The URL can be used to link to this page

Browse Search

Home My WebLink About20194278.tiff 2018 PROPOSED BUDGET 1,....0 It ,.'#C , --mar j in . '- 'lc . ..ea ........C * .1. 1 it r3 _- 7-1 .., ig . a it if I ftallam IIVIn rill; nn/ IP lin ' I 114 I 1 I .0.000 .• ...." ea � , s • it 1 _ . • . it p , IS t . CETAFBRATING 100 YEARS 1883-1915 1917— PRESENT a . /, r• .•,.. . a e4Cir it4 A -e ------------e-- . . 1ST 4•° .1 4401..weiallilL 4.01:ist . il;t1 If 4014 ' a . a 4: .3/4.1 , 1i eir.11 ... di il t Di 4. 4,1* a F 0 . ' ' a -' " ,, ".. ii, P • 1" '..• i i I 0 • . tit I 1 f I •�� -1C ` al - , ≥i 861 > LA i STATE OF COLORADO cZ3, rnnnuricta* ions tO / Oat t9 2019-4278 Ft ©OCoCo COUNTY OF WELD 2018 PROPOSED BUDGET MESSAGE PRESENTED TO : WELD COUNTY BOARD OF COMMISSIONERS Julie A. Cozad , Chair Steve Moreno, Pro-Tem Sean P . Conway, Commissioner Mike Freeman, Commissioner Barbara Kirkmeyer, Commissioner BY THE DIRECTOR OF FINANCE AND ADMI ISTRATIC} N DONALD D . WARDEN September, 2017 861J : „tlivr E ��o� NT 2� TABLE OF CONTENTS PAGE DISTINGUISHED BUDGET PRESENTATION AWARD 1 BUDGET MESSAGE 3 ABOUT WELD COUNTY, COLORADO 17 STRATEGIC PLAN 21 POINTS OF ISSUE AND POLICY MATTERS : 2018 BUDGET STRATEGY 55 2018 BUDGET CALENDAR 58 Explanation of Overview of Budget and Management System 60 Overview of Budget and Management System . . . iiii . . . . . i . . . . iii . ii iii . . . . . . . iii . . . . . V1 Hierarchy of Budget Information 62 Budget Process 63 Significant Budget and Accounting Policies 64 Explanation of Individual Funds . 66 Budget Policies 68 Significant Changes in Policy from Prior Years i i 69 Long Term Financial Planning Policies ii ii i . ii . i . . i . . a . . . . . i ii i . . i . . a . . . . . i ii . . . . . . . . . . . . ss . . . . . . . . . . . i . Capital Improvement Policy 72 Investment Policy 74 Fund Balance and Reserve Policy 75 Policy Directions 76 2018 Guidelines 78 2018 Special Budget Instructions 80 2018 Program Issues 82 Revenue Policies and Assumptions 83 Specific Revenue Assumptions of Significant Revenue 84 Major Revenue Historical Trends and Analysis 86 Department/Fund Matrix and Organizational Responsibility for Budget Units iiii 93 Policy Matters/Points of Issue with Fiscal Impact 96 EMPLOYEE SALARY SCHEDULE AND BENEFITS : 2018 SalaryBenefits and Benefit Recommendations 99 2018 Other - i i i i i . • • . . . . . . . . . . . . . . . • . . Y i i i Y . i i In i i i i i i i i i i i i i i i i . i i i i . • i i i . i i i i . i i i i i i i i i i Y • . 100 Position Authorization Changes Due to 2017 Budget 101 SUMMARY OF FUNDS : Graph - - All Funds Revenue 103 Graph - - All Funds Expenditures 104 Graph - - Mill Levy 105 2018 Summary of Fund Balances 106 2O18 Summary of Major Revenues and Expenditures 108 2017 Estimated Summary of Major Revenues and Expenditures 110 2O16 Actual Summary of Major Revenues and Expenditures 112 Governmental Funds - 2016 - 2018 Summary of Estimated Financial Sources and Uses 114 PAGE SUMMARY OF FUNDS (CONTINUED ) : 2017 Assessed Values to be Used for 2018 Budget 116 Net ■ rogram Cost - - . . i Wi ii i. i ii iii . . - - - - - - - 117 Seven Year Trend Data : Beginning Fund Balance 119 County Expenditures 120 Weld County - Organizational Chart 121 Summary of County Funded Positions 122 GENERAL FUND : Graph -- General Fund Revenues 125 Graph -- General Fund Expenditures 126 Seven Year Trend Data General Government 127 Publicsafety . . . i . . . iii . . . iiii . iiiiiii . . iiiiiiiii . . ii . . i . . iiii . ii . iiiiii . iii . iii . i . iiiiiii . iii . ii . . . . . . . . . . . 128 Health and Welfare 129 Narrative Fund Summary 130 Summary of Revenue 132 Summary of Expenditures i . 134 Office of the Board 136 Public Information . 138 County Attorney 140 Public Trustee 142 Clerk to the Board 144 Clerk and Recorder: Recording/Administration - ii ii ii ii ii . i ii ii ii ii ii ii ii ii ii ii ii ii ii ii ii . i ii iYF 146 Elections 149 Motor Vehicle 151 Treasurer . 153 Assessor 155 CountyCouncil . . . . i . iii . . . . . . . . .i . . . . . . . . . i . . Y i . . n . . . .i i i . i . i . . i . . . . . i i i i . . . . . . . . . . . . . . . . . . . i i i . . . . . . . . . .. . . i i . . . . . . . i . i . i . i i . . . . . . i 158 District Attorney: Seven Year Trend Data 159 Budget Unit Summary 161 Juvenile Diversion 163 Juvenile Restorative Justice • • . . • • . . • • • . . ii Yi ii ii . i ii ii ii ii ii ii ii ii ii . i ii iii ii ii ii ii . i ii ii ii 164 Victim/Witness Assistance 165 Finance and Administration 166 Accounting 168 Purchasing 170 Human Resources 172 Planning and Zoning Y . . 175 Buildings and Grounds 180 Weld Plaza Building 183 Information Technology 184 Geographical Information System 188 Innovation and Technology Projects iYi ii . . ii iii i . Yi . . iii . ii ii iii iii . Yii . i iiii ii . . ii . i ii ii ii ii ii i . ii . . . . 190 Printing and supplies 192 rr PAGE GENERAL FUND (CONTINUED): Sheriff's Office : Seven Year Trend Data . iirr iWr ii rr . i rrr ir . W rr iiiii . i iii ir . Wr ii it . i iii rr iW rr ii ri . . ii . . . 194 Budget Unit Summary - All Departments 195 Sheriffs Administration Patrol 202 Sheriffs Administration Detention 204 S heriffs Professional Standards 206 S heriffs Civil Unit 208 Sheriffs Support Services 210 Sheriffs Patrol 212 S heriffs Investigations Unit 214 Municipal Contract Enforcement 216 S heriffs Office Ordinance Enforcement 218 Regional Forensic Laboratory 220 Victim Advocate Services 222 Multi-Jurisdictional Drug Task Force 224 Inmate Services 226 Security Unit 228 Courts and Transportation Unit r 230 Contract Jail Space 231 Communications - County Wide 232 Communications System Development 235 Public Safety Information System 236 Coroner 238 Pre-Trial Services 242 Work Release 245 Adult Diversion Services 247 Community Corrections 248 Building Inspection 250 Noxious Weeds 254 Office of Emergency Managements . . . . . . ririiiirrii ■ riiiiririiri ii ii ii . . . . . . i . irriiir iiiir i riiri ii it ii iiiirr ri 25 General. Engineering 259 Missile Site Park 261 Parks and Trails 263 Airport Transfer 264 y , y� Senior Programs iii ii ii ii ii ri ii it ii ii ii ii r . ii i . ii i . ii . i ii rri . rit . i ii i . iir . i ii ii ii ii i . ii ri it ii ii ii ii it ii iii 26 Waste Water Management 266 Developmentally Disabled 267 Mental Health 268 Child Advocacy Center 270 Transfers : Retirement 271 Human Services 272 Health Department 273 Economic Development 274 Building Rents 275 Non-Departmental - r i r r r r r r i t r r i . i i . r r r r . r i r r i t i i i i . r r r . r i t i t r r i i i r . r r r i t r r r r r r i t r . r . r r . i r r r r r i t r . r . r r i i r r i r . . . . . 277 Retiree Health Insurance 278 Community Agency Grants I I I 279 Bright Futures 281 Hi PAGE GENERAL FUND ( CONTINUED ) : Extension Service 283 County Fair . 285 Veterans Services 287 Island Grove Building 289 Asset and Resource Management 290 Contingency (Salary) I . I . I I 291 PUBLIC WORKS FUND : Graph -- Public Works Revenues 293 Graph --, Public Works Expenditures 294 Graph -- Seven Year Trend Data 295 Narrative Fund Summary 296 Concerning Local Accountability for Money Used for Highway Purposes 298 Construction Bidding for State-Funded Local Projects 299 Summary of Revenue 300 Summary of Expenditures 391 Summary — A►ll Departments 302 Administration 303 Trucking 305 Motor Grader 307 Bridge Construction 399 Maintenance Support 311 Other Public Works 313 Mining 315 Gravel Road Management 317 Grants-in-Aid to Cities and Towns 319 Non-Departmental Revenue 320 Contingency salary 321 SOCIAL SERVICES FUND : Graph -- Social services Revenues 323 Graph -- Social Services Expenditures 324 Graph -- Seven Year Trend Data 325 Narrative Fund Summary 326 EstimatedRevenue . . . . . . . • . . . . . . . . . . . . . . . . . . . . . . . iii . . . . . . . . . iii . . . . . . . . . . . ? . . . . . . . . . . . . . . . . . . . . . . . . . . ii 327 Mandated Programs 328 Summary of Revenue 329 Summary of Expenditures 330 Summary — All Departments 331 County Administration 337 Non-Program Revenue 339 Other Programs 340 Child Support Administration . . . 342 Temporary Assistance to Needy Families 344 Aid to Needy Disabled 346 ChildCare 348 Old Age Pension 350 Child Welfare and. Administration 352 Core services 354 iv PAGE SOCIAL SERVICES FUND (CONTINUED ) : Adult Protective Services 356 LEAP Program and Administration i . iiiiiiiii . ii . . iii . i . iiii . ii . . . i . . iii . iiii . iiii . ii . i . ii iiii . iiiiii . ii Nii 358 General Assistance 359 PUBLIC HEALTH AND ENVIRONMENT FUND : Graph Health Fund Revenues 361 Graph -- Health Fund Expenditures 362 Graph -- Seven Year Trend Data 363 Narrative Fund Summary 364 Summary of Revenue 367 Summary of Expenditures 368 Budget Unit Summary - All Departments 369 Administration 371 Non-Program Revenue 373 Health Communication 374 Public Health Services 376 Environmental Health Services 380 Public Health Preparedness 382 HUMAN SERVICES FUND : Graph -- seven Year Trend Data 385 Narrative Fund Summary 386 Summary of Revenue ii 387 Summary of Expenditure 388 Summary All Departments • . i ii ii ii ii ii ii ii i . ii ii ii ii ii ii ii . i ii ii ii ii ii i . ii i . . i ii i . ii ii ii i . . . i ii ii ii iii 389 Job Service (Wag ner/Peyser) 390 Summer Job Hunt 391 Workforce Investment Act - Administration 392 Workforce Investment Act - Adult Program 393 Workforce Investment Act - Youth Program 394 10% Incentive Grant (CIMS ) 395 Workforce Investment Act - Statewide Activities Grant 396 Workforce Investment Act - Dislocated Worker Program 397 Educational Lab 398 ArnericorpsProgram . . i . i . . . . i . . . i . iii . i . . . ii . i . i . i . iii . ii . . iii . . iii . iiii . . . i . i . iii . i . . . i . . i . i . i . iii . . . i . . iii . i . i . ii 399 AAA Administration 400 AAA Support Services 401 AAA Congregate Meal 403 AAA Home Delivered Meals 404 AAA Health Services 405 AAA Colorado Health Foundation 406 AAA Eider Abuse Grant 407 AAA Special Ombudsman 408 AAA Single Entry Point 409 AAA (CCT) 410 AAA (\IAL. E ) - iif ■ i . iiiiiii . . iiiii . iiiiiii . iiii . iiiiiiiiiii . . iiiiiiiiiiiii . . iiiiiiiiii . i . . ii . iiiii . . . • . • 411 AAA (State Funds ) 412 Part E Family Caregiver Support 413 Community Services Block Grant 414 v PAGE SPECIAL REVENUE FUNDS : Narrative Summary of Special Revenue Funds 415 Conservation Trust Fund : S ummary of Revenue 416 Summary of Expenditures 417 Budget Unit Summary 418 Contingency Fund : S ummary of Revenue 421 S ummary of Expenditures 422 Budget Unit Summary 423 Emergency Reserve Fund : S ummary of Revenue 424 S ummary of Expenditures . 425 Budget Unit Summary 426 Solid Waste Fund : S ummary of Revenue 427 S ummary of Expenditures 428 Budget Unit Request Summary - Code Enforcement 429 Budget Unit Fund Summary 430 CAPITAL FUNDS : Graph - - Seven Year Trend 433 Narrative Fund Summary 434 Summary of Revenue i 435 Summary of Expenditures 436 Budget Unit Summary . . . . . iiiii . iiiiiiiii . iiiii iii ii iii ii ii ii ii ii ii ii ii ii ii iii 437 Long Range Capital Projects Five-Year Plan 438 PROPRIETARY FUNDS : Narrative Summary of Funds 479 Enterprise — Northern Colorado Regional Forensic Laboratory Fund Summary of Revenue 480 S ummary of Expenditures 481 Budget Unit Summary 482 IGS - Motor Pool Fund S ummary of Revenue 483 S ummary of Expenditures 484 Budget Unit Summary - Motor Pool Administration 485 Budget Unit Summary - Motor Pool Equipment 486 IGS - Health Insurance Fund : Summary of Revenue 490 S ummary of Expenditures 491 Budget Unit Summary 492 vi PAGE PROPRIETARY FUNDS (CONTINUED ) : IGS - Insurance Fund : Summary of Revenue 494 Summary of Expenditures 495 BudgetUnitSummary . . . . rrr . r . rrrr . rri r . rrrrrrwit r . rsrr . rri . r . rrrrr • wit wee rr rw r . rrr r wit weer 496 IGS - Phone Services Fund : Summary of Revenue 498 Summary of Expenditures 499 Budget Unit Summary 500 Weld County Finance Authority : Budget Unit Summary 502 GLOSSARY 03 vii id ., 1861 ;$ WAGOUNTY E '4) ( 441 Mr GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Weld County Colorado For the Fiscal Year Beginning January 1 , 2017 air erawra Executive Director 1 saai , 18617 r . - COUNTY es/ 1- 2 DEPARTMENT OF FINANCE AND ADMINISTRATION tikti PHONE : (970) 400-4218 \s, 1861FAX: (970) 352-0242 1150 O STREET P. O . BOX 758 GREELEY , COLORADO 80632 di) September 19 , 2017 Weld County Board of Commissioners 1150 O Street Greeley, CO 80631 Board Members : As Weld County begins 2018 the County is in excellent financial condition with no debt, no sales tax , one of the lowest mill levies among all Colorado counties , a significant cash reserve , and a fully funded pension plan . In August, 2017 Weld County received an honor never before given to a county government. The first-ever award for being the Taxpayer Friendliest Community was given to Weld County by the National Director of the American City County Exchange (ACCE ). The Weld County 2018 Proposed Budget for operations and capital outlay totals a gross amount of $300 , 572 , 963 with a net of $294 , 832 , 136 when interfund transfers are excluded . The Proprietary Funds total an additional $35 , 003 , 524 . The budget has been prepared in accordance with your directives developed during the budget process. The budget is funded with revenue estimates of $ 173, 364 , 781 , anticipated fund balances of $ 121 , 860 , 000 , and the maximum allowed property tax under Amendment One (TABOR) and the Weld County Home Rule Charter of $ 145 , 562 , 107 . 2018 BUDGET HIGHLIGHTS Assessed value increased 2 . 56% , or $234 . 6 million due to reappraisal . Complete the five-lane concrete road for the CR 47 extension from CR 60 . 5 to SH 392 . Complete bridge mitigation projects resulting from the 2013 flooding . Provide for the long-term financial sustainability of the Bright Future program . Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $36. 0 million . Fund a Hazardous Material Planning grant and FEMA training exercise in 2018 . Increase the WCRCC staff by 7 FTE to cope with the E911 call volume . 3 ) Fund FRCC DSR switch and four radio upgrades for redundancy and system upgrades. Reallocate four Sheriff Contract Service deputies to Patrol to increase law enforcement services in the field . Add 26 FTE in the North Jail due to inmate population growth . Implement a new integrated public safety information system . Begin the design phase of the $44 . 5 million jail expansion . Create a Criminal Justice Coordinator position . Implement the new pay grade and flexible staffing for sworn officers in the Sheriff's Office . Add a Family and Consumer Sciences agent in the Extension Service . Increase the District Attorney staff by 4 FTE due to 40% increase in caseload since 2011 . Begin the Lean process to both identify and then implement the most efficient, value added way to provide government services. Celebrate the 100th Anniversary of the Weld County Fair. FINANCIAL PLAN ECONOMIC CONDITIONS AND OUTLOOK The U . S . and Colorado economies are expected to continue to expand in 2018 at a moderate pace . Business activity has improved in recent months , sparking renewed optimism in U . S . economic growth prospects. The two-year downturn in the oil and gas industry appears to have ended as rig counts have begun to increase . Consumer spending remains robust and employers continue to add jobs at a moderate rate , further lowering unemployment. However, full employment and an aging population are expected to dampen economic growth . Full employment may subdue economic growth if employers cannot fill vacant positions . A tighter labor market may also fuel inflation . Finally, robust investor confidence , spurred by promises of reduced business regulations and changes to the federal corporate and individual income tax systems , have lifted key stock indices to new highs. The U . S . labor market continued to add jobs in 2017 , giving the nation eight consecutive years of job growth and falling unemployment rates. Job gains were realized across most major industries . Colorado' s labor market also continues to improve , but after consistently outperforming the nation since the last recession , Colorado's employment growth is aligning closer to the nation 's pace of job growth . The state still boasts one of the lowest unemployment rates in the country. Weld County's unemployment rate has stayed in the 2 . 1 % to 3 . 5% range for the last year. Lower oil production and an improving global economy have lifted oil prices from a low of $26 a barrel in February 2016 to $53 a barrel one year later. In Colorado , the rise in oil prices has encouraged some producers to start drilling , but activity remains modest. Meanwhile , natural gas prices have failed to gain momentum , as unanticipated warm winter weather has created a 4 backlog . Low natural gas prices continue to depress demand for coal as fuel for electrical generation . However, U . S . coal producers are optimistic that changes in federal regulations may help the struggling industry. Over the last eight years, Weld County has been the epicenter of oil and natural gas production in the state, and that concentration of activity is only increasing . New drilling activity , as measured by active drilling rigs, has crept up slightly over the last year as oil prices have stabilized and trended modestly upward . While new drilling has been rising , crude oil production continues to fall , reflecting shifts made by producers to curb production in areas that are more costly to drill . I n Colorado , energy industry investment has also picked up modestly and is expected to rise further with the recent rise in oil prices . The Denver-Julesburg Basin , located primarily in Weld County, is expected to experience the greatest increase in activity due to lower production costs relative to other areas in the U . S . Residential real estate indicators remain encouraging for both the national andColorado housing markets . However, tight inventories continue to push home prices higher ,. making more homes less affordable and slowing momentum in the market. The Colorado real estate market remains one of the strongest in the nation , but there are indications that rapid price appreciation is dampening growth as first time buyers are being priced out of the market. Although mortgage interest rates remain near historical lows , rate hikes by the Federal Reserve will likely contribute to lower affordability and moderating growth in the industry. Rising prices, healthy demand , and a low supply of available properties continue to drive the U . S . housing market. The number of non -residential construction projects increased this year, but they are smaller projects with less square footage than those built last year. Weld County's economic future is bright with a strong mix of agricultural , energy, manufacturing , and health industries. Greeley Metropolitan Statistical Area is the fourth-fastest growing area in the country and the fastest in Colorado . People are moving to Weld County because of the quality of life , housing is more affordable, low taxes, and because there are good jobs and we have a growing , healthyeconomy. 2018 BUDGET PLAN AND FOR THE FUTURE A cornerstone of a budget process is to convert the County ' s long-range and strategic plans and policies into services and programs. Once adopted by the Board of Weld County Commissioners , the budget becomes a work plan of objectives to be accomplished during the next fiscal year. As the budget process begins, each department head and elected official needs to examine his or her department's operations in relationship to the mission and the strategic goals of Weld County. From this examination budgets to support the programs and services to accomplish the objectives and reach these goals need to be developed . During the recovery of the Great Recession and last few years of dealing with the volatility of oil and gas prices and production , Weld County has reinforced our commitment to maintaining the legacy of fiscal stability and operational excellence . When one stops and thinks about how County services connect with so many parts of residents' lives, it is inspiring . County employees are involved with and care about the community we serve . From disaster preparedness to human services, voting , health programs , inspections, public safety , providing a transportation system and much more , the County remains committed to upholding public trust by conducting the public's business with excellence and integrity . 5 Although the financial health of Weld County government is currently excellent, it is important to look to the future issues , possible problems, and alternative solutions to these problems. Besides the traditional role of budgeting to responsibly manage available current year funding , there must be a continued emphasis of long -term planning , recognition of the cumulative of individual decisions, an awareness of changing realities , flexibility, citizen input in setting priorities, and a focus of goals and objectives consistent with the core services philosophy and mission statement. Weld County is a leader in innovative approaches to better government and service delivery. We are constantly working to advance our organization and strengthen government in innovative and financially responsible ways that improve the lives of our residents. As we prepare the 2018 budget, we must strive for a budget that outlines our plan to optimize the resources we have available to deliver county services and shows the areas of funding challenges facing the county, but also demonstrates our commitment to organizational excellence , our organizational goals and our core values. The 2018 budget should build on several strategies that our organization has implemented over the past few years which continue to make us stronger, more nimble and more focused as a team working toward common goals. The 2018 budget must support strategies for both short-term and long-term success for our organization . . . .for our residents' future . The foundation for our strategies began with creating an aligned county structure that pursues collaboration , cooperation , engagement and accountability in developing common strategies and goals . We are one organization , with aligned strategies to enhance flexibility and communication , reduce duplication of effort , encourage continuous improvement and nurture innovation . We have created this organizational foundation and culture to focus on serving residents in a responsive and compassionate manner with strong stewardship of our valuable resources. Weld County was recently recognized as the fourth -fastest growing area in the county . The question that we as an organization need to address is how can we keep up with and sustain the level of services and types of growth we are seeing . We must continue to be proactive in our efforts to redesign , innovate , and demand accountability for better outcomes. Weld County is always reinventing what government looks like and acts like , while providing the necessary services mandated by state and federal governments . This is the value proposition . The 2018 budget process represents an opportunity to be proactive in health and human services , workforce development, land use planning , energy development, transportation , and criminal justice with a goal to improve the lives of residents by reducing reliance on government for basic needs . A great example of promoting self-reliance is investing million in the 2018 budget to give our young high school graduates through the Bright Futures program the needed skills to be successful in the future Weld County workforce . Through this self-reliance , people can thrive. In the 2018 budget, besides addressing the growing program service needs the county's capital budget must continue to be robust, as we manage our current assets, modernize our buildings and plan new buildings for the future . The county's footprint of owned and managed space is approximately 1 . 5 million square feet . Given the number of staff, clients and visitors the annual maintenance and day-to-day operations for the county's real estate is significant . In addition , we are looking over the next five years to spend nearly $50 million on new facilities and equipment, including a $44 . 5 million jail expansion , which increases maintenance and operational costs . There are major costs associated with preservation of our existing facilities . Weld County properties and buildings are important assets, ones we are proud of and that are critical to maintain . In 2017 we celebrated our beautiful Courthouse's loom anniversary. it is still functioning well as a viable court facility due to the care and investment in it over the years . Another capital investment is in our continued effort to keep our technology involving the development, maintenance , and use of computer systems, software , networks, and telecommunications for the processing and distribution of data support services to Weld County at a state of the art level . 6 The greatest asset we have in this organization is our employees. The 2018 funding recommendations for 2018 need to reflect the value and commitment to our staff and demonstrate the core values of continuous improvement, customer service , diversity and inclusion , employee engagement and workforce development. The core values directly impact how we provide high- quality, cost-effective, result-focused services and outcomes , and they start with each of our employees . We all need to thank Weld County employees for the work they do and their commitment to serving residents. As has been true in the past few years there are a number of future issues and concerns that will be impacting Weld County's budget in 2018 and subsequent fiscal years . The continued impact of oil and gas development in the county touches on many aspects of Weld County currently, and in planning for the future . The energy development presents both challenges and opportunities for Weld County government. As has been the case for the last six to seven years, growth and development activity directly, or indirectly, related to oil and gas exploration seems to be the main economic driver in the majority of positive economic activities in Weld County . The County has seen several compressor stations , injection wells, new pipelines, and other oil and gas support and service industries developments . Given the commitments of the large oil and gas companies in Weld County, the county seems primed to see considerable long-term investment and development in the oil and gas arena , even at the lower oil price levels. Although the future of energy development in Weld County appears bright, it is not without risks . Oil and gas production in Colorado has risks associated with the potential of more government regulations and voter initiatives trying to restrict or limit fracking in Colorado communities. These regulatory risks , if implemented , could dramatically impact future oil and gas development in Colorado. The volatility of the oil and gas assessed values continues to be a major impact to the county's budget planning . The county's assessed value from oil and gas values peaked in the 2016 budget when oil and gas assessed valuation was close to two-thirds of the county's total assessed valuation . Since November 2014 , due to the oversupply of oil worldwide the price of oil has dropped from over $ 100 a barrel to a low of around $26 per barrel in 2015 . As we look at the prices in 2017 , they seemed to have stabilized in the price range of $45-55 per barrel. Because of the volatility of production levels and price fluctuations of the oil and gas values, the County must continue to prudently manage the property tax base created by the energy development. As we developed the 2016 budget, we prepared for a significant drop in the assessed valuation for the 2017 and 2018 budgets . The drop in assessed valuation for the 2017 budget lowered the Weld County assessed valuation 21 % below the 2016 budget level for property tax . Looking forward to the 2018 budget it appears the assessed value will be very near the same level as the 2017 budget due to oil and gas price stabilization and the reappraisal year' s increase values from the other classes of property , even with the drop in the residential property assessment ratio to 7 .2% from 7. 96% . In anticipation of the drop in the county's assessed valuation , the 2016 budget had. $ 62 million in one-time budget items , and for the 2017 budget there was nearly $29 million in one-time budget items, so the net operational spending requires around $ 130 million in property tax revenue to maintain the current spending levels in 2018 . Based upon the price recovery of oil and gas , the 2019 budget should see a 10- 15% increase in overall assessed valuation . The financial planning done by Weld county the last six years has funded the unfunded liability of the retirement plan, a fluctuation contingency reserve of $36 . 0 million , and has reserves in the Public Works Fund and Capital Fund . The $36 . 0 million contingency fund will provide the financial flexibility to adjust to the volatile property tax revenue patterns in future years without having to make significant reductions to basic operational spending . The capital reserve will leave the County on track to be able to construct the $44 . 5 million jail expansion in 2018-2020. The fund 7 balance in the Public Works Fund should be adequate to complete the major capital improvements to the CR 49147 Corridor, north from CR 60 . 