 000 10, 000, 000 10, 000,000 10,000, 000 10,000,000 10,000,000 430 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CONTINGENCY FUND BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300 DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen expenditures or revenue short -falls. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 32,000,000 10,000,000 10,000,000 10,000,000 Capital 0 0 0 0 Gross County Cost $ 0 $ 10,000,000 $ 10,000,000 $ 10,000,000 Revenue/Fund Bal. 20,014,105 -22,000,000 -32,000,000 -32,000,000 Net County Cost $ 11,985,895 $ 32,000,000 $ 42,000,000 $ 42,000,000 SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $10,000,000 with $42,000,000 from property tax, and $32,000,000 going into the fund balance. A beginning fund balance of $18,000,000 is anticipated. An ending fund balance of $60,000,000 is projected, assuming no contingency funds are needed in 2020. The fund balance will serve as a stabilization reserve for fluctuating revenues due to Weld County's heavy dependency on oil and gas assessed values that can fluctuate dramatically from year to year due to production levels and price changes. Besides serving as a general contingency reserve, the fund is available to mitigate impacts from the oil and gas industry, such as unanticipated road and bridge heavy hauling impacts. F!NANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 431 EMERGENCY RESERVE FUND SUMMARY OF REVENUES 2020 Fund Org Acct Account Title 2019 2020 2020 2020 Budget Request Recommend Final 2400 53100 4112 CURRENT PROPERTY TAXES 0 0 0 0 0 432 EMERGENCY RESERVE SUMMARY OF EXPENDITURES 2020 Fund Org Expenditure Function 2400 53100 EMERGENCY RESERVE TOTAL EMERGENCY RESERVE 2019 2020 2020 2020 Budget Request Recommend Final 0 0 0 0 0 0 0 0 433 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: EMERGENCY RESERVE FUND BUDGET UNIT TITLE AND NUMBER: Emergency Reserve - - 2400-53100 DEPARTMENT DESCRIPTION: The Emergency Reserve Fund is established per Amendment One (TABOR), passed November 3, 1992, which requires that an emergency reserve be established to be used for declared emergencies only, and that each local government shall reserve for 1993, 1 percent or more, for 1994, 2 percent or more, and for all later years, 3 percent or more of the fiscal year spending, excluding bonded debt service. Caused reserves apply to the next year's reserve. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 SUMMARY OF CHANGES: With the adoption of the new accounting rules under GASB 54 the three -percent TABOR emergency reserve required by Article X, Section 20(5) of the Colorado Constitution shall be a restricted fund balance in the General Fund in an amount equal to eight - million dollars or three -percent of the TABOR revenue limit, whichever is greater. This Emergency Reserve Fund will no longer be used to budget or account for the TABOR emergency reserve. FINANCE/ADMINISTRATION RECOMMENDATION: Concur with policy per GASB 54. BOARD ACTION: Reaffirmed policy per GASB 54. 434 SOLID WASTE FUND SUMMARY OF REVENUES 2020 Fund Orq Acct Account Title 2019 2020 2020 2020 Budget Request Recommend Final CHARGE FOR SERVICES 270D 90200 4410 CHARGE FOR SERVICES TOTAL SOLID WASTE 1,650,000 2,000,000 2,000,000 2,000,000 1,650,000 2,000,000 2,000,000 2,000,000 435 SOLID WASTE SUMMARY OF EXPENDITURES 2020 Fund Orq Expenditure Function 2700 21240 TRANSFER 2700 90200 SOLID WASTE 2700 90200 TRANSFER TOTAL SOLID WASTE 2019 2020 2020 2020 Budget Request Recommend Final 85,000 85,000 85,000 85,000 987,962 552,254 552,254 552,254 577,038 1,362,746 1,362,746 1,362,746 1,650,000 2,000,000 2,000,000 2,000,000 436 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOLID WASTE FUND BUDGET UNIT TITLE AND NUMBER: Code Enforcement - - 2700-21240 DEPARTMENT DESCRIPTION: This budget accounts for code enforcement for littering, illegal dumping, and roadside trash pick-up program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 85,000 85,000 85,000 85,000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 85,000 $ 85,000 $ 85,000 $ 85,000 Revenue 0 0 0 0 Net County Cost $ 85,000 $ 85,000 $ 85,000 $ 85,000 SUMMARY OF CHANGES: The Code Enforcement function has been combined with the Animal Control function in the Sheriff's Office. The cost of the code enforcement function is $85,000. See budget unit number 1000-21230 for a detailed discussion of the program. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval and funding of program from the Solid Waste surcharge. BOARD ACTION: Approved as recommended. PERFORMANCE MEASURES Work Outputs Number of Complaints Efficiency Measures Per capita cost (county support) ACTUAL ESTIMATED PROJECTED 779 800 800 $0.270 $0.263 $0.256 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public Safety Bureau (Budget Unit 1000-21200) goals. 437 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: SOLID WASTE FUND BUDGET UNIT TITLE AND NUMBER: Solid Waste Fund - - 2700-90200 DEPARTMENT DESCRIPTION: This fund accounts for revenue received from a surcharge on dumping fees at solid waste disposal sites to combat environmental problems, promote trash clean-up, provide for the household hazardous materials program, and to further improve and develop landfill sites within the county. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 86,658 354,538 354,538 271,457 Fixed Charges 3,354,179 1,210,462 1,560,462 1,643,543 Capital 0 0 0 0 Gross County Cost $ 3,440,837 $ 1,565,000 $ 1,915,000 $ 1,915,000 Revenue/Fund Bal. 2,665,042 1,650,000 2,000,000 2,000,000 Net County Cost $ - 775,795 $ - 85,000 $ - 85,000 $ - 85,000 SUMMARY OF CHANGES: The projected revenue estimate is $2,000,000 up $350,000 over last year and consistent with recent revenue trends. The Department of Public Health and Environment costs for the Household Hazardous Waste program is projected to be $429,265. $40,000 is budgeted for community clean-ups, and $90,000 to fund the roadside trash pick-up program with Useful Public Service clients. $183,481 is funded for solid waste inspections and monitoring by the Health Department. $141,457 is budget for indirect costs. $750,000 is budgeted for repair work on county roads impacted by landfill traffic. $280,797 is unallocated for road projects or other items to mitigate landfill impacts. F!NANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 438 SOLID WASTE FUND (CONTINUED) 2700-90200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Landfill Inspections 45 45 45 Household Hazardous Material (HHM) $429,925 $395,905 $429,265 Surcharge Collected $2,665,042 $1,650,000 $2,000,000 Efficiency Measures Per capita cost (collected) $8.23 $5.10 $6.00 Per capita HHM cost $1.36 $1.22 $1.29 439 \ 1 861/ 440 SEVEN YEAR TREND Capital Expenditures 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0 C C V/ CD R co 2014 C� C C C R CN 2015 2016 C L C C C LO N- N Cam' 2017 2018 CQ' CO C C Q S N- C ma /`y' C N 2019 2020 CAPITAL EXPENDITURES RIND SI JMMARY The Capital Expenditures Fund was established to budget the financial resources used for the acquisition or improvement of capital facilities of the county. A detailed Long Range Capital Plan for 2020-2024 is presented in this section and relates to the specifics of the 2020 capital project budget. In 2018 a supplemental appropriation of $40,000,000 was made to fund $44,500,000 in 2018 for the jail expansion. This reduced the planned funding of $20,000,000 in each of the years 2019 and 2020. Net cost to the county was the same over the three budget years, but the timing of funding allowed the completion of the project sooner. The jail expansion is an additional 113,575 square feet of building for 380 additional beds. The capital plan is consistent with the inmate population projections that calls for the opening of added jail beds at the end of 2020. The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2020 program is funded at $26,925,000 with $26,200,000 in property tax, $225,000 from capital expansion fees, $500,000 from interest and fund balance reserve. Anticipated projects include $350,000 for Public Works parking lot improvements and power pole lights, and $200,000 to fence the Public Works complex, $1,650,000 for an addition to Public Works administration building, $750,000 for Chase Building improvements, $1,500,000 to upgrade Human Services Buildings, $861,000 for jail expansion equipment, $2,500,000 for a car wash facility, $2,000,000 to remodel an office building acquired in 2019, $1,950,000 to remodel an office buildings in the Weld Business Park, $2,000,000 for the Sheriffs evidence storage building, $1,500,000 to remodel the Justice Center for new courtrooms, coroner facility for $3,000,000, $500,000 to remodel Justice Services, and $3,296,000 for special projects. A carry-over beginning fund balance of $2,000,000 is anticipated, and $6,868,000 ending reserve fund balance for the future jail expansion ($5,518,000), Communications building reserve ($850,000), and Downtown Greeley land reserve ($500,000) is anticipated at the end of 2020. Capital projects impacting the 2020 and future years' operational costs include the additional jail space planned for construction in 2018-2020 will impact the operational budget by $1,210,000 in 2021, $770,000 in 2022, and $1,100,000 in 2023. In 2020 the addition of a 35,000 square foot office building in the Weld Business Park will add approximately $160,000 per year for utilities and maintenance. Special projects and Public Works facility projects are primarily cosmetic enhancements to buildings that will not impact operating costs but will improve the appearance and functionality of the buildings involved. 442 CAPITAL EXPENDITURES SUMMARY OF REVENUES 2020 Fund Orq Acct Account Title 2019 2020 2020 Budget Request Recommend 2020 Final TAXES 400D 17500 4112 CURRENT PROPERTY TAXES MISCELLANEOUS 400D 17500 4610 EARNINGS ON INVESTMENTS FEES 400D 17500 473D OTHER FEES TOTAL CAPITAL EXPENDITURES 11,000,000 32,000,000 32,000,000 26,200,000 300,000 500,000 500,000 500,000 225,000 225,000 225,000 225,000 11,525,000 32,725,000 32,725,000 26,925,000 443 CAPITAL EXPENDITURES SUMMARY OF EXPENDITURES 2020 2019 2020 2020 2020 Fund Orq Expenditure Function Budget Request Recommend Final 4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 12,108,200 17,957,000 17,957,000 22,057,000 TOTAL CAPITAL EXPENDITURES 12,108,200 17,957,000 17,957,000 22,057,000 444 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: CAPITAL EXPENDITURE FUND BUDGET UNIT TITLE AND NUMBER: Capital Expenditures - - 4000-17500 DEPARTMENT DESCRIPTION: Capital projects for general county use. Created in accordance with Section 29-1-301(1.2), C.R.S., April 5, 1984. Formerly Public Works - County Buildings Fund (Fund 33). RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 222,262 0 0 0 Purchased Services 188,144 0 0 0 Capital 10,049,477 12,108,200 17,957,000 22,057,000 Gross County Cost $ 10,459,883 $ 12,108,200 $ 17,957,000 $ 22,057,000 Revenue/Fund Bal. 225,280 -1,108,200 14,043,000 4,143,000 Net County Cost $ 10,234,603 $ 11,000,000 $ 32,000,000 $ 26,200,000 SUMMARY OF CHANGES: The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2020 program is funded at $26,925,000 with $26,200,000 in property tax, $225,000 from capital expansion fees, $500,000 from interest and fund balance reserve. Anticipated projects include $350,000 for Public Works parking lot improvements and power pole lights, and $200,000 to fence the Public Works complex, $1,650,000 for an addition to Public Works administration building, $750,000 for Chase Building improvements, $1,500,000 to upgrade Human Services Buildings, $861,000 for jail expansion equipment, $2,500,000 for a car wash facility, $2,000,000 to remodel an office building acquired in 2019, $1,950,000 to remodel an office buildings in the Weld Business Park, $2,000,000 for the Sheriff's evidence storage building, $1,500,000 to remodel the Justice Center for new courtrooms, coroner facility for $3,000,000, $500,000 to remodel Justice Services, and $3,296,000 for special projects. A carry-over beginning fund balance of $2,000,000 is anticipated, and $6,868,000 ending reserve fund balance for the future jail expansion ($5,518,000), Communications building reserve ($850,000), and Downtown Greeley land reserve ($500,000) is anticipated at the end of 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2020 funding level of the Proposed Long Range Capital Plan for 2020 - 2024. The actual plan is on the pages immediately following. BOARD ACTION: Approved the 2020 capital plan as amended adding $4,100,000 in project and reducing the property tax amount by $5,800,000 to fund road projects in 2020. 445 WELD COUNTY LONG RANGE CAPITAL PROJECTS FIVE-YEAR PLAN 2020 - 2024 Presented By: Donald D. Warden Director of Finance and Administration September, 2019 LONG RANGE CAPITAL PROJECTS FIVE YEAR PLAN 2020 - 2024 INTRODUCTION: Section 14-3 of the Weld County Home Rule Charter provides: "The Board may require that the Director of Finance and Administration submit, at the time of submission of the annual budget, a five-year capital improvements program and budget. Such program shall include recommended projects, construction schedule, estimate of cost, anticipated revenue sources, methods of financing, and such other information as may be required." This five-year plan projects capital improvements for 2020 - 2024. The recommended program for capital construction is intended as a guideline to be adjusted by the Board of County Commissioners on an annual basis. It represents flexible goals for organizing solutions to county program needs, and it is intended to provide the Board of County Commissioners with the perspective for making fiscal policy decisions. Annual modifications in the plan will reflect necessary adjustments and priorities, changes in programs, and readjustments of other county fiscal requirements. This report has four (4) sections: 1. Introduction 2. Financing Alternatives 3. 2020 - 2024 Five-year Plan 4. 2020 Budgetary Impact The section on financing recommends a program for funding the next five years' capital construction. This section lists the various sources of revenue currently available to the county, and the alternatives available for financing the remainder of the capital projects program. The 2020 - 2024 five-year plan section provides a list of recommended projects and the time schedule for the next five fiscal years. Additionally, it provides justification for the recommendation and attempts to enumerate problems and recommended solutions for the capital improvements program over the next five years. The project section describes each recommended project, and provides information on the existing situation, the proposed solution, and the financing plan for each project. The last section of the report provides a recommended 2020 budget for the capital construction program. It provides specific detail regarding each recommended project and the impact on the 2020 county budget. 447 FINANCING ALTERNATIVES FINANCING Overview: There are a number of ways to finance capital improvement projects. Some of the most common methods are: 1. Pay as you go: Pay as you go is a method of financing capital projects with current revenues -- paying cash instead of borrowing against future revenues. Pay as you go has several advantages. First, it saves interest cost. Second, pay as you go protects borrowing capacity for unforeseen major outlays that are beyond any current year's capacity. Third, when coupled with regular, steady completion of capital improvements and good documentation and publicity, pay as you go fosters favorable bond ratings when long term financing is undertaken. Finally, the technique avoids the inconvenience and considerable cost associated with marketing of bond issues, advisors, counsel, printing, etc. However, there are practical and theoretical disadvantages to a pay as you go policy. First, pay as you go puts a heavy burden on the project year. Second, it creates awkward fluctuating expenditure cycles which do not occur with extended financing. Third, a long -life asset should be paid for by its users throughout its normal life rather than all at once by those who may not have the use of it for the full term. Finally, when inflation is driving up construction costs, it may be cheaper to borrow and pay today's prices rather than wait and pay tomorrow's. 2. All borrowing policy: An all borrowing policy or a substantial reliance on debt financing is another approach. The annual available resources could be used entirely for debt service with the size of the annual resources setting the limit on the amount that could be borrowed. 3. Capita! reserve: A capital reserve plan is an approach where the annual resources available could be accumulated in one or more capital reserve funds, the amounts invested, and when any funds become adequate to pay for a proposed project, the fund could be expended. This is a good approach when a county has a capital requirement which can wait. Accumulation of the necessary capital funds over a period of time is a feasible approach, assuming a relatively stable construction dollar. HB 82-1111, passed in 1982, specifically provides fora capital improvements trust fund for capital reserves. 449 4. Partial pay as you go policy: A partial pay as you go policy is a common approach. Some of the annual resources would be used to finance capital improvements directly, and the remainder would go for supporting a debt program. Even if a local government pursues a borrowing policy, an initial down payment out of current revenues is a possibility. A customary five to ten percent down is a limited pay as you go policy and assures that the voters authorizing the approval will make a cash contribution, so all the burden will not be postponed. 5. Joint financing: An ever increasing number of cities and counties are benefitting from joint development of a project. The construction of a city/county office building and recreational areas are examples. This avenue of funding and planning capital projects normally is advantageous to both jurisdictions. 6. Lease/Purchase: Local governments can utilize lease/purchase methods for needed public works projects by having it constructed by a private company or authority. The facility is then leased by the jurisdiction on an annual or a monthly rental. At the end of the lease period, the title to the facility can be conveyed to the jurisdiction without any future payments. The rental over the years will have paid the total original cost- plus interest. This method has been used successfully in a few jurisdictions. The utilization of a building authority would fall under this category of financing. Numerous considerations are involved in the selection of the foregoing approaches, or some combination thereof: 1. Political realities may preclude utilization of one or more of the above alternatives. For example, the passage of general obligation bonds as a debt financing mechanism has not met recent success at the polling places in most jurisdictions. 2. The pay as you go concept has three distinct advantages. A. It provides great flexibility to the county for future periods of economic recession or depression but does not accumulate large fixed -charge costs. B. It avoids the payment of interest charges. C. It imposes upon public officials the full political responsibility for levy of the taxes necessary to pay the local share of such projects. 3. The debt financing approach has the advantage of spreading the cost over a generation of current users of public facilities, thereby imposing upon each a significant portion of the cost of each project. 