5 (SH 263 ) to SH 392 in 2018 , leaving the property tax at $ 16 . 5 million in 2018 to fund the road improvements . To finish the $ 160 million CR 49147 Corridor project, a funding level of $25 million will be required in 2018 . In the 2018 budget there is over $ 15 million in one-time expenses . The other challenge for 2018 will be the funding levels of state and federal programs due to the many unknowns about the direction the Trump administration and Congress will take as they develop the federal budget for domestic programs . In addition the State of Colorado continues to have funding issues due to TABOR limits, and the state-federal funding relationship . In light of the challenges faced by departments, the 2018 budget development process must continue to be a collaborative effort by staff, department heads, and elected officials. The strategic plan , core values, and the financial policies of Weld County provide the cornerstone for the financial plan to achieve the county's goals and objectives. The Board of Weld County Commissioners provide the consistent leadership and fiscal oversight that maintains Weld County's financial stability and reputation . In support of this fiscal management, the team of department heads , elected officials , and finance staff provide the foundation of the system . The Weld County team continues to mitigate challenging budget obstacles, the fluctuation of energy prices , and the state and federal fiscal realignments to insure strong leadership and stewardship of Weld County's long-term fiscal and operational integrity. GENERAL GOVERNMENT FUNCTIONS Revenue for general government functions, including General , Special Revenue , Capital Expenditures, Internal Service , and Enterprise Funds, total $318 , 926 , 888 in 2018 , an increase of 5 . 63 percent over 2017 , primarily in property taxes, intergovernmental , and miscellaneous revenues . The amount of revenue from various sources and the changes compared to 2017 are shown in the following tabulation : 2017 2018 Increase 2017 Percent 2018 Percent - Decrease Amount of Total Amount of Total from 2017 Revenue Sources Property Taxes $ 141 ,946 ,827 47 .0% $ 145, 562 107 45. 6% $ 3 , 615 ,280 Other Taxes 11 , 830, 000 3. 9% 13 , 630 , 000 4. 3% 1 ,800 ,000 Licenses and Permits 5 ,437 ,350 1 . 8% 4,473, 750 1 .4% -963, 600 Intergovernmental Revenues 67 ,305 , 192 22 .3% 72, 874, 526 22. 8% 5, 569, 334 Charges for Services 8, 898 , 159 3 .0% 9, 520, 667 3. 0% 622, 508 Miscellaneous Revenue 23, 989, 103 7 .9% 27, 302, 514 8. 6% 3 ,313 ,411 Fee Accounts 11 , 148 ,250 3 . 7% 13, 059 800 4. 1 % 1 , 911 , 550 Internal Service Charges 31 , 383, 694 10 .4% 32, 503, 524 10 .2% 1 , 119, 830 TOTAL $301 ,938 ,575 100 .0% $318, 926, 888 100. 0% $ 16, 988, 313 Expenditures by function for the General , Special Revenue , Capital Expenditures, Internal Services , and Enterprise Funds total $329 , 835 , 660 for 2018 , which is a decrease of 3 . 02 percent over 2017 . The amounts by function and the increase over 2017 are as follow: 8 2017 2018 Increase 2017 Percent 2018 Percent - Decrease Expenditure Sources Amount of Total Amount of Total from 2017 General Government $ 38 ,395 ,981 12 . 0% $ 40, 117,273 12. 2% $ 1 ,721 ,292 Social Services 38 ,680 , 234 12. 1 % 40, 935, 653 12.4% 2 ,255 ,419 Road and Bridge 81 ,400 , 232 25A% 82, 915, 152 25. 1 % 1 ,514 , 920 Public Safety 58 , 135 , 561 18 . 2% 66, 028,470 20. 0% 7 ,892 , 909 Human Services 8 ,434, 300 2. 6% 7,479, 338 2. 3% -954 ,962 Health 11 ,053 ,379 3 .5% 11 , 765 , 668 3. 6% 712, 289 Capital 11 ,801 ,500 3 .7% 10, 775, 000 3. 3% - 1 , 026, 500 Public Works 22 ,340 ,755 7 . 0% 8, 835, 865 2. 7% - 13 ,504 ,890 Contingency 10 ,000 , 000 3 . 1 % 10, 000, 000 3. 0% 0 Miscellaneous 5 , 022 , 668 1 . 5% 11 , 093,217 3.4% 6 , 070 , 549 Culture and Recreation 903 ,868 0 . 3% 1 , 124, 995 0. 3% 221 , 127 Auxiliary 623 ,230 0 .2% 3, 761 , 505 1 . 1 % 3, 138, 275 Internal Services 33 ,383 ,694 10.4% 35, 003, 524 10 .6% 1 , 619 ,830 TOTAL $ 320 , 175 ,402 100 . 0% $ 329, 835, 660 100. 0% $ 9 ,660 ,258 Capital Expenditures Fund : The Capital Expenditures Fund accounts for various capital improvement projects for county buildings . The 2018 program is funded at $ 10 , 775 , 000, with $ 10 ,250 , 000 in property tax, $225 , 000 from capital expansion fees, and $300 , 000 from interest. Anticipated projects include $300 , 000 for a grader shed for Public Works, $750 , 000 for Chase Building improvements , $ 130 , 000 for communications equipment, $ 1 , 000 , 000 to upgrade Human Services Buildings , $4 , 500 , 000 for the design phase of the jail expansion , and $ 1 , 369 , 000 for special projects. There will be $ 1 , 906 , 000 going into the jail reserve and $820 , 000 into the Communications System reserve . A carry-over beginning fund balance of $24 , 950 , 000 is anticipated , and $27 , 676 , 000 ending reserve fund balance for the future jail expansion ($26 , 356 , 000 ), Communications System reserve ($820 , 000 ), and Downtown Greeley land reserve ($500 , 000 ) is anticipated at the end of 2018 . Debt Administration : The County continues to have no bonded indebtedness . The passage of HB1579 , in 1981 , Section 30-35-201 , C . R. S . , now allows the debt ceiling to be three percent of the assessed valuation of the county. Thus , Weld County maintains nearly a $280 million allowable debt capacity in accordance with Colorado State statute . The 1997 Certificate of Participation Bonds for the construction of the Correctional Facility were paid off on the call date of August 1 , 2007 . Weld County currently has no debt of any type and is one of only a few local jurisdictions in the nation that can make that claim . Cash Management : Cash temporarily idle during the year will be invested in time deposits ranging up to 180 days to maturity. Interest earned on investments of cash held by the County Treasurer will be recorded as revenue in the General Fund , with the exception of interest attributed to the Conservation Trust Fund , Insurance Fund , Capital Expenditure Fund , Trust Funds , and the interest earned on certain deposits held for other taxing authorities . The amount of interest anticipated in 2018 is $2 , 332 , 000 . The County's investment policy is to minimize credit and market risks while maintaining a competitive yield on its portfolio . Accordingly, deposits are either insured by federal depository insurance or collateralized . All collateral on deposits is held either by the government, its agent, or a financial institution 's trust department in the government's name . 9 Risk Management : During 2018 , Weld County will continue to be a member of Colorado Counties Casualty and Property Pool , therefore , all casualty insurance coverage is being provided via pooling with other Colorado counties. The pool offers full safety and risk management programs to minimize losses. Losses are funded on a self- insurance option basis . Worker's Compensation will be provided via a state approved self- insurance program . Mill Levy : The mill levy will remain at 15 . 800 mills. The assessed value for the 2018 Budget is $9 ,212 ,791 ,580 , which is up $213 ,924 , 060 or 2 . 38 percent over last year. Th.e assessed value for vacant land is up $24 . 69 million , or 37.79 percent. Residential is up $276 . 59 million , or 18 . 29 percent; and commercial property is up $ 96. 83 million , or 11 . 89 percent . Agricultural property is up $27 .60 million , or 14 .97 percent; industrial is up $ 125 . 88 million , or 15 . 78 percent; natural resources is up $0 .43 million , or 2 . 31 percent; and state assessed property is up $41 . 68 million , or 516 percent . The major decrease is in oil and gas , down $358 . 04 million , or 7 . 22 percent, which is due to oil and gas prices being down . There is an actual value increase of new construction of $ 1 . 004 billion , or 3 . 47percent. Employee Compensation Pay : For the 2018 budget, a salary increase of 3 .0 percent to Weld County employees is included . Employees will get step increases for longevity and performance . Health insurance rates will increase 3 . 2% for the employees and the county for 2018 . This is the first health insurance rate increase in four years. Measures to control health care costs , such as the wellness program , employee clinic, consumer driven plans, and health reimbursement accounts have been making a positive impact on controlling the health insurance costs for the county. Health coverage will be provided by CIGNA on a partially self- insured basis with a Preferred Provider Organization ( PPO ) option and a High Deductible Health Plan/Health Reimbursement Account (HDHP/FIRA ) option . No other benefit changes are anticipated . Fund Balances : County fund balances continue to remain very healthy , with an anticipated $ 121 , 860 , 000 to begin 2018 . This remains at one of the highest levels in many years. The strong fund balance figures have been achieved through conservative budget practices and the high assessed value from oil and gas revenues. The ending fund balances are projected at $ 110 ,951 , 228 . However, the ending fund balance is actually understated because $ 10 , 000 , 000 in the Contingency Fund is appropriated , thus not showing up in the ending fund balance figure. The $ 10 , 000 ,000 is not anticipated to be spent in 2018 , and if no emergencies or unforeseen events happen , the amount should be in the ending fund balance . There is no fund balance earmarked in the 2018 budget . All other fund balance amounts are undesignated . With the above projection , ending fund balances should be $ 120 , 951 ,228 . The decrease of approximately $0 . 9 million in the beginning and ending fund balance is primarily attributed to the plan draw down of the Public Works fund balance by $ 11 .9 million for the WCR 47149 project, and Solid Waste fund by $ 1 .4 million , which is offset by adding $ 12 . 0 million to the Contingency Fund . The Contingency Fund also serves as a stabilization reserve for the fluctuating revenues due to Weld County's heavy dependency on oil and gas assessed values that can fluctuate dramatically from year to year due to production levels and price changes . MAJOR FACTORS IMPACTING THE 2018 BUDGET As stated earlier, as Weld County begins 2018 the County is in excellent financial condition with no debt, no sales tax , one of the lowest mill levies among all Colorado counties , a significant cash reserve, and a fully funded pension plan . The major factors impacting the 2018 budget continue to be dominated by the oil and gas development in Weld County, population growth , state and 10 federal budget issues , service restructuring in Weld County government, and the execution of the Strategic Investment Plan for the Future of Weld County. As has been the case for the last six or seven years , growth and development activity directly, or indirectly, related to oil and gas exploration seems to be the main economic driver in the majority of positive economic activities in Weld County . The County has seen several compressor stations , injection wells , new pipelines, and other oil and gas support and service industries seeking permits. Given the commitments of the large oil and gas companies in Weld County, the County seems primed to see considerable long-term investment and development in the oil and gas arena . As discussed earlier the volatility of the oil and gas assessed values continues to be a major impact to the County's budget planning the last seven years , and will continue to be going forward with all the long-term energy development planned in the county by energy companies. Two significant long term capital projects will the construction of a $44 . 5 million addition to the jail in 2018-2020 , and the completion in 2018 of the four-year project for capital improvements to the CR 49147 Corridor, south from Highway 34 to 1 -76 , and north from CR 60 . 5 (SH 263 ) to SH 392 . The road project will require over $25 million in 2018 . On May 20 , 2014 , the Board approved the design/build option for the CR 47149 Corridor at a total cost of approximately $ 160 million . The first section of the project from Highway 34 to CR 60 . 5 was completed in November, 2015 at a cost of $25 million . A► design/build contract of $ 109 million for the section from Highway 34 to 1-76 was awarded in August, 2015 , with construction to be completed in 2017 . The last section of the project from CR 60 . 5 to SH 392 is estimated to cost $25 million in 2018 . Savings have been realized by doing a design/build . The schedule is as follows : CIP 2014 2015 2016 019 CR 49 South US 34 to 1 -76 (20 miles ) Design/ROW Design/ROW Construction Construction Optional Bid CR47 North CR60 . 5 - SH 392 (3 . 5 miles ) Design/ROW Construction Construction The project has been funded within the resources of the Public Works Fund over the period of 2013-2018 . The property tax for the Public Works Fund has been increased $ 10 million the last five years from $6 . 5 million in 2013 , to $ 16 . 5 million in 2018 . No debt has been incurred , nor have funds had to be advanced from other county funds to accomplish this project. Finally, for the sixth year the Strategic Investment Plan for the Future of Weld County recommendations are incorporated into the 2018 Budget. The plan calls for developing a long-term strategy of investment in the County's infrastructure , technology and innovation , staff and workforce development, economic development for diversification of the local economy , and establishing a fluctuation reserve to deal with the volatility of the peaks and valleys in energy prices and production . In addition , in 2018 the county will initiate a " lean " government process program . 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 . Resources for the Technology Projects budget unit will also be used for this effort. 11 The General Fund is funded at the level of $ 133 , 832 , 947 up $4 ,011 , 198 . A major decrease is the $ 15 .5 million decrease for the engineering costs of the Weld Parkway (WCR 47149 Corridor) project. Without including adjustments for cost of living , and salary step increases , the budget for general government functions is up $ 1 ,721 ,292 . The Election budget is up $767 ,845 after the $600 , 000 included last year for the one-time cost of new elections equipment is adjusted out. The increase is due to 2018 being both a primary and general election year, and the cost impact of Proposition 108 allowing unaffiliated electors to vote in the primary election . The Office of Public Information is up $69 ,260 with the addition of two positions . Building and Grounds is up $ 156, 927 for an additional Building Automation Supervisor, and Grounds Technician . The District Attorney is requesting four addition staff and an upgrade at a cost of $448 , 090 as the caseload of the office has increased 40% since 2011 . Information Technology is up $310 ,496 due to the addition of two Business Process Analysts for the Lean government program efforts , and a Business Intelligence Analyst. As stated earlier 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. Resources for the Technology Projects budget unit will also be used for this effort . GIS is up $ 106 , 600 primarily due to the need for imagery from Google and Nearmap in 2018 . Public Safety functions are up $7 , 955 , 919 in the budget. The overall net Sheriffs Office recommended budget is up $2 ,499 , 678 or 6. 16% . Due to the reduction of four (4 ) contract positions because outside entities will no longer need their services , revenues for Contract Services are expected to decrease by approximately $373 , 160 . Based upon a staffing analysis , the Sheriff's Office is requesting the four positions be moved to increase Patrol , as actual `first responders' to improve the effectiveness and efficiency of the division as a whole . Although the number of positions will not increase, the loss of revenue will result in a $373, 150 budgetary impact. The major impact is the addition of 26 positions ( $2 , 062 , 939 ) in the jail due to the growing inmate population , and the need to open the last pod of the jail to bring the overall capacity of the jail to 779 beds. Overall jail detention costs are up $2 , 186 , 839 . The Sheriff has increased supplies by $203,573 for firearm supplies ($28,976), inmate supplies ( $ 13 ,283), computers and software ($41 , 384) uniforms , duty belt equipment, and bulletproof vests ($22 , 481 ), and $86,719 for replacement of small items of equipment in the various Sheriffs Office units. Purchased Services are up $257, 296 for training and travel ( $36 ,659) , CPI increase for inmate medical care ($ 163 , 678), inmate food costs ($48 , 715 ) , crime lab facility costs since the grant ended ($62 , 000 ), inmate transports and court security ($ 35 ,667 ) , and phones ($26 , 212 ) . Vehicle costs dropped $ 114 , 344 . Sheriff's Office equipment is funded at $ 18 , 600 for a DME forensic workstation ( $8 , 800) , and scanner/printer/copier ($8, 000 ). In the General Fund salary contingency budget there is $ 1 ,225, 963 to cover the new pay grade plan and flexible staffing for the Sheriffs Office's sworn patrol and correctional officer staff approve mid-year in 2017. This amount will be allocated to the appropriate budgets in the final budget process. Coroner' s budget is up $ 163 , 036 primarily for the addition of two Deputy Coroner positions mid- year to deal with the office's workload . Communications is up $ 1 ,136 , 933 with the addition of two dispatchers for Greeley Police , two supervisors , and three call takers due to E-911 call volume . Greeley will pay for the two Greeley Police dispatchers they requested . Another large item is the $3 , 738 , 986 costs for the FRCC DSR switch and four radio system upgrade . ADCOM will pay for half of the cost ($1 , 934 ,471 ). Office of Emergency Management is up $ 99,000 for a Hazardous Material Exercise and Planning grant ( $75,000 ) and $20 , 000 for a full scale EOC exercise in 2018 . Other Public Safety budgets are stable with little or no increases. 12 As mentioned earlier, Engineering is down $ 15 . 5 million because the engineering and design fees have decreased for the Weld County Road WCR 49 south corridor and WCR 49147 north corridor in the 2018 budget. General Fund's subsidy to the Public Health Department is up $219 ,788 due to anticipated salary step and cost-of-living increases . The County Fair is up $ 175 ,850 with $ 147 ,850 for a one-time expense for livestock panels, $23, 000 for support for the Island Grove Park services, and $20 , 0000 in one-time costs to celebrate the 100th Anniversary of the Weld County Fair in 2018 . An increase of $2 , 758 , 296 is included for other General Fund departments' anticipated salary step and cost-of-living increases in 2018 . Health insurance rates will increase 3 .2% for employees and the employer in 2018 . This is the first health insurance rate increase in four years . The budgeted appropriations for Public Works in 2018 total $82 , 915 , 152 up $ 1 , 514 , 920 primarily due the construction of the CR53/58A Bridge with a FHWA flood grant. Municipal share back is funded at $2 , 953 , 654 . 2018 salary increases are for step increases due employees, and a 3 .0 percent cost of living salary adjustment in this budget for a total of $490 ,305 . tither Public Works budget unit is budgeted at $46 , 411 ,435 based on the Capital Improvement Plan (CIP). Personnel Services are up $47 , 703 for cost of living for 47 seasonal employees . Purchased Services decreased $ 1 , 081 , 159 primarily for the construction of the Weld Parkway (WCR 49 ). There is $21 , 164 , 225 budgeted for the CR 49/47 project. $2 ,965 , 000 for the CR105/CR390 project to be done with county crews. $ 3 , 000 , 000 is budgeted for the Haul Route Program (HARP). For flood related projects there is $ 11 , 155 ,,000 ( FHWA) for Bridge 53/58A, and $ 1 , 890 , 000 ( FEMA) for Bridge 87/42 . 5A. Other contract payments are for seeding ($50, 000 ),. low volume roads ($3, 075 ,000), BMP projects ($100 , 000 ), and bridge rehabilitation ($275 , 000 ) . Fixed Charges total $650 , 900 for rights-of-way funded at $50 , 000 , and $600 , 900 for a CDOT project for Bridge 44133A. Pavement Management is funded at an increased level of $900, 690 primarily due to increased funding for the 5 . 5 miles of overlay on CR 18 with Solid Waste funds. Asphalt is funded at the same level as last year at $3 ,, 100, 000. The Trucking budget is up only $3, 090 . Mining operations are up $ 796 , 190 for contract crushing at the Peters Pit. Gravel Road Management operations are up $ 56 , 550 primarily due to dust palliative material costs . Bridge Construction is down $205 , 006 primarily due to reduced material costs . Other operating budgets for road and bridge maintenance are funded at near the 2017 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 . The Weld County Department of Human Services continues to adapt to the legislative and programmatic changes imposed on us from the State and Federal levels. The impacts from prior years' legislation , such as HB 14- 1317 , SB 15-012 , and SB 15-242 , continue to impact our decision-making . The funding for additional caseworkers, originally funded through SB 15-242 continues into Fiscal Year 2017- 18 , providing Weld County with funding for four additional positions, two of which are new and two of which were formerly funded through the IV-E Waiver. Concerns have been raised , both by counties and by the State of Colorado , as to the long-term sustainability of these activities, once the IV-E Waiver period is completed . We are hopeful that enabling legislation and policies will allow for the continued creative use of IV- E funding to avoid costly and non - beneficial out-of-home placements using prevention and early intervention activities, as well as kinship placements . The Colorado Legislature acted in advance of the publication of the County Administration Workload study to appropriate an additional $ 19 million , from Federal , State and Local sources , to fund County Administration activities. 13 The total social Services Fund budget is $40 , 935 ,553. The programs are funded by property tax of $ 11 ,403 ,328 , state and federal funds of $29 ,532 ,325, and the potential use of fund balance to cover unanticipated cost overruns . Medicaid caseloads have grown significantly in the past several years , partially due to economic factors and partially due to Colorado' s implementation of the Affordable Care Act. From May 2015 to May 2016 , the number of Weld County residents enrolled in Medicaid grew from 67 ,732 to 73 ,453 , an 8.4% increase . However, we are starting to see signs that it is leveling off, with the most recent report showing a total of 75 , 012 enrollees. Approximately 25 % of Weld county residents are now enrolled in Medicaid . The LEAP (Low- Income Energy Assistance Program ) is now administered by Discover Goodwill , through a direct contractual agreement with the state of Colorado . Weld County's role in administering the program will be limited to resource referral and marketing . Prevention and Early Intervention will be a key focus of the department in the coming years. A distinct Division is being created within the department to address needs as they are presented to assist families in resolving conflict or neglect issues before they rise to the level of adjudicated dependency and neglect. We will be utilizing and coordinating a variety of funding sources to provide for these needs, while ensuring fiscal accountability and meaningful outcomes are achieved . The Human Services Fund is funded at $7 ,221 , 376 for 2018 , which is down $044 , 902 or 11 . 57 percent from the previous year . There are shifts in funding by program . The Community Services Block Grant is down only $ 1 , 835 , and Senior Nutrition programs are down $20 , 703 . Department of Labor programs are down $759 , 310 . Area Agency on Aging is up $213 , 114 or 5 .91 percent. The Department of Public Health and Environment's total 2018 budget is $ 11 , 562 ,443 . The Health Department' s 2018 budget continues the department' s strong fiscal management record , implements thoughtful reforms that streamline staffing , achieve savings and modernize processes, and reinvests those savings in targeted initiatives toward achieving a thriving , healthy Weld County . Building on successes in 2016 and 2017 , our 2018 budget reflects our commitment to the department-wide 2016-2019 strategic plan that focuses primarily on the key priority of integrating select core public health services in our community to better achieve sustainability , enhance quality, and control costs. During the past two years, the Health Department has been diligently working toward three strategic goals : 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 , using technology and other means. In support of these strategic goals, budgetary planning for 2018 again includes an emphasis on funding technology additions and improvements in both our Greeley and Southwest Weld locations , strengthening and supporting strategic activities and community partnerships focused on behavioral health in our community , and expanding access to our services in convenient, efficient, and effective ways to engage and support all citizens of Weld County while controlling costs and meeting budget targets . 14 On the revenue side of the budget, property taxes are budgeted at $ 145 , 562 , 107 , the maximum amount under the Weld County Home Rule Charter' s property tax limitation and TABOR . Revenue from interest earnings are up $800 , 000 at $2 , 000 , 000 for 2018 , as interest rates are projected to increase in the next year. Planning and Building Inspection fees are down $ 1 , 055 , 000 due to less oil and gas activity than anticipated in the County due to lower oil prices, as well as, the reduction in fees done in 2017 for oil and gas well permits resulted in a much greater drop in revenue than anticipated . Intergovernmental revenues are up slightly by $ 127 , 772 . Charges for Services are up $ 181 , 039 primarily from charges related to Elections ( $ 100 , 000 ), and Sheriff's Office revenues . Fines from traffic enforcement are up $3 , 000 . Indirect cost recovery is down $20 , 781 due to Social Services' allocation . Clerk and Recorder fees are up $700 , 000 . Treasurer's fees are up $ 1 , 180 , 000 . All other revenues are relatively stable with little change . The 2018 resources for Public Works total $ 109 , 023 , 797 , which includes a fund balance of $38 , 000 , 000 , in addition to the revenue shown in the budget. Property tax is set at $ 16 , 500 , 000 same as 2017 . Specific ownership tax is estimated to be $ 11 ,400 , 000 , up $ 1 , 800 , 000 from 2017 , as vehicle sales recover. Total HUTF will be $ 10 , 500 , 000 , unchanged from 2017 . Permit revenues are budgeted at $500 , 000 . Motor vehicle registration fees are $340 , 000 , and grazing fees are $ 1 , 150 , 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 . Federal mineral lease revenues are $ 1 , 000 , 000 , and PILT is budgeted at $40 , 000 . Other revenues from project reimbursements total $ 17 , 878 , 000 , which are up $4 , 125 , 410 . Transportation impact fees are budgeted at $2 , 000 , 000 , and Solid Waste funds of $ 1 , 850 , 000 for roads impacted by landfills. There are Energy Impact Assistance grants of $3 , 600 , 000 with $3 , 000 , 000 for the Tier 2 projects and $600 , 000 for three Tier I projects . There is one state grant to finish Bridge 44/33A for $600 , 000 . There are two flood project grants for Bridge 87/42 . 5A ($ 1 , 000, 000 ), and Bridge 53/58A ($7 , 540 , 000 ). There is NFRMPO funding of $888 , 000 , and UFRMPO funding of $400 , 000 . Severance tax is budgeted at $2 , 000 , 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 2018 Budget contains adequate resources to provide a level of service like 2017 . The operational plan supported by the 2018 budget maintains Weld County Government's commitment to excellence and efficiency in carrying out our continued responsibilities to taxpayers. First and foremost we will maintain the fiscal discipline and prudent use of resources that have earned the County the excellent reputation it has for financial management with no bonded indebtedness. The County will continue our commitment to the highest standards of service , continuing to focus on improving service and communication with our citizens within our resources. Demands in many areas continually exceed resources available . To serve the growing needs in the county, we will continue to explore possibilities for improved efficiency while maintaining excellence in service . Many uncertainties face county governments like Weld County, as we operate in an environment of constant change that has never been more apparent. The State of Colorado faces long term structural budget issues and the federal government continues to wrestle with a major deficit issue . Many tough decisions associated with implementation of programs, and how they are to be funded , must be dealt with by the Board of County Commissioners with citizen input. Hopefully, this budget document will allow the Board to make those difficult decisions to maximize the value of the tax dollars of the citizens of Weld County. 