4. In an inflationary period, one must consider the extent to which prepayment for capital outlay is warranted, when the opportunity for repayment of the principal and interest in dollars that are less expensive can be arranged. 450 5. During periods of rapid rise in costs, the time delay necessary to accumulate down payments or full pay as you go resources invites higher costs which may wipe out most, if not all, of the advantages of non-payment of interest. In the five-year capital projects plan, a combination of funding methods will be recommended to finance capital construction to balance the economy of a payment in full program with the fairness of sharing the burden among present and future taxpayers. This recommended financial program reflects consideration of many factors, including the availability of cash, anticipated interest rates at the time of construction, and projected inflationary cost increases that would result from project delays. 451 DEBT FINANCING Before discussing specific types of borrowing, it is appropriate to review some of the basic constitutional statutory provisions which generally are applicable to debt financing. Article XI, Section 6, of the Colorado Constitution, provides that no debt may be created by a political subdivision of the state, unless the question of incurring such debt has been approved by a majority of the qualified electorate voting. Any obligation paid, or contracted to be paid, out of a fund that is a product of a tax levy is a debt within the means of the Constitution (Trinidad vs. Haxby, 136 Colorado 168, 315 p 2d 204 -- 1957). In addition to voter approval, Article XI, Section 6, requires the debt be incurred by adoption of a legislative measure which is irrevocable until the indebtedness is fully paid or discharged. The ordinance must: 1. Set forth the purpose for which the bond proceeds will be applied, and 2. Provide for the levy of the tax which, together with such other revenues as may be pledged, will be sufficient to pay the principal and interest of the debt. The Constitution delegates to the Legislature the duty to establish statutory limitations on the incurrence of debt. The total amount of debt which a county may incur may not exceed three percent (3%) of the assessed value in the county, which is nearly $350 million dollars in Weld County. Section 4 of Article X, Section 20 (TABOR Amendment), requires voter approval for any form of multi -year debt. It states that an election is required: "Except for the refinancing of district bonded debt at a lower interest rate or adding new employees to existing district pension plans, creation of any multiple -fiscal year direct or indirect district debt or other financial obligation whatsoever without adequate present cash reserves pledged irrevocable and held for payments in all future fiscal years. In addition to the state statute, Section 14-6 of the Weld County Home Rule Charter specifies: "The incurring of indebtedness by the county and the issuance of evidences of such indebtedness shall be authorized, made and executed in accordance with the laws of the state, including the borrowing of money to fund county projects, the pledging of project revenues and repayment thereof, and the issuance of revenue warrants, or revenue bonds, or other forms of evidence of such obligations." Before discussing specific types of bonds, it is appropriate to review some of the general characteristics of bonds. Bonds mature serially, that is, a portion of the principal is retired over the entire term of the bond issue. Interest on municipal bonds is free from Federal Income Tax which is an important feature to prospective purchasers. The term or the length of time to maturity of municipal bonds can vary considerably. Generally, the last maturing bond comes due ten to thirty years from the date of issue. Normally, the longer the maturity of the bonds, the higher the yields or return on investment is demanded by the market price. Thus, a bond issue that runs thirty years will pay a higher net effective interest rate than a bond issue that runs twenty years. 452 General Obligation Bonds: General obligation bonds are secured by a pledge of the full faith, credit and taxing power of the county. The county is obligated to levy sufficient taxes each year to pay the principal and interest of the bond issue. Consequently, general obligation bonds are a debt subject to the constitutional and statutory provisions discussed earlier. Because the issue of general obligation bond pledges its full faith and credit and agrees to levy the ad valorem taxes necessary to repay the principal and interest of the bond, it is generally agreed to be a more secure investment than other types of bonds. Thus, the major advantage of general obligation financing is the low rate of interest as compared to the interest of other types of bonds. The law permits general obligation bonds to have a thirty-year term; however, general obligation bond issues usually have terms of twenty years or less. General obligation bonds, in addition to being secured by full faith and credit of the issuer, may provide additional security by pledging certain available revenues. The major disadvantage of general obligation bonds is the fact that it does require voter approval prior to issuance. Voter resistance to increased taxes may prevent a successful bond election. Revenue Bonds: Revenue bonds are not a debt in the constitutional sense. They are secured by the revenue derived from the project to be constructed, not by pledge of the full faith, credit, and taxing authority of the county. Projects typically financed by revenue bonds include airports, stadiums, and park facilities. Under the TABOR Amendment, revenue bonds can only be used for enterprise funds and operations. Although it may seem possible to pledge any non -tax revenues for payment of revenue bonds, there should be a relationship between the type of revenue pledged for payment of the bonds and the project to be financed. Although revenue bonds need not comply with the constitutional statutory provisions generally applicable to a debt, there are several statutory provisions which may affect the issuance of certain types of revenue bonds and the statutes should be consulted for specific provisions regarding the issue of revenue bonds if this method is considered. Revenue bonds are less secure than general obligation bonds because of the inability of the issuer to levy taxes to assure the payment of principal and interest. Thus, there is normally a higher interest rate on revenue bonds. The term of revenue bonds is often beyond twenty years, frequently as long as thirty years. The concept of issuing revenue bonds is based on the theory that certain projects which benefit only certain individuals should be self-supporting and should be paid for by the user of that project rather than the populace as a whole. Thus, airport revenue bonds are paid for by air travelers and airlines and parking revenue bonds are paid for by users, etc. In order for a county to issue a revenue bond, the system which generates the revenues to repay the principal and interest of the bond must: 1. Have a good operating history documented by audited figures. 2. Reflect good debt service coverage through use of a feasibility study completed by a recognized expert in the field. 453 In analyzing a revenue bond issue for underwriting, an investment banker will look not only at operating statistics and coverage, but also at more basic elements, such as the necessity of the service, control over competition, and delinquency procedures. Revenue bonds are becoming more popular because they do not require voter approval and do not apply in statutory debt limits. Leases: A less traditional method of financing county facilities is a lease arrangement. A lease is executed with the county, which gives the county the option to purchase the equipment or facility during the term of the lease. All or part of the lease payments may be applied to the purchase prices. A bona fide lease option agreement is not a debt; however, an installment purchase program is a debt. A bona fide lease/option agreement is characterized by two factors: 1. Annual rental payments with automatic renewal of the lease unless terminated by either party, and 2. No obligation on the part of the local government to purchase the property if the lease is terminated. Also, some court cases indicate the annual rental must be paid from non -property tax revenues to avoid the lease being considered a general obligation. Upon exercise of the option, the local government obtains full legal title to the property. Leases of this nature are distinctively different from more conventional means of financing. Of primary importance is the security which underlies the lease period. It is not a promise to levy taxes or a pledge of revenues from the system. Rather, it is usually a promise to pay only one year at a time, with an implied intention to continue payment until ownership is transferred. As ultimate security, the holder of the lease may look to the asset which is being leased in the event of a default. There is little statutory or judicial guidance in the area of leases of this type, and the obligation to continue lease payments until title transfers is a moral, rather than a legal obligation. As a consequence, the underwriting or placement of a lease is more difficult than the underwriting of conventional bonds. The term of the leases generally is short, usually from seven to ten years. Because the security underlying the lease is not good compared with conventional financing, interest rates on leases are higher. 454 Building Authority: A building authority is a non-profit corporation which generally is formed at the request of the governing body of the county or local jurisdiction, which also appoints the Board of Directors of the corporation. Weld County created such an authority in 1987, named the Weld County Finance Corporation. The directors are the Director of Finance, County Attorney, and Director of Buildings and Grounds, each appointed for ten-year terms. The building authority issues its own bonds to finance a facility. To achieve the same lower interest rates that traditional municipal bonds enjoy, the building authority must obtain a ruling from the Internal Revenue Service (IRS) that the interest on the authority's bonds is exempt from Federal Income Tax. Such an exemption is granted if the IRS finds the authority's bonds are issued on behalf of a political subdivision, which is determined based upon the following factors as detailed in IRS Revenue Ruling 63-20. 1. The authority engages in activities which are essentially public in nature. 2. The corporation is not organized for profit. 3. The corporate income does not inure to the benefit of any private person. 4. The political subdivision has a beneficial interest in the corporation, while the indebtedness is outstanding, and it obtains full legal title to the property on the retirement of the debt. 5. The corporation has been approved by the political subdivision which has approved the specific obligation of the corporation. Like municipal bonds, bonds issued by a corporation usually are subject to registration and other requirements of the Securities Act of 1933 and the Security Exchange Act of 1934. After receiving a favorable ruling from the IRS, a "no action" letter should be secured from the Security and Exchange Commission, exempting the authority's bonds from these requirements. The authority then issues bonds pledging the annual rental payments as security. After issuance of bonds and construction of the facilities, the authority leases the facilities to the county. Again, this must be a bona fide lease and possess all the elements discussed under Lease/Purchase. The bonds of a building authority are like municipal leases in the way they are viewed by investors. As with a simple municipal lease, building authority bonds are less secure than general obligation or revenue bonds. As a result, bonds issued through a building authority bear higher interest than more secure issues. Certificates of Participation (COP) may be issued in the same manner as bonds. As a practical matter the COP is the same as a bond, except from a legal point of view, the COP is evidencing assignment of proportionate undivided interests in rights to receive certain revenues in the form of a lease or rental amount for the purpose of providing funding for capital improvements. The lease and COP do not constitute a general obligation or other indebtedness of the county within the meaning of any constitutional, statutory or home rule charter debt limitation. The lease is a year-to-year obligation. The use of Certificates of Participation (COP) has been the only debt vehicle Weld County has ever used in the implementation of its debt policy options. The only COP issued by Weld County was done in 1997 and was paid off August 1, 2007. No outstanding debt exists for Weld County. 455 BUILDING AUTHORITY FINANCE The Philosophy: Tax-exempt financing is available through a building authority with the issuance of bonds when the facilities financed are for public purposes and the benefit is to the sponsoring public entity. The Building Authority: A building authority is a Colorado non-profit corporation created by the county itself. The county adopts a resolution calling for the creation of the Building Authority and directing counsel to draw articles of incorporation and by-laws in compliance with Colorado Statutes. A board of directors is formed. The board may consist of County Commissioners or administrative personnel or individuals not associated with any public entity. The Weld County Finance Corporation, created in 1987, consists of the Director of Finance, County Attorney, and Director of Building and Grounds as directors. Tax -Exemption of Interest: Once the non-profit corporation is created, the tax-exempt nature of interest paid on the corporation's bonds must be assured. A revenue ruling is requested from the Internal Revenue Service on the non-profit status of the corporation pursuant to Internal Revenue Code, 103(a) 1 and Revenue Ruling 63-20, and on the tax-exempt status of interest paid. Such an application involves considerable work and a detailed analysis of the situation which is presented to the Internal Revenue Service. The application includes information as to public purpose, the county, the agency using the facilities, the proposed lease terms, terms of title reversion to the county and the proposed method of financing. Corporate Bonds and the S.E.C.: As corporate bonds are subject to registration requirements of the Securities and Exchange Commission, a "no action" letter must be obtained from the S.E.C. The S.E.C. says that no action will be taken if the bonds of the building authority/non-profit corporation are not registered. The Purchase Contract: Once the building authority is created with powers to act, it may enter into a contract to purchase the facility. The contract should be subject to: 1. A favorable revenue ruling from the Internal Revenue Service. 2. Receipt of an S.E.C. "no action" letter. 3. Finalization of financing. 456 The Bond Issue: When all legal and tax questions are answered the building authority may issue bonds for the purchase of the facility. Normally the bonds are sold directly to an underwriter who then resells the bonds to the ultimate investor. The bonds that are issued will be an obligation of the building authority only and not a debt obligation of the county. The County Lease: Upon the issuance of the bonds and the purchase of the building by the building authority, the county can lease the building from the authority. The lease would be from year-to-year with automatic renewal unless otherwise terminated. A county lease for any period in excess of one year constitutes a debt and must be approved by voters. The Bond Security: The security of the bond holders may be only in a pledge of lease revenues by the authority. The bond holders may also have a first mortgage lien on the building. The combination of the two results in a more secure bond and a correspondingly lower rate of interest. Partial Seller Financing: Depending on factors such as the seller's motivation, whether there is an existing loan on the building, and negotiations, a bond issue can be for only the amount necessary for a down payment. The sellers can carry back the balance, receiving installment sale tax benefits on the capital gains. A revenue ruling would be required; however, interest paid on a promissory note to the seller may also be tax exempt. The total cost to the county and the building authority then may be substantially lower on this basis. 457 COMPLETED CAPITAL PROJECTS 2014- 2018 Total Actual 2014 Actual 2015 Actual 2016 Actual 2017 Actual 2018 Centennial Complex $ 2,808,225 $ 299,498 $ 560,310 $ 319,399 $1,629,018 Courthouse 373,200 267,400 $ 105,800 Land Reserve 2,613,405 630,000 668,071 1,315,334 Chase Building 9,948,550 5,775,000 84,944 3,161,209 526,611 400,786 Grader Sheds 2,055,186 138,980 193,684 40,589 283,799 1,398,134 Motor Pool 837,024 576,056 260,968 Health Department 0 Island Grove 284,648 84,856 199,792 North Jail 874,167 103,329 345,404 81,426 344,008 Training Center 129,547 129,547 Crime Lab 0 Public Works 1,932,608 698,565 149,260 967,367 117,416 Human Services 325,120 82,800 160,146 82,174 Gravel Pits 4,150,505 4,150,505 SW Weld Building 357,433 8,770 101,344 97,101 150,218 North 1401-1402 848,314 75,074 773,240 County Clinic 93,400 38,600 54,800 Admin. Bldg (Sykes) 83,375 39,775 43,600 Southeast Weld Building 116,306 7,984 108,322 Law Administration 250,625 138,819 111,806 Miscellaneous 1,346,493 917,268 22,620 283,301 25,689 97,615 CNG Station 0 Towers 9,878,533 7,305,629 1,572,412 1,000,492 918 10th Street 747,717 675,168 72,549 TOTAL $40,054,381 $20,332,221 $4,879,138 $5,774,426 $4,076,651 $4,991,945 NOTE: Expenditures listed in year incurred. 458 FIVE YEAR CAPITAL PROJECTS PROGRAMS 2020-2024 Requirements Total 2020 2021 2022 2023 2024 Jail Capital Reserve $26,087,000 $4,868,000 $7,519,000 $2,925,000 $8,460,000 $2,315,000 Jail Equipment 861,000 861,000 0 0 0 0 SE Weld Building 6,000,000 0 6,000,000 0 0 0 SO Range/Training 10,000,000 0 0 5,000,000 0 5,000,000 Misc Projects 8,907,000 3,296,000 1,756,000 1,350,000 1,415,000 1,090,000 PW Projects 4,670,000 2,200,000 500,000 750,000 350,000 870,000 Human Services 1,500,000 1,500,000 0 0 0 0 Office Building Business Park Remodels 6,950,000 6,950,000 0 0 0 0 Weld Plaza Building 3,750,000 750,000 750,000 750,000 750,000 750,000 SO Evidence 2,000,000 2,000,000 0 0 0 0 SW Weld Building 1,000,000 0 0 0 0 1,000,000 Car Wash 2,500,000 2,500,000 0 0 0 0 Justice Center 2,000,000 2,000,000 0 0 0 0 TOTAL $76,225,000 $26,925,000 $16,525,000 $10,775,000 $10,975,000 $11,025,000 NOTE: In 2018 a supplemental appropriation of $40,000,000 was made to fund $44,500,000 in 2018 for the jail expansion. This reduced the planned funding of $20,000,000 in each of the years 2019 and 2020. Net cost to the county was the same over the three budget years, but the timing of funding allowed the completion of the project sooner. 