15 As a final note , I want to acknowledge again the hard work and spirit of cooperation manifested by the elected officials , department managers , and employees in recognizing the problems and issuesconfronting the County and responding with creativity and understanding . The County, as a whole , also recognizes the Weld County taxpayers who provide the economic resources to the County , and we pledge our commitment to continue to provide the best in county services possible. Copies of all budget documents are available for the public at 1150 O Street, Greeley, Colorado . More information may be found on Weld County' s website at www . co.weld . cosus. Very truly yours, Donald D . Warden , Director Finance and Administration 16 ABOUT WELD COUNTY Weld County covers an area of 3 , 999 squaremiles in north central Colorado . It is bordered on the north by Wyoming and Nebraska and on the south by the Denver metropolitan area . The third largest county in Colorado , Weld County has an area greater than that of Rhode Island , Delaware and the District of Columbia combined . The climate is dry and generally mild with warm summers, mild winters and a growing season of approximately 138 days . The and surface is fairly level in the east , with rolling prairies and low hills near the western border . Elevations in the county range from 4 , 400 to 5 , 000 feet . The South Platte River and its tributaries, the Cache la Poudre , Big wkidist Thompson , Little Thompson , Boulder, St . Frain , and other smaller streams , flow into Weld County from the south and west, leaving the 4Wit L �_ E. county on the east . - POPULATION There are 31 incorporated towns in Weld County . The county seat and principal city, Greeley, is located in the west central part of the county and contains almost half the county ' s population . Generally, most of the remaining population resides within a 20 to 30 miles radius of Greeley ; the northeastern part of the county is sparsely populated . HISTORY Major Stephen H . Long made an expedition to the area now known as Weld County in 1821 . He reportedly said that the region would never be fit for human habitation and should remain forever the unmolested haunt of the native hunter, bison and jackal . In 1835 a government expedition came through the genera area ; the next year a member of that party, Lt . Lancaster Lupton , returned to establish a trading post located just north of the present town of Fort Lupton . In about 1837 Colonel Ceran St . Frain established Fort St . Vrain ; Fort Vasquez was built south of Platteville about 1840 . The latter was rebuilt in the 1930 ' s by the State Historical Society . The U . S . Congress took parts of the Territories of Nebraska , Kansas , New Mexico and Utah to create the Territory of Colorado in 1861 . All parts of Colorado lying east of Larimer County and north of the present Adams County were in the original Weld County, one of 17 counties established by the first territorial legislature in September, 1861 . Weld County was named for Lucius Weld , the first territorial secretary ; St . 'gain became the first county seat . During the first 16 years of Weld County' s history the county seat was moved from St . Vain to Latham ( three mi es east of the present Greeley ) to Evans , to Greeley , to Evans again , and finally in 1877 , returned to Greeley . A large segment of the Weld County region was settled by people of German descent who migrated from Russia in the early 1900 ' s. Originally they came as railroad workers ; many soon worked in the productive beet fields and eventually became prosperous landowners . Weld County ' s Spanish -surname population began to arrive during the raid - 1920 ' s as laborers for the sugar beet industry . 17 Weld County' s sugar beet industry began with the building of sugar factories in Greeley and Eaton in 1902 . In 1903 another was built in Windsor, followed in 1920 by one at Fort Lupton and another at Johnstown in 1926 . LIVEABILITY Weld County' s livability is just one of the features that make it a great place to live . Abundant Colorado sunshine , low humidity , cool summer nights, and mild winters provide a climate where people thrive . , r } kit Recreational opportunities are almost endless . Much of Weld County is tikicLe sivi within an hour ' s distance of the majestic Rocky Mountains . Sports fans don 't have far togo to cheer for their favorite professional teams in Denver . Weld County ' s cultural assets include Centennial Village , an authentic recreation of pioneer life on the Colorado plains . The Meeker Museum in Greeley is a national historic site . Fort Vasquez in southern Weld County has an exciting history as an early Colorado trading post . The Greeley Philharmonic Orchestra is one of the oldest symphony orchestra west of the Mississippi . The University of Northern Colorado ' s Little Theatre of the Rockies is one of America ' s premier college dramatic organizations . North Colorado Medical Center is a leading public medical facility and the Northern Colorado Oncology Center is a major cancer treatment facility in Colorado . EDUCATION t t _ y s _ Education has always been an important part of life in Weld a I �County where twelve school districts offer educational TTk . • 00 opportunities which have earned a reputation for quality . _ s Greeley is the home of the University of Northern Colorado , a 4 - year university offering bachelors , masters and doctorate degrees to 11 , 000 students . Aims Community College is a 2 inanannajanannaineas - year liberal arts and vocational college in Greeley with a second campus in Fort Lupton . With 3 , 999 square miles within its borders and a population of over 250 , 000 , Weld County has plenty of room for growth . Its thirty -one incorporated towns offer a variety of lifestyles from urban to rural . To make certain Weld County maintains its quality of life , a comprehensive plan has been developed and implemented . The plan , simply stated , puts the right things in the right places . The result is that Weld County provides an ideal location for corporations , industry and businesses . Most importantly it's a nice place for people . RESOURCES Fertile fields of green can be found in every part County , which ranks as the eigth leading agricultural area in the United States . Weld County is Colorado ' s leading producer of cattle , grain and sugar beets . An abundance of water has been important to not only the agricultural community / but also to industrial development . Weld County is the leading area in Colorado in the production of oil and gas . The county' s many abundant resources provide a sound economic base and a secure future for the area . 18 One of Weld County ' s most valuable resources is its labor force . The people resources provide a healthy labor climate for any corporation or industry . OPPORTUNITY Weld County offers unbounded opportunity for both employers and employees . The available services, recruit ability , location , resources and livability make Weld County a desirable place in which to work and live . Weld County has one more important ingredient/ a positive attitude toward growth . We love Colorado and we ' d love having you here , too . INDUSTRY Numerous industrial sites are located throughout Weld County . Fully M developed rail and non - railparks ; undevelopedparcels, many td l P P zoned and with rail utilities adjacent to the property ; a variety of I _ tit . industrial and commercial sites ; and availability of both new and renovated prime office space are indicative of this area ' s attitude I _ 4IH:sks towardgrowth . Convenient ient access to every type of supply artery yp pp y y facilitates the industrial Count possibilities in WeldLantaaneasanaaaawar$ Y d Major employers who already call Weld County " home " include : Anadarko Petroleum Corporation Burris Company , Inc . Care Stream Health Care Haliburton Harsh International Hensel - Phelps Construction JBS Swift Beef Company Noble Energy Banner Health : Northern Colorado Medical Center Owens- Illinois Roche Constructors Star Tek Inc . State Farm Insurance Vestas Wind Systems PRINCIPAL PROPERTY TAX PAYERS : Noble Energy Anadarko Petroleum Corporation Petroleum Development Corp Public Service of Colorado ( Xcel ) DCP Midstream LP Vestas Blade America Inc . NOTE : See the Weld County Population and Development Report in the Supplemental Data Section of this document for more specific information . Plus , go to the Discover Weld County website showcasing the great people , places and events that call Weld County home at http ://www . discoverweld . com. 19 tt\Aks1/4 \ 1861 „ )# : 1XTr , mitINAcoursry J 20 SirrtiliTIE GIC plispil,,T 20 I, 13 2 1 22 44 ! ll- inviin 0 "fritg1-1"nit a 41; CIiii::%‘"el I _L.4rq,r 1 4- i InI rim 6- , r # I ' rrI A Y . a eaR r I V Ike) , _ P I ____.....ssor 21 WHY A STRATEGIC PLAN ? Weld County is a changing and diverse community. Our strategic planning process will provide a methodology to achieve a consensus of what is needed for the future . As such the strategic plan provides weld county policy makers , managers , and employees with a game plan or blueprint that guides decision making towards our shared priorities and a rationale for resource allocation . These plan Li LI. 44 priorities provide the measuring stick we need to determine if ti � ^ Weld County is fulfilling its � .res onsibilities Strategic p planning also provides for government accountability and continuous improvement . 22 OUR PRIORITY STRATEGIC THEMES These themes guide field County towards our vision of the future. • Operate in a fiscally responsible and stable manner • Improve the quality life for all residents • Protect the safety and quality of Weld County • Develop and maintain an effective transportation system • Continuously improve the performance and capabilities of Weld County operations by maximizing technology, fostering innovation , and increasing access to and information regarding services • Promote a healthy economy through business development and economic diversification • Promote responsible and comprehensive policy development through effective planning for land use , transportation , and growth management • Protect and preserve our unique environment • Promote cooperation and coordination among all government services 23 OUR VISION FO ' THE FUTURE This vision statement reflects our citizens ' expectations for Weld County ' . :.' F t government into the future . i),31 ik;frek 1(4: C : a I v , jars w t's Wirt LEADING WITH RESPONSIVE , INNOVATIVE , AND COST EFFECTIVE SERVICES . 24 WELD COUNTY CULTURE INTEGRITY • We maintain the public's trust through honest and fair behavior • We exhibit the courage to do the right thing for the right reason • We are accountable to each other and the public for providing good service and value • We promote open communication • We conduct county business openly resulting in efficient and ethical use of county fund STEWARDSHIP • We ensure responsible stewardship to all that is entrusted to us • We recognize Weld County has conservative constituents ( 5 % tax limitation ) • We operate the county by employing good business practices • We maintain fiscal stability to ensure services that citizens rely on, in good times and bad times • We are a "pay as you go" county with no debt • We achieve operational efficiency through continuous efforts to improve and innovate , thereby maximizing value for our taxpayers • We only add money to the solution of county problems after exhausting all other options COMMITMENT • We are committed to excellence in all that we do as an organization • We work with professionalism and purpose • We strive to provide superior service to our citizens • We provide regional leadership to forge cooperative partnerships and leverage resources for the benefit of our citizens • We represent the county 's interests aggressively at the state and federal level to maximize county revenues, minimize county costs, and get favorable decisions for Weld County citizens and taxpayers • We have dedicated, skilled and adaptable county employees that have a history of turning plans and resources into achievement and success in serving Weld County residents 25 OUR GUIDING PRINCIPLE S These guiding principles are the basic values of every level of Weld County government. They guide the way we make our decisions and carry out our actions every day. insure long- term fiscal stability for the county Customer-focused and customer- driven Accountable and responsible to the public Provide and develop leadership, cooperation, and collaboration aimed at improving service )ib Focus on viable solutions that improve the quality of life � Provide the necessary knowledge, skills, and resources to county employees to carry out our mission and fulfill our vision 26 TRENDS IMPACTING WEL t COUNTY We identified the trend and events that may _ - - - impact our ability to provide and improve services. Analyzed the strengthens and NIMIEMa- weaknesses of Weld County government to meet these challenges. The major trends _= - - - affecting Weld County are : • Energy Development • Demographic Changes • Innovation and Technology • Transportation • Economic • County Government Development Financial Trends 27 TRENDS IMPACTING COUNTY Energy Development Although fossil fuel extraction in Weld County is as old as the county itself, in the last seven years Weld County has experienced the biggest oil and gas boom in its history. Weld County has over 20 ,000 active wells — about 80 percent of the state's total — the greatest majority located in the Wattenberg Field within the Niobrara Formation . The Niobrara Formation is a geologic formation that is bountiful in fossil fuel reserves within the Denver-Julesburg basin , including nearly all of Weld County's 4 , 000 square miles. New technologies have made extracting oil and gas through the tight shale that underlies the formation an economically viable proposition . Energy companies are investing in new wells and infrastructure in Weld County to tap into the estimated oil and gas reserve of as much as 1 to 1 .5 billion barrels of oil- equivalent in the Wattenberg Field . The production has translated into a boost for the local economy, job creation , and tens of millions of dollars in property taxes and severance taxes for local jurisdictions . However, being the home to a sizable energy industry , Weld County faces some downside risks from the recent slide in oil prices from over $ 100 a barrel in June , 2014 , to under $30 a barrel a few months later. While drilling slowed , due to the oil supply-demand problem the world faces , production in Weld County may continue to keep churning out big production numbers . The reason being is that the wells in the Niobrara are in the "sweet spot", where break-even costs are $35 per barrel according to industry experts. Even if production holds or declines slightly with the lower prices, the revenue generated from the wells will be lower adversely impacting energy companies' revenues and the associated assessed values of many Weld County local government entities, including Weld County government. The additional production of oil and gas has resulted in significant increases in the county's assessed value with the oil and gas production exceeding two-thirds of the county's total assessed valuation in 2014 . Because of the volatility of production levels and price fluctuations of the oil and gas production , the county must continue to prudently manage the increased property tax base created by the energy development. In 2012 , the Board of Weld County commissioners approved the Strategic Investment Plan for the Future of Weld County. The plan is a long term strategy of investment in the county's infrastructure , technology and innovation , workforce training and development, economic development for diversification of the local economy, and to establish a fluctuation reserve to deal with the volatility of the peaks and valleys in energy prices and production . The energy production revenues have allowed for lower property tax rates , which resulted in savings for all taxpayers in Weld County. The drop in oil prices resulted in a significant drop in the county's assessed valuation in 20 -17- 2018 . Fortunately, Weld County government has not expanded core county services in the good times , rather the county has focused on spending much of the additional tax revenues on one-time infrastructure projects, investments in technology, and the accumulation of a sizable cash reserve to weather the down times until the oil prices stabilize. Lower oil prices are prompting energy companies to slow down their drilling , and concentrate mostly on the moneymaker wells . The adverse effects of low oil prices reach beyond those involved directly in the extraction business. Manufacturers supplying the necessary equipment will have lower demand for their product. The housing and retail sectors of the area may also be impacted by the energy slowdown . 28 Energy Development continued The county and energy industry have forged a relationship that is one of cooperation . The most significant impact of energy development has been on the county transportation system . The system originally designed to serve farm-to- market routes has been inundated by trucks servicing oil and gas wells . The county has worked closely with the energy industry to stay proactive in its approach to road maintenance and improvements. The county has embarked on its Haul Route Program ( HARP) to improve road impacted specifically by oil and gas operations. The program has been developed in conjunction with the energy industry to identify haul routes that need to be improved to access new drilling sites . In addition , the county has constructed a 20 mile five-lane concrete corridor on Weld County Road 49 (Weld Parkway) between 1-76 and US Highway 34 in 2016-2017 to accommodate the growth in the area and heavy truck traffic from the energy industry. The last phase of the project on WCR 47 will be completed in 2018 . The energy industry will face future challenges from stricter state and federal restrictions, such as the new well setback rules , and ground water testing . The county will need to continue its partnership with the industry to insure that good public policies can be achieved to continue to take advantage of the energy development opportunities in Weld County . Demographic C s growth has occurred the demographics of Weld County have changed . The Weld County population is much more diversified than it was even a decade ago as in migration has added to the ethnic/cultural diversity with the growing Latino population , and there is immigration from all parts of the world . Weld County's changing demographics are evident in the shift from a rural character to an increasingly urbanized population . Land use patterns are changing . The political make up of the population will most likely change . The age of the population is shifting in Weld County, as it is nationwide with the aging baby boomers. The county now has centers of population outside of the Greeley area , as the Windsor- Severance area and Southwest Weld County area continue to grow. The state demographer is projecting by 2040 the Southwest Weld County population center could approach 250 , 000 . This area will also blend with the Denver metropolitan area resulting in the loss of a specific community identity . All these demographic changes impact the kind of services provided , the manner in which they are provided , and the service levels . It will fall upon Weld County's elected officials and managers to find more creative and innovative solutions to better use the limited resources of the county to maximize delivery of services to the more diverse citizenry of Weld county. 29 Innovation and Technology The pace of change in our world is accelerating exponentially. This dynamic is challenging all of us as individuals and as organizations, and shows no sign of abating , and in fact, continues to intensify. Fueled by technological advances, we are quickly changing and 1 reshaping all aspects of our lives from how we live and work to how we share information and communicate . These technological advances in many ways are fundamentally changing the public's expectations of, and relationship to , their government. Weld County must continue to achieve operational efficiency through continuous efforts to improve and innovate, thereby maximizing value for taxpayers . By continuously working to improve the quality, efficiency , and cost effectiveness of its services , county staff will maximize value for taxpayers and increase the ability to meet emerging public needs while living within our financial resources. Weld County must continue to draw on the expertise of its workforce to take advantage of new ideas and tools to improve service delivery and operational efficiency. Investing in technology and innovation will continue to be a priority in Weld County . The mission of the Weld County Information Technology ( IT) Department is to provide responsive, adaptive, transformative , innovative, and cost-effective information technology solutions and services. This assists county departments and offices to successfully► achieve their objectives. IT will assist with the implementation and support of technology solutions empowering the citizens of Weld County to access information and mission critical services in a comprehensive , responsive and effective manner. IT is one of the common threads that enables the county's business units and offices to accomplish their respective missions . While IT is an essential , foundational element for the county to provide certain services, IT is also a catalyst for business innovation . The business units and offices identify► goals that can be enabled by IT; and IT can present new technologies that prompt business units and offices to reconsider how they deliver services . The County must be the center of information services innovation for advancing the delivery of county services, anytime and anywhere . The County must be continually focused on providing superior information services to support the multitude of county services and programs we offer. The County's goal is to provide a reliable , secure , integrated information services environment that meets not only today's needs for communication and business efficiency, but positions the county to leverage new technology innovations , such as cloud services, and best practices for business transformation and improved service delivery in the future . Departments throughout Weld County government need to find ways to deploy new technology tools to expand employees' flexibility, allowing them to become more productive and better serve our customers in the community. This means changing the way we design county services by continually looking for more opportunities to streamline operations and by addressing public needs in innovative , comprehensive ways. It may mean we have to change how we communicate with the public we serve by expanding the services and information the public can find online and through social media . 30 Transportation The most obvious need for future investment in Weld County , which allows for dealing with the direct impact of the oil and gas development, and accommodating the future growth in the county, is in the long-term investment in the road and bridge infrastructure. Growth in the county has put an ever increasing demand on the county's infrastructure .. The growth has increased the use of county roads and created congestion on many county roadways which need to be mitigated . Although the county has made tremendous progress the last thirty years in improving the overall condition of county roads and bridges, the growth is adding a whole set of new problems . The character of many county roads in the Greeley-Windsor area and southwest part of the county has changed from rural roads to urbanized roads due to the traffic volume demanding a higher capacity and level of service. While the economic stimulus of the energy industry and resulting growth in the County 's assessed value is positive , the downside is that the County will have to add significant resources to the Public Works budget over the next five years to address safety issues and improve roads impacted by the oil and gas industry' s heavy hauling due to new exploration . In recent years funds have been added to the Public Works budget to deal with the Haul Route Program ( HARP) to accommodate the energy development impacts. The Weld County 2035 Transportation Plan summarizes existing transportation conditions and recommends policy , funding and roadway development for Weld County through the 2035 planning horizon . The transportation plan takes the condition of the current transportation system and uses county land use forecasts and regional travel demand models to outline a plan that will develop and maintain a safe and efficient roadway network in Weld County long-term . The plan strives to improve the movement of people and goods to all Weld County communities by enhancing regional arterial roadways . The total projected costs identified in the Weld County 2035 Transportation Plan are over $400 million . When the plan is broken down into ten -year time increments, the short-term (2011 -2016 ) amount is $39 . 8 million , mid-range (2016-2025) $ 178 million , and long - range (2025-2035 ) $ 186 .4 million . Prior to 2013 , many of the projects in the Weld County 2035 Transportation Plan were unfunded in the budget projections for future years . This changed with the Strategic Investment Plan for the Future of Weld County . In approaching the funding requirement, it will require another $ 10 million going into the Public Works Fund from property taxes, raising the property tax level to $ 16.5 million from 2015 forward . The additional property tax investment in the transportation system , together with the anticipated federal mineral leasing dollars , severance tax from energy development, and transportation impact fees , will add many of the necessary resources to fund the Weld County 2035 Transportation Plan . Besides these resources, the funds will also help provide matching funds to leverage grants from the Energy Impact Assistance program and NFRMPO and UFRMPO to fund projects in the Weld County 2035 Transportation Plan . A five-year Public Works Capital Improvement Plan will continue to be updated annually and will ensure a fair and reasonable determination of project priorities in accordance with the County's overall transportation needs, especially in dealing with the impact of energy development in the county. A significant long-term project has been the capital improvements to the WCR 49/47 Corridor, south from SH 34 to 1-76 and north from WCR 60 . 5 (SH 263 ) to SH 392 over the period of 2014-2018 requiring over $25 million per year to fund the road improvements. 31 Economic Development The goal of economic development in Weld County is to create and maintain a healthy and sustainable economy that creates wealth , preserves the quality of life and improves the standard of living for county residents. To accomplish this the county and our economic development partners must locus on facilitating and attracting investment, creating new job opportunities , stimulating growth and expanding the county tax base . To increase the number and quality of business enterprises and primary or basic jobs in Weld County, the economic development efforts must focus on enterprises that export goods and services outside the local economy to regional , national , and international clients and , in turn , creating an inflow of capital into the local economy . With a strong agricultural economy complemented by several value added processing companies, like JIBS and Leprino, and the energy industry, the county has a strong economic foundation upon which to build . Weld County is pro-growth and has a healthy economy . It has a diverse workforce , room to grow, and easily accessible transportation in regards to roadways and railways . Weld County has seen recent growth in certain industries such as oil and gas exploration and production and renewable energy technology and development. It offers proximity to urban areas while maintaining its agricultural base and protecting water resources . The communities of the county have a small town feel , but still have also seen rapid growth in population and land development. There are also established retail centers and service centers . All of these features create a good economic development environment to attract new businesses. Working with economic development partners, such Upstate Colorado Economic Development, Small Business Development Centers , Colorado Enterprise Fund , and state agencies , Weld County has many economic development incentives to offer and tools to assist existing and new businesses. The county offers a personal property tax incentive program , small business incentives, Larimer/Weld Business Revolving Loan Fund , and Colorado Enterprise Loan Fund . Portions of the county are designated as an Enterprise Zone under the state program . Other state incentives and jobs program are available for businesses looking to locate and expand in Weld County . In addition to the programs cited in 2016 , the county established through property tax credits and donations, a Brighter Weld County Scholarship Program for all Weld County high school graduates for enhanced workforce development . The County must have the long -term vision to diversify the economic base and assessed value base of the county to become less dependent upon oil and gas assessed values . Investment in economic development for the diversity of the local economy will lay a solid foundation for long- term economic growth in the county and allow Weld County to be competitive in retaining and attracting quality companies and a labor force to support those companies. Innovative economic development initiatives must bring together the synergy that Weld County has , such as, no sales tax, low property tax rates, leveraging of oil and gas assessed value to nurture other economic development, use of the natural gas and wind power in the area to provide low cost electricity, and having an infrastructure that is strategically situated for the location of businesses and high technology installations of the future . To accomplish long-term economic prosperity and maintain the county' s strong fiscal health , Weld County must use its financial resources to drive innovation to foster more productive , inclusive , and sustainable growth by better use of the assets and creativity of the county and our private partners . This could mean looking at current economic development incentives , such as personal property tax credits, and providing infrastructure to accommodate new companies in innovative and creative ways. Weld County is fortunate that it has the financial resources to initiate , direct, and implement innovative economic development ideas when the opportunities present themselves. 32 County Government Financial Trends Adherence to conservative and prudent fiscal management practices have enabled Weld County to maintain balanced budgets and stable reserves, implement proactive strategies to manage county programs , avoid debt entirely through cash financing of capital projects and provide core services to residents. The county's financial discipline has enabled us to embrace the changes that are reshaping all aspects of our lives — from how we live and work to how we share information and communicate — in many ways fundamentally changing the public's expectations of, and relationship with , government. There are a number of future issues and concerns that will be impacting Weld County' s budget in subsequent fiscal years. Some of the issues are shared by many local governments, such as the staters structural budget issues long term , federal debt, ever increasing healthcare costs , and growing citizen service demands. Unique to Weld County is the continued impact of oil and gas development touching on many aspects of Weld County currently, and in planning for the future . The energy development presents both challenges and opportunities for Weld County government. As has been the case for the last six to seven years , growth and development activity directly , or indirectly , related to oil and gas exploration seems to be the main economic driver in the majority of positive economic activities in Weld County . Given the commitments of the large oil and gas companies in Weld County , the county seems primed to see considerable long-term investment and development in the oil and gas arena . Although the future of energy development in Weld County appears bright, it is not without risks. Oil and gas production in Colorado has risks associated with the potential of more government regulations and voter initiatives trying to restrict or limit fracking in Colorado communities. These regulatory risks , if implemented , could dramatically impact future oil and gas development in Colorado . The volatility of the oil and gas assessed values continues to be a major impact to the county's budget planning . The dramatic drop in oil prices due to global supply and demand , beginning in late 2014 , shows the vulnerability the county faces due to the high percentage of assessed valuation tied to oil production and prices. Because of the volatility of production levels and price fluctuations of the oil and gas values, the county must continue to prudently manage the property tax base created by the energy development . in February , 2012 , staff developed , and the Board of Weld County commissioners approved , the Strategic Investment Plan for the Future of Weld County , with the purpose of providing an analysis of the optional uses of the projected property tax revenues from the new oil and gas development in Weld County . The option selected was to develop a long-term strategy of investment in the County's infrastructure, technology and innovation , workforce training and development, economic development for diversification of the local economy, and to establish a fluctuation reserve to deal with the volatility of the peaks and valleys in energy prices and production . The County's budget must continue to reflect a multi-year strategic approach to managing county resources within the ongoing challenging economic environment. The primary goals of this strategy are to preserve core services, maintain the commitment to the county's capital program , and accommodate the impacts of the energy development in Weld County. The county has been able to accomplish these objectives while adhering to its fund balance and reserves policy that specifies that a large contingency fluctuation reserve be maintained as a buffer for unexpected fiscal events and the fluctuation of oil and gas assessed values. The county's proactive management of its cost structure using this multi-faceted approach is assurance of its commitment to maintaining fiscal health and stability. 33 Weld County 's Strengths, Weaknesses, Opportunities and Challenges Identified STRENGTHS : WEAKNESSES : • Fiscally responsible and Enhance communications constrained with public • Visionary and proactive • Provide good and • Improve relationships effective services to with other entities citizens • Understand the impacts • Commitment to being a responsive government of demographic changes • Responsible and in the county accountable to the citizens . Focus efforts to recruit • Coordinated efforts inside and retain good and outside the county • Good use of technology to employees communicate internally • Improve public and externally perception of Weld • Strong advocates for our citizens and their values County • Effective use of • Use technology to technology to provide advance county services services 34 Weld County 's Strengths, Weaknesses, Opportunities and Challenges Identified OPPORTUNITES : CHALLENGES : • Increasing revenues • Changing demographics of equal increased voice county with growth and leverage • Immigration from different • Budget strength equals areas and cultures political strength ( language ) • Oil and gas volatility and • Technology on the impact on the economy as leading edge a whole • Consolidation/ partnersh • Biased reporting in the ips through government media collaboration and • Distrust of government at private community all levels organizations • Private competition and • Self promotion public labor market nationally and through • Natural disasters, industry leaders pandemic, terrorists, and • Leveraging resources cyber security • Citizen activists locking up • Diversification of the government local economy • Federal and state structural • Education/ information budget problems telling our own story 35 STRATEGIC AREA PLANS OVERVIEW The following pages provide an overview of each strategic area plans, including the mission statement for each strategic area, the goals and desired outcomes, strategies to achieve the goals, and performance objective / key performance indicators. The strategic area are : • Public Safety • Hea.l.th Service • Human Services * Transportation • Community and Economic Development • Enabling Strategies : Financial and Operational Support 36 STRATEGIC AREA : PUBLIC SAFETY 37 STRATEGiC AREA : PUBLIC SAFETY • Mission Statement To seek justice , promote public safety and fight for our community. ( District Attorney) o Goal PSDA 1 : Systematic reduction of gang violence in our community . Goal PSDA 2 : Systematic reduction of traffic fatalities in Weld County . o Goal PSDA 3 : Reduction of recidivism of charged offenders. o Goal PSDA 4 : Increase communication with the public and other customers of the District Attorney's Office . o Goal PSDA 5 Reduction of paper files and duplicated data entry efforts . : • Mission Statement: To accept and lawfully hold prisoners in a safe , humane and wholesome environment that returns people to the community better, or no worse , than they arrived . (Sheriffs Office Detentions Division ) o Goal SO DD 1 : Lawfully hold prisoners in a safe and humane environment. o Goal SO DD 2 : Maintain a continuum of effective jail alternatives that offer a range of sentencing and pre-adjudication options to secure custody. • Mission Statement: To provide effective public safety services with honor and integrity. (Sheriffs Office Patrol Division ) a Goal SO PD 1 : Protecting the wellbeing of the citizens of Weld County a Goal SO PD 2 : Establish and maintain meaningful communication with the citizens of Weld County • Mission Statement The Weld County Regional Communications Center will provide professional public safety communications support to the agencies we serve as we work together to preserve and improve the quality of life for our citizens . This is accomplished through a high level of professional , high quality, meaningful and timely customer service internally and externally. (Weld County Regional Communications Center) o Goal PS WCRCC 1 : To answer 90% of 9- 1 - 1 calls during the average busy hour each day within 10 seconds. o Goal PS WCRCC 2 : To answer 95% of 9- 1 - 1 calls during the average busy hour each day within 20 seconds . 38 o Goal PS WCRCC 3 : To resolve public safety IT severe/immediate/urgent issues 100 % monthly o Goal PS WCRCC 4 : To resolve all public safety IT service requests 90% monthly o Goal PS Wireless 1 : Resolve all wireless subscriber request within 20 days. • Mission Statement: Provide timely proactive investigation to determine the cause and manner of death in a professional , efficient, and compassionate fashion . (Coroner) o Goal PS Cl : To provide continuous improvement in the performance of the office . o Goal PS C2 : To provide continuous adjustment to meet the readiness and service needs of the citizens. o Goal PS C3 : To Enhance professionalism and promote department excellence . • Mission Statement: To support and improve the functions and services of our local justice system by enhancing community safety and quality of life of our citizens; maintaining a highly trained , dedicated and professional staff; and providing innovative , cost-effective services, planning strategies and enhancement. (Justice Services) o Goal PS JS 1 : To reduce the cost of pretrial incarceration through effective pretrial release and supervision services; assure defendant court appearance and no new law enforcement contact while on supervision in the community. o Goal PS J52 : To assist the Criminal Justice Advisory Committee (CJAC ) be a resource to local justice system policy makers to analyze , problem solve and create efficiencies to overall service delivery. Use this information to regularly update and maintain long-term resource and capital needs for Weld County. a Goal PS J53 : Provide call ahead reminder to defendants scheduled for hearings. o Goal PS J54 : To provide safe and less expensive sentencing alternatives to the use of the jail ; deliver effective offender services for seamless community re-entry. o Goal PS JS5 : To provide safe and less expensive alternatives to the use of jail and prison ; administer the Weld County Community Corrections Board , various contracts and agreements with the Colorado Department of Public Safety and the Department of Corrections, provide oversight of selected vendors and of the Community Corrections Facility . • Mission Statement: To support Weld County and its citizens in Preparedness, Prevention , Mitigation , Response , and Recovery using an All-Hazards approach , and to develop and sustain broad and sincere relationships among individuals and organization 39 to encourage trust, advocate a team atmosphere , build consensus , and facilitate communication . ( Office of Emergency Management) a Goal PS OEM 1 : Prevention and Mitigation - Identify situations or conditions that have the potential of causing injury to people , damage to property and to the environment. (Office of Emergency Management ) O Goal PS OEM 2 : Preparedness - To safeguard against terrorism , manmade and n atural disasters. It is focused on actions that protect citizens , residents , visitors , n etworks and critical assets in Weld County 0 Goal PS OEM 3 : Response - The capabilities necessary to save lives, protect property and the environment, and meet basic human needs after an incident has occurred . It is focused on ensuring that the county is able to effectively respond to any threat or hazard , including those with cascading effects, with an emphasis on saving and sustaining lives and stabilizing the incident, as well as rapidly meeting basic human needs, restoring basic services and community functionality, establishing a safe and secure environment, and supporting the transition to recovery. O Goal PS OEM 4 : Finance and Administration - Development of fiscal and administrative procedures to support the emergency management budget for staffing and daily operations. ( Office of Emergency Management) o Goal PS OEM 5 : Program Management - Organization of local emergency management programs ; coordinating emergency preparedness, mitigation , response and recovery activities across multiple agencies and organizations o Goal PS OEM 6 : Planning - The collection , analysis and use of information and the development, promulgation , and maintenance of the organizational comprehensive emergency management plan , action plans and mitigation plans. (Office of Emergency Management ) o Goal PS OEM 7 : Recovery -Recovery includes those capabilities necessary to assist communities affected by an incident in recovering effectively. It is focused o n a timely restoration , strengthening , and revitalization of the infrastructure ; housing ; a sustainable economy; and the health , social , cultural , historic, and environmental fabric of communities affected by a catastrophic incident. 40 STRATEGIC AREA : HEALTH SE ' VICES 41 STRATEGIC AREA : HEALTH SERVICES Mission Statement: In partnership with the communities we serve , Weld County Department of Public Health and Environment preserves, promotes and protects the health and environment of the residents of Weld County. ( Department of Public Health and Environment) o Goal PHSI : Formally integrate health services into an established and enduring community system of care . o Goal PHS2 : Support the community in addressing behavioral health issues, including mental health and substance abuse . o Goal PHS3 : Increase communication channels , both internally and with the community , through the use of technology and other means . 42 STRATEGIC AREA : HUMAN SERVICES 43 STRATEGIC AREA : HUMAN SERVICES • Mission Statement We are an innovative organization that provides comprehensive and responsive services to the Weld County community, always exceeding performance expectations. ( Human Services ) o Goal HSI : To continuously strengthen services and support innovation that leads to a culture that empowers people to improve their quality of life . o Goal H52 : Develop and deploy consistent performance management approaches across the Department of Human Services . o Goal HS3 : Establish a systematic structure to effectively communicate inside and outside of the Department of Human Services. a Goal HS4 : To prepare for the future by identifying appropriate action to external threats that may impact the Department of Human Services. o Goal HS5 : To develop a means to clearly and effectively communicate the value of Human Service programs to any person inside and outside of the organization on a continuous basis. o Goal HS5 : To develop and reinforce "best customer service" standards and commitment within all employees and partners of the Department of Human Services . • Mission Statement: To assist Veterans, their dependents, and their survivors in obtaining the benefits for which they are entitled . (Veterans Services) o Goal VS 1 : Perform as advocate for Veterans and dependents seeking Service Connected Disability Compensation and Non-Service Pension claims o Goal VS2 : Assist veterans and dependents enroll in Veterans Administration health care . o Goal VS3 : Provide education assistance and burial and survivor benefits for veterans and dependents services. 44 STRATEGIC AREA : TRANSPORTATION 45 STRATEGIC AREA : TRANSPORTATION • Mission Statement: To provide a safe , efficient and cost effective transportation infrastructure for the traveling public . ( Public Works) o Goal TPWI : Providing effective and efficient administrative and managerial support and supervision to the Public Works Department. (Public Works Administration ) O 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. (Trucking Division ) O Goal TPW3: Provide regularly scheduled maintenance of all HUTF roads, continuous improvement of road conditions, and opening all non- paved roads within 72 hours after a snow event. (Motor Grader Division ) c Goal TPW4 : Perform the construction , repair, and replacement of County Road and Bridge infrastructure projects by staying within the scope , within the budget, and on time . ( Road and Bridge Construction Division ) Goal TPW5 : Maintain traffic control devices on county road's and bridges . ( Maintenance Support Division ) Goal TPW6 : Perform the production of aggregate materials, reclamation activities, and safety measures. ( Mining Division ) O Goal TPW7 : Perform quality and quantity of paving , chipping , patching and all other activities of the division . ( Pavement management Division) 1 Goal TPWS : Perform the development, design , inspection , testing , planning , and review of all phases of county road and bridge engineering services for both in- house and contracted projects. ( Engineering Division) o, Goal TPW9 : implement the Colorado Weed Management Act on county properties and assist landowners with compliance with the law through public education and assistance. (Weed Division ) 46 STRATEGIC AREA : COMMUNITY ANA ECONOMIC BEVEL t PMENT 47 STRATEGIC AREA : COMMUNITY AND ECONOMIC DEVELOPMENT Mission Statement: To promote quality, well planned development, while respecting the agricultural tradition , by cultivating and maintaining positive relationships with our greater community , so that quality of life and property values are maintained for County residents , businesses and property owners through a coordinated and cooperative planning process . ( Planning Services ) o Goal CED1 : Increase effectiveness by maintaining regular communication with the public, outside agencies , County departments and the County Planning Commission . ( Planning Services) o Goal CED 2 : Plan for the long -term development and legacy of the County to ensure efficiency of services , to promote economic investments. ( Planning Services) o Goal CED 3 : Provide consistency, quality, and thoughtful land use and transportation planning . ( Planning Services) o Goal CED 4 : Strategy: Develop and maintain incentives for small business development. ( Planning Services ) o Goal CED 5 : Minimize government by implementing common sense approaches to solving problems and adapting to changes . ( Planning Services) o Goal CED 6 : Work with , not against, the flowing tide of free markets whereby reducing or eliminating red tape and barriers to entry. ( Planning Services ) o Goal CED 7 : Ensure safe construction throughout unincorporated Weld County. ( Building Inspection ) o Goal CED 8 : Increase knowledge and understanding of adopted codes to citizens, homeowners, contractors, and builders through education . ( Building Inspection ) o Goal CED 9 : Maintain quality, professional and timely site inspections. ( Building Inspection ) 48 • Mission Statement: Create a region with a healthy and sustainable economy that creates wealth , preserves the quality of life , and improves the standard of living for area residents. Focus on facilitating and attracting investment, creating new job opportunities , stimulating income growth and expanding the local community tax base . ( Economic Development) o Goal CED10 : Encourage the expansion of existing businesses and the location of new industries that will provide employment opportunities in Weld County. o Goal CED11 : Support and facilitate public and private economic development efforts that are consistent with the Goals and Policies of Weld County. o Goal CED12 : Structure land use policies and regulations so they encourage County-wide economic prosperity and economic growth . o Goal CED1 : Recognize and promote specific places and resources in Weld County that can uniquely support economic development. o Goal CED 14 : Maintain relevant economic data that is specific to Weld County and which complements other sources of similar information . o Goal CED15 : Expand economic opportunity for local residents, businesses and governments by building and diversifying the primary job base in Southwest Weld County. 49 STRATEGIC AREA : ENABLING STRATEGIES 50 STRATEGIC AREA : ENABLiNG STRATE IE • Mission Statement: To provide expertise and resources to support and facilitate excellent public service delivery . (Office of the Board ) o Goal ES1 : Enable County departments and its service partners to deliver quality customer service . o Goal ES2 : Enhance community access to reliable information regarding services and County government issues. o Goal E53 : Ensure the County Attorney staff is meeting the needs of elected officials and department heads. (County Attorney) o Goal ES4 : To improve service , increase efficiency and provide greater information access and exchange between the County Commissioners and the citizens of Weld County . (Clerk to the Board ) • Mission Statement: To provide the most efficient, professional , courteous, and secure service to the citizens of Weld County in Recording , Motor Vehicle , and Elections . Our friendly, knowledgeable and professional staff will help educate and problem-solve for our citizens . (Clerk & Recorder) o Goal E55 : Ensure statutory requirements and regulations governing the recording , indexing , imaging and electronic archiving are met. To be accountable and responsible to the public's needs. Maintain a staff of highly- trained professionals who have the responsibility for the administration of the recording office and all duties charged to the office . Ensure that the citizens receive professional , timely and quality service at all times. ( Recording ) o Goal ES6 : Ensure that every eligible voter is given the opportunity to vote either through Mail Ballots , Voter Service and Polling Centers or Provisional voting . Register all voters that have a desire to vote and allow them to cast a ballot at the time of the election . Provide a Voter Service and Polling Center that is organized , safe and free of influence . Maintain a staff of highly-trained professionals who have the responsibility for the administration of the election office and all duties charged to the office . ( Elections) o Goal ES7 : To ensure every motor vehicle is properly titled and registered according to current Colorado laws. To be accountable and responsible to the public's needs within the guidelines of the law. Maintain a staff of highly-trained professionals who have the responsibility for the administration of the motor vehicle office and all duties charged to the office . Ensure that the citizens receive professional , timely and quality service at all times . ( Motor Vehicle ) • Mission Statement To collect and distribute property taxes in the most efficient and cost- effective manner possible ; and to invest the county's money for safety, liquidity and yield . (Treasurer) 51 o Goal ES8 : To provide county treasury and tax collection services in the most accurate , efficient, and cost effective way . (Treasurer) • Mission Statement: To provide fair, uniform assessments with quality and efficiency . (Assessor) o Goal E59 : Correctly discover, list, value and defend values for property taxes for Weld taxing authorities. (Assessor) • Mission Statement To provide prudent financial management and administrative services to the people of Weld County and to the departments and agencies of the County that we serve in an effort to achieve the highest standards of efficiency, ethics , and service levels for the maximum benefit of Weld County. ( Finance and Administration ) o Goal ES 10 : Ensure the financial viability of the County through sound financial management practices. ( Finance & Administration ) o Goal ES11 : Deliver on promises and be accountable for performance . ( Finance & Administration ) o Goal E512 : Ensure the financial accounting of County funds is accurate . (Accounting ) o Goal ES 13 : To provide the effective procurement of quality products and services at the best value to Weld County tax payers. ( Purchasing ) o Goal ES14 : Attract, develop and retain an effective diverse and dedicated team of employees . ( Human Resources ) o Goal E15 : To provide quality , sufficient, and well-maintained county vehicles to county departments. ( Fleet Services) o Goal ES 16 : Deliver timely, high quality, and cost-effective printing and supply services to County departments ( Printing & Supply) • Mission Statement: Plan , construct, maintain , and enhance well-designed County facilities in time to meet operational needs of Weld County . ( Buildings & Grounds ) o Goal ES17 : Provide clean , safe and comfortable facilities. ( Building & Grounds) o Goal ES18 : Direct planning , design , engineering , construction services, and capital improvements. ( Building & Grounds) o Goal ES19 : Ensure a responsive , service-oriented , effective maintenance services. ( Building & Grounds) o Goal ES20 : Perform preventative maintenance actions to reduce lifetime operational cost. ( Building & Grounds) 52 • Mission Statement: Provide responsive , adaptive , transformative , innovative, and cost- effective information technology solutions and services. This assists County departments and offices to successfully achieve their objectives . IT will assist with the implementation and support of technology solutions empowering the citizens of Weld County to access information and mission critical services in a comprehensive , responsive and effective manner. ( Information Technology) 0 Goal IT 1 : IT security is a mission critical function that has a shared accountability across all departments and offices within the County . Developing and maintaining a robust IT Security framework that is built on industry best- practice , instills trust and confidence in the departments and offices of the County from the citizens of Weld County . IT security is an iterative process that we must remain vigilant with our efforts in support of and also in how we communicate the importance of IT Security to all business units and offices within the County. o Goal IT 2 : Weld County embraces the spirit and the potential value-add of Cloud Computing . Weld County IT will use a thoughtful , blended and transparent approach when implementing these technologies and services and will guide the County on the uses and benefits of Cloud Computing . This will allow us to leverage the potential increases in system availability , application stability , security and functionality of services associated to Cloud Computing . o Goal IT 3: Network, Voice , Data Center, Enterprise Applications and storage environments are a critical component of the Weld County IT infrastructure . Traditional data centers have substantial electrical , cooling and cabling requirements. Hardware and software virtualization technologies provide the ability to consolidate these environments . This consolidation assists Weld County IT with keeping capital and operational expenses lower, while still providing a highly available and robust network and server environment. Consolidating network and voice services allows the County to leverage investments into core network technologies and provides a more robust and functional County phone system . Implement advanced features that will optimize call centers for Human services, Information Technology and other County offices and departments. Providing a comprehensive application portfolio for the County will assist IT, departments and offices with planning future upgrades, professional development , potential of consolidating enterprise applications and staffing levels . 0 Goal IT 4 : Leading with responsive , innovative and cost effective services is a core value of the County. IT is an important part of this value and focusing on cost control , cost reduction and budget transparency is an important part of our mission . This should be done internal to IT, but also focusing on other departments and offices technology to ensure we are investing in proven applications and hardware that integrate into the existing environment as well as achieving the business need . 