459 RESOURCE CAPACITY ***************** FUNDING SOURCES ***************** CASH FLOW ANALYSIS 460 CAPITAL EXPENDITURES FUND RESOURCE CAPACITY 2020- 2024 YEAR PROPERTY TAX INTEREST FEES TOTAL 2020 $26,200,000 $500,000 $225,000 $26,925,000 2021 15,800000 500,000 225,000 16,525,000 2022 10,000000 550,000 225,000 10,775,000 2023 10,000000 750,000 225,000 10,975,000 2024 10,000000 800,000 225,000 11,025,000 461 CASH FLOW ANALYSIS YEAR BEGINNING FUND BALANCE REVENUE EXPENDITURES ENDING FUND BALANCE 2020 $ 2,000,000 $ 26,925,000 $ 22,057,000 $ 6,868,000 2021 $ 6,868,000 $ 16,525,000 $ 9,006,000 $ 14,387,000 2022 $ 14,387,000 $ 10,775,000 $ 7,850,000 $ 17,312,000 2023 $ 17,312,000 $ 10,975,000 $ 2,515,000 $ 25,772,000 2024 $ 25,772,000 $ 11,025,000 $ 8,710,000 $ 28,087,000 462 CORRECTIONAL FACILITY Existing Situation: The Centennial Complex Jail was constructed in 1978 and was remodeled three times to increase the capacity to 294 beds. In 1997, Phase I of the North Jail Complex was constructed with 160 beds and all of the core service facilities. The North Jail Complex is currently designed for a build out of 779 beds, but the site can accommodate over a 1,000 -bed facility. Each phase would be in increments of approximately 160 - 375 beds. Jail population continues to grow in Weld County, but the growth rate has slowed the last few years due to more use of jail alternative programs. Phase II was completed and opened in January 2004. Phase II added 245 beds based upon the design. Construction of Phase II allowed for the closure of the Centennial Jail and conversion of the space to accommodate Court needs. Phase III, which added 374 beds, was constructed in 2006 - 2007, and was opened in February 2008. Proposed Solution: It is proposed that additional phases of the North Jail Complex be constructed in increments of beds, as needed. The total project of approximately 331,143 square feet will be constructed in phases. The first phase, constructed in 1997, was 125,775 square feet. It included the core service facilities, such as kitchen, administrative offices, medical detention, booking area, and lobby to accommodate over 1,000 inmates. Phase II has 245 beds and is both maximum and medium security to accommodate the projected inmate classifications. Phase II was constructed in the 2002 - 2003 time frame and became fully operational as of 2004. Phase III has 374 beds and was constructed in 2006 - 2007. There is currently 217,568 square feet of building with 779 beds available. Financing: In 2018 a supplemental appropriation of $40,000,000 was made to fund $44,500,000 in 2018 for the jail expansion. This reduced the planned funding of $20,000,000 in each of the years 2019 and 2020. Net cost to the county was the same over the three budget years, but the timing of funding allowed the completion of the project sooner. The jail expansion is an additional 113,575 square feet of building for 380 additional beds. The capital plan is consistent with the inmate population projections that calls for the opening of added jail beds at the end of 2020. There is $861,000 for jail equipment and computers for the jail expansion in the 2020 budget. Impact on Operational Costs: At the end of 2020, it is anticipated that the new jail capacity will be opened. The use of the capacity will be phased in over a two to three-year period, depending on inmate population growth. Based upon past phased openings of the jail, the estimated additional annual costs are: Item 2021 2022 2023 Staffing $ 500,000 $ 1,210,000 $ 1,100,000 Medical Costs 0 600,000 320,000 Food 0 400,000 200,000 Utilities 0 60,000 0 Maintenance 0 60,000 0 463 WELD COUNTY BUSINESS PARK Existing Situation: In 1987, Weld County acquired 160 acres located in the southwest corner of "O" Street and North 11th Avenue in Greeley. Funds for the property came from the sale of the Health Building. Proposed Solution: The property is large enough to allow for future consolidation of county facilities in one area. The utilities and site improvement were developed in 1988, at an estimated cost of $1,750,000 with the aid of a $630,000 EDA Grant. The first facilities, completed in 1989, included a 15,000 square foot building for Human Services and a county motor vehicle shop. Fifty to 60 acres have been developed for building and storage sites and approximately 60 acres can be mined for gravel and reclaimed in an attractive way. The new correctional facility is located on this site, as well as the Health Department, Household Hazardous Waste Building, Training Center, Fleet Services Facility, Public Works, Law Administration, Buildings and Grounds, Alternative Programs Facility, Community Corrections Facility, and six administrative buildings. A portion of the property was made available for commercial development and offered at no cost or low cost to private parties for economic development incentives. A PUD was approved for land use purposes in 1989. Financing: Development is programmed into the long-range plan under specific projects, which include a correction facility ($44,500,000), an additional office building and storage building for Public Works ($3,600,000), purchase of existing office/warehouse in 2018 ($3,700,000), the purchase of one existing office facilities in 2019 ($4,700,000), and the remodel to convert the existing paramedic headquarters into a coroner facility in 2020 ($3,000,000). Four office buildings will be remodeled in 2020 at a cost of $3,950,000. A car wash for $2,500,000 is planned for 2020 to accommodate county vehicle needs. Impact on Operational Costs: See individual projects for cost impacts. 464 COMMUNICATIONS SYSTEM Existing Situation: Weld County, in 1975, created the Weld County Regional Communications Center and agreed to fund the infrastructure to accommodate the communications system. The system consisting of towers, radio receivers and transmitters, system controllers, consoles, computers, and various communications equipment has been required to be replaced or upgraded approximately every ten years with growth and technological changes. The costs have been paid for by grants, Weld County government, and the E911 Authority. Proposed Solution: The communications system was upgraded in 2012 at a total cost of $7,700,000. The E911 Authority Board agreed to fund the console equipment upgrade in the amount of $2,000,000, and Weld County, in the Capital Expenditure Fund, funded the remaining costs. Since 2013, Weld County has funded $950,000 per year, for the Communications System Reserve for future communications systems upgrades in the Capital Expenditure Fund. The E911 Authority also has a capital funding and capital reserve program to replace E911 capital items that they fund annually. Financing: In 2018 a Ten -Year Capital Plan for the Weld County communications infrastructure and facilities was developed. Beginning January 1, 2019, the increased E911 surcharge from $0.70 to $1.20 per month will raise an additional $1.67 million per year. From the E911 surcharge amount each year $1,850,000 will be dedicated to fund the Ten -Year Communications Capital Plan. The capital plan totals $19 million. The County's Capital Expenditure Fund has $850,000 in reserve for the future communications building needs, but none for equipment. No funding will be placed in this budget in future years with the new funding plan for the 2020-2030 Communications Capital Plan. Impact on Operational Costs: There will be no additional operational costs for the system. Operational costs are currently funded by Weld County, the E911 Authority Board, and users through an allocation of cost formula charging 40% of costs in 2020 to fire agencies. Law agencies will pay 25% in 2020, 32.5% in 2021 and 40% thereafter. 465 GRADER SHEDS / STORAGE BUILDING Existing Situation: The County currently has 21 grader sheds throughout Weld County, to accommodate road maintenance functions in all sectors of the county. The grader sheds are in various conditions, ranging from good to needing replacement. The following is age of the sheds: Johnstown (1945), Vim (1983), Mead (1985), Severance (1987), Ault (1989), Briggsdale (1991), Keenesburg (1994) Stoneham (1994), Dacono (1995), Fort Lupton (2000), Gill (2001), Gilcrest (1989), Galeton (2003), New Raymer (2004), Rockport (2007), Peckham (2007), Keota (2008), Kersey (2010), Grover (2013), Kiowa (2015), Nunn (2018) and Johnstown/Mead (2019). In addition, four ice control storage buildings were constructed in 2001 - 2003. Additional storage facilities at the Public Works Headquarters were built in 2003 and 2013. A new Buildings and Grounds facility was built in 2007, and the old facility was converted to a Printing and Supply facility. An additional storage facility was purchased in 2009. An addition to the Public Works Headquarters for Engineering was completed in 2015. Proposed Solution: An analysis of existing grader sheds determined which are required for the operational functions of the road maintenance operation in Weld County. In the process some have been sold, others consolidated, and some identified for replacement. In cases where existing grader sheds will accommodate the maintenance function, it is suggested that attention be given to those sheds that need maintenance or major improvements. Where necessary, replacement sheds have been identified. Financing: The county, since 1982, has totally reconstructed and upgraded all grader and road maintenance facilities. The county should continue a sound maintenance and replacement program, so the buildings do not fall into the disrepair condition they were in prior to 1982. The funding mechanism is a pay-as-you-go function out of the Capital Fund. In 2014, a 15,000 square foot heavy equipment storage facility was constructed ($800,000). In 2015 additional office space was added for Engineering. In 2019 $1,500,000 is funded for Johnstown/Mead 3 -bay grader station and a $3,700,000 office building and truck storage building. Funds in the amount of $3,300,000 are included for Public Works facilities in 2020-2024. In 2020 there is $350,000 for parking lot improvements and power pole lights, and $200,000 to fence the Public Works complex. The grader sheds will be replaced in Ault (2021) for $500,000, Briggsdale (2022) for $500,000, Keenesburg land (2022) for $250,000 and grader shed (2023) for $350,000, and Stoneham (2024) for $350,000. In 2024 an additional storage facility will be constructed at an estimated cost of $850,000. Additional office space will be added for Engineering in 2020 ($1,650,000). Impact on Operational Costs: Vehicle storage facility and lighting will have utility costs of approximately $2,400 per year. Since the old grader sheds are being replaced and consolidated with new sheds, the county's experience is that there is approximately a $1,000 per year savings on the utilities due to the use of radiant heat and improved insulation. Staffing is unchanged. 466 JUSTICE CENTER Existing Situation: The Justice Center includes the Courthouse, Court Annexes, and Centennial Center buildings. It provides for the space needs of the 19th Judicial District. Under state law the county is obligated to provide and maintain the facilities for court related activities. The Courthouse was built in 1917 and is maintained on the Federal Register of Historical Buildings. After many remodels and upgrades it still functions as the main court facility for Weld County. In the mid -1980's two buildings across the street from the Courthouse were acquired and remodeled to house the Probation Department. In 2001, the West Courthouse Annex Building was acquired to house the District Attorney Juvenile Division. As the population grows and court related activities grow the space requirements continue to expand. Four courtrooms were added in 2008. Proposed Solution: With the growing needs of the courts it will require that the county convert the Centennial Center, including the jail, to courtrooms and court -related offices. With the construction of Phase II of the North Jail, the Centennial Jail was closed and remodeled into court -related space in 2004. All Sheriff's office administrative functions, along with Communications and Records, were moved to the new Public Safety Administrative Building next to the North Jail in 2003. Over time the entire Centennial Complex will become court -related space, as well as the two annex buildings to the west and east of the Courthouse. In 2004, three additional district courtrooms were created, a juvenile courtroom, and one additional county courtroom, and in 2009 four additional court rooms were built. The first floor of the Centennial Jail has been converted into courtrooms. The second and third floors of the jail were remodeled in 2010 for additional court and office facilities. First floor Centennial offices were converted into office space for the Clerk to the Court. The space in the Courthouse occupied by the Clerk to the Court was converted into a district courtroom. In 2020 space formerly occupied by the Weld County Commissioners and administrative functions will be converted to court -related space since those functions moved to a new administrative building in 2011. These courtrooms will supplement the current vacant district courtroom and the visiting judge courtroom to accommodate additional judges through 2025. The Chase Building purchased in 2014 will provide space for court support functions for years with its 119,875 square foot of space. Financing: The County can accommodate court related activities in the space of the Justice Center for several years. In addition, the block to the southeast of the Centennial Complex has been acquired by the county and converted into a parking lot. In the future when the need arises, that block can serve as a site for court building expansion and a parking garage structure to accommodate court space needs. Also, in the next decade it may be necessary to have court facilities in the southern part of Weld County where the population is growing at a rapid rate. The funding mechanism for all court facility needs should be a pay-as-you-go function out of the Capital Fund. The following page is a schedule of proposed conversion of Justice Center space. 467 CAPITAL PLAN FOR JUSTICE CENTER YEAR CURRENT USE NEW USE COST 2008 Vacant Work Release (30,000 sf) $ 4,275,000 2008 Second Floor Old Jail 3 Courtrooms $ 1,500,000 2008 Third Floor Work Release 2 Courtrooms $ 1,500,000 2008 Third Floor Work Release DA Offices $ 1,000,000 2011 Vacant Administrative Bldg. $ 5,000,000 2015 Planning Probation $ 400,000 2020 Third Floor Centennial 2 Courtrooms $ 1,500,000 2029+ First Floor Centennial 1 Courtroom $ 500,000 2029+ Vacant Justice Center Annex Building $ 7,000,000 2029+ Third Floor Centennial (DA) 2 Courtrooms $ 750,000 2029+ Second Floor Centennial 2 Courtrooms $ 750,000 2029+ First Floor Centennial (DA) Court Offices $ 300,000 Impact on Operational Costs: Under Colorado law, county governments are required to provide space for the courts and maintenance of the facility, but all personnel and other operating expenses are paid for by the State of Colorado. The estimated additional building maintenance costs by year are: 2019 2020 2029+ 0 $30,000 $ 176,000 468 ALTERNATIVE PROGRAMS BUILDING Existing Situation: Alternative programs were housed in the old jail and in the West Courthouse Annex. As jail crowding became more and more of a problem, the alternative programs, such as work release and pre-trial programs, are used more and more by the Court. The programs formerly occupy approximately 20,000 square feet. The space that the programs occupied was needed for courtrooms and Probation office space. Proposed Solution: To accommodate the space needs of the alternative programs and allow for growth in the programs, a 30,000 square foot building was proposed. The facility was constructed in the Weld County Business Park. This puts the facility in closer proximity to the jail for support services. Financing: The new 30,000 square foot Alternative Programs Building was completed in 2008. Impact on Operational Costs: Impact of additional costs on the 2008 budget was $156,300 for utilities and maintenance. Staffing costs were unchanged, since personnel were transferred from the old facility to the new building. 469 LAW ENFORCEMENT ADMINISTRATION BUILDING Existing Situation: Growing needs of the courts require that the county convert the Centennial Center, including the jail, to courtrooms and court -related offices. With the construction of Phase II of the North Jail, the Centennial Jail will be closed and remodeled into court -related space. In addition, all Sheriff's office administrative functions, along with the Communications and Records, were relocated in 2004 to accommodate the courts. Proposed Solution: Since the entire jail operation was moved to the North Jail there are logistical advantages to relocate all Sheriff Office functions near the jail site. To accommodate the space needs of the Sheriff's Office, a 22,000 square foot office building near the North Jail site was constructed in 2002. The building houses the Sheriff's office functions, Communications, and Records. This allows for the consolidation of all criminal justice functions at one site with the exception of patrol substations. Financing: The new Public Safety Administration Building was constructed in 2002. Funds in the amount of $2,500,000 were budgeted in 2002 for the construction of a 22,000 square foot office building. In 2010 and 2014 respectively, the Records Unit and the Weld County Regional Communications Center were moved from the Law Enforcement Administration Building to the former Human Services Building to free up space for the Sheriff's Office. Impact on Operational Costs: There were no impacts or additional costs on the 2010 or 2014 budget for utilities and maintenance, since the space has been maintained in the past. Staffing costs were unchanged, since personnel were transferred from the old facility to the new building. 470 WELD COUNTY LAW ENFORCEMENT TRAINING CENTER Existing Situation: Currently the Weld County Sheriff's Office does not have a dedicated training center with space to provide basic and on -going training. Besides just classroom space the department needs a facility to provide the dynamic training that is required for firearms, emergency vehicular operations, K9 training area, SWAT, and explosive ordinance and demolitions training area. Proposed Solution: The Sheriffs Office is proposing a dedicated law enforcement training center with space to provide basic and on -going training. Building the law enforcement training center will be accomplished through a long range multi -phased project. The training center site would require the following reasonable space requirements: Firing Range 25 acres Buildings (2-4 total) 2 acres Driving Pad/Track 46 acres K9/Law fitness 4 acres Parking/Miscellaneous 11 acres Total land needed 88 acres Financing: Development is programmed into the long-range plan under specific projects, which include a firing range, four classroom/storage buildings, security fencing, driving pad/track, K9 training area, fitness track and facility, and parking. The first phase will be acquiring the land and constructing two classrooms, the firing range, and parking. Phase two would include the K9 training area, fitness track and facility. Public Works could also use the driving pad/track for CDL and grader training. In the 2020-2024 Capital Plan $10,000,000 is included based upon the costs for similar facilities in Colorado and nationally. Impact on Operational Costs: The annual operational costs of the facility are estimated to be approximately $50,000-$100,000. The law enforcement training center could also be used by other law enforcement agencies in the area, which could provide revenue to offset operating costs. Staff to do the training already exist in the Sheriffs Office. 471 REGIONAL CRIME LAB/EVIDENCE STORAGE Existing Situation: Formerly the county had a crime lab located in the basement of the Centennial Complex, and the former Planning Department office. The space was inadequate to meet the size and program requirements. Weld County took the lead to create a regional crime lab for Northern Colorado that houses approximately 40 crime lab staff members from various law enforcement agencies and CBI. Proposed Solution: The regional crime lab facility consists of approximately 20,000 square feet. It contains private and open office areas, waiting areas, lobby space, imeeting/conference rooms, complete laboratory and forensics discovery area. It is fully fire sprinkled. The crime lab's location is in a business park off Highway 34 and WCR 17, which is a central location for the Northern Colorado region. In 2021 the Weld County Sheriff will take over the custody, storage, and management of criminal evidence formerly done by the City of Greeley Police Department. To accommodate the function, an evidence storage building will be constructed on the same parcel adjacent to the crime lab in 2020. Financing: The construction of the regional crime lab started in 2012 financed by $4,000,000 in county funds. It was completed and fully operational in August 2013. $2,000,000 is included in the 2020 capital budget for the construction of the evidence storage building. Impact on Operational Costs: When the crime lab was constructed there was additional costs in the budget for utilities and maintenance, in the amount of $310,000. However, five participating agencies pay approximately 80% of this cost, or $245,000 for a net county cost of $65,000. Staffing costs are unchanged, since personnel were transferred from the old crime lab to the new building. A Federal grant for $500,000 funded the first three to four years of operational costs. The evidence function will require a staff of three and associated building costs. These costs will be partially offset by eliminating the evidence contract with the City of Greeley Police Department for a net increase of approximately $80,000-$100,000 per year beginning in 2021. 472 COMMUNITY CORRECTIONS FACILITY Existing Situation: The Community Corrections program had been operated by private contractors since its inception in Weld County in the early 1980's. The facility that the contractors had used was the site known as The Villa, which were old dormitories on the UNC campus. UNC encouraged the Community Corrections Facility to move off campus due to the facility housing convicted felons that are returning to the community from the Colorado Department of Corrections. In 2008 there were problems with the contractor that owns the facility providing the community correction services. The county realizes that without a county -owned community corrections facility it limits the county's choices for a contract provider of the service and the option of the county operating the facility itself through the Justice Services Department. Proposed Solution: The Board of Weld County Commissioners, in May 2008, made the decision that the county should construct its own Community Corrections Facility in the Weld County Business Park. The site is at the entrance of the park at the northwest corner of 11th Avenue and H Street. A 30,000 square -foot building was constructed in 2010 to accommodate the program. The site can accommodate a doubling of the facility size at some future date at a cost of approximately $5,000,000. Financing: The new Community Corrections Facility was constructed, in 2010, within the Weld County Business Park. An Energy Impact Grant, in the amount of $400,000, along with $4,600,000 in county funds, funded the project. Impact on Operational Costs: There were additional costs in the 2010 and future budgets for utilities and maintenance, in the amount of $160,000. However, the majority of the program costs are paid for from state contracts with the State Department of Corrections through a lease to ICCS, which is the sub -contractor operating the facility. Currently, the program services are provided by a private contractor (ICCS). 473 DOWNTOWN GREELEY PARKING AND LAND Existing Situation: The Courthouse and Centennial Center are located in the center of downtown Greeley. The future plans are for these facilities to be the judicial center for the 19th Judicial District that serves Weld County. Parking has been a long time problem in the area for citizens using the facilities. In addition, as Weld County looks to the future there will be a need to have land to locate future court facilities. The court administration is insistent upon having a centralized location, since other jurisdictions have had logistical problems attempting to split court facilities into more than one location. As a result, there is a need to acquire land adjacent to the current location to accommodate future court facilities. Proposed Solution: In July, 2003, the County purchased a portion of an adjacent block of property to the Centennial Complex and Courthouse to allow for surface parking in the immediate future, and to provide future building sites for future court facilities. Opportunity existed to purchase approximately 100,000 square feet adjacent to the current facilities in 2003. The parking was developed in 2004, and needed facilities can be constructed on this site in the future. Financing: In 2003, fund balance from the General Fund, in the amount of $1,500,000, was transferred to the Capital Expenditure Fund to acquire the site and put money aside for the parking improvements in 2004. Approximately 250 parking spots have been developed to serve the area. As portions of the site are needed for court building sites, a parking structure can be built to accommodate added parking needs or land to the east or south of the site can be acquired for surface parking. In the 2012 budget $2,000,000 was reserved for the purchase of property adjacent to the current Justice Center location to accommodate future court facilities and support services. In 2014 $1,500,000 was used for property acquisitions leaving $500,000 reserved for future property purchases in the area of the Courthouse. Impact on Operational Costs: No new operation costs are anticipated. 474 WELD PLAZA BUILDING 804-822 7T" STREET, GREELEY Existing Situation: Weld County has a major investment in court facilities in the downtown Greeley area. For many years the county has gradually been acquiring buildings and land for the court operations and parking accommodations. The court operations and support function will grow over time and require a long term plan. Proposed Solution: In 2014 the county purchased the Weld Plaza Building located at 804-822 7th Street, in Greeley, Colorado, located a block and half from the Courthouse. The building is a 119,875 square foot complex that will allow Weld County over time to create a more complete judicial complex in downtown Greeley area. The District Attorney's Office, probation, and other human services with court related responsibilities can eventually be consolidated in the complex. Until the space is needed the county will continue to lease the space to private business to offset the cost of the building. Financing: In 2014 the 119,875 square foot Weld Plaza Building complex was purchased for $5,775,000. In late 2016 the county relocated child protection services into the two-story plaza that contains approximately 27,000 square feet and the first floor of the main building. The remodel costs in 2016 were approximately $2,800,000. In the 2020-2024 the capital plan provides $750,000 a year for improvements to the building to better accommodate the future use of the facility by county departments. Impact on Operational Costs: With the current private leases the building is projected to provide a net operating income gain of $250,000-$700,000 per year, so no additional operating costs are anticipated for the immediate future. 475 ADMINISTRATIVE OFFICE BUILDING Existing Situation: The long-term plan with the development of the Weld County Business Park was for the eventual move of all administrative functions of the county to the business park. All of the functions were housed at the Centennial Complex in 1976. In 1990-91 the Assessor, Treasurer, Clerk and Recorder, and Planning were relocated to the business park. With the future space demands of the courts it is anticipated that the remaining county administrative functions at the Centennial Complex will need to be relocated to the Weld County Business Park. This will leave the Centennial Complex as a justice and law enforcement center exclusively. Proposed Solution: In order to accommodate the Court's space needs and the County's administrative functions it was necessary to acquire a new administrative facility at the Weld County Business Park. To accommodate the space needs of the existing administrative functions, and plan for future growth, an existing 43,000 square -foot office building was purchased in 2010 and remodeled to accommodate current and future County administrative functional needs. In 2019 the county purchased the StarTek office building in the Weld Business Park for $4,700,000 for an additional 35,000 square foot office building, and the Rubadue office/warehouse building for $3,525,735 for an additional 19,890 square foot building to house county functions. Financing: The County purchased the existing Sykes Building for $3,500,000 in June 2010. Approximately another $2,300,000 was spent to remodel the building to make a fully functional administrative building to house the County Commissioners' Office and associated administrative functions. The project was funded by Capital Reserve funds. An additional 35,000 square foot office building was acquired in 2019 for $4,700,000. In 2020 the building will be remodeled for $2,000,000. $1,300,000 is budgeted in 2020 to remodel an existing 20,000 square foot office building to house county functions, such as Planning, Building Inspection and others. Impact on Operational Costs: There were additional costs in the 2011 budget for utilities and maintenance, in the amount of $180,000. There were no additional staffing costs since the staff moved from other facilities to occupy this building. Moving and relocation costs were $50,000. In 2020 the addition of the two buildings acquired in 2019 with 54,890 square feet in the Weld Business Park will add approximately $160,000 per year for utilities and maintenance. 476 HUMAN SERVICES BUILDING ANNEX Existing Situation: The Human Services Building was acquired in the 1970's and in the mid 1990's an annex was added. In 2005, additional land was purchased, adjacent to and south of the two existing buildings. The additional land will accommodate another 20,000 square foot building and parking. Proposed Solution: A new 40,000 square foot building was constructed in Greeley on the Social Services site in 2009. The building will accommodate the current services, plus allow room for future expansion and consolidation of the Human Services and Social Services Departments. In late 2016 the Child Protection unit was relocated to the Chase Building freeing up space at the Human Service Complex. Financing: The building was constructed in 2009. Funds in the amount of $5,000,000 were budgeted in the 2008 budget for the 40,000 square foot building. Additional parking was constructed in 2007, in the amount of $300,000. $3,000,000 was spent in 2018 to remodel and upgrade the oldest building, and another $3,800,000 will be spent over 2019-2020 to upgrade the two remaining buildings. Impact on Operational Costs: There were additional costs in the 2010 budget and beyond for utilities and maintenance, in the amount of $210,000. However, the majority of the program costs are paid for from grants from the State Department of Social Services. There were no additional staffing costs since the staff moved from other facilities to occupy this building. The added space costs for the Chase Building will be paid from the State Child Welfare Allocation. No additional costs are anticipated for the areas remodeled in 2019-2020. 477 SOUTHWEST COUNTY SERVICE CENTER Existing Situation: The Southwest County Service Center was developed in 2000 - 2001. Population growth in the southern part of Weld County continues. Southern municipalities such as Frederick, Firestone, Erie and Dacono have more than doubled in size over the last decade. With the growth in the area, additional facilities will be required to house all the County functions required to service the area. Proposed Solution: It is proposed that an additional administration building be constructed on the Southwest Weld County Service Center site in the future. The building will accommodate the current services, plus allow room for future expansion of services in the area. Financing: The building will be constructed in 2025, or beyond. Funds in the amount of $1,000,000 are budgeted in the 2024 for the initial planning and design of the building that will be construct in 2025 or beyond. Impact on Operational Costs: There will be additional costs in the budget for utilities and maintenance, in the amount of $120,000 when the facility is built. There will be no additional staffing costs since the staff will be moving from other facilities to occupy this building. Moving and relocation costs are estimated to be $30,000. 478 SOUTHEAST COUNTY SERVICE CENTER Existing Situation: The Southeast County Service Center was acquired as a used building in the early 1980's from the City of Fort Lupton. With the growth in the area, the building was no longer large enough for the functions located in the building, and the building was in need of remodeling. Proposed Solution: In 2006, a new 20,000 square foot building was constructed in east Fort Lupton on a five -acre site. The building accommodates the historic services provided, plus Probation and increased Human Services. The location of the building in east Fort Lupton will better accommodate not only Fort Lupton residents, but also residents from the Hudson and Lochbuie areas. Additional space may be added to the site in 2024, or beyond. Financing: The additional building will be constructed in 2021. Funds in the amount of $6,000,000 are budgeted in the 2021 budget for the 20,000 square foot building. Impact on Operational Costs: There will be additional costs in the budget for utilities and maintenance, in the amount of $120,000 when the facility is built. There will be no additional staffing costs since the staff will be moving from other facilities to occupy this building. Moving and relocation costs are estimated to be $30,000. 479 MISCELLANEOUS PROJECTS Existing Situation: Each year there are several special projects to do major maintenance to buildings, update or renovate county facilities, provide for new county programs, and remodel to accommodate changing programs or meet new legal standards. An approach which provides miscellaneous funds of this nature can prevent postponing necessary major maintenance or remodeling of facilities and, thus, avoid added cost or delay of potential savings to the county and taxpayers. In addition, such an approach can also make better utilization of existing facilities in order to avoid the acquisition of new space and facilities. Carpet replacement, HVAC replacement, roof replacement, elevator upgrades, remodels, and major maintenance projects should be included in this category. Proposed Solution: It is recommended that an amount of $8,907,000 be set aside for such projects in the Long -Range Capital Projects Plan. A detailed listing of special projects is on the following two pages. Financing: It is recommended the county budget $8,907,000 over the next five years to accommodate the detailed listing of special projects found on the following two pages. Impact on Operational Costs: No new operational costs are anticipated. In most cases the HVAC systems replaced should be more energy efficient resulting in energy cost savings. 480 12020 Projects Planning/Health Chiller Planning & Public Health - Boiler Replacement Division 11 Sound System Replacement Division 12 Sound System Replacement Division 4 Sound System Replacement Division 5 Sound System Replacement Division 6 Sound System Replacement Centennial - Cooling Tower Replacement Fire Alarm Controls - Public Health Jail Temporary Kitchen - Accommodate Remodel ('20 Portion) 4H - Exhaust Hood Replacement Exhibition Kitchen Upgrade & Hood Human Services A - Proxy Jail Rooftop Motion Detection Burgler Alarm Panel Update/Refresh (14 Units) Panic Button Update/Refresh (65 Units) Fire Panel/System Update/Refresh (3 locations) Paint Southwest - Hallways Jail Courtroom Remodel Greeley Mag Chloride Tank Replacement (60K) Kersey Mag Chloride Tank Installations (60K) Fleet - CMG Vent Stack DA Restroom Update Move Grover Fuel Tank to Mead (backfill with smaller) Public Works Complex - Municipal Separate Storm Sewer System Division B office Modifications Jury Assembly - Paint and chair rail SO - Professional Standards Cubicles Community Corrections Lockers (32 each) Community Corrections - Two 8'x16' storage buildings Southwest Update Audio -Visual Equipment Health - Repaint Clinic Health Administration Remodel Proximity all data center and IDF doors (49 total) Total Budget 800,000 120,000 19,000 19,000 19,000 19,000 19,000 300,000 34,000 30,000 90,000 100,000 23,000 45,000 14,000 10,000 60,000 40,000 30,000 150,000 170,000 5,000 51,000 30,000 682,000 10,000 8,000 16,000 13,000 10,000 20,000 40,000 200,000 100,000 3,296,000 481 12021 Pro "ects Centennial - Hot Water Generator Replacement (2each) Division 2 Sound System Replacement Division A Sound System Replacement Division 10 Sound System Replacement Division C Sound System Replacement Division D Sound System Replacement Jail - Shower Boxes M,N,O, R,TM,TF&S Public Works - Roof Top Units Nunn Tower - Generator Replacement Community Correction Camera System Training Center - HVAC Controls Sand Salt Sheds Wainscot- Replaced Rusted Sections Centennial - Heat Pumps LaSalle Tower - Generator Replacement Print Shop - Roof Jail Temporary Kitchen - Accommodate Remodel ('21 Portion) 4-H RTU Design and Upgrade Centennial - Heat Pumps 8th Ave Storage - Roof (South half) Plaza West - Fire Suppression Pre -Action Valve Law Administration - Boiler Law Administration - Roof Top Unit Probation offices at 918 conference room Public Health - Booster Pump Community Corrections - Camera Replacement Budget 140,000 19/OOO 19,000 19,000 19,000 19,000 30,000 140,000 30,000 12O;OOO 18,000 150,000 30/000 30,000 66,000 150,000 80,000 68,000 25,000 17,000 22,000 210,000 150,000 35,000 150,000 Total 1075'6,000 482 12022 Protects Budget Courthouse - Carpet Courthouse - Tea rdown/Rebuild Furniture for Carpet Centennial - DA Carpet Centennial - DATeardown/Rebuild Furniture for Carpet Centennial - DA Paint Centennial - DA Ceiling Grid Courthouse Annex - Carpet Courthouse Annex - Teardown/Rebuild Furniture for Carpet Courthouse Annex - Paint Grover Tower - Generator Replacement New Rayme r Tower - Generator Replacement Centennial - 1st Floor Carpet Centennial - 1st Floor Teardown/Rebuild Furniture for Carpet West Annex - Roof Jail Sally Port Door replacement Fuel Island - Fuel Tank Replacements Vete ra ns - Roof 170,000 45,000 90,000 45,000 80,000 95,000 72,000 42,000 80,000 30,000 3 0, 000 145,000 42,000 3 5, 000 30,000 300,000 19,000 Total 1•3501000 483 12023 