0 Goal IT 5 : Hiring and retaining quality IT team members enables higher levels of service and professionalism to County offices and departments . Creating a work environment that is open and communicative assists with the recruiting of qualified IT professionals. Implementing a flexible schedule allows for team members to achieve a workllife balance and ultimately expands the hours of support provided by IT to the County. Working within the County framework, develop a 5-year compensation plan for the IT department. Having a compensation plan provides 53 team members the ability to plan and forecast their career path . This plan , along with investing in team member's professional development builds continuity and a consistent team knowledge base . Goal IT 6: Providing a technology road map and strategic plan for the county will prepare the IT department and other areas of the county, specifically the BOCC with a framework that can be referenced andmeasured against for years to come . IT strategic planning must be a comprehensive process that includes all areas of the County. Meeting with the business units and understanding their needs is a key component to ensuring the technology and associated infrastructure aligns with the needs of the county departments and the citizens they support . The plan is intended to be dynamic in nature , so that as technology changes , so too can the way we support it. Key items associated to the strategic plan are; annual review of the Capital Improvement Plan (CIP), review of qualifying domains, and ensuring the IT strategic plan aligns with the overall county mission . O Goal IT 7: Anytime / anywhere computing is a requirement for all technology enabled organizations . The ability to have a mobile workforce is critical in today 's world along with providing a mobile friendly technology environment that is functional across all types of mobile devices and operating systems . County department and offices have the need to move seamlessly from office , to the field , to home and beyond . This mobility needs to be done in a secure and functional way that is fully supported by the IT department and the associated application vendors the county uses to perform its specific functions. c Goal IT 8 : Information Technology provides the foundation for many of the County's critical services. Disaster recovery and business continuity planning are a part of every successful organization . Determining mission critical IT services is a collaborative process and involves all departments and offices within the County . We must be able to communicate , process critical county functions such as payroll , and deliver services to the citizens of Weld County during disasters. The ability to recover critical services is dependent upon hardware, software and key personnel . An environment that is geographically located far enough from the County is ideal , and should take into count a regional type of disaster. A detailed DR/BC plan should be developed and then reviewed annually by IT , county departments and the BOCC . a Goal IT 9 : The GIS domain is a strategic enterprise platform of technology with a high operational impact. Its users seek to create , collect, maintain and distribute high quality, accurate and complete geospatial data and services. The County will raise the awareness of both the beneficial business applications of GIs and seek to cultivate the advanced analytical use of the technology amongst its users . 54 2018 BUDGET STRATEGY The budget strategy uses proven methodologies of dealing with past budgets and looking at future strategic approaches . The budget is based upon the following assumptions and approaches: No local property tax initiative will be approved by the voters and the 15 . 800 mill levy► cannot be raised without political fallout in these economic times, In the 2018 budget request, any net county cost increase in a budget unit must be offset with a corresponding decrease in a department's total budget. Unless a change is legally mandated , the county's share of partnership programs will not increase , it will decrease wherever possible . County dollars will not displace federal or state reductions . Program funded with state and/or federal allocation increases must be able to have a sustainability plan when staff or program costs are increased or be prepared to reduce staff or program costs , if the allocation declines . Program managers and the public will be made aware of the proposed service reductions as soon as possible . Early warning sessions will be held in September addressing budget issues identified early in the process. All county departments and offices will receive a set target amount for 2018 before budget preparations begin . A target of ten percent off the 2017 budget base will be uniformly applied to all budget units . Fringe benefits will be left at the current level of benefit. ,1 No salary adjustments will be included in the requested budget. The Board will determine any salary adjustments above the 2017 level in the Final Budget process. Any Department Head or Elected Official justifying to the Board a higher salary for a class unique to that department or office should include the additional salary within the assigned target budget amount. Any 2018 classification upgrades will be treated like new position requests in the budget process, with the department funding any requests within the target amount. There will not be any recommended increases in staff in the recommended budget to the Board . Increased workload will be absorbed by existing personnel wherever possible through increased productivity. 55 Outside agencies that provide contractual services will be treated like county departments . New or expanded mandates will be absorbed within the 2018 target amount by all budget units. Additional program options outside the overall budget plan will be proposed for Board consideration . Staff will explore the options as directed by the Board , and these options will be topics of discussion at the public work sessions and hearings. Self-supporting budgets will float at the 2017 funding levels . A review of all discretionary programs will be done by the Department Head or Elected Official and the Board . All vacant positions in 2018 will follow the "sunset review" process to determine if the position needs to be filled . Resources for new activities will come from increased productivity and termination of existing activities wherever possible . No new non- mandated programs will be proposed without proportionate cutbacks in other programs. All user and service fees will be examined and recommendations made for increases or other adjustments to match the cost of providing such services. As 2018 budget requests accommodate or are integrated with long term program strategies , they will be highlighted . The budget strategy will permit Weld County to cope with the new fiscal and program challenges faced in 2018 , while accomplishing a balanced budget. The 2018 budget must be structured to attempt, within available funds , to ensure that: Basic services are funded at adequate levels. Revenue has been estimated at realistic levels. Reserves that afford protection for the future are funded . �\ Productivity improvement programs are continued . Employee compensation levels are based upon realistic employment market considerations and within the county's ability to pay. TABOR Amendment limits will be adhered to in the budget. Legislative and regulatory changes are accommodated . GIS , e-government, web based applications and other technologies are employed in cost effective manners in the county. 56 Population growth and development is planned for and accommodated . New initiatives associated with the human capital management strategies are accommodated Weld County must continue the initiatives required to foster area economic development and to improve the quality of life . The completion of the WCR 47/49 Corridor from WCR 60 . 5 (SH263 ) to SH 392 will be funded in 2018 at the level of $25 million . 57 2018 BUDGET CALENDAR April 10 Board reviews the 2018 budget plan . May 15 - May 19 Director of Finance discusses target budgets and 2018 budget plan with department heads and elected officials . June 16 Elected officials and department heads submit applications for the innovation investment program projects to Finance . June 16 Elected officials and department heads submit requests for Buildings and Grounds special projects to Finance . June 16 Elected officials and department heads submit phone service requests to Telecom Services . June 16 Elected officials and department heads submit new position requests and any reclassification requests to Human Resources . June 16 Elected officials and department heads submit requests for information technology services requests to Information Technology . June 16 Elected officials and department heads submit requests for vehicles to the Controller. July 7 Submit budget request to Director of Finance and Administration July 7 - September 15 Finance office review. September 19 Early warning budget work session and community agency requests. September 19 Budget Message to Board and transmit Proposed Budget to Commissioners. October 24 and 26 Budget work session hearings with Commissioners and elected officials and department heads . November 3 Publish notice of final budget hearing . October 25 - December 12 Prepare final budget. December 13 Public Hearing to adopt mill levy. December 13 Public Hearing on Final Budget, 9 : 00 a . m . 58 EXPLANATION OF OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM Budgeting , at best, is an inexact science . It can be both precise and unyielding as numbers tend to be , or as flexible as priority changes dictate . In the end , the goal of Weld county's budgeting process is to produce a "user friendly" document, designed to enhance policy makers' , managers' , and citizens' understanding of major issues, resource choices , and impact of the total budget . The budget is not only a financial plan , but a policy document, operational guide , and communication device. As a financial plan , Weld County's budget includes all funds , presents a summary of historical and projected revenues and expenditures, describes major revenue sources, underlying assumptions and trends, and includes projected changes to fund balances. As a policy document, the budget includes a budget message articulating strategic priorities , describes budget and financial policies , and addresses long-term concerns and issues . As an operations guide , the document includes an organizational chart(s ), provides authorized personnel schedules , describes departmental services or functions, and includes goals and objectives. As a communications device , the budget includes a summary of budgetary issues, trends , and resource choices, explains the impact of other plans or planning processes , describes the preparation , review, and adoption process , includes a demographics or community profile section , and contains a table of contents and glossary of terms. The budget and management system begins with community assessments that take the form of formal assessments, such as those done by the Health Department and social services, surveys, town meetings, citizen input, and various forms of input from citizen advisory boards . Based upon the community assessments , policy formulation is done by analyzing community needs, developing county-wide goals, assessing prior year program performance , reviewing policy alternatives, establishing priorities, and fiscal policy . A spin off of the policy formulation is the creation of a capital improvements plan and long range plan . Program planning at the department level follows policy formulation . All departments assess their programs, explore alternatives , design and define existing and new programs , develop program objectives, and relate present operations to the programs planned . The budget is then based upon the program , performance , and periodic program review. This process allows for the allocation of resources by program area and multi-year projections . The programs are then evaluated on an on-going basis through program analysis, review of performance, and an examination and evaluation of alternatives. This input then cycles into the policy formation process for a new budget cycle . 59 The budget and management system is supported by the Banner Accounting System , fiscal control and cost accounting by program , and workload and performance management systems and reports . In summary, Weld County's budget process isvirtually a year-around process , combining months of planning , analysis, program and policy review, and constant monitoring . The adopted budget asserts Weld County's commitment to meet or exceed the community's highest priority expectations at the lowest possible cost to citizens. In the end , the budget represents a balance between the political process represented by citizen input, policymakers , county departments and offices, and teamwork . The following two pages show the process graphically . 60 OVERVIEW OF BUDGET AND MANAGEMENT SYSTEM POLICY FORMULATION Analyze Community Needs Develop County- Wide Goals Community Assess Prior Year' s Long Range Planning Assessment �"' Performance Capital Improvements Review Policy Alternatives Establish General Priorities Establish Fiscal Policy SUPPORT PROGRAM Accounting System PROGRAM EVALUATION Fiscal Control PLANNING Cost Accounting Program Analysis By Program Assess Program Alternatives Review Program Design Program Performance Define Program Objectives Performance Relate to Present Examine and. Evaluate Measurement Alternatives Operations Systems and. Reports Revise as Necessary Service Delivery BUDGETING BASED ON PROGRAMS, PERFORMANCE, PERIODIC PROGRAM REVIEW Allocate Resources by Program Area Develop Multi-Year Projections Schedule Action 61 HIERARCHY OF BUDGET INFORMATION STRATEGIC OBJECTIVES BOARD OF COUNTY COMMISSIONERS Budgct Policies Implementation and Results of Budgct Process Strategic Objectives Revenue Policies Major Program Goals Policy Directions Specific Revenue Assumptions Accounting Policies Policy Matters/ Investment Policies Points of Issue Capital Improvement Workload Data Politics Department Objectives Budget Guidelines Significant Changes Allocation of Resources \\N DEPARTMENT BUDGET UNITS 62 BUDGET PROCESS OBJECTIVES: 1 . Identify the cost of existing activities within the county . 2 . Analyze new or expanding services, using common criteria for justification , aimed at identifying mandated and optional programs. 3 . Rank, in priority order, all new and existing services which fall within a marginal range of funding . 4 . Aggressively analyze major revenue sources. 5 . Eliminate procedures which were not fully utilized in the decision making process of the budget. 6 . Identify optional programs and service levels which may be reduced if necessary. 7 . Continue refinement of the budget process with the key aspects of planning , evaluation , priority setting , rational resources allocation process, and creative management approaches. 8 . Utilize the target budget approach . 9 . Continue a strategic planning process . 63 SIGNIFICANT BUDGET ACID ACCOUNTING POLICIES WELD COUNTY FUND STRUCTURE By Budgetary Basis Modified Accrual Basis of Budgeting Accrual Basis of Budgeting (Government Fund Types) (Proprietary Fund Types) General Special Capital IInternal Fund Revenue Service Funds rrrPOOlr1 Health ance Social Human Phone Services Services Insurance Services Conservation Weld Solid Waste Finance Crime Lab Trust Corp. BUDGETARY ACCOUNTING BASIS : The Weld County budgetary procedure uses the following Basis of Accounting . Basis of Accounting refers to when revenue and expenditures are recognized in the accounts and reported in the financial statements . Basis of Accounting relates to the timing of the measurements made, regardless of the measurement focus applied . The governmental funds and expendable trust funds utilize the modified accrual basis of accounting . Under this method revenue is recorded in the year in which it becomes both measurable and available as net current assets . "Measurable" means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to pay liabilities of the current period . Revenue susceptible to accrual , that is , measurable and available to finance the County's operations , or of a material amount and not received at the normal time of receipt, primarily consists of 1 ) state highway users tax; 2 ) property taxes , assessed in 2017 , payable in 2018, and 3) various routinely provided services (health department). Unbilled charges for services are recorded in the appropriate funds at year end . Expenditures are generally recorded when the related fund liability is incurred . Proprietary funds follow the accrual Basis of Accounting whereby revenue is recognized in the year in which it is earned and becomes measurable . Expenses are recorded when liabilities are incurred . Due to Colorado legal requirements , capital expenses are budgeted and appropriated in the Proprietary Funds. 64 BUDGET ADOPTION : An annual budget and appropriation ordinance is adopted by the Board of County Commissioners in accordance with the Colorado State Budget Act and Weld County Home Rule Charter. The budget is prepared on a basis consistent with generally accepted accounting principles for all governmental , proprietary and expendable trust funds . The accounting system is employed as a budgetary management control device during the year to monitor the individual departments (level of classification which expenditures may not legally exceed appropriations). All annual appropriations lapse at year end . The Director of Finance and Administration is authorized to transfer budgeted amounts within departments of each fund . Any revisions that alter the total appropriation for each department must be approved by the Board of County Commissioners through a supplemental appropriation ordinance. AMENDMENT TO BUDGET PROCESS : Section 29- 1 - 111 , C . R. S. , provides that, if during the fiscal year, the governing board deems it necessary, in view of the needs of the various offices or departments , it may transfer budgeted and appropriated monies from one or more spending agencies in the fund to one or more spending agencies in another fund and/or transfer budgeted appropriated monies between spending agencies within a fund . Section 29- 1 - 111 , C . R . S. , provides that, if during the fiscal year, the governing body or any spending agency received unanticipated revenue or revenues not assured at the time of the adoption of the budget from any source other than the local government's property tax mill levy, the governing board of the local government may authorize the expenditure of these unanticipated or unassured funds by enacting a supplementary budget and appropriation . Supplementary budget and appropriations require a two-thirds majority vote by the Board of County Commissioners . PROPERTY TAXES : Property taxes attach as an enforceable lien on property as of January 1 . Taxes are levied no later than December 15 and are payable the following year in two installments on February 28 and June 15, or in full on April 30. The county, through the Weld County Treasurer, bills and collects its own property taxes as well as property taxes for all school districts , cities and towns and special districts located within the county. In accordance with Section 14-7 of the Weld County Home Rule Charter, all ad valorem tax levies for county purposes , when applied to the total valuation for assessment of the county, shall be reduced so as to prohibit the levying of a greater amount of tax revenue than was levied from ad valorem taxation in the preceding year, plus five percent (5% ), except to provide for the payment of bonds and interest. The Board of County Commissioners may submit the question of an increased levy to the County Council and , if in the opinion of a majority of the County Council , the county is in need of additional funds , the Council may grant an increased levy for the county in such amount as it deems appropriate, and the county is authorized to make such increased levy. Any one capital project requiring a capital expenditure out of funds procured by ad valorem taxation equal to a three mill levy for three years shall be prohibited unless approved by a majority vote of the qualified electors at a general or special election per Section 14-8 of the Weld County Home Rule Charter. With the passage of Amendment One (TABOR) effective November 4, 1992, the mill levy cannot be increased above the prior year mill levy, except by a vote of the people . In addition , the growth of property tax revenue cannot exceed the prior year amount plus inflation plus net new construction , without voter approval . 65 EXPLANATION OF INDIVIDUAL FUNDS GOVERNMENTAL FUND TYPES : Funds generally used to account for tax-supported activities . General Fund The General Fund accounts for all financial transactions of the County that are not properly accounted for in other funds . Ordinary operations of the County such as public safety , County administration and other activities financed from taxes and general revenues are reflected in this fund . The three percent of fiscal spending reserve established in accordance with the State Constitution Amendment One (TABOR), passed November 3 , 1992 , is included in the General Fund 's fund balance . Special Revenue Funds Special Revenue Funds are established to account for taxes or other earmarked revenue for the County which finances specified activities as required by law or administrative action . Public Works Fund : The Public Works Fund records all costs related to Weld County road and bridge construction and maintenance . This fund is also utilized for allocation of monies to cities and towns for use in their road and street activities. Social Services Fund : The Social Services Fund accounts for the various public welfare programs administered by the County. Conservation Trust Fund : The Conservation Trust Fund accounts for revenue received from the State of Colorado to be used for the acquisition , development, and maintenance of new and existing conservation sites within Weld County. The funds are derived from the Colorado State Lottery . Contingent Fund : The Contingent Fund records any property tax revenue levied by the Board of County Commissioners to cover reasonably unforeseen expenditures . Public Health Fund : The Weld County Department of Public Health and Environment provides health services to County residents. The fund reflects revenue and expenditures for health care , health education , health monitoring , and other related activities . Human Services Fund : The Human Services Fund accounts for various Federal and State human service grants. Primary funding agencies are DOL , HHS , and CSA . Solid Waste Fund : This fund accounts for revenue received from a surcharge on dumping fees at solid waste disposal sites for the purpose of combating environmental problems and for further improvement and development of landfill sites within the County. 66 Capital Project Funds Capital Project Funds are established to account for financial resources used for the acquisition or improvement of the capital facilities of the County . Capital Expenditures Fund : This fund accounts for various capital improvement projects on County property as required by Section 29- 1 -301 , C . R. S . , 1973 . PROPRIETARY FUND TYPES : Proprietary funds focus on the determination of operating income , changes in net assets ( or cost recovery), financial position , and cash flows . There are two different types of proprietary funds : enterprise funds and internal service funds . Enterprise Funds : Enterprise Funds account for departments providing services primarily to third party payers. Northern Colorado Regional Forensic Laboratory Fund : This fund accounts for the maintenance and operational cost of the Northern Colorado Regional Forensic Laboratory. It is funded by rent paid by participating agencies. Internal Service Funds : Internal Service Funds are established to account for goods and services provided to other departments of the County on a cost-reimbursement basis . Fleet Services Fund : This fund accounts for the revenue and costs generated by equipment and vehicles rented to the Public Works Fund and to various departments of other County funds. Insurance Fund : This fund accounts for all insurance costs for the County. The program is a combination of insured risks and protected self-insurance risks. Telecom Services Fund : This fund accounts for all phone costs provided to the County and other outside agencies on a cost-reimbursement basis . Health Insurance Fund : This fund accounts for the self-insured health , dental , and vision plans offered County employees. Weld County Finance Corporation Fund : This fund accounts for the lease/purchase of county facilities . There are no active leases . The last lease was paid off on August 1 , 2007 . 67 BUDGET POLICIES The basic budget policies of Weld County are stated in the following forms: • Budget Process • Program Policy Changes/Impacts • County Strategic Objectives • Revenue Policies and Assumptions • Policy Directions • Significant Budget and Accounting Policies • 2018 Budget Guidelines The overall County budget policies are reflected at the program level on each of the " Budget Unit Summary" sheets. The " Budget Unit Summary" sheets describe how the policies impact operations , service levels and/or finances at the program level . In addition , comments on the summaries explain implementation issues and provide goals and workload and performance data for monitoring purposes. The " Budget Unit Summary" has been structured as follows to accommodate the governing board and public reader • Department Description • Resources • Summary of Changes • Goals/Desired Outcomes/Performance Objectives/Key Performance Indicators • Workload Measures • Staff Recommendations NOTE : In accordance with Article IV, Section 4-2( 6 )(b ), the Director of Finance and Administration shall cause the policies adopted or approved by the Board of County Commissioners to be implemented in the county as required by the Board of County Commissioners and insure that the activities of the departments are consistent with the policies determined and set by the Board of County Commissioners . 68 SIGNIFICANT CHANGES IN POLICY FROM PRIOR YEARS Complete the five-lane concrete road for the CR 47 extension from CR 60 . 5 to SH 392 . `r Complete bridge mitigation projects resulting from the 2013 flooding . Provide for the long-term financial sustainability of the Bright Future program . Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $36 . 0 million . Fund a Hazardous Material Planning grant and FEMA training exercise in 2018 . Increase the WCRCC staff by 7 FTE to cope with the E911 call volume . Fund FRCC DSR switch and four radio upgrades for redundancy and system upgrades. Reallocate four Sheriff Contract Service deputies to Patrol to increase law enforcement services in the field . Add 26 FTE in the North Jail due to inmate population growth . Implement a new integrated public safety information system . Begin the design phase of the $44 . 5 million jail expansion . Create a Criminal Justice Coordinator position . \A> Implement the new pay grade and flexible staffing for sworn officers in the Sheriff' s Office . Continue to implement SB 15-242 which expands the Child Welfare staffing by two in reaction to the 2014 Colorado Child Welfare Workload Study . ` Participate for the fifth year in the Title IV-E ( Foster Care and Adoption Assistance Entitlement Grant) waiver project. Add a Family and Consumer Sciences agent in the Extension Service . ` Increase the District Attorney staff by 4 FTE due to 40% increase in caseload since 2011 . Continue efforts to control health care costs for county employees and their dependents. ` Begin the Lean process to both identify and then implement the most efficient, value added way to provide government services. Celebrate the 100th Anniversary of the Weld County Fair. Provide fleet service with county staff versus an outside contractor. 