Protects Budget Plaza West 3rd Floor Condenser Replacement Jail 1 -East Roof Top Units Planning & Health VAV replacement Centennial - 2nd Floor lighting upgrade Courthouse Annex Roof Centennial - Ceiling Grid 2nd Floor HVAC Controls Upgrade - Training Center 12024 Proects Jail 2 -East Drinking Fountain Upgrade Planning/Health - Sprinkler Controls and Wiring Upgrade 1402 - Sprinkler Controls and Wiring Upgrade Jail - Sprinkler Controls and Wiring Upgrade 1551 Sprinkler Controls and Wiring Upgrade Southwest Well Pump Centennial - Isolation Valves Extension RTU - Open Area Greeley Well Pump Data Center - Umbrella Shields Planning & Health Electrical outlet update Courthouse - Hot Water Generator Centennial Switch Gear Centennial Room Remodel for Switch Gear Paint Exhibition Building (Interior/Exterior) 220,000 280,000 600,000 120,000 120,000 50,000 25,000 Total 1,4 15,000 Budget 20,000 20;000 20,000 201000 20,000 15,000 30,000 210,000 15,000 15,000 25,000 80,000 400,000 50;000 150,000 Total 1,0 0,000 484 ACCUMULATIVE CAPITAL OUTLAY/CONTINGENCY Existing Situation: If Weld County is to embark upon a number of ventures in capital projects over the next five years, it is suggested the county proceed very cautiously and very conservatively in the area of financing. To do this, it is suggested that a contingency be set aside each year on a pay-as-you-go basis to accommodate unanticipated cost increases or emergency situations which cannot be foreseen at this time. If the contingency amount is accumulated over the next five years, it can be used as a reserve for the capital projects program in future years, or it can be used as a funding mechanism in years beyond 2025. The primary reserve would be for a future correctional facility or other facilities at the North County Complex and southwest and southeast County administrative office sites and to fund the replacement of the Communications system. Proposed Solution: Budget any carry-over amounts each year on a contingency basis that ultimately could be used to meet any contingency/emergency situation or could be used as an accumulation of capital outlay funds for funding of projects beyond 2025. Financing: It is recommended that the county budget fund balance carry-overs in the capital fund each year as a contingency. Impact on Operational Costs: None. 485 MISCELLANEOUS FUNDS CONSERVATION TRUST FUND Existing Situation: With the passage of SB119 (The Colorado Lottery), 40 percent of the proceeds of the lottery are earmarked for Conservation Trust Funds in local governments. The earning potential of the lottery is anticipated to be $435,000 per year. The funds must be used for "the acquisition, development, and maintenance of new conservation sites, or for capital improvements or maintenance for recreational purposes on any public site". (Section 29-21-101, C.R.S.) With the passage of Amendment 8 (GO COLORADO) these funds should stabilize at $400,000 to $450,000 per year, plus lottery sales growth. See Conservation Trust Fund for detailed discussion. Proposed Solution: The Board has the option to use the funds in the following ways: 1. Maintain and improve Island Grove Park. 2. Maintain and improve the Missile Site Park. 3. Acquire and maintain open space. 4. Develop and maintain trails. 5. Other project requests from throughout the county. Financing: In addition to Conservation Trust Funds, it is recommended that the county finance parks and recreation projects at a level of $239,000 in the General Fund from property taxes. Impact on Operational Costs: No new operational costs are anticipated. 487 ISLAND GROVE Existing Situation: Weld County and the City of Greeley currently have certain joint ventures and commitments to develop the Island Grove Park facility. Some discussion has been held regarding the creation of an Island Grove Park Authority for development and management of the facility. Proposed Solution: If the Board of County Commissioners decides to continue participation in the development of the Island Grove facility, it is recommended that Conservation Trust Funds from the lottery be used to the maximum amount prior to use of county general tax funds. Financing: It is recommended that the county finance any Island Grove enhancements with Conservation Trust Funds resulting from the lottery, to the maximum amount possible, prior to use of general county tax funds. Beginning in 2003, $100,000 per year in General Fund dollars has been committed to the maintenance of an indoor arena facility. Also, in 2000, the County contributed $1,500,000 towards the construction of the indoor arena facility, known as the Island Grove Community Building. The facility was constructed and will be maintained jointly by the City of Greeley, Farm Show, and Weld County. $250,000 was included in the 2004 General Fund budget to add air conditioning to the Island Grove Community Building. The county paid $1,500,000, in 2006, for the Island Grove Park Master Plan that covers improvements to the park for the next 10 - 20 year period. Impact on Operational Costs: Although the Island Grove Park Authority may incur additional operational costs from the projects in the park's CIP, no new operational costs are anticipated as a result of the park's CIP for Weld County government. In most cases, the new park facilities planned will generate revenues to support the additional operating costs. 488 PROPRIETARY FUNDS SUMMARY Proprietary funds include both Internal Service Funds and Enterprise Funds. Internal Service Funds are established to account for goods and services provided to other departments of the county on a cost -reimbursement basis. Enterprise Funds account for departments providing services primarily to third party payers. NORTHERN COLORADO REGIONAL FORENSIC LABORATORY FUND: This fund accounts for the maintenance and operational costs of the Northern Colorado Regional Forensic Laboratory. It is funded by rent paid by participating agencies. FLEET SERVICES FUND: The Fleet Services Fund accounts for the revenue and costs generated by equipment and vehicles rented to other county departments. The gross operating budget amounts to $11,550,338 in 2020, with $8,409,624 budgeted for new capital equipment. The budget reflects the decision of the Board in March 2017, to bring the fleet management function in-house versus contracting the service out effective October 1, 2017. Depreciation is $4,625,000 for new equipment purchases, plus sale of surplus items of $430,000. HEALTH INSURANCE FUND: The Health Insurance Fund reflects the cost of Weld County's self-insurance program which includes health, dental, and vision coverage. Details of the program and coverage are found under the specifics of the fund summary. In 2020, the county will continue with only dental and vision being self -insured. Health coverage will be provided by a private company on a partially self -insured basis with a Preferred Provider Organization (PPO) option and a High Deductible Health Plan/Health Reimbursement Account (HDHP/HRA) option. INSURANCE FUND: The Insurance Fund accounts for all insurance costs for the county. The program is a combination of insured risks and protected self-insurance risks. Gross budget costs are $3,703,200 in 2020, with a property tax levy of $3,500,000. Details of the program are provided under the specifics of the fund summary. TELECOM SERVICE FUND: Budget reflects total consolidation of telecom service costs of $1,364,289 in Weld County. Funding is at current level and reflects no capital upgrades in 2020. WELD COUNTY FINANCE CORPORATION: Budget contains the funding for the Weld County Finance Corporation, which accounts for the lease purchases of county buildings. As of August 1, 2007, there are no active leases. Weld County has no long-term debt. 489 REGIONAL CRIME LAB SUMMARY OF REVENUES 2020 Fund Orq Acct Account Title 2019 2020 2020 2020 Budget Request Recommend Final CHARGE FOR SERVICES 520D 27100 4410 CHARGE FOR SERVICES TOTAL REGIONAL CRIME LAB 310,000 310,000 310,000 310,000 310,000 310,000 310,000 310,000 490 REGIONAL CRIME LAB SUMMARY OF EXPENDITURES 2020 Fund Orq Expenditure Function 5200 27100 CRIME LAB - JOINT OPS TOTAL REGIONAL CRIME LAB 2019 2020 2020 2020 Budget Request Recommend Final 310,000 310,000 310,000 310,000 310,000 310,000 310,000 310,000 491 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: NO, CO. REGIONAL FORENSIC LABORATORY FUND BUDGET UNIT TITLE AND NUMBER: No. Co. Regional Forensic Laboratory - - 5200-27100 DEPARTMENT DESCRIPTION: This fund accounts for the maintenance and operational costs of the Northern Colorado Regional Forensic Laboratory. It is funded by rent paid by participating agencies. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 17,251 0 0 0 Purchased Services 119,428 147,000 147,000 147,000 Fixed Charges 80,097 163,000 163,000 163,000 Capital 12,495 0 0 0 Gross County Cost $ 229,271 $ 310,000 $ 310,000 $ 310,000 Revenue 229,271 310,000 310,000 310,000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: Purchased Services total $147,000 which includes electricity ($46,000), water ($8,000), gas ($18,000), phones ($35,000), trash ($700), janitorial ($17,600), professional services ($1,700), and repair and maintenance ($20,000). Fixed costs are $163,000 for depreciation ($86,038), and indirect costs ($76,962). The total expenditure budget is $310,000 with $310,000 in revenue from charges paid by the five -member jurisdictions per an MOU in the amount of $62,000 each. F!NANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 492 FLEET SERVICES SUMMARY OF REVENUES 2020 Fund Org Acct Account Title 2019 Budget 2020 2020 2020 Request Recommend Final CHARGE FOR SERVICES 6000 963DD 4410 CHARGE FOR SERVICES 6000 1755D 6000 963DD 6000 1755D MISCELLANEOUS 4680 OTHER 4680 OTHER 4810 GAIN LOSS ON SALE TOTAL MISCELLANEOUS TOTAL FLEET SERVICES 6,422,052 6,925,338 6,925,338 6,925,338 1, 000,000 0 0 0 4,625,000 4,625,000 4,625,000 4,625,000 1, 207,600 430,000 430,000 430,000 6,832,600 5,055,000 5,055,000 5,055,000 13,254,652 11,980,338 11,980,338 11,980,338 493 FLEET SERVICES SUMMARY OF EXPENDITURES 2020 Fund Orq Expenditure Function 6000 17550 VEHICLE REPLACEMENT 6000 96300 COUNTY SHOP TOTAL FLEET SERVICES 2019 2020 2020 2020 Budget Request Recommend Final 6,419,369 5,277,624 5,277,624 8,409,624 11,047,052 11,550,338 11,550,338 11,550,338 17,466,421 16, 827,962 16,827,962 19,959,962 494 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - FLEET SERVICES BUDGET UNIT TITLE AND NUMBER: Fleet Services Administration - - 6000-96300 DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. Contract for fleet maintenance is included in this budget unit. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 1,198,250 $ 1,407,531 $ 1,606,119 $ 1,606,119 Supplies 4,226,767 4,034,600 4,023,000 4,023,000 Purchased Services 586,295 612,000 573,200 573,200 Fixed Charges 4,454,737 4,967,921 5,148,019 5,148,019 Capital 311,294 25,000 200,000 200,000 Gross County Cost $ 10,777,343 $ 11,047,052 $ 11,550,338 $ 11,550,338 Revenue 10,920,646 11,047,052 11,550,338 11,550,338 Net County Cost $ -143,303 $ 0 $ 0 $ 0 Budgeted Positions n/a 18 18 18 SUMMARY OF CHANGES: The operation is staffed with 18 FTE's at a cost of $1,606,119, including 2020 cost of living and benefits. Depreciation will be $4,625,000. Costs of Goods for fuel, parts, and services is $3,940,000. Contract payments are funded at $75,000, overhead at $493,019 for indirect costs, equipment at $100,000, $260,000 for vehicle expenses, $50,000 for repairs, $120,000 for utilities, and the remaining $281,200 for miscellaneous supplies and service costs. The revenue for the budget includes $4,625,000 from depreciation of the fleet, $6,925,338 from fuel sales and vehicle maintenance charges for a total of $11,550,338. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 495 FLEET SERVICES ADMINISTRATION (CONTINUED) 6000-96300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of work orders issued 8,717 Number of service/maintenance orders per technician Efficiency Measures FTE's per 10,000/capita Work orders issued per FTE 8,800 9,000 872 880 900 .541 484 .556 489 .540 500 Goal ES20: To provide quality, sufficient, and well -maintained county vehicles to county departments. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED ES20-1: Safe and reliable vehicles ready to meet needs 90% of department users satisfied with the quality and timeliness of fleet management services 90% 90% 90% ES20-2: Worker- friendly and functional vehicles 90% of internal customers satisfied with county vehicle 90% 90% 90% ES20-3: Cost effective vehicles Cost (acquisition, operating, resale value) within prescribed industry standards 95% 95% 95% ES20-4: Fuel- efficient/ environmentally - friendly vehicles 90% of internal customers satisfied with county vehicle 90% 90% 90% 496 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - FLEET SERVICES BUDGET UNIT TITLE AND NUMBER: Equipment - - 6000-17550 DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county use. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Capital 6,196,342 6,419,369 5,277,624 8,409,624 Gross County Cost $ 6,196,342 $ 6,419,369 $ 5,277,624 $ 8,409,624 Revenue 3,527,876 2,160,320 430,000 430,000 Net County Cost $ 2,668,466 $ 4,259,049 $ 4,847,624 $ 7,979,624 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES: See listed equipment on next page. The budget includes revenue of $430,000 from anticipated sale of vehicles in 2020. No CMAQ grant revenue are anticipated in 2020. However, $3,000,000 in CNG vehicles will be purchased by funds replacing past CMAQ grants. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Board approved all vehicles requested by departments. Board approved three additional vehicles for Building and Grounds for new positions. $3,000,000 for CNG vehicles was added by the Board for vehicles replacing past CMAQ grant funding. 497 IGA EQUIPMENT Request Recommend Approved Sheriff: Compact AWD SUV (Addition) Mid -Size SUV (Addition) 1 -ton Van SUV 4X4 (Addition) 3/4 -ton 4 door pickup Full size SUV 4X4 Full size SUV 4X4 (Addition) 2 60,000 60,000 60,000 1 64,000 64,000 64,000 1 43,000 43,000 43,000 1 63,000 63,000 63,000 1 57,000 57,000 57,000 4 231,000 231,000 231,000 2 126,000 126,000 126,000 Buildings and Grounds 3/4 ton 4X4 ext cab with utility box 2 88,000 88,000 88,000 3/4 ton 4X4 ext cab with utility box (Additional) 3 0 0 132,000 District Attorney Full size sedan (addition) 1 58,000 58,000 58,000 Planning 3/4 ton ext cab, long bed 4X4 2 71,000 71,000 71,000 Public Health Small SUV ( addition) 1 24,000 24,000 24,000 Oil and Gas Engery 3/4 ton, ext cab short bed 4X4 (Addition) 4 145,000 145,000 145,000 Small SUV (addition) 1 24,000 24,000 24,000 Engineering 1/2 ton ext cab short bed 4X4 (Addition) CNG 2 98,000 98,000 98,000 Public Works CNG Vehicles (CMAQ) 0 0 3,000,000 See Basic List 4,125,624 4,125,624 4,125,624 Total $5,277,624 $5,277,624 $8,409,624 498 i Division Trucking Gravel Rd Mgmt Rd & Bridge Construction Maint-Supt Mining Pvmt Mgmt tttttttttt ttttt tie 2020 EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT (as of 5/31/19) Qty 1 Description Estimated (Shaded items reflect outgoing equip) Purchase Price One -Ton Extend Cab 4X4 Pickup wflltility Box and Fuel Tan 15230059/2008 Ford Pickup 50,000 Est. Auction Value 8,000 Addition To Fleet I 1 Tandem Axle Truck 15410080/2007 Sterling Tractor 144,000 15,000 U 2 Motorgraders 620,000 15820167/2012 JD Motor Grader 1582016812013 JD Motor Grader 40,000 55,000 1 One -Ton Extend Cab 4X4 Pickup, Long Box 37,000 15230055/2007 Ford Pickup 5,000 1 Excavator w/Mounted Sonic Grip Driver 1585001912008 Volvo Hydraulic Excavator 1 Sonic Grip Driver 15870004/2008 Sonic Pile Driver 1 Hydraulic Plate Compactor for Backhoe 16010023/2009 Vibratory Compactor 1 Self Propelled Vibratory Trench Compactor 1 16010020/2005 Vibratory Trench Compactor 112 -Ton Extend Cab 4X4 Pickup, Short Box 15220164/2010 Ford F150 Pickup 1 Tandem Truck w/Sander and Plow 300,000 225,000 20,000 60,000 35,000 285,000 70,000 10,000 3,000 4,000 5,000 15460036/2007 Sterling Dump Truck 20.000 1 Steel -Wheel Vibratory Railer 190,000 16010025/2005 Bornag Compactor Roller 30,000 2 Service Trucks Extend Cab w/Utility Box 100,000 15420087/2008 Ford F450 Truck 7 15420077/2005 Chevy Kodiak Truck 10,000 10.000 Refurbish Rebuild 623G Caterpillar Scraper (15860005/2002) 1 One -Ton Crew Cab 4X4 Truck w/Service Body 15420100/2014 Dodge Ram 4500 Truck 1 7 -Ton Reg Cab 4X4 Trk wlService Body/Crash Attenuato Refurbish Rebuild D-8 Caterpillar Dozer (15810010/2006) 1 Tandem Truck wiSander and Plow 15460035/2006 Mack Truck 1 Skid Steer Loader 15830025/2005 Bobcat Loader 1 Asphalt Paver 16050007/2002 Cedar Rapids Paver 1 Enclosed Trailer (7 ft x 16 ft) 80.000 50,000 145,000 377,624 285,000 75,000 450,000 12,000 15,000 20,000 10,000 25,000 YES 18001046/2007 Kohler Snow Blower 1,000 Tandem Truck w/Sander and Plow Asphalt Roller Asphalt Pickup Machine Sub -Total 285,000 150.000 150.000 4,125.624 355,000 YES YES YES GRAND TOTAL PRICE LESS ESTIMATED TRADE 2000 FUND 3,769,624 tt?'l*tR'tItttttttt*ttWFlttittle ttttIrk ttt't *It R'k*t ft It lit ?RYt It* *It R't**** 'tttttRt*ItR'tltltR'ltttt t'ttt R'tR'#!t*tttYtt'tttR'ttt tttt***********Yirk*****OWtItt Description (Shaded items reflect outgoing equip) 0t Estimated Price Per Unit Est. Auction Value Addition To Fleet Engineering 2 1/2 -Ton Extend Cab 4X4 Pickups, Short Box - CNG 98,000 YES Weed NO EQUIPMENT TO BE PURCHASED Sub -Total 98,000 0 GRAND TOTAL PRICE LESS ESTIMATED TRADE 1000 FUND 98,000 Subtotal 3,867,624 CMAQ Grant Funds Weld County Match Insurance for wrecked trucks 0 0 0 GRAND TOTAL PRICE LESS GRANT FUNDS AND EST. AUCTION 3,867,624 HEALTH INSURANCE SUMMARY OF REVENUES 2020 Fund Orq Acct Account Title 2019 Budget 2020 2020 2020 Request Recommend Final MISCELLANEOUS 620D 93400 469D DONATIONS 620D 93100 46902 EMPLOYEE CONTRIBUTIONS TOTAL HEALTH INSURANCE 245,000 270,000 270,000 270,000 18,144,228 19, 997,676 19, 997,676 19, 997,676 18,389,228 20,267,676 20,267,676 20,267,676 500 HEALTH INSURANCE SUMMARY OF EXPENDITURES 2020 Fund Orq Expenditure Function 6200 93100 HEALTH INSURANCE 6200 93400 DENTALNISION TOTAL HEALTH INSURANCE 2019 2020 2020 2020 Budget Request Recommend Final 16,434, 746 18, 773,576 18, 773, 576 18, 773,576 1,954,482 1,494,100 1,494,100 1,494,100 18,389,228 20,267,676 20,267,676 20,267,676 501 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - HEALTH INSURANCE BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - - 6200-93100/93400 DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self - insured health program. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 860,978 1,609,482 1,204,100 1,204,100 Fixed Charges 15,441,267 16,779,746 19,063,576 19,063,576 Gross County Cost $ 16,302,245 $ 18,389,228 $ 20,267,676 $ 20,267,676 Revenue 19,731,088 18,389,228 20,267,676 20,267,676 Net County Cost $ - 3,428,843 $ 0 $ 0 $ 0 SUMMARY OF CHANGES: The budget reflects the cost of self -insuring the dental and vision reimbursement plan ($270,000), Wellness Program and administration costs ($374,100), and the on -site county clinic ($850,000). In addition, the budget, in 2005, started to include the partially self -insured health program offered county employees through CIGNA. For 2019, the county solicited bids from all the large insurers operating in Colorado. As a result, the successful bidder was Aetna, which will offer the same coverage with a similar broad network of health providers at 15% less. In 2020, the program will once again not have a premium increase. The partially self - insured health program is funded at the level of $20,267,676 in 2020. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Weld County will utilize Aetna, with a hybrid universal health PPO/HMO plan as the health insurance provider in 2020, plus offer a high deductible health plan with a health reimbursement account option through Aetna. Rates for 2020 will remain the same as the 2019 rates for both the employees and Weld County. In 2005, the county moved its health insurance plan to a consumer driven plan that combines a high deductible PPO insurance policy along with an HMO component for preventative care, with a low co -pay and low cost prescriptive drug program. The high deductible policy protects the insured from catastrophic losses, such as prolonged illness, hospitalization or simply an unexpected period of poor health. The plan is a partially self -insured program with stop loss insurance. The goal is to make the employees aware of the true cost of health care, with a program that will encourage employees and their families to make more judicious spending decisions in return for paying lower insurance premiums and lower health care costs. The health plan is being offered through Aetna. In 2008, the County moved to a universal health care option that has lower employee premiums and higher co-insurance and out-of-pocket costs. A comprehensive wellness program was also implemented in 2008. In July 2010, the County opened its own health clinic in an attempt to better serve county employees' and their dependents' primary health needs in a more convenient and cost-effective manner. The clinic contract will cost $850,000 in 2020 with primary care being provided for employees. It is anticipated that there will be a savings to the insurance plan of over $2,000,000, with a return on investment of at least 2 to1. All these efforts have contributed towards our goal of holding down healthcare costs to our employees and their dependents. The success of the efforts is demonstrated by the fact that health insurance rates are 11.8% lower in 2020 than they were six years ago for 2020 for the county or its employees. 502 IGS - HEALTH INSURANCE (CONTINUED) 6200-93100/93400 F!NANCE/ADMINISTRATION RECOMMENDATION (CONTINUED): In 2020, it is recommended to continue the base health plan offered along with the standard PPO being a high deductible health plan with a health reimbursement account (HRA) option through Aetna. The County will contribute $1,000 to the HRA for those employees taking the high deductible health/HRA plan. The standard PPO option offered will have higher deductibles, co - pays, and out of pocket expenses. The health plan options are consistent with the changes being made by the health insurance industry and by major employers offering employee and dependent healthcare benefits. The 2020 program is calculated with current participation as follows: Single Coverage: 585 Dependent Coverage: 726 FIXED COSTS: Health Insurance On -site Clinic Administration/Wellness/EAP Costs Fixed Costs: LOSS FUND: Medical Dental Vision Loss Fund Costs GRAND TOTAL - COSTS REVENUE: Health Premiums Dental/Vision TOTAL REVENUE BOARD ACTION: Approved as recommended. $ 1,406,523 850,000 374,100 $ 2,630,623 $17,367,053 150,000 120,000 $17,637,053 $20,267.676 PERFORMANCE MEASURES $19,997,676 270,000 $20,267,676 ACTUAL ESTIMATED PROJECTED Work Outputs Single coverage 554 580 585 Family coverage 661 678 726 503 INSURANCE SUMMARY OF REVENUES 2020 Fund Orq Acct Account Title 2019 Budget 2020 Request 2020 Recommend 2020 Final TAXES 630D 93300 4112 CURRENT PROPERTY TAXES CHARGE FOR SERVICES 630D 93200 4410 CHARGE FOR SERVICES 630D 93300 4610 630D 93300 482D MISCELLANEOUS EARNINGS ON INVESTMENTS COMPENSATION FOR LOSSES TOTAL MISCELLANEOUS TOTAL INSURANCE 2,750,000 75,000 40,000 75,000 3,500,000 75,000 53,200 75,000 3,500,000 75,000 53,200 75,000 3,500,000 75,000 53,200 75,000 115,000 128,200 128,200 128,200 2,940,000 3,703,200 3,703,200 3,703,200 504 INSURANCE SUMMARY OF EXPENDITURES 2020 Fund Orq Expenditure Function 6300 93200 WORKERS COMPENSATION 6300 93300 LIABILITY TOTAL INSURANCE 2019 2020 2020 2020 Budget Request Recommend Final 1,776,500 1,994,700 1,994,700 1,994,700 1,163,500 1,708,500 1,708,500 1,708,500 2,940,000 3,703,200 3,703,200 3,703,200 505 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - INSURANCE BUDGET UNIT TITLE AND NUMBER: Insurance Fund - - 6300-93200/93300 DEPARTMENT DESCRIPTION: Central fund to provide county -wide insurance coverage. This fund is administered by Finance and Administration unit in the General Fund. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 290 3,500 3,500 3,500 Purchased Services 46,449 43,000 43,700 43,700 Fixed Charges 3,881,359 2,893,500 3,656,000 3,656,000 Gross County Cost $ 3,928,098 $ 2,940,000 $ 3,703,200 $ 3,703,200 Revenue /Fund Bal. 1,431,629 190,000 203,200 203,200 Net County Cost $ 2,496,469 $ 2,750,000 $ 3,500,000 $ 3,500,000 SUMMARY OF CHANGES: The budget is structured with Weld County remaining a member of CAPP but using the self -insured option under the insurance pool for a fixed cost of $940,825. Effective January 1, 1992, Weld County became self -insured for workers compensation. Workers Compensation includes excess insurance and bonds costing $201,000, claims administration costs of $43,700, and a loss fund of $1,750,000. A loss fund for all other insurance coverage is budgeted at $764,175. Unemployment insurance is being charged directly to departments. The program is supported by property tax ($3,500,000), charges for service ($75,000), interest ($53,200), and compensation for losses ($75,000). No fund balance reserves are anticipated to be needed to support the loss fund in 2020. Property tax has been increased by $750,000 to $3,500,000 due to workers' compensation and CAPP claim history. Claim costs for workers compensation have remained high due to rising healthcare costs. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval of the insurance program as outlined above in the summary of changes. In accordance with Section 8-44-204, C.R.S., it is recommended that a mill levy be used to fund the insurance program for local county activities and a charge back mechanism be used only for programs funded by state and federal funding sources. Weld County, through CAPP, has reduced limits of coverage and placed reliance on sovereign immunity to stay within the budgeted amount. The legislative changes in 1986 strengthened the county's position in the use of sovereign immunity limits in Colorado cases. In addition, the county can levy up to 10 mills per year to discharge any judgment against it. Continuation of the self -insured program for workers compensation is recommended, which should result in cost savings, plus no shared risks with other counties. Unemployment costs are recommended to be charged directly to departments for revenue raising strategies and departmental accountability for costs. BOARD ACTION: Approved as recommended. 506 INSURANCE FUND (CONTINUED) 6300-93200/93300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of training sessions 36 36 36 Dollar amount workers compensation claims $1,882,852 $1,552,500 $1,750,000 Dollar amount of prop/casualty claims paid $901,263 $460,000 $764,175 Efficiency Measures FTE'S per 10,000/capita 0.032 0.031 0.030 Per capita cost (county support) $7.94 $8.49 $10.51 507 TELECOM SERVICES SUMMARY OF REVENUES 2020 Fund Orq Acct Account Title 2019 2020 2020 2020 Budget Request Recommend Final CHARGE FOR SERVICES 640D 17400 4410 CHARGE FOR SERVICES TOTAL TELECOM SERVICES 1,292,692 1,292,692 1,375,089 1,375,089 1,375,089 1,375,089 1,375,089 1,375,089 508 TELECOM SERVICES SUMMARY OF EXPENDITURES 2020 Fund Orq Expenditure Function 6400 17400 PHONE SERVICES TOTAL TELECOM SERVICES 2019 2020 2020 2020 Budget Request Recommend Final 1,292,692 1,375,089 1,375,089 1,375,089 1,292,692 1,375,089 1,375, 089 1,375, 089 509 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: IGS - INFORMATION TECHNOLOGY BUDGET UNIT TITLE AND NUMBER: Telecom Services - - 6400-17400 DEPARTMENT DESCRIPTION: Provide telecom services to Weld County offices and departments. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY FINAL NEXT FY Personnel Services $ 204,515 $ 304,753 $ 317,951 $ 317,951 Supplies 27,500 27,800 48,300 48,300 Purchased Services 805,710 672,260 816,860 816,860 Fixed Charges 333,230 287,879 191,978 191,978 Capital 0 0 0 0 Gross County Cost $ 1,370,955 $ 1,292,692 $ 1,375,089 $ 1,375,089 Revenue 1,515,185 1,292,692 1,375,089 1,375,089 Net County Cost $ -144,230 $ 0 $ 0 $ 0 Budgeted Positions 3 3 3 3 SUMMARY OF CHANGES: Personnel Services are up $13,198 with the cost of living adjustment included. Supplies are up $20,500 for small items of equipment. Phone costs are up $142,800 due to addition of several cell phones in the Sheriff's Office, Public Works, and Human Services in 2019. Training is down $1,800. Depreciation is $100,000 with the new VoIP system. Indirect costs are budgeted at $91,978 down $95,901 due to less IT support. Overall the budget is up $82,397. FINANCE/ADMINISTRATIONRECOMMENDATION: Recommend approval. New telecom rates for telecom users were implemented January 1, 2019, to better reflect and recover costs of utilization of telecom resources in the county. BOARD ACTION: Approved as recommended. 510 TELECOM SERVICES (CONTINUED) 6400-17400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Incoming calls Efficiency Measures FTE's per 10,000/capita Per capita cost (county support) Annual cost per call 6,000,000 0.095 $4.16 $0.218 6,000,000 6,000,000 0.093 $3.99 $0.215 0.090 $4.13 $0.227 Goal ES21: Capitalize on phone technology to improve service, increase efficiency and provide greater telecom access and exchange. DESIRED OUTCOMES PRELIMINARY PERFORMANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ACTUAL ESTIMATED PROJECTED ES21-1: User friendly phone services Percent of users (residents, visitors, employees, etc.) satisfied with telecom access to services and information 99% 99% 99% 511 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME: WELD COUNTY FINANCE AUTHORITY BUDGET UNIT TITLE AND NUMBER: Weld County Finance Authority - - 6500-17700 DEPARTMENT DESCRIPTION: Provides funds to cover the lease/purchase of county buildings. RESOURCES ACTUAL LAST FY BUDGETED CURRENT FY REQUESTED NEXT FY RECOMMEND NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Fixed Charges 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt and/or any lease purchase debt in any given year. With the payoff of the correctional facilities' Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or long-term lease obligations. FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. BOARD ACTION: Approved as recommended. 512 GLOSSARY ACCOUNTING PROCEDURES All processes which discover, record, classify, and summarize financial information to produce financial reports and to provide internal control. ACCRUAL BASIS The basis of accounting under which transactions are recognized when they occur, regardless of the timing of related cash flows. ACCRUED EXPENSES Expenses incurred but not due until a later date. ACTIVITY A specific and distinguishable line of work performed by one or more organizational components of a government for the purpose of accomplishing a function for which the government is responsible. For example, "food inspection" is an activity performed in the discharge of the "health" function. ACTIVITY CLASSIFICATION Expenditure classification according to the specific lines of work performed by organization units. For example, "sewage treatment and disposal", "garbage collection", "garbage disposal", and "street cleaning" are activities performed in carrying out the function of "sanitation". The segregation of the expenditures made for each of these activities constitutes an activity classification. ALLOCATE To divide a lump -sum appropriation into parts which are designated for expenditure by specific organizational units and/or for specific purposes, activities, or objects. ALLOCATED COSTS Indirect costs distributed to programs or departments via a cost allocation plan. ALLOCATION A part of a lump -sum appropriation which is designated for expenditure by specific organizational units and/or for special purposes, activities, or objects. ALLOT To divide an appropriation into amounts which may be encumbered or expended during an allotment period. ALLOTMENT A part of an appropriation which may be encumbered or expended during an allotment period. ALLOTMENT PERIOD A period of time less than one fiscal year in length during which an allotment is effective. Bi-monthly and quarterly allotment periods are most common. ANNUAL BUDGET A budget applicable to a single fiscal year. 513 APPROPRIATION APPROPRIATION BILL, ORDINANCE, RESOLUTION, or ORDER APPROPRIATION EXPENDITURE A legal authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amount and as to the time when it may be expended. A bill, ordinance, resolution, or order by means of which appropriations are given legal effect. It is the method by which the expenditure side of the annual operating budget is enacted into law by the legislative body. In many governmental jurisdictions, appropriations cannot be enacted into law by resolution but only by a bill, ordinance, or order. An expenditure chargeable to an appropriation. Since virtually all expenditures of governments are chargeable to appropriations, the term expenditures by itself is widely and properly used. ASSESSED VALUATION A valuation set upon real estate or other property by a government as a basis for levying taxes. AUTHORITY A government or public agency created to perform a single function or a restricted group of related activities. Usually such units are financed from service charges, fees, and tolls, but in some instances they also have taxing powers. An authority may be completely independent of other governments or partially dependent upon other governments for its creation, its financing, or the exercise of certain powers. AUTHORIZED POSITION A position (job) authorized by the Board of County Commissioners as part of the annual adopted budget. BOND An interest bearing promise to pay with a specific maturity. BALANCED BUDGET BUDGET A balanced budget occurs when the total sum of money a government collects in a year is equal to the amount it spends on goods, services, and debt interest. A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. Used without any modifier, the term usually indicates a financial plan for a single fiscal year. The term "budget" is used in two senses in practice. Sometimes it designates the financial plan presented to the appropriating body for adoption and sometimes the plan finally approved by that body. It is usually necessary to specify whether the budget under consideration is preliminary and tentative or whether it has been approved by the appropriating body. 514 BUDGET DOCUMENT BUDGET MESSAGE BUDGETARY ACCOUNTS BUDGETARY COMPARISONS BUDGETARY CONTROL BUDGETARY EXPENDITURES BUDGETED FUNDS CALLABLE BONDS CAPITAL BUDGET The instrument used by the budget -making authority to present a comprehensive financial program to the appropriating body. The budget document usually consists of three parts. The first part contains a message from the budget - making authority, together with a summary of the proposed expenditures and the means of financing them. The second consists of schedules supporting the summary. These schedules show, in detail, the information as to past years' actual revenues, expenditures, and other data used in making the estimates. The third part is composed of drafts of the appropriation, revenue, and borrowing measures necessary to put the budget into effect. A general discussion of the proposed budget as presented in writing by the budget -making authority to the legislative body. The budget message should contain an explanation of the principal budget items, an outline of the government's experience during the past period and its financial status at the time of the message, and recommendations regarding the financial policy for the coming period. Accounts used to enter the formally adopted annual operating budget into the general ledger as part of the management control technique of formal budgetary integration. Governmental GAAP financial reports must include comparisons of approved budgeted amounts with actual results of operations. Such reports should be subjected to an independent audit, so that all parties involved in the annual operating budget/legal appropriation process are provided with assurances that government monies are spent in accordance with the mutually agreed -upon budgetary plan. The control or management of a government or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues. Decreases in net current assets. In contrast to conventional expenditures, budgetary expenditures are limited in amount to exclude amounts represented by noncurrent liabilities. Due to their spending measurement focus, governmental fund types are concerned with the measurement of budgetary expenditures. Funds that are planned for certain uses but have not been formally or legally appropriated by the legislative body. The budget document that is submitted for Board approval is composed of budgeted funds. Bonds which are redeemable by the issuer prior to the maturity date at a specified price at or above par. A plan of proposed capital outlays and the means of financing them. 515 CAPITAL OUTLAY CAPITAL PROGRAM CAPITAL PROJECTS FUND CAPITAL RESOURCES CERTIFICATES OF PARTICIPATION (COP) CONSERVATION TRUST CONTINGENCY ACCOUNT CONTINUING APPROPRIATION COST ALLOCATION PLAN DEFAULT DEFICIT Expenditures for equipment, vehicles, or machinery that results in the acquisition or addition to fixed assets. A plan for capital expenditures to be incurred each year over a fixed period of years to meet capital needs arising from the long-term work program or otherwise. It sets forth each project or other contemplated expenditure in which the government is to have a part and specifies the full resources estimated to be available to finance the projected expenditures. A fund created to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds, Special Assessment Funds, and Trust Funds). Resources of a fixed or permanent character, such as land and buildings, which cannot ordinarily be used to meet current expenditures. Form of financial instrument similar to a bond to facilitate lease/ purchase agreements. Not a debt of the County. State of Colorado lottery funds remitted to the County for parks and recreation use. A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise included in the budget. An appropriation which, once established, is automatically renewed without further legislative action, period after period, until altered or revoked. The term should not be confused with INDETERMINATE APPROPRIATION. Identification, accumulation and distribution of costs relative to the provision of those services, along with the methods used. Failure to pay principal or interest when due. Defaults can also occur for failure to meet nonpayment obligations, such as reporting requirements, or when a material problem occurs for the issuer, such as a bankruptcy. (1) The excess of the liabilities of a fund over its assets. (2) The excess of expenditures over revenues during an accounting period; or, in the case of proprietary funds, the excess of expense over income during an accounting period. 516 DEPRECIATION (1) Expiration in the service life of fixed assets, other than wasting assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, and obsolescence. (2) The portion of the cost of a fixed asset other than a wasting asset which is charged as an expense during a particular period. In accounting for depreciation, the cost of a fixed asset, less any salvage value, is prorated over the estimated service life of such an asset, and each period is charged with a portion of such cost. Through this process, the entire cost of the asset is ultimately charged off as an expense. DIRECT COSTS Costs that have a clearly identifiable beneficial or causal relationship to the services performed. DURATION The weighted maturity of a fixed -income investment's cash flows, used in the estimation of the price sensitivity of fixed -income securities for a given change in interest rates. ENCUMBRANCES Obligations in the form of purchase orders, contracts, or salary commitments which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when paid or when an actual liability is set up. ENTERPRISE FUND A fund established to finance and account for the acquisition, operation, and maintenance of governmental facilities and services which are entirely or predominantly self-supporting by user charges. The Crime Lab operates as an Enterprise Fund. ESTIMATED REVENUE The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by the Board. EXPENDITURES FISCAL PERIOD FISCAL YEAR FIXED ASSETS Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current assets, debt service, and capital outlays. The unmodified use of the term expenditures in this text is intended to mean budgetary expenditures. Any period at the end of which a government determines its financial position and the results of its operations. A 12 -month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. Assets of a long-term character which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment. 517 FTE (FULL-TIME EQUIVALENT) FUNCTION FUNCTIONAL CLASSIFICATION FUND FUND BALANCE GAAP (GENERALLY ACCEPTED ACCOUNTING PRINCIPLES) GENERAL FUND GENERAL OBLIGATION BOND GEOGRAPHICAL INFORMATION SYSTEM (GIS) GOVERNMENTAL FUNDS GRANT HIGHWAY USER TAX (HUTF) Numeric equivalent of one person occupying one employment position for one year (equivalent of 2,080 hours or 52 forty -hour weeks). A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible. For example, public health is a function. Expenditure classification according to the principal purposes for which expenditures are made. Examples are public safety, public health, public welfare, etc. A fiscal and accounting entity with a self -balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Fund balance is the excess of assets over liabilities and is therefore also known as surplus funds. Standards for financial accounting and reporting. The fund used to account for all financial resources except those required to be accounted for in another fund. A municipal bond secured by the pledge of the issuer's full faith, credit and taxing power. A computerized data base of all land attributes within the County. The "base map" contains the least amount of common data which is supplemented by attribute overlays. Funds generally used to account for tax -supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital funds, and permanent funds. A contribution by a government or other organization to support a particular function. Grants may be classified as either categorical or block depending upon the amount of discretion allowed to the grantee. Revenue that is derived from the state gasoline tax and restricted for Road and Bridge activities. 518 INDETERMINATE APPROPRIATION INDIRECT COSTS INTERFUND TRANSFER INTERGOVERNMENTAL REVENUE INTERNAL SERVICE FUND LEAN LINE -ITEM BUDGET MANDATE MATURITY MILL LEVY (TAX RATE) An appropriation which is not limited either to any definite period of time or to any definite amount. A distinction must be made between an indeterminate appropriation and a continuing appropriation. In the first place, whereas a continuing appropriation is indefinite only as to time, an indeterminate appropriation is indefinite as to both time and amount. In the second place, even indeterminate appropriations which are indefinite only as to time are to be distinguished from continuing appropriations in that such indeterminate appropriations may eventually lapse. For example, an appropriation to construct a building may be made to continue in effect until the building is constructed. Once the building is completed, however, the unexpended balance of the appropriation lapses. A continuing appropriation, on the other hand, may continue forever; it can only be abolished by specific action of the legislative body. Costs associated with, but not directly attributable to, the providing of a product or service. These costs are usually incurred by other departments in the support of operating departments. Amounts transferred from one fund to another. Revenue received from another government for a specified purpose. In Weld County, these are funds from municipalities, the State of Colorado, and the Federal Government. Funds used to account for the financing of goods or services provided by one department to another department on a cost reimbursement basis, for example, the Phone Services Fund. Lean government refers to the application of lean production (also known as "Lean") principles and methods to both identify and then implement the most efficient, value added way to provide government services. A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately, along with the dollar amount budgeted for each specified category. Any responsibility, action or procedure that is imposed by one sphere of government on another through constitutional, legislative, administrative, executive, or judicial action as a direct order or that is required as a condition of aid. The date when the principal amount of a security is payable. Rate applied to assessed valuation to determine property taxes. A mill is 1/10th of a penny or $1.00 of tax for each $1,000 of assessed valuation. 519 MODIFIED ACCRUAL BASIS The accrual basis of accounting adapted to the governmental fund type Spending Measurement Focus. Under it, revenues are recognized when they become both "measurable" and "available to finance expenditures of the current period". Expenditures are recognized when the related fund liability is incurred except for: (1) inventories of materials and supplies which may be considered expenditures either when purchased or when used; (2) prepaid insurance and similar items which need not be reported; (3) accumulated unpaid vacation, sick pay, and other employee benefit amounts which need not be recognized in the current period, but for which larger -than -normal accumulations must be disclosed in the notes to the financial statements; (4) interest on special assessment indebtedness which may be recorded when due rather than accrued, if approximately offset by interest earnings on special assessment levies; and (5) principal and interest on long-term debt which are generally recognized when due. All governmental funds and Expendable Trust Funds are accounted for using the modified accrual basis of accounting. NET BUDGET The net budget eliminates double counting in the budget, such as fund transfers, and thus represents the true level of programmed spending in the budget. NON -DEPARTMENTAL A category established to account for expenses not associated with any specific department, but all departments or many, within a fund. OBJECT As used in expenditure classification, this term applies to the article purchased or the service obtained (as distinguished from the results obtained from expenditures). Examples are personal services, contractual services, materials, and supplies. OPERATING BUDGET Plans of current expenditures and the proposed means of financing them. The annual operating budget (or, in the case of some state governments, the biennial operating budget) is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is usually required by law. Even where not required by law, however, annual operating budgets are essential to sound financial management and should be adopted by every government. OPERATING EXPENSES Proprietary fund expenses which are directly related to the fund's primary service activities. 520 OPERATING GRANTS OPERATING INCOME Grants which are restricted by the grantor to operating purposes or which may be used for either capital or operating purposes at the discretion of the grantee. The excess of proprietary fund operating revenues over operating expenses. OPERATING TRANSFER Routine and/or recurring transfers of assets between funds. ORGANIZATIONAL UNIT A responsibility center within a government. ORGANIZATION UNIT CLASSIFICATION Expenditure classification according to responsibility centers within a government's organization structure. Classification of expenditures by organization unit is essential to fixing stewardship responsibility for individual government resources. OVERHEAD PROGRAM PROGRAM BUDGET PROPRIETARY FUND RATINGS RECIDIVISM REGISTERED BOND Those elements of cost necessary in the production of an article or the performance of a service which are of such a nature that the amount applicable to the product or service cannot be determined accurately or readily. Usually they relate to those objects of expenditure which do not become an integral part of the finished product or service such as rent, heat, light, supplies, management, supervision, etc. An organized set of related work activities which are directed toward a common purpose or goal and represent a well defined expenditure of county resources. A budget wherein expenditures are based primarily on programs of work and secondarily on character and object class. A program budget is a transitional type of budget between the traditional character and object class budget, on the one hand, and the performance budget, on the other. A fund used to account for business -type activities in government. The activities are usually financed with user fees that are directly related to the services received. There are two types of proprietary funds - enterprise and internal service funds. Designations used by credit rating agencies to give relative indications of credit quality. A relapse into criminal habits after punishment. A bond whose owner is registered with the issuer or its agent. Transfer of ownership can only be accomplished when the securities are properly endorsed by the registered owner. REIMBURSEMENTS (1) Repayments of amounts remitted on behalf of another party. (2) Interfund transactions which constitute reimbursements of a fund for expenditures or expenses initially made from it which 521 are properly applicable to another fund -- e.g., an expenditure properly chargeable to a Special Revenue Fund was initially made from the General Fund, which is subsequently reimbursed. They are recorded as expenditures or expenses (as appropriate) in the reimbursing fund and as reductions of the expenditure or expense in the fund that is reimbursed. RESERVE RESIDUAL EQUITY TRANSFER REVENUE REVENUE BOND SOURCE OF REVENUE SPECIAL REVENUE FUND SUBACTIVITY SUBFUNCTION SURPLUS (1) An account used to earmark a portion of fund balance to indicate that it is not appropriate for expenditure. (2) An account used to earmark a portion of fund equity as legally segregated for a specific future use. Non -recurring or non -routine transfers of assets between funds. (1) Increases in governmental fund type net current assets from other than expenditure refunds and residual equity transfers. Under NCGA Statement 1, general long-term debt proceeds and operating transfers -in are classified as "other financing sources" rather than revenues. (2) Increases in proprietary fund type net total assets from other than expense refunds, capital contributions, and residual equity transfers. Under NCGA Statement 1, operating transfers -in are classified separately from revenues. A municipal bond payable from revenues derived from tolls, charges or rents paid by users of the facility constructed with the proceeds of the bond issue. Revenues are classified according to their source or point of origin. A fund used to account for revenues legally earmarked for a particular purpose. A specific line of work performed in carrying out a governmental activity. For example, "cleaning luminaries" and "replacing defective street lamps" would be subactivities under the activity of "street light maintenance". A grouping of related activities within a particular governmental function. For example, "police" is a subfunction of the function "public safety". The use of the term "surplus" in governmental accounting is generally discouraged because it creates a potential for misleading inference. 522 TABOR (TAXPAYERS BILL OF RIGHTS) TABOR RESERVE TAXES An amendment to the Colorado Constitution approved by the voters in November 1992. The Taxpayers Bill of Rights has been incorporated in the State Constitution as Section 20 of Article X. The amendment limits growth in both state and local government revenue and expenditures, makes provision for annual elections, and requires voter approval for tax increases. Term applied to a reserve which is required by the TABOR Amendment. Starting in 1995 this reserve is 3% of "Fiscal Year Spending" excluding bonded debt service. This reserve is for use in declared emergencies only. Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges as, for example, sewer service charges. TAX LEVY The total amount to be raised by general property taxes. TAX RATE TAX RATE LIMIT The amount of tax stated in terms of a unit of the tax base; for example, 25 mills per dollar of assessed valuation of taxable property. The maximum rate at which a government may levy a tax. The limit may apply to taxes raised for a particular purpose, or to taxes imposed for all purposes, and may apply to a single government, to a class of governments, or to all governments operating in a particular area. Overall tax rate limits usually restrict levies for all purposes and of all governments, state and local, having jurisdiction in a given area. TAX ROLL The official list showing the amount of taxes levied against each taxpayer or property. Frequently, the tax roll and the assessment roll are combined, but even in these cases the two can be distinguished. TRADITIONAL BUDGET A term sometimes applied to the budget of a government wherein expenditures are based entirely or primarily on objects of expenditure. UNINCORPORATED COUNTY Those portions of the county that are not part of a legal entity such as a city or some towns. WELL PROGRAM Wellness health program provided as a fringe benefit to employees. WORKLOAD MEASURES Specific quantitative and qualitative measures of work performed as an objective of the department. 523 WORK PROGRAM WORK UNIT YIELD NOTE: A plan of work proposed to be done during a particular period by the administrative agency in carrying out its assigned activities. A fixed quantity which will consistently measure work effort expended in the performance of an activity or the production of a commodity. The annual percentage rate of return earned on a security. Yield is a function of a security's purchase price and coupon interest rate. Most of the above definitions were taken from Governmental Accounting, Auditing, and Financial Reporting, GFOA, Chicago, 2012, Appendix G. pp. 1051-1093. 524 ACRONYMS AAA ADCOM CAFR CAPP CCI CDBG CDHS CDOT CIP COPS UHS COLA CMAQ CPI C.R.S. CSBG DA DHS DOC DOLA DUI EDAP EOC FEMA FOMC FRRC FTE Area Agency on Aging Adams County Communications Comprehensive Annual Financial Report Colorado Counties Casualty and Property Pool Colorado Counties Inc. association of Colorado counties Community Development Block Grant Colorado Department of Human Services Colorado Department of Transportation Capital Improvement Plan Federal community oriented policing grant Cost of Living Allowance Congestion Mitigation and Air Quality Improvement Program Consumer Price Index Colorado Revised Statutes Community Services Block Grant District Attorney Department of Human Services Colorado Department of Corrections Colorado Department of Local Affairs Driving Under the Influence Economic Development Action Partnership Emergency Operations Center Federal Emergency Management Agency Federal Open Market Committee Front Range Communication Consortium Full Time Equivalent 525 GAAP GASB GFOA GIS HARP HES HUTF HRA HVAC IT IGS IGA LEAP MOU MOE MS4 NCMC NFRMPO NRBH O&M OEM OPED PERA PPACA PPO ROW SH TABOR Generally Accepted Accounting Principles Government Accounting Standards Board Government Finance Officers Association Geographical Information System Haul Route Program Hazard Elimination Program for transportation projects Highway Users Tax Fund Health Reimbursement Account Heating, ventilation, and air conditioning Information Technology Intergovernmental Service Fund Intergovernmental Agreement Low-income Energy Assistance Program Memorandum of Understanding Maintenance of Effort Municipal Separate Storm Sewer for storm management North Colorado Medical Center North Front Range Metropolitan Planning Organization North Range Behavioral Health Operations and maintenance Office of Emergency Management Other Post -Employment Benefits Colorado Public Employees' Retirement Association Patient Protection and Affordable Care Act (Obamacare) Preferred Provider Organization Right -of way Abbreviation for State Highway Taxpayers Bill of Rights 526 TANF UNC URA VALE VW WCR WCRCC Temporary Assistance to Needy Families University of Northern Colorado Urban Renewal Authority Victim Assistance Law Enforcement Victim Witness Weld County Road Weld County Regional Communications Center 528 U UPSTATECOLORADO ECONOMIC DEVELOPMENT .....�, wifillrwennullNlull�l�� H 'evils Oils z ruithar LAvi cc k z 0 IIY try !bilk Wangete Fort Collins �!!'hpl�til�jlliluurnnnuth Love( nd 1a Longmont Bou/der Square Miles! 4,016 l" o litlgrltigl 4. 11r Per Capita Personal Income $44,080 *mini Iml IIIIHIIHIIUHHflHIIIIIO WEL CC Pint Pisa t uN N Severance E sot lingp ■ f y� Y Y `Y Y i It lII�IIelwi!IIiI l �I�!IIIffIIIIIIII III Greeley flutl W �tiltur1111Irutairii Itunlll,�`I��lllI!I I llllllIAlll 114111 Rest F 7 NMw o t Garden Ives LsS.Ste ill it 111111 i111Hl11i 111111 iiU Communities Total/ 31 Household Income/ $62,820 ) uN i i Population Total/ 304,435 High School Diplorna+/ 87.E 2019 WELD COUNTS COLORADO D CcHUN1? )LOR a0 0 ik Labor Force! 