69 LONG TERM FINANCIAL PLANNING POLICIES Balancing the Operating Budget: The State of Colorado's constitution requires all local governments to annually adopt a balanced budget. Balanced budget means expenditures cannot exceed available resources. No debt financing of the operational budget is permitted . Weld County's policy is that under no circumstances will Weld County adopt a budget that is not balanced , even if the constitutional requirement is lifted . Long Range Planning : The Board of County Commissioners has adopted countywide strategic goals . The recommended budget shall , to the extent possible , based upon available resources, be consistent with the goals and objectives of the county's strategic goals. The process shall involve identifying several critical areas which have or are expected to have an impact on the financial condition of the county over the next five years . Once the critical issues are identified , specific goals and objectives will be developed along with an implementation plan by impacted departments . Long Term Financial Forecast: Annually prepare a five-year forecast that maintains the current level of services, including known changes that will occur during the forecast period . If the forecast does not depict a positive operating condition in all five years of the forecast , the county will strive to balance the operating budget for all years included in the five-year financial forecast. Long Term Budget-to-Actual Trends : Annually evaluate trends from a budget-to-actual perspective and from a historical year-to-year perspective to identify areas where resources have been over allocated . This will improve the accuracy of revenue and expenditure forecasts by eliminating the impact of recurring historical variances. Asset Inventory: An inventory of capital needs will be maintained by the Director of Finance and Administration . The inventory shall include the identified needs, a list of projects, their cost estimates , and project timetable for funding , acquisition or construction. The recommended budget shall include a capital budget and a five-year capital plan with a balanced financial base for renewal , replacement, and new projects. The capital budget shall be adequate to maintain capital assets at a level sufficient to protect infrastructure and minimize future maintenance and replacement costs. Revenue Diversification : Weld County encourages a diversity of revenue sources in order to improve the County' s ability to handle fluctuations in individual revenue sources year to year and long-term . Due to the high percentage of oil and gas assessed values, Weld County also encourages the diversification of revenues for long range planning to minimize the dependence of the County's budget on oil and gas revenue fluctuations in production and price , and long range depletion of the resource in the County . Fees and Charges : Unless fees or charges are established by state law or contractually, Weld County will establish fees for goods and services at full cost recovery , including direct and indirect costs , where the user of the goods or services has the ability to pay . All fees will be reviewed periodically to insure that they are still appropriate. Fees will be available for the public and adopted by code in public meetings . Use of One-Time Revenues : Weld County has a policy discouraging the use of one-time revenues for ongoing operational expenditures. The highest priority for one-time revenues will be 70 to fund assets or other non- recurring expenditures, or to put the one-time revenues in a reserve fund . Debt Capacity, Issuance, and Management: To the extent possible , Weld County will pay cash for major projects rather than borrowing . Any existing debt will be retired at the earliest possible time during the life of the debt unless circumstances change significantly. Weld County's debt level per Weld County's Home Rule Charter and state law cannot exceed three percent of the current assessed value of the county. The current debt capacity is over $270 million . Debt under the debt limit includes all financial obligations over one year in duration , e . g . general obligation bonds , revenue bonds , certificates of participation , notes, lease purchase agreements, fetters of credit, revenue warrants , long term lease obligations , or any other multiple-fiscal year direct or indirect debt or other financial obligation . Obligations for pension plans are excluded under Colorado state law. Stabilization Funds : Weld County maintains a prudent level of financial resources in the form of a contingent reserve , plus adequate fund balances for cash flow, to protect against the need to reduce service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted pre d i cted one-time expenditures . See fund balance policy in the policy section of the Budget Message for more details. operating/Capital Expenditure Accountability: A budgetary control system will be maintained by the Finance Department to ensure accountability and adherence to the budget by restricting the expenditure of funds above the amount appropriated for the spending agency. Monthly financial reports will be available on-line through the accounting system for elected officials and department heads ,, detailing the progress towards budget compliance . These reports will , at a minimum , compare the current budget and year-to-year revenues and expenditures by department. Contingency Planning : Weld County supports a financial planning process that assesses the long-term financial implications of current and proposed operating and capital budgets, budget policies , cash management, and investment policies, programs and assumptions that will permit Weld County to deal with future contingencies in a reasonable and responsible way without adversely impacting ou my citizens. Strategic Investment. Plan for the Future of Weld County : Due to the anticipated oil and gas boom in Weld County from development of the Niobrara formation Weld County property tax revenue has increased . As a result in February, 2012 , staff developed and the Board of Weld County Commissioners approved the Strategic investment Plan for the Future of Weld County . A long-term strategy of investment in the county's infrastructure, technology and innovation , staff and workforce development, and economic development for diversification of the local economy can all have a demonstrable long-term payoff. A good county transportation system facilitates the movement of goods and services . Investment in innovation and technology will lay the foundation for new and more efficient governmental services being provided by Weld County government. Staff development ensures that the county's employees have the skills required to provide the very best service possible to the citizens of Weld County. Investment in economic development for the diversity of the local economy will lay a solid foundation for long-term economic growth in the county and allow Weld County to be competitive in retaining and attracting quality companies and a labor force to support those companies. Weld County has to focus on investing rather than spending in order to ensure long -term economic prosperity not only while the energy boom is happening , but also when it eventually ends . 71 CAPITAL IMPROVEMENT POLICY 1 . Capital Improvement Plan - A plan for capital expenditures to be incurred each year over a fixed period of several years (normally on a five year cycle) setting forth each capital project and identifying the expected fiscal year for each project and the anticipated revenues to finance those projects . 2 . Capital Improvement Staff Committee - The Director of Finance and Administration develops a Long Range County-wide Capital Improvement Plan for all major capital expenditures within the County after surveying County-wide needs with program managers . The Board of County Commissioners is responsible for approving capital improvement policies, as well as , approving capital improvement programming as a part of the annual budget. 3 . Capital Assets - Capital assets are defined as land , improvements to land , easements, buildings, building improvements, vehicles, machinery , equipment, works of art and historical treasures , infrastructure , and all other tangible or intangible assets that are used in operations and that have initial useful lives extending beyond a single reporting period . 4 . Capital Projects - Capital projects are defined as those major, non-recurring projects that have a time interval of at least three (3 ) years between such expenditures and have a total cost of at least $ 10 ,000. Purchases of real property and selected equipment may be exempted from these limitations. Examples of capital projects include : A. New and expanded physical facilities. B. Large scale rehabilitation and replacement facilities . C. Major equipment which has a relatively long period of usefulness . D . The cost of engineering or architectural studies for services related to a major public improvement. E. Acquisition of land and /or buildings. 5 . Annual Action Program - Those capital improvement projects from the plan which have been identified by the Director of Finance and Administration and approved by the Board of County Commissioners for funding and implementation for each fiscal budget year. 6 . Relationship Between Capital Funding and Operating Budget - Capital assets, which include property , plant equipment, software , rights-of-way, and infrastructure assets (e.g . , roads, bridges and similar items, ) are reported in the applicable governmental or business- type funds. Capital assets are defined by the County as assets with an initial , individual cost of more than $5 , 000 and a useful life of more than one year. All fixed assets are valued at historical cost or estimated historical cost if actual historical cost is not available . Donated capital assets are recorded at estimated fair market value at the date of donation . 72 The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets lives are not capitalized . All reported capital assets, except for gravel roads, are depreciated . Improvements are depreciated over the remaining useful lives of the related capital assets . Depreciation on all assets is provided on the straight-line basis (asset value divided by years of useful life) over the following estimated useful lives: Buildings 20 - 50 years Improvements 20 years Infrastructure - Bridges 50 years Infrastructure Roads 20 years Equipment 3 - 5 years Heavy Equipment 10 - 20 years GASS Statement 34 allows an alternative approach which would reflect a reasonable value of the asset and the cost incurred to maintain the service potential to locally► established minimum standards in lieu of depreciation . To elect this option the county must develop and implement an asset management system which measures, at least every third year by class of asset, if the minimum standards are being maintained . The County has elected to use this alternative approach only for gravel roads . 73 INVESTMENT POLICY On March 5 , 2003, the Board of County Commissioners adopted a comprehensive investment policy that is reviewed annually by the Investment Committee . A copy of the detailed investment policy can be obtained by contacting the W eld County Treasurer at (970 ) 400-3260 . The following is a brief overview of the investment policy: The County Treasurer is responsible for the investment of all available monies. The statutes defining legal investments for Colorado counties are Sections 24-75-601 and 30-10-708 , C . R. S . Investment priorities are ( 1 ) safety, (2 ) liquidity , and (3 ) yield . In compliance with statutes, deposits/investments are made only in "qualified" financial institutions, i .e . , those which are federally insured by either FDIC or FSLIC . Further, any deposit/investment amount in excess of $250 , 000 may only be made at institutions that are designated as public depositories by the state bank or savings and loan commissioners, sections 11 -10-118 and 11 -47-118 , C . R. S . Such designation occurs when acceptable collateral is pledged to secure the total deposit. Deposits/investments shall be made in the name of the treasurer in one or more state banks , national banks having their principal offices in this state , or in compliance with the provisions of Article 47 of Title 11 , C.R.S. 1973 , savings and loan associations having their principal offices in this state which have been approved and designated by written resolution by a majority of the Board of County Commissioners . The Board of County Commissioners can designate , by resolution , an average annual rate of interest income to be paid to a specific fund or funds. All other interest income is deposited to the county general fund for the purpose of supplementing the county mill levy thus reducing the amount of revenue required from property tax. The County maintains a cash and investment pool that is available for use by all funds except the Pension Trust Fund . Several of the County's funds also hold investments on their own account. The cash and investments of the Pension Trust Fund are held separately from those of the other County funds. Deposits : At year end , the estimated carrying amount of the County's deposits is over $230 million . Of this amount, approximately $ 1 million will be covered by Federal deposit insurance , and the remainder was collateralized with securities held by the pledging financial institution 's trust departments or agents in the County's name . Investments : Statutes authorize the County to invest in obligations of the U . S . Treasury , agencies, and instrumentalities , commercial paper, and repurchase agreements . The Pension Trust Fund is also authorized to invest in corporate bonds and mortgages. Interest revenue is projected on the basis of an average interest rate of 1 . 50 percent in 2018 . 74 FUND BALANCE AND RESERVE POLICY Weld County considers maintenance of adequate operating reserves to be a prudent management tool and important factor in providing financial flexibility to the County. A financial reserve may be used to address unanticipated revenue shortfalls and unforeseen expenditures. The reserves provide a first line of defense against deficit spending and help maintain liquidity when budget downturns become inevitable . The appropriate size of such fund balance reserves depends on the potential viability of the County's revenues and expenses, as well as its working cash needs to handle seasonality of revenues or expenditures . The Board of County Commissioners adopted the County Fund Balance Policy on December 14 , 2011 , nunc pro tune January 1 , 2011 . The policy was created to help reduce the negative impact on the county in times of economic uncertainty, major fluctuations in oil and gas assessed valuations , and potential losses of funding from other governmental agencies . The policy established minimum requirements for reserves and guidelines for the use of certain funds. The reserves and restrictions are also consistent with the requirements under Colorado statute or state constitutional requirements . The County Fund Balance Policy requires the following : • Any remaining fund balance following all restrictions and commitments in the Health Fund shall be assigned for the purpose of future health programs for the benefit of the citizens of Weld County. • Any remaining fund balance following all restrictions and commitments in the social Services Fund shall be assigned for the purpose of future welfare programs for the benefit of the citizens of Weld County. • Any remaining fund balance following all restrictions and commitments in the Human Services Fund shall be assigned for the purpose of future welfare , senior, and employment programs for the benefit of the citizens of Weld County . • The Contingency Fund shall maintain a minimum fund balance to cover a minimum ten 010 ) percent of the annual expenditures and maximum of twenty (20 ) percent of the annual total expenditures as determined by the Director of Finance and Administration to provide: (1 ) a reasonable level of assurance that Weld County' s operations will continue even if circumstances occur where revenues are insufficient in an amount that is equal to at least one-percent of annual expenditures to cover necessary expenses for public safety , public welfare and public works ; (2) there is a major reduction in oil and gas assessed valuations; or (3) there are other unexpected needs or emergency situations costing an amount that is equal to at least one-percent of annual total expenditures that do not routinely occur. The Contingency Fund shall be funded by property tax with a half-mill applied to the county's assessed value annually , unless the Board of Weld County Commissioners adjusts the amount in the annual budget process . • The three- percent TABOR emergency reserve required by Article X, section 20 ( 5) of the Colorado Constitution shall be a restricted fund balance in the General Fund in an amount equal to eight-million dollars or three-percent of the TABOR revenue limit, whichever is greater. 75 POLICY DIRECTIONS -- Incorporate Guiding Principles , Mission Statement, and Strategic Goals into the budget submission . -- Incorporate the Strategic Investment Plan for the Future of Weld County into the budget. -- Continue revenue maximization policy to support County services to users . -- Continue policy of identifying ways to minimize the reliance upon property tax funding . -- Advocate legislative positions. -- Examine County programs on a continual basis to maximize productivity and maintain current service levels with current or reduced workforce . -- Examine County programs and services to prepare Weld County for continuing financial uncertainties and future limitations . -- Utilize cost cutting/revenue raising strategies to hold down costs and support County services. This may be accomplished by : -- Organization assessment -- Contraction in services -- Productivity improvement -- Reprivatization and contracting -- Automation -- Energy conservation -- Administrative reorganization -- Innovation/technological transfer -- Continue position sunset review process to assess the need for any vacated positions. -- Utilize a target budget approach with the following features : -- Identifies County's resource capacity -- Clearly identifies targets and related reductions -- Identify proposed non-funding early -- Allows time to accommodate reductions (employees ) -- Offers support to managers to eliminate marginal services, less productive employees , etc. -- Allows board discretion in allocating funds to unfunded programs in critical service areas -- Targets all offices, departments, and outside agencies -- Better reflects County priorities -- Since limits are known , allows planning of alternative expenditure levels six months before fiscal year begins -- Constrains growth in existing levels , so high priority requests can be granted while lower priority projects are cut 76 -- Examine all user and service fees and make recommendations for increases or other adjustments to match the cost of providing such services. -- Clearly identify all newly mandated program costs for the Board . -- Continue the county's share of partnership programs , unless a change is legally mandated , and decrease the share wherever possible . -- Maximize manpower avoidance or substitution methods for all departments through automation , productivity improvements, or cost cutting strategies. -- Recommend capital outlay expenses for equipment only when the need has been fully justified , the useful life of equipment cannot be extended , and it has been determined that salvage equipment is unavailable for use . Vehicle replacement must be recommended by the Director of Fleet Services for consideration in the budget process. -- Continue to examine priorities , which services to provide , best way to deliver services, and most cost effective way to provide services within the constraints of TABOR. -- Minimize levels of management for departments within the County by flattening the organization and empowering employees to the maximum extent possible . 77 2018 GUIDELINES There will be no recommended increases in personnel in the recommended budget to the Board . Increased workload should be absorbed by existing personnel wherever possible through increased productivity. Resources for new activities should come from increased productivity and termination of existing activities wherever possible . No new non- mandated programs should be proposed without proportionate cutbacks in other programs . Any new programs or expansion of existing programs will be highlighted as a policy issue for the Board . All newly mandated program costs should be clearly identified for the Board . Unless a change is legally mandated , the county's share of partnership programs should not be increased , the share should be decreased wherever possible . Methods to maximize manpower avoidance or substitution should be encouraged by all departments through automation , productivity improvements , or cost cutting strategies . Capital outlay expenses for equipment should only be recommended when the need has been fully justified , the useful life of equipment cannot be extended ,. and it has been determined that salvage equipment is unavailable for use . Vehicle replacement must be recommended by the Director of Fleet Services for consideration in the budget process . Budgets are to be prepared on a program basis with submission in a program format, as well as in the normal line item format like 2017's budget presentation . Salaries should be budgeted at the 2017 level . Any salary► increase for a class unique to a department must be absorbed in target amounts . All user and service fees should be examined and recommendations made for increases or other adjustments to match the cost of providing such services . Those areas where increased personnel productivity has shown gains in services and/or reductions in cost should be identified . Target budget amounts will be provided to each department and office . Any amount exceeding the target base will be competing for a small amount of unallocated funds during the budget hearing process in November. Therefore , all offices and departments should make concerted efforts to put together realistic programs and efforts within the target budget base amount, since the ability of the Board to fund beyond that level will be substantially restricted . Ranking forms will begin at 90% of target, and must be completed by each department. 78 In reviewing the 2018 budget request , The Director of Finance and Administration will develop preliminary recommendations to the Board of County Commissioners. The Director of Finance and Administration will ask the same basic questions that, hopefully, each of the departments asked regarding the evaluation of their program activities . These questions concern need and purpose , objectives , departmental priorities and rank, achievements and benefits expected , means , if any for measuring results, consequences of not implementing the request, impact on other agencies or departments, alternative approaches or service level , resources required , means of financing , and whether or not all cost cutting and revenue generating strategies have been applied . Unless a significant organizational change has occurred , upgrades of specific positions that were requested but denied in the last two years will not be reconsidered in the 2018 budget process . Use the following budget population data for performance measures : YEAR POPULATION 2016 (Actual) 294,500 2017 (Estimated) 304,600 2018 (Projected) 315,300 Interns: Any department planning on using interns in the next fiscal year must include any costs associated with the interns in the budget request. Costs should include any salaries, equipment (vehicle) , service and supplies (e . g . , mileage) . No mid-year intern position requests will be approved that have a cost that is not already budgeted in the final budget. 79 2018 SPECIAL BUDGET INSTRUCTIONS The following are special budget instructions to be used for submission of your 2018 budget. 1 . All budgets ( including Enterprise and IGS ) must be submitted by July 7 , 2017 . 2 . All departments are requested to submit, on or before June 16 , 2017 , the following items that will be part of your 2018 budget: A. Special Project Request for Building and Grounds projects estimated to be over $5 , 000 . B . Any additional position requests or reclassifications, as outlined in the Budget Manual , to allow Human Services to assess the need . C . Telecom Service Requests for phone changes in 2018 . Unplanned moves will only be done if absorbed in the 2018 budget. D . Information Technology requests for computer hardware , software , system upgrades or system study . (See March 24 , 2017 memo regarding 2018 IT Project Request process ) E . New or replacement vehicle requests to the Director of Fleet Services for inclusion in the Fleet Services budget. F . Applications for the technology and innovation investment program projects to Finance . 3 . Salary and fringe benefits will be budgeted at the 2017 level . Any anticipated increase over 2017 level must be absorbed in target amount. 4 . For budgetary purposes , please use the 51 . 50 per mile reimbursement rate in developing your 2018 budget. 5 . Any requests for equipment should be submitted as part of your departmental budget request. Once a determination has been made as to whether or not the Board of County Commissioners will approve your request for equipment purposes , the total amount will be moved to a Capital Outlay budget unit as has been the practice in past years. 6 . Fleet Services I oA rates should be ascertained from the Director of Fleet Services for budget purposes. This is necessary because of the varying rates for unique kinds of vehicles, such as patrol cars, etc. Fuel costs should be budgeted as follows : unleaded $2 . 00/gallon , diesel $2 .25/gallon , and E85 $2 . 00/gallon . 7 . Any new or replacement vehicles should be discussed with the Director of Fleet Services and a Vehicle Request Form completed . Vehicles being replaced must be identified on the Vehicle Request Form and will be turned in when the replacement arrives in 2018 . 8 . Postage costs are anticipated to be 490 in 2018. 80 9 . The target budget amount provided to your budget unit(s) can only be adjusted after discussing it with the Director of Finance and Administration in order to coordinate the overall target amounts. 10. Any amount in excess of the 90 % target amount must have an Appropriation Request Exceeding Target Budget Level form and be ranked on the Budget Unit Ranking Form for the regular budget. 11 . Any budget unit with project account codes should prepare a worksheet summarizing each account with total comparison to 2018 . See Director of Finance and Administration for exact format. 12 . Any 2018 position classification upgrades will be treated the same as a new position request in the budget process , with the department funding any requests within the target amount. Unless there has been a significant organizational change , reclassification requests made in the last two years and denied by the Board will NOT be reconsidered in the 2018 budget process. 13. Early Warning Budget Hearings will be held in September. 14 . As revenues are budgeted , each department should examine whether credit cards should be implemented at the point of sale for the specific service being offered . if credit card services for payment are an option , discuss with the Director of Finance and Administration , the manner in which the credit card service fee can be recovered or absorbed in the fee structure in compliance with all legal and credit card service provider requirements. 15 . A worksheet showing each line item with five years' history is being provided to show historical expenditure patterns . 16 . INTERNS : Any department planning on using interns in the next fiscal year must include any costs associated with the interns in the budget request. Costs should include any salaries , equipment (vehicle ) , service and supplies (e. g . , mileage ) . No mid-year intern position requests will be approved that have a cost that is not already budgeted in the final budget. 17. The training budget for your department should be delineated in the format per the attached instructions in conjunction with the Human Capital Management Strategy . If, in the development of your budget request , you determine that there are unique requirements or unique situations in your department that affect your budget presentation , please do not hesitate to contact the Director of Finance and Administration at 400-4218 to answer questions, or to get approval for variation to the normal procedures outlined in the special instructions. 81 2018 PROGRAM ISSUES Complete the five-lane concrete road for the CR 47 extension from CR 60 . 5 to SH 392 . Complete bridge mitigation projects resulting from the 2013 flooding . Provide for the long-term financial sustainability of the Bright Future program . Fund the oil and gas revenue fluctuation reserve in the Contingency Fund at $37. 5 million . `r Increase the WCRCC staff by 7 FTE to cope with the E911 call volume . ` Fund Front Range Communications Consortium DSR switch and four radio upgrades for redundancy and system upgrades . ` Increase the District Attorney staff by 4 FTE due to 40% increase in caseload since 2011 . Begin the Lean process to both identify and then implement the most efficient, value added way to provide government services. `r Reallocate four Sheriff Contract Service deputies to Patrol to increase law enforcement services in the field . Add 26 FTE in the North Jail due to inmate population growth . Begin the design phase of the $44 . 5 million jail expansion . Create a Criminal Justice Coordinator position . Implement the new pay grade and flexible staffing for sworn officers in the Sheriff's Office . Continue to implement SB 15-242 which expands the Child Welfare staffing by two in reaction to the 2014 Colorado Child Welfare Workload Study . Add a Family and Consumer Sciences agent in the Extension Service . Provide fleet service with county staff versus an outside contractor. 82 REVENUE POLICIES AND ASSUMPTIONS The following revenue policies and assumptions have been used in the preparation of the 2018 budget. 1 . Wherever possible , those receiving the benefits of a government service should pay for what they receive in full through current fees , charges , and other assumptions. 2 . Continual search for new sources of revenue shall be made to diversify the County's financing plan . 3 . The County shall seek the establishment of a diversified and stable revenue system to shelter the County from short run fluctuations in any one revenue source . 4. Estimated revenues are conservatively projected . 5 . Proposed rate increases are based upon : A. Fee policies applicable to each activity. B . Related cost of the service provided . C . The impact of inflation in the provision of services. D . Equitability of comparable fees. 6. Programs funded by state and federal revenue sources shall be reduced or eliminated accordingly if state or federal revenues are reduced or eliminated . Local funding will be substituted only after a full study by the Board and if the program has a high priority to satisfy a local need . 