157,286 Q2 2018 Annual Wage/ $49,660 E RAPHI Nc4''nIyMn'�.. a I�MR�'Mlltllrr , 71 Dig Ritynier AI��IINNI�N onMotgai II Unemployment Rate! 2.7% GRP Total/ 12.5 Billion Median Age! 34 County Seat! Greeley DE MOGRAPHICS/ Population Over Time Number 2017 304,435 2010 254,230 2010 to 2017 % Change 19.7% Components of Change 2017 Net Migration 7,622 Natural(Births 2,727 —Deaths) Source: Colorado State Demography Office 2017 Population by Age 0-14 years 22.0% 15-29 years 22.6% 30-44 years 21.5% 45-59 years 17.2% 60-74 years 12.1% 75+ years 4.6% Median Age 34 Source: Colorado State Demography Office Note: Percentage may not add due to rounding 2017 Population by Race and Ethnicity Not Hispanic or Latino —WhiteAlone Alone 66% —Black Alone 1.1% —American Indian & Alaska Native Alone 0.5% —Asian Alone 1.5% — Native Hawaiian/Other Pacific Isla ndAlone 0.1% Hispanic or Latino (Any Race) 29.3% Source: U.S. Census Bureau, Population Estimates Program 2017 Educational Attainment °Q HS Diploma + 87.4% Bachelor's Degree + 27.5% Source: U.S. Census Bureau, American Community Survey Per Household Capita Income Personal and Number PC Personal Income $44,080 Median HH Income $62,820 WELD COUNTY POPULATION 304,435 2017 Population, Households & Sales Tax Rate by Municipality 1 Population Households F Sales Tax Weld County 304,435 110,496 --- Ault 1,739 669 3.00% Berthoud (MCP) 66 20 3.00% Brighton (MCP) 417 135 3.75% Dacono 5,449 1,938 3.00% Eaton 5,197 1,920 3.00% Erie (MCP) 13,410 4,828 3.50% Evans 20,975 7,266 3.50% Firestone 13,660 4,474 3.60% Fort Lupton 8,160 2,662 4.00% Frederick 12,690 4,263 2.50% Garden City 246 128 3.00% Gilcrest 1,089 346 4.00% Greeley 104,947 39,220 4.11% Grover 147 92 4.00% Hudson 1,600 570 4.00% Johnstown (MCP) 14,992 4,998 3.00% Keenesburg 1,204 470 3.00% Kersey 1,597 554 3.60% La Salle 2,324 842 3.50% Lochbuie (MCP) 6,242 2,210 4.00% Longmont (MCP) 124 81 3.53% Mead 4,526 1,534 2.00% Milliken 6,913 2,315 2.50% Northglenn (MCP) 13 11 4.00% Nunn 452 203 2.00% Pierce 1,13 435 2.00% Platteville 2,720 974 3.00% Rayner 104 57 --- Severance 4,239 1,477 3.00% Windsor(MCP) 19,277 7,219 3.95% Unincorporated Area 48,782 18,585 --- Source: Colorado State Demography Office Note: MCP indicates multi -county place. Figures rep one dare the portions of total population/households in Weld County Source: U.S. Bureau of Economic Analysis Source: U.S. Census Bureau, 2012-2016 American Community Survey 530 Pg. 2 CLI MATE, The area offers a dry, sunny climate with low humidity and four seasons. Weld U.S. Rainfall (inches) 14.4 39.2 Snowfall (inches) 41.3 25.8 Precipitation Days 36 102 Sunny Days 244 205 Elevation (feet) 4,746 1,443 Source: Sperling's Best Places, November 2018 LOCATION & TRANSPORTATION; HIGHWAY ACCESS North/South Demand:1-25, State Hwy 85 East/West Demand: I-75, State Hwy 34 & State Hwy 14 FREIGHT RAIL ACCESS Class 1: Union Pacific (UP) & Burlington Northern Santa Fe (BASF) Short Line: The Great Western Railway of Colorado (GWR) AIR ACCESS Denver International Ai rpo rt (DIA):Sixth busiestairportin the US (30 minute commute from South Weld —hour from Central/West Weld) Greeley/Weld CountyAirport:GeneralAviation (www.gxy.net) Erie Municipal Airport: GeneralAviation (www.eriecogov.com) ecog off/. co m ) Fort Collins/Loveland Airport: General Aviation (www.fortloveai r.co m ) Weld U.S. Avg. Temp July High 89.9 86.1 Avg. Temp Jan Low 13.8 22.6 Comfort Index (higher = better) 72 54 UV Index 5.2 4.3 GROSS REGIONAL PRODUCT (GRP)/Estimates Exports and Imports / 2018 Total Weld GRP: $12.5 Billion Earnings $7.6 Billion Exports Property Income $4.1 Billion Imports Taxes on Production $818 Million Locally Produced/Consumed Note: GRP measures final market. value of goods/services produced. Source: Economic Modeling Specialists, inc. $13.1 Billion $17.0 Billion (62.8% of Demand) $10.1 Billion (37.2% of Demand) 531 Pg. 3 Total Labor Force/Weld County: 157,286 /Colorado: 3,108,570 Employed -153,092 (Weld) / Unemployed—4,194(Weld) Unemployment Rate— 2.7% (Weld) / 3.3% (Colorado) / 3.7% (United States) Source: Colorado Department of Labor and Employment 2018, Labor Market Information LABOR SH E D S; Projections NORTH WELD LABOR SHED 5-15-25 Mile Radius from Hwy 34 Business & Hwy 257 5 Miles 15 Miles 25 Miles 2011 Estimate Estb ae in 2023 Estimate 2018 Estimate 2023 Estimate. Total Population 26,317 30,052 407,862 450,247 710,650 785,775 Population 18+ 19,396 22,208 309,975 343,989 546,490 606,618 Edu. Attain. 25+ Bachelor's 27.6% — 23.7% — 24.4% — Source: ESRI, 2018 Estimates SOUTH WELD LABOR SHED 5-15-25 Mile Radius from 1-25 & Hwy 52 imp Total Population 35,207 43,183 646,434 712,680 1,801$46 1,975,133 Population 18+ 25,349 31,437 483,533 537,361 1,382,093 1,520,852 Edu. Attain. 25+ Bachelor's 25.4% — 26.1% — 24.9% — Source: ESRI, 2018 Estimates NORTH WELD Labor Shed LIVEar Ilii i 1111111 (r ;IMO YY.. Fein Lcpcii., Prig Eabtinj son' l 1111.11111111 fro Source: Mapdeve opers.com SOUTH WELD Labor Shed 532 Pg. 4 2017 Employment by Industry Sector with Average Annual Wage Establis n ent Jobs Distribution Average_ nualWag Total All Industries 7,305 105,229 100.00% $48,956 Agriculture, Forestry, Fishing & Hunting 233 4,059 3.86% $41.161 Mining 239 6,812 6.47% $86,626 Utilities 27 366 0.35% $95,037 Construction 968 10,416 9.90% $59,079 Manufacturing 319 13,298 12.64% $51,330 Wholesale Trade 477 4,136 3.93% $69,747 Retail Trade 663 10,222 9.71% $30:906 Transportation and Warehousing 377 3,479 3.31% $59,198 Information 92 723 0.69% $61,333 Finance and Insurance 353 2,897 2.75% $63,555 Real Estate and Rental Leasing 316 1,442 1.37% $48,039 Professional and Technical Services 781 2,680 2.55% $66,014 Management of Companies and Enterprises 64 1,594 1.51% $128,669 Administrative and Waste Services 426 5,804 5.52% $34,769 Education Services 77 590 0.56% $27,193 Health Care and Social Assistance 579 9,246 8.79% $47,244 Arts, Entertainment, and Recreation 75 1.087 1.03% $21,668 Accommodation and Food Services 452 8,151 7.75% $16,508 Other Services (Excluding Public Administration) 637 2,744 2.61% $33,355 Public Administration 153 15,483 14.71% $43,096 Source: Colorado Department of Labor and Employment, Labor Market Information, Quarterly Census Employment and Wages Note: Distribution based on rounded employment by industry estimates 2018 EmploymentandAverageWageby0ccupation (Highlights: Top Location Quotients in the County) Description 2018 Jobs Avg. Hourly Earnings Location Quotien Architecture and Engineering Occupations 1,394 $40.97 0.88 Arts, Design, Entertainment, Sports, and Media Occupations 1,435 $19.52 0.75 Building and Grounds Cleaning and Maintenance Occupations 3,601 $12.90 0.98 Business and Financial Operations Occupations 3,859 $33.73 0.76 Community and Social Service Occupations 1,524 $23.89 0.97 Computer and Mathematical Occupations 1,251 $32.40 0.44 Construction and Extraction Occupations 11,188 $21.38 2.43 Education, Training, and Library Occupations 6,508 $23.80 1.04 Farming, Fishing, and Forestry Occupations 2,997 $13.13 3.82 Food Preparation and Serving Related Occupations 7,390 $11.40 0.87 Healthcare Practitioners and Technical Occupations 3,593 $36.86 0.64 Healthcare Support Occupations 1,898 $15.14 0.63 Installation, Maintenance, and Repair Occupations 4,715 $23.38 1.22 Legal Occupations 457 $37.14 0.50 Life, Physical, and Social Science Occupations 591 $30.75 0.70 Management Occupations 6,391 $41.37 0.96 Office and Administrative Support Occupations 13,485 $17.34 0.83 Personal Care and Service Occupations 2,875 $12.72 0.67 Production Occupations 9,788 $18.68 1.51 Protective Service Occupations 1,881 $24.52 0.79 Sales and Related Occupations 10,197 $20.77 0.94 Transportation and Material Moving Occupations 7,868 $20.42 1.14 Unclassified Occupation 292 $16.53 0.55 TOTAL 123,566 $21.83 N/A Location Quotient quantifies how concentrated an occupation is compared to the nation. The higher the number the more concentrated - US=1.O. Source: EMS! *Estimates Pg.5 533 MAJOR E MPLOYERS Largest Private, Non -Retail Employers (May 2018- FTE) Prr iu Lu i' 1 _IBS USA &Affiliates Beef Processing, Corporate HQ, Trucking Greeley/Weld 4,590 2 Banner Health: North CO Medical Regional Hospital, Corporate Center, Clinics Greeley/Weld 3,560 3 Vestas Wind Turbine Blade/Nacelle Manufacturing Windsor/Brighton 2,270 4 State Farm Insurance Insurance Greeley 1 ,200 5 Halliburton Energy Services, Inc. Oil /Gas Development Fort Lupton 1,030 6 TTEC (Formerly TeleTech) Financial Services Support Center Greeley 620 7 Aurora Organic Dairy Dairy Product Production Platteville/Gill 550 8 Anadarko Petroleum Oil/Gas Development Platteville 520 9 Noble Energy Oil/Gas Development Greeley/Weld 500 10 Leprino Foods Cheese & Dairy Foods Manufacturing Greeley 450 Largest Ikon -Retail Employers (2017 - FTE) 1 Greeley/Evans School District 6 Public School District Greeley/Evans 2,200 2 University of Northern Colorado Public Four -Year University Greeley/Weld 1,900 3 Weld County Government Greeley 1,615 4 City of Greeley Government Greeley 900 5 Aims Community College Public Community College Weld County 805 Source: Development Research Pettners, May 2018; Colorado Demography Office, Upstate Colorado Economic Development— 12/2018 UTILITY PROVIDERS; Water/Sewer Providers Water is available for purchase from municipalities throughout the county who typically provide water treatment/delivery services within municipal boundaries. In addition, there are several water districts that partner with communities and/or can provide raw water. Water rates will vary depending upon location and provider. Sewer services are also provided by municipalities in the most developed areas. St. Frain Sanitation District provides services in much of Southwest Weld. Septic and/or packaged systems can also be viable in the most rural circumstances and locations. Rates will vary depending upon location and provider. Major Electricity Providers i re Rate Info Xcel Energy Central/West Weld www.xcelenergy.com Poudre Valley REA Central/West & North/East Weld www.poudrevalleyrea.com United Power, Inc. South Weld www.unitedpower.com Major Gas Providers l Atmos Energy Central/West Weld www.atmosenergy.com Xcel Energy Central/West Weld www.xcelenergy.com Black Hills Energy South Weld www.blackhillsenergy.com Pg. 6 534 K-12 EDUCATION; Weld County is served by 13 public school districts which includes numerous charter schools. There are also ten private school education opportunities throughout Weld County. Weld P K•12 Public Education Statistics tSr. OS. Weld Enrollment 2017-18 56,287 910,280 Number of Schools 2017-18 81 1,902 Classroom Teacher FTE 2016-17 2,622 51,827 Pupil/Teacher Ratio 2016-17 17.4 17.5 Dropout Rate (High School) 2016-17 1.6% 2.3% Completer Rate 2016-17 82.1% 80.8% Graduation Rate 2016-17 84.2% 79.0% Colorado SAT Composite Score 2018 977 1,014 Source: Colorado Department of Education Note: Incudes Weld Schools in IREIJ District Weld Public School Districts Enrollment Gilcrest/Platteville RE -1 1,938 St. Vrai n Valley RE -1J 12,541 Eaton RE -2 ..1,913 Keenesburg RE -3J 2,475 Windsor RE -4 6,300 Johnstown/Milliken RE5J 3,891 Greeley/Evans RE -6 22,325 Platte Valley (Kersey) RE -7 1,095 Fort Lupton RE -8 2,428 Ault -Highland RE -9 912 Briggsdale RE -10 176 Prairie RE -11 205 Pawnee RE -12 88 Source: Colorado Departmentof Education 2017/18 Total Enrollment/ 56,287 HIGHER EDUCATION UNIVERSIFY 01. NORTHERN COLORADO UNIVERSITY OF NORTHERN COLORADO (UNC) Fall 2017 Enrollment- 12,968 Fall 2018 Enrollment - 12,862 UNC offers a comprehensive baccalaureate and specialized graduate research Liberal Arts education through their six colleges. Top 5 Undergraduate Degrees Awarded: Interdisciplinary Studies (includes Elementary Ed); Business Administration; Nursing; Sport and Exercise Science and Psychology. Top 5 Graduate Degrees Awarded: Education; Special Education; Sport and Exercise Science; Speech Language Pathology and Music. For more info see www.unco.edu. JAims Community College AIMS COMMUNITY COLLEGE,� 2017 Enrollment - 7,966 2018 Enrollment - 8,436 With two Weld campus locations, Aims offers 200 degree and certificate programs. Two -Year Degrees Awarded - Associate of Arts, Associate of Science, Associate of General Studies, Associateof Applied Science plus numerous Career and Technical Education Certificates. Public HigherEducation Facilities in H. Colorado & Metro Deng - Colorado School of Mines —Golden 4,908 Colorado State University —Fort Collins 33,877 Metropolitan State University —Denver 19,544 University of Colorado —Boulder 34,510 University of Colorado 19 401 7 —Denver University of Northern Colorado 12,862 —Greeley Source: Individual Schools 2017 Weld/Larimer Top Education Program Completions P'gI NUM Business, Management, Marketing & Related 1,465 Health Professions 1,415 Biology/Biological Science 898 Education 794 Engineering 757 Social Sciences 667 Parks, Recreation and Fitness Studies 254 Journalism. 522 Psychology 484 Visual and Performing Arts 451 Source: Economic Modeling Specialists, Inc Pg.7 535 COMMERCIAL/INDUSTRIAL REAL ESTATE; Commercial/industrial real estate opportunities can be found throughout Weld County to meet virtually any business need from an existing building to developed sites for construction. Q3 201E Weld County Commercial Real Estate Market Conditions I Office 5.6 0.2 2.9% $21.13 Industrial 21.5 0.5 2.4%© $10.96 Flex 2.5 0.1 4.8% $9.06 Retail 11.5 0.4 14% $12.25 Source: CoStar Realty Group 1) Building space is listed in Millions of Square Feet. 2) Office lease rates are per square foot TAXES - Real & Business Personal Property and Colorado Income Taxes T a[ ype Tax Rate Commercial Property Tax 29.0% Residential Property Tax 7.20% Corporate Income Tax 4.63% Personal Income Tax 4.63% Source: Metro Denver Stats, CO Department of Revenue. CO Division of Property Taxation SALES & USE TAX Weld County DOES NOT asses a county -wide sales/use tax. Communities through the county charge sales/use tax rates ranging from 2%-4.11%. Colorado has a 2.9% sales/use tax rate. REAL & PERSONAL PROPERTY TAX Industrial/commercial property (building, land and equipment) is assessed for property tax purposes at 29% of actual value (based on a variety of factors). The mill levy assigned to each property location includes the taxing jurisdictions serving that location and represents the number of dollars, or property taxes, leviedforeach$1,000ofassessedvalue. Forexample; with a mill levy of 75/333 mills the owner pays $75.73 in taxes for every$1,000 in assessed value. Weld has over 3,000 unique tax areas with mill levies ranging from about 54 mills to 148 mills. The 2016 Weld County average total mill levy rate was 70.218 mills Propertytaxesfund local schools, special propose districts and a portion of city/county government. RESIDENTIAL PROPERTY TAX Residential property isassessed at7.20%ofthe actual valueand is exempt from personal property taxation. Real estate prices will vary widely depending upon the level of development and location within the County. Weld County Industrial Sites re . AFT Industrial Land 65 Firestone Airport Business Park 60 Greeley Bellmore Industrial Park 47 Nunn Center Drive Land 21 Milliken Concepts Industrial Park 54 Longmont Crown Prince Land 65 Brighton Diamond Valley Industrial Park 91 Windsor Eagle Business Park 133 Frederick Eaton Industrial Rail Park 161 Eaton Erie Aero Tech Industrial Park 61 Erie Falcon Point Business Park 32 Windsor The Grainery Park 156 Greeley Great Western Industrial Park 500 Windsor Highland Industrial Park 147 Ault Highpointe Business Center 136 Greeley 1-25 & Hwy 56 Land 110 Berthoud Iron Horse Park 165 Johnstown Jackson Industrial Site 58 Berthoud Lost Creek Commons 74 Keenesburg Niobrara Energy Park 662 Weld Northland Industrial Park 55 Fort Lupton Platteville Energy Park 45 Platteville Promontory Business Park 200 Greeley Ritchie Brothers Land 82 Mead Silver Peaks Business Park 148 Dacono Stonegate Industrial Park 25 Evans Villano Land 51 Fort Lupton Weld County Industrial Park 100 Weld Wildflower Business Park 138 Frederick STATE INCOME TAX- CORPORATE & PERSONAL The corporate and personal Colorado income tax rate is aflat rate of 4.63% offederal taxable income. Local governments D NOTassess incometaxes. Inventories, Goods in Transitand Intangibles are not taxed in Colorado and there is no Franchise Tax. Colorado has established Enterprise Zones (EZ) that offer state income tax credits. SeiectWeld locations/communities have EZ designation. Companies that locate or expand within the physical boundaries of an EZ are eligible to earn a variety of state income tax credits based on their specific activities primarily in equipment investment, job creation/training, research and developmentactivities, etc. Earned creditsare applied to the company's Colorado income tax liability. Source: Weld County Government, Colorado Division of Property Taxation, Colorado Department of Revenue 536 COST OF LIVING! The Cost of Living Indices (COLI) are based on a U.S. average of 100.0. Below 100 is cheaperthan the U.S. average and above is more expensive. Below are Cost of Living Indices for Central/Northern Counties in Colorado. Colorado 110.7/WELD 104.1 Adams 103.0 Arapahoe 110.6 Boulder 115.3 Broomfield 123.5 Denver 113.7 Douglas 115.6 Jefferson 112.2 Larimer 106.8 Source: Economic Modeling Specialists, Inc. (Q4 2018) No county -wide Sales/Use tax SINGLE FA WILY HO Central/West Weld (Ault, Eaton, Evans, Greeley, Gilcrest, LaSalle, Johnstown, Kersey, Milliken, Pierce, Severance, Windsor) ME PRICES; Year # Sold Median Price 2018 4,326 $3351000 2017 3,135 $3967700 2016 1,233 $3681000 Source: Sears Real Estate South Weld (Dacono, Erie, Firestone, Fort Lupton, Frederick, Hudson, Keenesburg, Platteville) Year # Sold Median Price 2018 1,285 $420,000 2017 1,289 307,225 2016 3,451 277,814 Source: Sears Real Estate CULTURAL & RECREATIONAL A Weld County offers a rich and diverse selection of cultural and recreational opportunities including numerous golf courses, a multitude of parks, miles of paved bike/ pedestrian paths, the Pawnee National Grasslands and numerous annual events including: + The Greeley Stampede + Colorado Farm Show + Greeley Blues Jam + Weld County Fair + Numerous Community SummerCelebrations + UNC/Greeley Jazz Festival + Windsor Harvest Festival MENITIES! East/North Weld (Grover, New Raymer, Nunn) Year # Sold Median Price 2018 29 $300,000 2017 24 $292,000 2016 28 $257,219 Source: Sears Real Estate The 1,600 seat Greeley Union Colony Civic Center provides even more entertainment options along with UNC Bears Division I Athletics. AWeld location also offers easy access to multipieworld class ski areas, camping, fishing, hunting, snow sports, hiking and all the Rocky Mountains have to offer. Weld County is Colorado after all! For more information visit websites of our 31 communities and the following Weld County web sites: www.discoverweld.com www.upstatecolorado.org 537 BUSINESS ASSISTANCE, Weld County and its communities are pro -growth, prepared to handle company needs and will do what can reasonably be done to reduce the development/start-up costs of qualifying primary sector companies looking to locate or expand. Key Business Assistance/Incentives: • Comprehensive Site Selection Services • Confidential Building/Land Searches • Weld County Demographic/Economic and Workforce Data • Financial Resource Identification/Assistance Through Two Loan Programs • Government Advocac • County, State, and Municipal Incentive Identification/Packaging Including: > Municipal Development Fee/Tax Incentives > Partial Personal Property Tax Rebates > Enterprise Zone State Income Tax Credits Colorado First Customized Training Grants > Colorado Job Growth Incentive Tax Credits For detailed assistance information contact Upstate Colorado Economic Development, anon -profit economic developmentagency,thatservesasa single confidential source of information about the Weld County and Northern Colorado region. r 'lfj . .see -�. r. i tr_e•' L! i'r IriTc,J £44.104=4.1-I P ! 1 $ •a 1!1'1! ��... .".l t ;7ij,iiR... m,t aMILR1' III ■ • • i•i Pi }nii1:; 1 NNNNNINM�NNNYYw�w��NNN�Nx�� ELI ' cf...• I, ' „„g I I I I 1 1",""IlN I. 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III I � I 'I 1 I�IIIIU A1. • Promontory Corporate Park, Greeley State Farm Operations Center & JBS North American Corporate Headquarters 822 7th Street/ Suite 550 Greeley, CO 80631 Phone (970) 356-4565 www.upstatecolorado.org , 11 t' ''aF -1tL r utin 1017^ 'Ir ..Illlltl�q J , ‘t • _•rl.li i alllil, -• .., 1 [ugh N4in lia11"II d 910 _ ' is 1 11., d+...v4.„ 9revik "AT ECOLORADO ECONOMIC DEVELOPMENT 538 'Supporting Job Oppurtunitks ire Grtwlcv & Mid County Ccrnmun iiL, Hello