7 . Revenue targeting for a specific program shall only be utilized whenever legally required and when a revenue source has been established for the sole purpose of providing a specific program . 8 . Revenue from intergovernmental sources with a specific ending date shall not be projected beyond the date . 9 . Assume a local economy similar to 2017 , except the reduction in oil prices could impact employment and spending in the county. Assume interest rates averaging 1 . 50 percent throughout 2018 . 10 . Property taxes are based upon the maximum allowable under Amendment One (TABOR ) and the Weld County Home Rule Charter limitation . 11 . Assume that unless there is proven evidence to the contrary, federal and state categorical and entitlement grants will continue at the current level of funding . 83 SPECIFIC REVENUE ASSUMPTIONS OF SIGNIFICANT REVENUE Where appropriate , the local economic conditions and forward -looking economic indicators have been noted and taken into account in forecasting revenue trends . Property Tax : Levy with maximum allowable , per Weld County Home Rule Charter and Amendment One (TABOR ) limitation . The volatility of the oil and gas assessed values continues to be a major impact to the County' s budget planning , as it has been for the last six years. For the 2018 budget, the reduction in the county's assessed value from oil and gas values was 7 .22% . The 2018 property tax level is slightly above the 2017 level due to 2017 being a reappraisal year for all properties . Because of the volatility of production levels and price fluctuations of the oil and gas values, the County must continue to prudently manage the increased property tax base created by the energy development. The county was prepared for the significant drop in the assessed valuation for the 2017 and 2018 budgets. In anticipation of the drop in the county's assessed valuation in the 2016 budget of the $ 178 million in property tax revenue there was $62 million in one-time budget items, and for 2017 there was nearly $30 million in one-time costs. This was achieved by keeping the county's net operational spending requirement around $ 120- 130 million in property tax revenue to maintain the current spending levels in 2017 and 2018 . Specific Ownership Tax : Personal property tax on vehicles (SOT) is anticipated to be up in 2018 due to increasing vehicle sales and the new vehicles figure into the five-year sliding fee schedule . Building Inspection and Planning Permits : Continued recovery of construction is being seen . There is more activity in residential building in the unincorporated part of the County with some factors pointing towards an uptick in activity as rental vacancy rates are low and housing listing inventories are low . Although the investment in the oil and gas infrastructure is anticipated to continue for the next few years even with lower oil prices there has been a slowdown in drilling activity, which lowers building permit revenue . A fee change in 2017 regarding oil and gas well permit fees has lowered building inspection revenue more than anticipated . The combination of all these factors point to lower inspection and permit fee revenues in 2018 . Hopefully as the price of oil improves there will be more activity in 2018 and beyond . State and Federal Grant Revenue : Budget at signed contract level or anticipated funding level provided by state or federal agency . We can anticipate moderation in non-defense discretionary spending and some spending cuts in entitlements . Spending and revenue imbalances at the state and federal levels will most likely result in lower or at best slower growth in intergovernmental revenues for the county in the future . Police Service Contract : Based on signed contractual agreements. Charges for Services : Charges to special districts and other public entities are based upon signed contracts . Earning on Investments : Interest revenue is calculated on the average earnings rate of 1 . 50 percent, times the estimated average daily cash balances . Based upon Federal Reserve projections interest rates will go up some in 2018 . Royalties : Based on analysis of oil and gas leases active on 40 , 000 plus acres of mineral interests owned by Weld County. These revenues have been up significantly the last four years, but are anticipated to level off due to lower oil prices going forward . 84 Rental : All rental income is based upon signed leases . Overhead /Cost Plan : Revenues are based upon the 2016 Indirect Cost Plan approved by the Department of Health and Human Services that results in federal revenue allowable from grants. Social Services has been charged the full indirect cost allocation amount since July 1 , 2012 , which results in approximately an additional $5 . 9 million in revenues in this area . County Clerk Fees : Calculated on the historical level of activity, and legislative changes in the last few years. Increased oil and gas and housing financing recording activity in the county is resulting in higher projected revenues in this area . Treasurer' s Fees : Based upon historical level of activity for fees , which have been growing slight due to the statutory fee structure for property taxes collected . Highway Users - Special Bridge : Revenue based upon signed state and federal grant contracts. Motor Vehicle Registration Fees : Like Specific Ownership Tax this revenue is anticipated to be up in 2018 due to increasing vehicle sales and population growth . Highway User' s Tax : Based on State Department of Highway estimates from gas tax less three percent reduction that Weld County has historically experienced . As vehicles become more fuel efficient less fuel is purchased , thus paying less HUTF tax that is based upon a per gallon tax. This is offset by population growth in the state . Social Service Revenue : Based on anticipated caseload as discussed under each program plus state and federal funding formula for each program . The new Child Welfare allocation formula adopted in 2013 has resulted in the county's allocation going up over $3 million from the prior formula . Health Grants : Based upon contracts signed July 1 , 2017 . Health Fees : Based upon historical patient/client caseload with 2018 rates applied . With more and more uninsured patients , utilization continues to increase in county clinic due to affordability. Human Services Grants : Based upon contract funding level as of October 1 , 2017 , State Lottery : Funded at the current level , with no anticipated legislative changes. Solid Waste Fees : Ten percent surcharge applied to historical waste volumes and input on projected volume from landfill operators. Proprietary Fund Revenues : Revenues for each Proprietary Fund equal funded anticipated expenditures in user departments' budgets. Work Release Inmate Fee : Based upon average of 200 work release inmates per day. Severance Tax : See policy on severance tax direct distribution in Public Works Non- Departmental Revenue ( Budget Unit 2000►-90100 ). 85 MAJOR REVENUE HISTORICAL TRENDS AND ANALYSIS DESCRIPTION 2014 2015 2016 2017 2018 Property Taxes $ 117 , 873 , 505 $ 141 , 724 , 346 $ 153 ,213 , 068 $ 141 , 946, 827 $ 145 , 562 , 107 Other Taxes 9 ,450 , 000 11 ,600 , 000 11 , 710 , 000 11 , 830 , 000 13 ,630 , 000 Fees 9 , 975 ,250 10 , 353 ,400 10 , 376 ,690 11 , 148 ,250 13 , 059 , 800 Intergovernmental 52 , 977 , 866 65 ,272 , 311 69 , 192 , 838 67 , 305 , 192 72 , 874 , 526 Licenses/Permits 3 ,450 ,225 4 , 721 ,600 6 , 061 , 000 5 ,437 , 350 4 ,473 ,750 Charges for Services 8 , 242 , 560 9 , 103 , 378 8 , 910 , 798 8 , 898 , 159 9 , 520 ,667 Proprietary Services 28 , 166 ,292 28 , 596 , 336 28 , 764 , 247 31 , 383 ,694 32 , 503 , 524 Miscellaneous 13 ,450 ,439 13 , 581 , 877 26 , 746 , 798 23 , 989 , 103 27 , 302 , 514 TOTAL REVENUES $ 243 , 586 , 137 $ 284 , 953 ,248 $ 314 , 975 ,439 $ 301 , 938 , 575 $ 318 , 926 , 888 TREND ANALYSIS Where appropriate , the local economic conditions and forward -looking economic indicators have been noted and taken into account in forecasting revenue trends . MAJOR REVENUE TRENDS 200 150 -- Property Taxes ,2 100 —IN— Imergovernmenta I *E" Proprietary Service 50 - 11====iii Other Revenue A 0 I 1 I 1 2014 2015 2016 2017 2018 Property Tax : Increases will track with the Home Rule Charter and TABOR tax limitations, which are growth in actual property value , plus cost-of-living . As has been the case for the last five to six years' growth and development activity directly, or indirectly, related to oil and gas exploration seems to be the main influence on the grow of the property tax base in the county. The volatility of the oil and gas assessed values continues to be a major impact to the county's budget planning the last six years . For the 2018 budget, the reduction in the county's assessed value from oil and gas values was 7 . 22% . Oil and gas assessed valuation are close to one-half of the county' s total assessed valuation . Since November, 2014 , due to the oversupply of oil worldwide the price of oil has dropped from over $ 100 a barrel to the price range of $40-50 per barrel . With the volatility of production levels and price fluctuations of the oil and gas values, the county must continue to prudently manage the property tax base created by the energy development. The 2018 property tax level is slightly above 2017 level due to 2017 being a reappraisal year for all properties . 86 Intergovernmental : State and federal revenues increased in 2014 due the increased Child Welfare allocation and the return of state of Colorado Energy Impact Assistance grants. The significant jump of over 20% in 2015 was attributed primarily to the increased state and federal funding for Public Works projects, many associated with the recovery efforts from the September, 2013 epic flooding . The higher funding level continued into 2016 with Public Works projects including $4 . 5 million for WCR 49 and four major bridge replacement projects. Many of these grants were one-time and dropped after 2016 . We can anticipate moderation in non-defense discretionary spending and some spending cuts in entitlements . Spending and revenue imbalances at the state and federal levels will most likely result in lower or at best slower growth in intergovernmental revenues for the county in the future . Proprietary Services : Predictable revenue based on stable usage . Health insurance costs in the self-insured program are slowing , so the increases in this area over the next five years should be more moderate . For example , there has been only a 3 .2% increase in health insurance rates in the last four years, but participation in the insurance plan is up some . OTHER REVENUE TRENDS 30 25 - other Taxes 20 —M— Fees 0 15 — licenses Permits 10 5111al — Charge For Srvs S Miscellaneous 0 I I I I 2014 2015 201 ► 2017 2018 Other Taxes : Primarily , specific ownership taxes that track car registrations and severance tax . Increase trend is due to new formula for the direct distribution of severance tax to cities and counties from the state . Severance tax revenues follow the price of oil and gas, since that is where they are derived . Fees : Fees have been increased and new fees added . Fees from vehicle registration should increase as vehicle sales are projected to continue to increase and as the county's population continues to grow. Planning fees are steady as the county grows and construction activity returns , as well as, activity from oil and gas infrastructure development and drilling activity . Licenses/Permits : As cited in the Revenue Assumption section earlier, there is stronger recovery of construction in the county. Despite the low activity in residential building in the unincorporated pad of the county some factors pointing towards an uptick in activity as rental vacancy rates are low and housing listing inventories are low. The investment in the oil and gas infrastructure is anticipated to continue for the next few years even with lower oil prices. A fee change in 2017 regarding oil and gas well permit fees has lowered building inspection revenue more than anticipated The combination of all these factors point to lower inspection and permit fee revenues in 2018 . Hopefully as the price of oil improves there will be more activity in 2018 and beyond . Charges for Services : Revenue is predictable based on contracts for service and reimbursable projects. 87 Miscellaneous : Revenue predictable , even though some variation in specific years. Interest revenue is found in this category, and is up nearly $ 1 million in 2018 . Public Works contracts are up due to reimbursable road projects in 2017-2018 . Fines from traffic violations are projected to be up slightly in 2018 . Oil and gas royalty payments were up substantially the last three years, but should moderate in the coming five years as bonus amounts drop and oil price stabilize . The policy decision to charge Social Services the full amount of indirect costs raised this category to $5 . 9 million in 2018 . 88 FIVE YEAR PROJECTED REVENUE AND EXPENDITURE TRENDS 2019 -2023 REVENUE PROJECTIONS The forecasting revenue trends cited in the graphs below are discussed in the previous section , Major Revenue Historical and Future Trends and Analysis . Assumptions include : • Property tax levy with maximum allowable , per Weld County Home Rule Charter and Amendment One (TABOR ) limitation . The projections are set at 5% annually. • Assessed value from oil and gas will fluctuate , but the Contingency Reserve will allow for a leveling effect with oil prices being in the range of $46-66 long term . • Intergovernmental revenues will show only moderate annual changes of 2% as non- defense discretionary spending slows and some cuts in entitlements occur due to planned federal deficit reductions . • Fees , licenses , charges for service , and miscellaneous revenues will grow at the rate of inflation and population growth . • Proprietary Services will be driven primarily by inflation , especially the inflation of health insurance costs. • Proprietary Services revenues are offset by the same expenditure amount. DESCRIPTION 2019 2020 2021 2022 2023 Property Taxes $152 , 590 , 987 $ 159 ,608 , 037 $164 , 975 , 939 $ 172 , 712 , 236 $180 , 835 , 347 Other Taxes 13 , 872 , 000 14 ,624 ,260 15 , 056 , 088 15 , 500 , 870 15 , 958 , 997 Fees 13 ,444 , 844 13 , 841 ,439 14 ,249 , 932 14 ,670 ,680 15 , 104 , 051 Intergovernmental 73 , 732 , 525 74, 784, 364 75 , 857 , 939 76 , 953 , 722 78 , 072 , 199 Licenses/Permits 4 , 092 , 753 4 ,215 , 325 4 , 341 , 575 4 ,471 ,612 4 ,605 , 550 Charges for Services 9 , 366 , 037 9 , 393 , 389 9 , 877 , 925 9 , 919 , 853 10 , 119 , 387 Proprietary Services 34 ,267 , 739 36 , 140 , 118 38 , 127 , 773 40 ,238 ,299 42 ,479 , 809 Miscellaneous 21 , 043 , 152 21 , 123 ,498 21 ,209 ,217 21 ,400 ,472 21 , 597 ,429 TOTAL REVENUES $322,410 ,037 $ 333, 730,431 $ 343 ,696 , 388 $ 355 , 867, 746 $ 368 , 772,769 89 Major Revenue Projections 200 180 160 140 120 iii Property Taxes 0 c 100 -- Intergovernmental als 80 = Internal Service--1r....a.1Len60 Other Revenue 40 "6---ng 11116.. MMSIIIIIka lit 20 0 2019 2020 2021 2022 2023 2019 -2023 EXPENDITURE PROJECTIONS DESCRIPTION 2019 2020 2021 2022 2023 General Government $41 , 192 , 912 $42 , 102 , 120 $43 , 889 , 949 $44 , 882 , 805 $46 ,606 , 886 Public Safety 67 , 819 , 104 69 , 853 ,677 73 , 759288 75 , 972 , 066 78 ,251 ,228 Public Works 94 , 502 ,607 97 , 337 ,685 100 ,257 , 815 103 ,265 , 550 106 , 363 , 516 Public Health and 53 , 751 ,283 54 , 822 ,244 55 , 914 ,624 57 , 028 , 852 58 , 165 , 365 Welfare Human Services 7 ,623 , 766 7 , 771 , 082 7 , 921 , 344 8 , 074 ,612 8 ,230 , 945 Culture and Recreation 947 , 364 959 , 914 972 , 842 986, 157 999 , 872 Proprietary Services 36 , 794 ,694 38 ,694 , 837 40 , 711 , 088 42 , 851 , 069 45 , 122 , 917 Capital 10 , 775 , 000 10 ,675 , 000 8 , 575 , 000 8 , 575, 000 8 , 575 , 000 Miscellaneous 6 , 013 ,295 6 , 187 , 356 6 , 366 , 568 6 , 551 , 084 6 , 741 , 064 TOTAL EXPENSES $319 ,420, 025 $ 328 ,403, 915 $ 338 , 368, 518 $ 348 , 187, 195 $ 359,056 ,793 90 Assumptions used for the expenditure projections are as follows : • Inflation is projected at an average 3 percent over the five-year period for all categories,. except federal and state funded programs . • Population growth follows the State Demographer's estimate of an average 2 percent growth for Weld County • Public Health and Welfare , and Human Services program costs will follow the trend of the state and federal revenues supporting them . Therefore , the program expenditures will grow only moderately at 2% annually as non-defense discretionary spending slows and some cuts in entitlements occur due to planned federal deficit reductions. • In election years , General Government will increase by approximately $350 , 000- $500 , 000 , and drop by the corresponding amount in off-election years . • Public safety will experience infusion of funds beyond inflation to fund the additional costs of opening additional jail beds as the inmate population grows . • Proprietary Services will be driven primarily by inflation , especially the inflation of health insurance costs. • Proprietary Services revenues are offset by the same expenditure amount. • Capital costs follow the revenue contribution to the Capital Expenditure Fund in accordance with the Capital Improvements Plan . • With the completion of WCR 49147 Corridor in 2018 , Public Works costs will level off again to normal expenditure patterns . Major Expenditure Projections 120 100 —4— General Govt Public Safety 80 Public Works .2 60 Public Hlth and Welfare Human Services 40 i — Internal Services Capita l 20 Miscellaneous ee 0 2019 2020 2021 2022 2023 91 2019 -2023 FUND BALANCE PROJECTIONS 2019 2020 2021 2022 2023 Begin Fund Balance 120 , 951 ,228 $ 123 , 941 ,240 $129 ,267 , 756 $ 134 , 595 ,626 $142 ,276 , 177 Total Revenues 322 ,410 , 037 333 , 730 ,431 343 ,696 , 388 355 , 867, 746 368 , 772 , 769 Total Expenses 319 ,420 , 025 328 ,403, 915 338 , 368 , 518 348 , 187, 195 359 , 056 , 793 Ending Fund Balance $123 , 941 ,240 $ 129 ,267 , 756 $134 , 595 ,626 $ 142 , 276 , 177 $151 , 992 , 153 Fund Balance Projections 400 350 300 250 Beg Fund Bal 200 ell— Revenue 150 ' —' Expense End Fund Bal 100 50 0 2019 2020 2021 2022 2023 92 DEPARTMENT/ FUND MATRIX AND ORGANIZATIONAL RESPONSIBILITY FOR BUDGET UNITS BUDGET UNIT RESPONSIBLE OFFICIAL General Fund : Office of the Board Chairman , Board of County Commissioners Public Information Communications Director County Attorney County Attorney Public Trustee Public Trustee Planning and Zoning Director, Planning Services Clerk to the Board Clerk to the Board Clerk and Recorder Clerk and Recorder Elections Clerk and Recorder Motor Vehicle Clerk and Recorder Treasurer Treasurer Assessor Assessor Maintenance of Building and Grounds Director , Buildings and Grounds County Council Chairman , County Council District Attorney District Attorney Juvenile Diversion District Attorney Victim Witness District Attorney Adult Diversion District Attorney Finance and Administration Director, Finance and Administration Accounting Controller Purchasing Controller Printing and Supply Controller Human Resources Director, Human Resources Information Services Chief Information Officer Geographical Information System Chief Information Officer Technology Projects Chief Information Officer Sheriff Administration Units (21100- 21140 ) Sheriff 93 BUDGET UNIT RESPONSIBLE OFFICIAL Patrol Unit Sheriff Investigation Unit Sheriff Regional Forensic Lab Sheriff Victim Advocates Sheriff Drug Task Force Sheriff contract services Sheriff Ordinance Enforcement Sheriff Communications - County-wide Director , Public Safety Communications E-91 'I Administration Director, Public Safety Communications Public Safety Information System Director, Public safety communications communications System Development Director, Public Safety communications coroner coroner Court & Transportations and Work Sheriff Release Units Inmate Services and Security Units Sheriff Justice Services Director, Justice Services community Corrections Director, Justice Services Work Release Director , Justice Services Building Inspection Director , Planning Services Office of Emergency Management Director, Office of Emergency Management Pest and Weed Control Director, Public Works Economic Development Director, Finance and Administration Waste Water Management Director , Finance and Administration Engineering Director, Public Works Extension Service Extension Agent Veteran ' s Office Director , Buildings and Grounds Airport Director , Finance and Administration Mental Health Director , Finance and Administration Developmentally Disabled Director, Finance and Administration Seniors Program Director, Finance and Administration Missile Site Director, Buildings and Grounds 94 BUDGET UNIT RESPONSIBLE OFFICIAL Parks and Trails Director, Finance and Administration Building Rents Director, Finance and Administration N on- Departmental Director, Finance and Administration Community Agency Grants Director, Finance and Administration Bright Futures Director, Finance and Administration Island Grove Building Director,. Finance and Administration Asset and Resource Management Director, Finance and Administration County Fair Extension Agent Special Revenue Funds : Public Works Fund Director, Public Works S ocial Services Fund Director, Human Services Health Fund Director, Public Health and Environment Human Services Fund Director, Human Services Conservation Trust Fund Director, Finance and Administration Contingency Fund Director, Finance and Administration S olid Waste Fund Director, Finance and Administration Capital Fund : Capital Expenditure Fund Director, Finance and Administration Proprietary Funds : Motor Pool Fund Director, Fleet Services Insurance Fund Director, Finance and Administration Telecom Fund Chief Information Officer Health Insurance Fund Director, Finance and Administration 95 POLICY MATTERS/ POINTS OF ISSUE WITH FISCAL IMPACT FUNDING INCLUDED EXCLUDED Public Information : Communications Specialist $ 55 , 760 Assessor : Position Reclassifications 27, 190 County Council : Legal Services 5 , 000 Information Technology : Business Process Analysts (2 ) — Lean Process 245 , 924 Business Intelligence Analyst 96 , 945 Justice Services : Criminal Justice Coordinator 89 , 082 Building and Grounds : Building Automation Supervisor 109 , 345 Grounds Tech 59 , 540 U pgrade Skilled Trades Supervisor 11 , 542 Technology Projects : Projects 500 , 000 District Attorney : Deputy District Attorney III (3 ) 344 , 751 Investigator II 93 , 459 Office Tech III to IV 7 , 889 Sheriff : Four Patrol Deputy II from Contract Services 373 , 150 N orth Jail Staff (26 ) 2 , 062 , 939 Pay Grade and Flexible Staff Change 1 , 225 , 963 Communications : Dispatchers for Greeley Police (2 ) 131 , 676 Revenue from Greeley Police - 131 , 676 S upervisors (2 ) 178 , 470 Call Takers (3 ) 187 , 641 FRCC DSR Switch/Four Radio Upgrades 1 , 804 , 514 Coroner : Medicolegal Investigator (2 ) -Midyear 171 , 236 Bright Futures : Long Term Financial Sustainability 3 , 000 , 000 96 POLICY MATTERS / POINTS OF ISSUE WITH FISCAL IMPACT ( Continued ) FUNDING INCLUDED EXCLUDED Office of Emergency Management : Hazardous Material Planning Grant $75 , 000 Grant Revenue -60 , 000 FEMA Exercise 20 , 000 Engineering : Development Review Manager 145 , 197 Reclassify Engineering Technician II to III (3 ) 15 , 750 Reclassify Engineer II to III 16 , 000 Economic Development : Upstate Colorado Succession Planning 0 $50 , 000 Mental Health : Weld County Prevention Partners 30 , 000 Qualified Listeners 60 , 000 Extension /County Fair : Family & Consumer Science Agent 35 , 000 Livestock Panels 147 , 850 Fair Event Support 28 , 000 100th Anniversary 20 , 000 Community Agencies : Weld 's Way Home 25 , 000 Our Land To Your Hands 2 , 500 211 25, 000 15 , 000 TOTAL GENERAL FUND $ 11 , 118, 137 $ 182,500 PUBLIC WORKS FUND : Office Tech III $40 , 000 �0 TOTAL PUBLIC WORKS FUND $ 40 , 000 $ 0 HUMAN SERVICES : Child Welfare Positions (2 FTE ) N/A County Administration Positions (2 FTE ) N/A PUBLIC HEALTH : Position Reclassifications ( 10 ) N/A NOTE : • Policy matters are changes in current policies . • Points of issue are items where the Director of Finance and Administration has a different recommendation than the budget unit' s department head/elected official . 97 SVE thel4 �3 couNsnce:?) 98 2018 SALARY AND BENEFIT RECOMMENDATIONS Weld County has always strived to pay competitive and equitable salaries and benefits. To maintain this competitive position , Weld County participates in various salary surveys . Salaries are set by the Board of County Commissioners after full consideration is given to : • Present pay rates compared to labor market competitors. The competitive job market may vary by job classification or specific job . The comparison is to beginning salary and middle level salary . Weld County does not compare to maximum salary range amounts. • Ability to pay and the sustainability of the pay long term . • Benefits and supplemental pay policies. • Supply/demand situations for personnel needs. • Supply/demand situation in the labor market. • Employees' expectations. • Retention of career employees. • Taxpayers' perceptions of pay and benefits . • Economic conditions locally and nationally. Salary Surveys Utilized : Mountain States Employers ' Council — Public Employers Mountain States Employers ' Council — Front Range In light of the economic conditions and Weld County's own financial situation as we look forward , the following recommendations are being made : • For the 2018 budget, a salary increase of 3 . 0 percent to Weld County employees is included . Employees will get step increases for longevity and performance . • Health insurance rates will increase 3 . 2% for the employees and the county for 2018 . This is the first health insurance rate increase in four years. Health coverage will be provided by CI NA on a partially self-insured basis with a Preferred Provider Organization ( PPO ) option and a High Deductible Health Plan/Health Reimbursement Account ( HDHP/ HRA) option . • Retirement costs will remain the same based upon the Board 's policy to fully fund the Annual Retirement Contribution (ARC ) calculated by the Weld County Retirement Plan 's actuary each year. • All other benefits are recommended to remain the same for 2018 . 99 OTHER BENEFITS VISION PROGRAM : • Coverage follows health insurance program coverage for both single and family plans • Maximum amount paid for single $300/year or family $600/year • No deductible • 50% of covered expenses incurred • Examination , lenses, and frames limited to one each year DENTAL PROGRAM : The County offers three dental plans : • County Plan • A►Ipha Dental Plan • Companion Life Dental Plan LIFE : Three times annual salary up to $600 , 000 at $0 . 1331$ 1 , 000/per month LONG TERM DISABILITY ( LTD ) : $ . 351$ 100 compensation SHORT TERM DISABILITY : $ . 185/$ 10 of covered benefit of 60% of compensation after 31 days of absence due to illness or accident. Employee must also exhaust all accumulated sick leave before coverage starts . Coverage ends when the 180-day LTD elimination period ends and LTD starts . Program replaces sick leave bank. Employee sick leave accumulation limited to a maximum of 480 hours. EMPLOYEE ASSISTANCE PROGRAM : Program offered by Cigna . WELLNESS : Wellness program will be enhanced for all County employees with the addition of a full-time Wellness Coordinator and new wellness resources . EXECUTIVE PAY PLAN : Elected Officials have a direct benefit plan for health purposes. MILEAGE : Indexed two cents below IRS mileage allowance rate . RETIREMENT BENEFIT : County Retirement Plan - ( 10 . 75 percent of gross salary for County and 10 . 75 percent employee contribution . ) PERA - ( 13 . 7 percent of gross salary for County contribution and 8 . 5 percent of gross salary for employee contribution . ) VOLUNTARY COVERAGES : Include supplemental life , accidental death and dismemberment, hospital indemnity, critical illness , and accident insurance . These plans are 100% employee paid . 100 POSITION AUTHORIZATION CHANGES DUE TO 2018 BUDGET FUND AND DEPARTMENT OLD NEW DEPARTMENT NAME POSITION POSITION 1000- 10150 Public Information None Communications Specialist 1000-13100 Assessor GIS Mapper upgrade (5) GIS Mapper III upgrade (5) 1000- 13100 Assessor Assessment Coord. (Grade 44) Assessment Coord. (Grade 46) 1000-13100 Assessor Senior Analyst. (Grade 44) Senior Analyst. (Grade 46) 1000- 15100 District Attorney Office Tech III Office Tech IV 1000- 15100 District Attorney None Deputy DA III (3) 1000- 17200 Building and Grounds None Building Automation Supr. 1000- 17200 Building and Grounds None Grounds Tech 1000- 17200 Building and Grounds Skill Trades Supr. (Grade 42) Skill Trades Supr. (Grade 46) 1000-17300 Information Technology None Business Process Analysts (2) 1000-17300 Information Technology None Business Intelligence Analyst 1000-21200 SO Patrol None 4.0 SO Deputy II 1000-21210 Municipal Contract 4.0 SO Deputy II None 1000-24415 Security None Correction Officer (24) 1000-24415 Security None Sergeant (2) 1000-22100 Communications None Dispatchers (2) 1000-22100 Communications None Supervisors (2) 1000-22100 Communications None Call Takers (3) 1000-23200 Coroner None Medicolegal Investigators (2) 1000-31100 Engineering Engineer Tech II (3) Engineer Tech III (3) 1000-31100 Engineering Engineer I Engineer II 1000-31100 Engineering N one Development Review Mgr. 1000-31100 Engineering PW Transportation Manager PW Deputy Director Engineering 100.E -96100 Extension Services None Family & Consumer Sci . Agent 1000-96100 Extension Services 4-H Coordinator (0 . 50 FTE) 4-H Coordinator (0 . 75 FTE) 2000-30100 Public Works Admin. None Office Tech III 2000-30100 Public Works Admin . PW Operations Manager PW Deputy Director Operations 2100-42110 SS County Admin. None Tech Support Specialist 2100-42110 SS County Admin. None Family Resource Division Head 210042410 SS Child Welfare None Permanency Caseworker 2100-42410 SS Child Welfare None Screening/Intake Supervisor 250041100 PH Admin Admin Coord. (Grade 44) Admin Coord . (Grade 54) 2500-41100 PH Admin Office Tech IV (Grade 21) Accounting Supr. (Grade 36) 2500-41100 PH Admin Office Manager (Grade 30) Office Mgr. Coord . (Grade 36) 2520-41210 PH Communications Dir. Health Comm. (Grade 50) Dir. Health Comm. (Grade 54) 2520-41210 PH Communications None Health Ed Spec. H (Grade 34) 253041300 Comm. Health Services Dir. Health Svc (Grade 50) Dir. Health Svc. . (Grade 54) 2530-41300 Comm. Health Services Health Svc. Supr.(Grade 51 ) Health Svc. Supr. (Grade 37) 253041300 Comm. Health Services Hith. Svc. Prog Coord . Grade 37) H1th. Svc. Prog Coord. Grade 39) 2560-41100 Environmental Health Dir. Env. Health (0 . 5 FTE) Dir. Env. Health (1 . 0 FTE) 2560-41100 Environmental Health Septic Prog. Coord. (Grade 37) Septic Prog. Coord . (Grade 37) 6000-96300 Motor Pool None 14 FTE 101 & 1861J 41) t w ,c_ oU NTYir 102 ALL FUNDS REVENUE $ 160 , 000 , 000 $ 140 , 000 , 000 $ 120 , 000 , 000 imp $ 100 , 000 , 000 02 } 17 $ 80 , 000 , 000 ■ 2018 $ 60 , 000 , 000$40 000 000 $ 20 000 000 $ 0 r r-r ri I I x ca caT3 4) (1) H 1 a) 03 a) F- E < c715 Cl•C. tal ;33 CL (13 sz " -0 2 a) 0l. cji) LL 45 O O 04) 2018 Revenue Total $440 , 786 , 888 ( 2017 $427 , 155 , 575) Proprietary Services $32 , 503 , 524 Net Property Tax 7% $ 145 , 562 , 107 33% Fund Balance - __ $ 121 , 860 , 000 • 28% Ia -- _ - - - j atte, Other Taxes Miscellaneous $ 13 ,630 , 000 $27 , 302 , 514 3% 6% Chg for Service Intergovernmental Fees $9 , 520 ,667 $72 , 874 , 526 $ 13 , 059 , 800 2% 17% 3% Licenses/Permits $4 ,473 , 750 1 % 103 ALL FUNDS EXPENDITURES $90,000,000 $80,000,000 $70,000,000 ■ 2017 • 2018 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 I 1 I Jil I I ' i m — I I I eft' 4Zk"- k,e At " cP 0c3s - cP - c; ick% . 4)- 43 e A\ 4,,iO O t# ,,, do ,e'• sIzr 4P --%49- eie <4' e. e s.,O , it- 4) ace 425 Gil \ , so Ae- o69ir •C‘S cie -6 be' 0c, - x\) ot 2018 EXPENDITURES Total $ 329 , 835 , 660 2017 $ 320 , 175 , 402 ) Capital Contingency $10,775,000 $10,000,000� Auxiliar 3%PublicWorks $3,761 ,50y 5 Health $8,835,865 1 ° 0 $11 ,765,668 3% I 4° 0 Social Services te Public Safety $40,935,653 $66,028,470 13% 20% Proprietary Services $35,003,524 Culture/Recreation 11 % $1 ,124,995 0% Miscellaneous _7 General Government $11 ,093,217 $40,117,273 3%° 12% Human Services $7,479,338 2% Road & Bridge $82,915,152 25% 104 MILL LEVY 2018 TOTAL 15 . 800 Social Services Insurance 1 .238 0 . 271 Capital 8%2% 1 . 113 ?% i - - - = ___ Public Works - ; 1 . 791 General 11 °/o 10 . 085 64% Contingency 1 . 302 8% 2017 TOTAL 15 . 800 Social Services Capital 1 .284 1 . 266 8°! -\\*Aeriia....., 8°A0 Insurance 0 . 223 1 % _ General Public Works 10 . 300 1 . 837 _: 65% 12% 0 . 89 6% 105 2018 SUMMARY OF FUND BALANCES ir 2017 2017 2018 2018 2018 BEGINNING MILL BEGINNING MILL PROPERTY FUNS BALANCE LEVY BALANCE LEVY TAXES 1000 General Fund $ 19 , 892 , 049 10 . 300 $ 12 , 000 , 000 10 .085 $ 92 , 908, 779 SPECIAL REVENUE FUNDS : 2000 Public Works 46 ,214, 772 1 . 837 38 , 000 , 000 1 .791 16 , 500 , 000 2100 Social Services 3 , 914, 040 1 .284 3 , 000, 000 1 .238 11 ,403, 323 2200 Conservation Trust 541 , 990 - 550 , 000 - - 2300 Contingent 29 , 580, 353 0 . 890 24 , 000 , 000 1 .302 12 , 000 , 000 2 500 Health Department 510,047 - 500 , 000 - - 2600 Human Services 844, 116 - 800, 000 - - 2700 Solid Waste 2 , 715, 391 - 3 , 200 , 000 - - CAPITAL PROJECT FUNDS : 4000 Capital Expenditure 25 , 761 , 613 1 .266 24 , 950 , 000 1 . 113 10 ,250 , 000 CROSS TOTALS 129 , 974 , 371 15 . 577 $ 107 , 000 , 000 15 .529 $ 143 , 062 , 107 LESS I NTERFU N D TRANSFERS - - - - NET TOTAL $ 129 , 974, 371 15 . 577 $ 107 , 000 , 000 15 .529 $ 143 , 062 , 107 PROPRIETARY FUNDS : 5200 Regional Crime Lab - - - - - 6000 Fleet Services 2, 662 , 392 - 1 , 600 , 000 - - 6200 Health Insurance 12, 307, 652 - 12, 000, 000 - - 6300 Insurance 992 ,454 0 .223 1 , 000 , 000 0 .271 2 , 500, 000 6400 Telecom Service 260,930 - 260 , 000 - - 6600 Weld Finance Corp - - - - - NET TOTAL - IS FUNDS $ 16 ,223,428 $ 0 $ 14 , 860 , 000 $ 0 2 , 500 , 000 CROSS TOTAL ALL FUNDS $ 146 , 197, 799 15 . 800 $ 121 , 860 , 000 15 .800 $ 145 , 562 , 107 106 Assessed Value $ 9 , 212 , 791 , 580 2018 2018 2018 2018 2018 2018 INTERG0V'T OTHER INTERFUND AVAILABLE APPRO- ENDING REVENUE REVENUE TRANSFER FINANCING PRIATIONS BALANCE $ 5 , 108 ,285 $ 36 ,251 , 858 $ - $ 146 ,268 , 922 $ 133, 832 , 947 $ 12 , 435 , 975 21 , 530 , 000 32 , 993, 797 - 109, 023 , 797 82 , 915, 152 26 , 108 , 645 29 , 532 , 325 - - 43, 985, 668 40, 935, 653 3, 000 , 000 425 , 000 2 , 000 - 977, 000 417, 616 559 , 384 - - - 36 , 000 , 000 10, 000, 000 26, 000 , 000 4 , 309 , 165 1 , 524, 802 5, 728,476 12 , 062,443 11 , 662 ,448 50 0 , 000 6 , 591 , 751 567,274 12, 351 7, 971 , 376 7,221 , 876 750, 000 - 1 , 600 , 000 - 4, 700, 000 2 , 912 , 776 1 , 787, 224 - 525, 000 - 35, 725 , 000 10, 775, 000 24 , 960 , 000 IS 67 , 496 , 526 $ 73 , 364, 731 $ 5, 740, 827 $ 896 , 664 , 191 $ 300, 572 , 963 $ 96 , 091 , 228 - - (5, 740, 827) ( 5 , 740 , 827) (5, 740, 827 ) - $ 67 , 496 , 526 $ 73 , 364, 731 $ - $ 390 , 923 , 364 $ 294, 832 , 136 96 , 091 , 228 - 310, 000 310 , 000 310, 000 - - 10 ,945 , 000 - 12 , 545 , 000 10, 945, 000 1 , 600, 000 - 19 , 727, 732 - 31 , 727 , 732 19, 727, 732 12 , 000 , 000 - 155 , 000 - 3 , 655 , 000 2,655, 000 1 , 000, 000 - 1 ,365 , 792 - 1 , 625, 792 1 , 365, 792 260 , 000 - - - - - $ - $ 32 , 503 , 524 $ - $ 49 , 863 , 524 $ 35, 003, 524 $ 14 , 860 , 000 $ 67 , 496 , 526 $ 106 , 868 ,266 $ - $ 440 ,786 , 888 $ 329, 835, 660 110 , 961 , 228 107 2018 ESTIMATE SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2018 2018 2018 2018 2018 BEGINNING PROPERTY INTERGOVT T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 12 , 000 , 000 92 , 908 , 779 $ 5 , 108 , 285 $ 36 , 251 , 858 $ - SPECIAL REVENUE FUNDS : 2000 Public Works 38 , 000 , 000 16, 500 , 000 21 , 530 , 000 32 , 993 , 797 - 2100 Social Services 3 ,000 , 000 11 ,403 , 328 29 , 532 , 325 - - 2200 Conservation Trust 550 , 000 - 425 , 000 2 , 000 - 2300 Contingent 24 , 000 , 000 12 , 000 , 000 - - - 2500 Health Department 500 , 000 - 4 , 309 , 165 1 , 524,802 5, 728,476 2600 Human Services 800 , 000 - 6 , 591 , 751 567,274 12, 351 2700 Solid Waste 3 ,200 , 000 1 , 500 , 000 - CAPITAL PROJECT FUNDS : - 4000 Capital Expenditure 24 , 950 , 000 10,250 , 000 0 525, 000 - - - GROSS TOTALS $ 107 , 000 , 000 $ 143 , 062 , 107 $ 67 , 496 , 526 $ 73 , 364 , 731 $ 5 , 740 , 827 LESS INTERFUND TRAM FE - - - - (5 , 740 , 827 ) NET TOTAL S 107 , 000 , 000 $ 143 , 062 , 107 S 67 , 496 , 526 $ 73 , 364 , 731 $ - PROPRIETARY FUNDS : 5200 Regional Crime Lab 0 - - 310 , 000 - 6000 Fleet Services 1 , 600 , 000 - - 10 , 945 , 000 - 6200 Health insurance 12 , 000 , 000 - - 19 , 727 , 732 - 6300 Insurance 1 , 000 , 000 2 , 500, 000 - 155 , 000 - 6400 Telecom Service 260 , 000 - - 1 , 365 , 792 - 6500 Weld Finance Corp - - - - - NET TOTAL - IS FUNDS S 14 , 860 , 000 $ 2 , 500 , 000 $ - $ 32 , 503 , 524 $ - GROSS TOTAL ALL FUNDS $ 121 , 860 , 000 $ 145 , 562 , 107 $ 67 , 496 , 526 $ 105 , 868 ,255 $ - 108 Assessed Value $ 9 ,212 , 791 , 580 2018 2018 2018 2018 2018 2018 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING SU PPLI E PRIATIONS BALANCE $ 146 ,268 , 922 $ 82 , 386 , 739 $ 46 , 096 , 280 S 5 , 349 , 928 S 133 , 832 , 947 $ 12,435 , 975 109 , 023 , 797 14 , 121 , 789 68 , 793 , 363 - 82 , 915, 152 26 , 108 , 645 43 , 935 , 653 27 , 827 , 000 13, 108 , 653 - 40 , 935 , 653 3,000 , 000 977 , 000 - 417 , 616 - 417 , 616 559 , 384 36 , 000 , 000 - 10 , 000 , 000 - 10 , 000 , 000 26 , 000 , 000 12, 062,443 8 ,671 , 677 2 , 843 , 066 47 , 700 11 , 562 ,443 500 , 000 7, 971 , 376 4, 953 , 733 2 ,267 , 643 - 7 , 221 , 376 750 , 000 4 , 700,000 - 2 , 912, 775 - 2 , 912 , 776 1 , 787 ,224 35 , 725, 000 - - 10 , 775 , 000 10 , 775 ,000 24 , 950 , 000 $ 396 , 664 , 191 $ 137 , 960 , 938 $ 146 , 439 , 397 $ 16 , 172 , 628 $ 300 , 572 , 963 $ 96 , 091 , 228 (5 , 740 , 327 ) (5 , 740 , 327 ) (5 , 740 , 327 ) - $ 390 , 923 , 364 $ 137 , 960 , 938 $ 140 , 698 , 570 S 16 , 172 , 628 $ 294 , 832 , 136 $ 96 , 091 , 228 310 , 000 - 310 , 000 - 310 , 000 - 12 , 545, 000 - 10 , 920 , 000 25 , 000 10 , 945 , 000 1 , 600 , 000 31 , 727 , 732 - 19 , 727 , 732 - 19 , 727 , 732 12 , 000 , 000 3 , 655 , 000 - 2 , 655 , 000 - 2 , 655 , 000 1 , 000 , 000 1 , 625 , 792 315 , 545 1 , 050 , 247 - 1 , 365 , 792 260 , 000 - - - - - - $ 49 , 863 , 524 $ 315 , 545 $ 34 , 662 , 979 $ 25 , 000 $ 35 , 003 , 524 $ 14 , 860 , 000 $ 440 , 786 , 888 $ 138 , 276 , 483 $ 175 , 361 , 549 S 16 , 197 , 628 $ 329 , 835 , 660 $ 110 , 05 1 , 223 109 2017 ESTIMATE SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2017 2017 2017 2017 2017 BEGINNING PROPERTY INTER OV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund $ 19 , 892 , 049 92 , 537 , 350 $ 4 , 980 , 513 $ 32 , 599 , 634 $ - S PECIAL REVENUE FUNDS : 2000 Public Works 46 ,214 , 772 16 , 500 , 000 23 , 002 , 590 33 , 350 , 000 - 2100 Social Services 3 , 914 , 040 11 , 532 , 977 27 , 147 , 257 - - 2200 Conservation Trust 541 , 990 - 410 , 000 2 , 000 - 2300 Contingent 29 , 580 , 353 8 , 000 , 000 - - - 2500 Health Department 510 , 047 - 3 , 953 , 823 1 , 383 , 250 5 , 513 , 081 2600 Human Services 844 , 116 - 7 , 811 , 009 342 , 978 12 , 351 2700 Solid Waste 2 , 715 , 391 1 , 500 , 000 - CAPITAL PROJECT FUNDS : - 4000 Capital Expenditure 25 , 761 , 613 11 , 376 , 500 0 425 , 000 - GROSS TOTALS $ 129 , 974 , 371 $ 139 , 946 , 827 $ 67 , 305 , 192 $ 69 , 602 , 862 $ 5 , 525 , 432 LESS INTERFUND TRANSFE - - - - (5 , 525 , 432 ) N ET TOTAL $ 129 , 974 , 371 $ 139 , 946 , 827 $ 67 , 305 , 192 $ 69 , 602 , 862 $ - PROPRIETARY FUNDS : 5200 Regional Crime Lab 0 - - - - 6000 Fleet Services 2 , 662 , 392 - - 10 , 852 , 922 - 6200 Health insurance 12 , 307 , 652 - - 18 , 723 , 584 - 6300 Insurance 992 , 454 2 , 000 , 000 - 205 , 000 - 6400 Telecom Service 260 , 930 - - 1 ,447 , 188 - 6500 Weld Finance Corp - - - - - N ET TOTAL - IS FUNDS $ 16 ,223 , 428 $ 2 , 000 , 000 $ - $ 31 ,228 , 694 $ - C ROSS TOTAL ALL FUNDS $ 146 , 197 , 799 $ 141 , 946 , 827 $ 67 , 305 , 192 $ 100 , 831 , 556 $ - 110 Assessed Value $8 , 083 , 070 , 390 2017 2017 2017 2017 2017 2017 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO - ENDING FINANCING SUPPLIES PR IATIONS BALANCE $ 150, 009, 540 73 , 199 , 727 $ 62 , 916 , 289 $ 1 , 893 , 530 $ 138 , 009 , 540 $ 12 ,000 , 000 119 , 067 , 362 13 , 463 , 304 67 , 604 , 058 - 81 , 067 , 362 38 , 000 , 000 42 , 594 , 274 25 , 017 , 000 13 , 077 , 274 - 39 , 594 , 274 3 ,000 , 000 953 , 990 - 403 , 990 - 403 , 990 550 , 000 37 , 580 , 353 - 13 , 580 , 353 - 13 , 580, 353 24 , 000 , 000 11 , 300 , 201 8 , 210 , 804 2 , 600 , 637 42 , 700 10 , 800 , 201 500 , 000 9 , 010 , 454 5 , 017 , 314 3 , 193 , 140 - 8 , 210, 454 800 , 000 4 , 215 , 391 - 1 , 015 , 391 - 1 , 015 , 391 3 , 200 , 000 37 , 563 , 113 - - 12 , 013 , 113 12 , 013 , 113 24 , 950 , 000 $ 412 , 354 , 034 $ 125 , 814 , 209 $ 104 , 991 , 132 $ 14 , 540 , 343 $ 305 , 354 , 034 $ 107 , 000 , 000 (5 , 525 ,432 ) ( 5 , 525 ,432 ) (5 , 525 , 432 ) - $ 406 , 829 , 252 $ 125 , 814 , 209 $ 159 ,465 , 700 $ 14 , 549 , 343 $ 299 , 829 , 252 $ 107 , 000 , 000 155, 000 - 130 ,000 25 , 000 155 , 000 13, 515 , 314 - 11 , 890 , 314 25 ,000 11 , 915, 314 1 , 600 , 000 31 , 031 , 236 - 19 , 031 , 236 - 19 , 031 , 236 12 , 000, 000 3 , 197 ,454 2 , 197 ,454 2 , 197 , 454 1 ,000 , 000 1 , 708 , 118 336 , 191 1 , 026 , 927 85 , 000 1 , 448 , 118 260 , 000 $ 49 , 007 , 122 $ 336 , 191 $ 34 , 275 , 031 $ 135 , 000 $ 34 , 747 , 122 $ 14 , 860 , 000 $ 456 , 436 , 374 $ 126 , 150 , 400 $ 193 , 741 , 631 $ 14 , 684 , 343 $ 334 , 576 , 374 $ 121 , 860 , 000 111 2016 ACTUAL SUMMARY OF MAJOR REVENUES AND EXPENDITURES 2016 2016 2016 2016 2016 rilMir BEGINNING PROPERTY INTERGOV'T OTHER INTERFUND FUND BALANCE TAXES REVENUE REVENUE TRANSFER 1000 General Fund 20 , 968 , 053 99 , 304 , 387 $ 6 , 408 , 478 $ 19 , 042 , 781 - S PECIAL REVENUE FUNDS : 2000 Public Works 38 , 059 ,388 16 , 488, 684 23 , 800 , 694 28,452 ,937 - 2100 Social Services 2 , 928 , 986 9 , 626, 014 27 , 861 , 525 - - 2200 Conservation Trust 433 , 861 - 483 , 370 4 , 180 - 2800 Contingent 6 , 589 , 755 22 , 990 , 598 - - - 2500 Health Department 245 , 008 - 3 , 490 , 584 830 , 127 5 , 156 , 898 2600 Human Services 1 , 264 , 584 - 6 , 630 , 786 414 ,443 12 , 851 2700 Solid Waste 2 , 010 , 505 15624 , 071 - CAPITAL PROJECT FUNDS : - 4000 capital Expenditure 145019 ,401 10 ,488 , 710 478855 460 , 358 - GROSS TOTALS $ 86 , 519 , 081 1641898 , 393 69 , 154 , 292 $ 50 , 828 , 897 5 , 169 , 249 LESS INTERFUND TRANSFE - - - - (5 , 169 , 249 ) N ET TOTAL 86 , 519 , 881 164 , 898 , 393 $ 69 , 154 ,292 $ 50 , 828 , 897 - PROPRIETARY FUNDS : 5200 Regional Crime Lab - - - 137 , 509 6000 Fleet Services 1 , 566 , 970 - 1 , 261 , 029 9,907 ,272 - 6200 Health insurance 9 , 697 , 782 - - 19, 783 , 899 - 6300 Insurance 1 , 652 , 790 159985282 - 207 , 088 - 6400 Telecom Service 195 , 840 - - 1 , 846 , 510 - 6500 Weld Finance Corp - - - - - N ET TOTAL - IS FUNDS $ 18 , 118 , 882 $ 1 , 998 ,282 1 , 201 , 029 81 , 882 ,278 GROSS TOTAL ALL FUNDS 99 , 633 , 018 166 , 808 , 075 70 , 415 , 821 82 , 711 , 175 - 112 Assessed Value $ 11 ,426 , 827 , 210 2016 2016 2016 2016 2016 2016 AVAILABLE PERSONNEL SERVICE/ CAPITAL APPRO- ENDING FINANCING U PPL I E PRIATIONS BALANCE $ 145 , 723 , 699 $ 67 , 918 , 718 $ 56 , 423 , 782 $ 1 , 489 , 150 125 , 831 , 650 $ 19 , 892 , 049 106 , 801 , 703 12 , 780 , 013 47 , 806 , 918 - 60 , 586 , 931 46 , 214 , 772 40 , 416 , 525 23 , 801 , 700 12 , 700 , 785 - 36 , 502 ,485 31914 , 040 921 , 411 - 379 , 421 - 379 ,421 541 , 990 29 , 580 , 353 - - - - 29 , 580 , 353 9 , 722 , 617 7 , 449 , 535 1 , 700 , 189 62 , 846 9 , 212 , 570 510 , 047 8 , 322 , 164 4 , 743 , 744 2 , 734 , 304 - 7 , 478 , 048 844 , 116 3 , 634 , 666 - 919 , 275 - 919 ,275 2 , 715 , 391 31 , 447 , 324 - - 5 , 685 , 711 5 , 685 ,711 25 , 761 , 613 $ 376 , 570 , 462 $ 116 , 693 , 710 $ 122 , 664 , 674 $ 7 , 237 , 707 $ 246 , 596 , 091 $ 129 , 974 , 371 (5 , 169 ,249 ) (5 , 169 , 249 ) (5 , 169 , 249 ) - $ 371 , 401 , 213 $ 116 , 693 , 710 $ 117 , 495 , 425 $ 7 , 237 , 707 $ 241 , 426 , 842 $ 129 , 974 , 371 137 , 509 - 137 , 509 - 137 , 509 - 12 , 735 , 271 - 8 , 811 , 850 1 , 261 , 029 10 , 072 , 879 21662 , 392 29 , 481 , 681 - 17 , 174 , 029 - 171174 , 029 12 , 307 , 652 3 , 858 , 160 - 2 , 8651706 - 2 , 865 , 706 992 , 454 2 , 042 , 350 334 , 648 1 , 446 , 772 - 1 , 781 ,420 260 , 930 $ 48 , 254 , 971 $ 334 , 648 $ 30 , 435 , 866 $ 1 ,261 , 029 $ 32 , 031 , 543 $ 16 , 223 , 428 $ 419 , 656 , 184 $ 117 , 028 , 358 $ 147 , 931 , 291 $ 8 ,498 , 736 $ 273 , 458 , 385 $ 146 , 197 , 799 113 GOVERNMENT FUNDS 20 '16-2018 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES ACTUAL PROJECTED BUDGET REVENUES 2016 2017 2018 Taxes 179 ,257 ,281 151 , 776 , 827 156 , 692 , 107 Licenses and permits 2 , 984 ,422 5 , 437 , 350 4 ,473 , 750 Intergovernmental 69 , 154 ,292 67 , 605 , 192 72 , 874 , 526 Miscellaneous 21 , 702 ,253 31 , 989 , 103 27 , 302 , 514 Fees 14 , 922 , 623 11 , 148 ,250 13 , 059 , 800 Charges for Services 11 ,.802=236 8 , 898 ,159 9 , 520 , 667 Total Estimated Financial Sources $ 299 , 823 , 107 $ 276 , 854 , 881 $ 283 , 923 , 364 EXPENDITURES Current: General govememt 44 ,238 , 810 38 , 395 , 981 40 , 117 ,273 Public safety 57 , 652 , 813 58 , 135 , 561 66 , 028 ,470 Public works 77 , 188 , 910 113 , 975 , 630 91 , 751 , 017 Public health and welfare 45 , 602 , 717 50 , 657 , 700 52 , 701 , 321 Human services 7 ,478 , 048 8 ,478 ,416 7 ,479 , 338 Culture and recreation 1 ,499 , 048 903 , 868 1 , 124 , 995 Miscellaneous 680 ,407 3 , 088 , 782 14 , 854 , 722 Capital outlay 7 , 086 , 089 12 , 613 , 113 10 , 775 , 000 Contingency/Reserves $ - $ 13 , 580 ,201 $ 10 , 000 , 000 Total Use of Resources $ 241 ,426 , 842 $ 299 , 829 ,252 $ 294 , 832 , 136 Net Increase (Decrease ) in Fund Balance 58 , 396 ,265 (22 , 974 , 371 ) ( 10 , 908 , 772 ) Fund balance at Beginning of the Year $ 71 , 578 , 106 $ 129 , 974 , 371 $ 107 , 000 , 000 Fund Balance at End of Year - without Unspent Contingencies/Reserves $ 129 , 974 , 371 $ 107 , 000 , 000 $ 96 , 091 ,228 Contingencies/Reserves Appropriated but Unspent - - 10 , 000 , 000 Fund Balance at End of Year - with Contingencies/Reserves $ 129 , 974 , 371 $ 107 , 000 , 000 $ 106 , 091 ,228 114 PROPRIETARY FUNDS 2016 -2018 SUMMARY OF ESTIMATED FINANCIAL SOURCES AND USES ACTUAL PROJECTED BUDGET REVENUES 20► 16 2017 2018 Taxes $ 1 , 998 ,282 $ 2 , 000 , 000 $ 2 , 500 , 000 Intergovernmental 1 ,261 , 029 - - Fees - - - Charges for Services 31 , 882 ,278 31 , 383 , 694 32 , 503 , 524 Total Estimated Financial Sources $ 35 , 141 , 589 $ 33 , 383 , 694 $ 35 , 003 , 524 EXPENDITURES Regional Crime Lab $ 137 , 509 $ 155 , 000 $ 310 , 000 Fleet Services 10 , 072 , 879 11 , 915 , 314 10 , 945 , 000 Health Insurance 17 , 1 74 , 029 19 , 031 ,236 19 , 727 , 732 Insurance 2 , 865 , 706 2 , 197 ,454 2 , 655 , 000 Telecom Service 1 , 781 , 420 1 , 448 , 118 1 , 365 , 792 Weld Finance Corp - - - Total Use of Resources $ 32 , 031 , 543 $ 34 , 747 , 122 $ 35 , 003 , 524 Net Increase ( Decrease ) in Fund Balance 3 , 110 , 046 ( 1 , 363 ,428 ) - Fund balance at Beginning of the Year 13 , 113 , 382 16 , 223 ,428 14 , 860 , 000 Fund Balance at End of Year - without Unspent Contingencies/Reserves 16 ,223 , 428 14 , 860 , 000 14 , 860 , 000 Contingencies/Reserves Appropriated but Unspent - - - Fund Balance at End of Year - with Contingencies/Reserves $ 16 ,223 ,428 $ 14 , 860 , 000 $ 14 , 860 , 000 115 Weld County , Colorado Weld 2017 Preliminary Taxable Assessed Value (812512017) 2017 Preliminary Assd Class 2016 FinalAssd Value Value Change $ Change Vacant $ 65, 331 ,620 $ 90, 019, 170 $ 241687; 550 37. 79% Residential ** $ 1 , 512 ,440 , 970 $ 1 , 789, 032 , 500 $ 276, 591 , 530 18.29% Commercial $ 805, 968 ,490 $ 901 , 800, 390 $ 95, 831 , 900 11 . 89% Industrial $ 797, 643 , 050 $ 923, 525, 820 $ 125, 882 , 770 15. 78% Agricultural $ 184, 339 ,480 $ 211 , 940, 590 $ 27, 601 , 110 14. 97% Natural Rsc $ 18, 552 ,540 $ 18, 981 ; 550 $ 429 , 010 2 . 31 % Oil & Gas $ 4, 959,441 , 120 $ 4, 601 , 396,280 $ (358, 044, 840) -7.22% State Assd $ 808,231 , 120 $ 849, 916; 110 $ 41 , 684; 990 5. 16% Total Value: $ 9, 151 ,948, 390 $ 9, 386, 612,410 $ 234, 664, 020 2. 56% Less TIF Value $ ( 153 , 081 ,470) $ ( 173, 820, 830) Net Total : $ 8 ,998 , 866 , 920 $ 9 , 212 , 701 , 580 $ 213, 924 , 660 2. 38% Value Changes 2016-2017 Weld Assd Value By Type e 2017 0 6044 -o Residential I 5000 1 State Assd Vacant en.\\9% 1% 19% 4044 - g 3 y 3044 N PIS Commercial 2044 - Oil & Gasittwit10% 1044 - 49% id 11 ri IF / Industrial 4 I 1 1 I 7 10% NI lb t4j'3:*? ��;''�� CI1/44 .\.? -NC # r , . ` Agricultural �d) 6;~ \` �SIass .iii% C'` Natural Rsc 2% 0% Source: Weld Assessor August Certification 9/7/2017 116 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL MANDATED: CHARTER/STATE CONSTITUTIONAL OFFICE: OFFICE OF THE BOARD $ 894,717 $ 350,805 $ 1 ,245,522 PUBLIC TRUSTEE 0 $ 1 ,651 1 ,651 PUBLIC INFORMATION 292, 362 CLERK & RECORDER (3,924,661 ) $ 751 , 536 (3, 173, 125) ELECTIONS 1 ,291 ,647 $ 428,697 1 ,720,344 TREASURER (3,788,507) $ - (3,788,507) ASSESSOR 3, 166, 541 $ 604, 738 3,771 ,279 COUNTY COUNCIL 55,612 $ 4,441 60,053 DISTRICT ATTORNEY 5,890,091 $ 574,827 6,464,918 SHERIFF 5,466,526 $ 1 , 121 , 345 6,587,871 CORONER 1 , 197, 731 $ 153,459 1 ,351 , 190 CLERK TO THE BOARD 439,825 $ 114,201 554,026 TOTAL $ 10,981 ,884 $ 4, 105,699 $ 14,795,221 MANDATED:STATE/FEDERAL COUNTY COS1 INMATE SERVICES AND SECURITY $ 21 ,539, 101 $ 3,391 ,879 $ 24,930,980 COURTS AND TRANSPORTATION 2,771 , 189 $ - 2,771 , 189 CONTRACT JAIL SPACE 0 $ - 0 COMMUNITY CORRECTIONS 0 $ 1937789 193,789 SOCIAL SERVICES 11 ,403, 328 $ 2,656,690 14,060,018 HUMAN RESOURCES 12,351 $ 483,273 495,624 PUBLIC HEALTH 5,089,441 $ 1 , 127, 740 6,217, 181 TOTAL $ 40,815,410 $ 7,853, 371 $ 48,668, 781 CRITICAL -- NON-MANDATED COUNTY COS1 CRIMINAL JUSTICE INFO SYSTEM $ 846,040 $ - $ 846,040 CRIME LAB 619,006 $ 119,963 738,969 POLICE SERVICES (LEVEL) 9,685,662 $ 1 ,405,834 11 ,091 ,496 SHERIFF CONTRACT SERVICES 0 $ - 0 COMMUNICATIONS-COUNTY-WIDE 4,855, 527 $ - 4,855,527 COMMUNICATION SYSTEM DEVEL 1 ,804, 514 $ - 1 ,804,514 OFFICE EMERGENCY SERVICES 350,601 $ 145,417 496,018 DRUG TASK FORCE 284,445 $ 4,201 288,646 TOTAL $ 15,423, 566 $ 1 ,675,417 $ 20, 121 ,212 117 NET PROGRAM COST ALLOCATED NET COST SUPPORT TOTAL LOCAL DISCRETION INNOVATION & TECHNOLOGY PROJECTS 500,000 $ - $ 500,000 PLANNING & ZONING/BLDG INSP 198,657 $ 672,200 870,857 ANIMAL CONTROL/CODE ENFORCEMENT 222, 753 $ - 222,753 NOXIOUS WEEDS 950,936 $ 34,036 984,972 EXTENSION SERVICE 404,482 $ 115,933 520,415 VETERANS SERVICES 153,249 $ 24,039 177,288 AIRPORT 0 $ 9,671 9,671 MENTAL HEALTH 2032225 $ - 203,225 MISSILE SITE PARK 81 ,812 $ 12,929 94, 741 COUNTY FAIR 317,227 $ 6,652 323,879 DEVELOPMENTALLY DISABLED 38,225 $ - 38,225 SENIOR COORDINATORS 19,000 $ - 19,000 VICTIM/WITNESS ASSISTANCE 463,925 $ 29,042 492,967 JUVENILE DIVERSION 30, 557 $ 9,756 40, 313 JUVENILE RESTORATIVE JUSTICE 0 $ - 0 VICTIM ADVOCATES 46, 199 $ - 46, 199 WASTE WATER MANAGEMENT 10,000 $ 540 10, 540 ECONOMIC DEVELOPMENT 165,000 $ - 165,000 PUBLIC INFORMATION 223, 102 $ - 223, 102 GEOGRAPHICAL INFORMATION SYSTEM 221 , 395 $ 509,967 731 ,362 COMMUNITY AGENCY GRANTS 35, 737 $ - 35,737 PARKS AND TRAILS 1292000 $ - 129,000 ISLAND GROVE BUILDING 174, 340 $ - 174,340 JUSTICE SERVICES 989,260 $ 115,229 1 , 104,489 WORK RELEASE 5992543 $ 187, 146 786,689 ADULT DIVERSION 61 , 777 $ - 61 ,777 WELD PLAZA BUILDING (604,098) $ - (604,098) BRIGHT FUTURES 3, 179, 542 $ - 3, 179,542 ASSET & RESOURCE MANAGEMENT 4, 186,090 $ - 4, 186,090 TOTAL $13,000,935 $ 1 ,727, 139 $ 14,728,074 PUBLIC WORKS $ 16,500,000 $ 3,016,054 $ 19,516,054 ENGINEERING 8,835,865 $ 246,620 9,082,485 TOTAL $ 25,335,865 $ 3,262,674 $ 28,598,539 CAPITAL: EQUIPMENT $ - $ - $ - BUILDINGS 10,250,000 $ - 10,250,000 TOTAL $ 10,250,000 $ - $ 10,250,000 SUPPORT FUNCTION COUNTY ATTORNEY $ 846,470 $ (846,470) $ - BUILD ING & GROUNDS 6,515,638 (6,515,638) 0 FINANCE & ADMINISTRATION 373,493 (373,493) 0 ACCOUNTING 945, 193 (945, 193) 0 PURCHASING 282, 330 (282, 330) 0 HUMAN RESOURCES 1 ,296,823 (1 ,296,823) 0 TELECOM SERVICES 0 0 0 INSURANCE 2,500,000 (2,500,000) 0 NON-DEPARTMENTAL 639, 127 (639, 127) 0 BUILDING RENTS 0 0 0 INFORMATION SERVICES 7,424,251 (7,424,251 ) 0 PRINTING & SUPPLY 118,933 (118,933) 0 TOTAL $ 20,942,258 $ (20,942,258) $ - 118 SEVEN YEAR TREND Beginning Fund Balance 0 0 0 Ili Ob CO 160,000,000 le 0 I Q r 140,000,000 c .. CD 00 F a C Ci, in 120,000,000 cono q r o Y4 R 100,000,000 '` Le CO I 0 o J tt et n Iff ri 80,000,000 f 6 - I j 60,000,000 - 40,000,000 ,, ti 1^ 20,000,000 _- ., , , 1 I I I I 2012 2013 2014 2015 2016 2017 2018 11 19 SEVEN YEAR TREND County Expenditures v Gen Gov $120 D Public Safety o Roads & Bridges O Health/Human Srv/Soc Sry $100 27 , O1 /Z . 80 ' Lo co Z: tiei 7-- J $60 Z Z J ,Z ig Z 27ZZ 2 ZZ ZeZ Z,0771711-4 ,/,' in $40 r' j le ra, r., L'7, P cti ezt ca to co co Lb 1``^ co - r oiLf? co to U $20 r t�,1t CN ce) .03 8 co co co co w ,i, nom- ed CO CV co ,7i- c\I ict c 46 rf V 7 A 7' 7 2012 2013 2014 2015 2016 2017 2018 120 -.,. County Citizens 1 ! r-- _,,, c . pi e x�,.�, lh*iffClerk and Count =. ; � J ,,, 1 , , I ".t i. `, , Corrections, Lava Enforcement, Recorder Council ,_J,��JL.� JL� .�L� !L 1�> ,� Animal Control, Forensic Lab, Task Force, Code Enforcement Recording, Motor l Vehicle, Elections r r I Department of County Department of Department of Department of Attorne ► Department of Human Services Finance and Public Health and Public Works Planning Services Administration Environment Commissioner Commissioner Commissioner Coordinator Commissioner Commissioner Coordinator Coordinator Coordinator Coordinator J Human Services Accounting Health Administration Engineering Planning and Zoning Social Services Budget Environmental Health Road and Bridge Building Inspection AAA Capital Projects 1 Public Health Services Board of Adjustment I Child Support Contract Administration International Building Code Health Communication/ Buildings and Assistance Payments Grant Administration Education and Planning Planning Commission Grounds Child/Adult Protection Finance Division Board of Public Health i s Utility Board .- Employment Services Human Resources ° Veterans Services Printing and Supply County Extension Coroner Office Purchasing Office of a Risk Management Emergency Fair Board Management Special Projects Justice Services Treasurer's Office Fleet Services - i Clerk to the Board Communications Public Safety IT Red = E I ecte` Information Services Positions GIS and Mapping L , Telecom Services Housing Authority E 121 SUMMARY OF COUNTY FUNDED FULL TIME EQUIVALENTS ( FTE ) 2418 LAST REQUEST FINAL CURRENT TO DEPARTMENT ACTUAL CURRENT BUDGET BUDGET FINAL YEAR YEAR 2017 2018 2018 CHANGE 2016 GENERAL FUND : Office of the Board 8 .000 6 .000 6. 000 6 .000 Public Information 0 .000 2 .000 4. 000 4 .000 +2. 000 County Attorney 5 . 000 5 .000 5. 000 5 .000 Clerk to the Board 6 .000 1 6 . 000 6. 000 6 .000 Clerk and Recorder 51 .500 53 .000 53. 000 53 .000 Elections 5 .000 5 . 000 5. 000 5 .000 Treasurer 10 .000 10 .000 10. 000 10 .000 Assessor 35 .000 35 .000 35. 000 35 .000 County Council 1 .000 1 .000 1 . 000 1 .000 District Attorney 55 .000 55 . 000 59. 000 59 .000 +4. 000 Juvenile Diversion 1 . 500 1 .500 1 . 500 1 .500 Restorative Justice 0 .500 0 . 500 0. 500 0 . 500 Victim Witness 11 .000 12 .375 12. 375 12 .375 Finance and Administration 1 .000 1 .000 1 . 000 1 .000 Accounting 6 .000 6 .000 7. 000 7 .000 + 1 . 000 Purchasing 2 .500 2 .500 3. 000 3 .000 +0. 500 Human Resources 11 .000 10 .000 10. 000 10 .000 Planning and Zoning 16 .000 17 .000 17. 000 17 .000 Buildings and Grounds 25 .000 26 .500 28. 500 28 .500 +2. 000 Information Services 46 .000 46 .000 49. 000 49 .000 + 3. 000 Printing and Supply 3 .000 4 .000 4. 000 4 .000 SO Admin Patrol 16 .000 16 .000 16. 000 16 .000 SO Admin Detention 29 .000 29 .000 29. 000 29 .000 SO Prof. Standards 6 .000 6 .000 6. 000 6 .000 SO Civil Unit 6 .000 6 .000 6. 000 6 .000 SO Support Services 7 .000 7 .000 7. 000 7 .000 Sheriff Patrol 52. 000 56. 000 60 . 000 60. 000 +4 . 000 Sheriff Investigations 17. 000 17. 000 17 .000 17. 000 Municipal Contract Enforcement 12 .500 i 8 .000 4. 000 4 .000 -4. 000 Animal Control/Code Enforcement 3 .000 3 .000 3. 000 3 .000 Crime Lab 4 .000 4 .000 4. 000 4 .000 Victim Advocates 2 .000 3 .000 3. 000 3 .000 Drug Task Force 2. 000 2. 000 2. 000 2 .000 122 LAST REQUEST FINAL CURRENT TO ACTUAL CURRENT DEPARTMENT BUDGET BUDGET FINAL YEAR YEAR 2017 2018 2018 CHANGE 2016 Inmate Services 14 .000 14 .000 14. 000 14. 000 Security 163 .000 163 .000 189. 000 189 .000 +26. 000 Courts and Transport 24 .000 24 .000 24. 000 24 .000 Communications 62 .000 64 .000 71 . 000 71 . 000 + 7. 000 Criminal Justice Info . Sys. 8 .000 9 . 000 9. 000 9 . 000 Coroner 7 .000 7 .000 9. 000 9 .000 +2. 000 Justice Services 9 .500 10 .250 11 .250 11 .250 + 1 . 000 Work Release 16 .000 17 .000 17. 000 17 .000 Adult Diversion 1 .000 1 .000 1 . 000 1 .000 Community Corrections 1 .000 1 .000 1 . 000 1 .000 Building Inspection 12. 000 12. 000 12 . 000 12. 000 Noxious Weeds 2 .000 2 .000 2. 000 2 .000 Office of Emergency Mgt. 3 .000 3 . 000 3. 000 3 . 000 General Engineering 28 .000 28 .000 28. 000 28 .000 Missile Site 1 . 000 1 .000 1 . 000 1 .000 Bright Futures 2 .000 2 .000 2. 000 2 .000 Extension Service 13 . 00 11 . 000 11 . 750 11 . 750 +0 .750 Fair 1 .250 1 .250 1 .250 1 .250 Veteran's Office 2 . 000 2 .000 3. 000 3 .000 + 1 . 000 TOTAL GENERAL FUND 826 . 250 834 . 375 885 . 125 885 . 125 50 . 750 PUBLIC WORKS : Maintenance Support 10 .000 10 .000 10. 000 10 .000 Administration 8 . 000 8 . 000 9. 000 9 .000 + 1 . 000 Motor Graders 47 . 000 47 .000 47. 000 47 . 000 Trucking 33 .000 33 .000 33. 000 33 .000 Bridge Construction 30 .000 30 .000 30. 000 30 .000 Pavement Management 17. 000 17. 000 17 . 000 17. 000 Mining 7 .000 7. 000 7 .000 7. 000 TOTAL PUBLIC WORKS 152 . 000 152 . 000 153 . 000 153 . 000 + 1 . 000 HEALTH FUND : Administration 10 .000 10 .000 10. 000 10 .000 Health Communication 13 .750 16 .375 16. 625 16 .625 +0.250 Environmental Services 25. 750 25. 750 26 .250 26.250 0 .500 Health Preparedness 2. 500 2. 000 2 .000 2. 000 Public Health Services 41 . 350 42 .000 42.200 42 .200 +0.200 TOTAL HEALTH FUND 93 . 350 96 . 125 97 . 075 97 . 075 +0 . 950 123 LAST REQUEST FINAL CURRENT TO ACTUAL CURRENT DEPARTMENT BUDGET BUDGET FINAL YEAR YEAR 2017 2018 2018 CHANGE 2016 SOCIAL SERVICES 338 . 500 354 . 000 358 . 000 358 . 000 +4 . 000 HUMAN SERVICES 82 . 000 i 85 . 000 85 . 000 85 . 000 FLEET SERVICES 0 . 000 0 . 000 14 . 000 14 . 000 + 14 . 000 PHONE SERVICES 3 . 000 3 . 000 3 . 000 3 . 000 GRAND TOTAL 1 ,495. 100 1 ,524. 500 1 , 595 .200 1 ,595.200 +70 .700 124 GENERAL FUND Revenue C $ 100,000,000 $90,000,000 $80,000,000 $70,000,000 132017132018 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 - $10,000,000 - ar Fri hni$0 I 1 I Ie9 # Aitc‘ Afr c") Al 4.-- 4O fb• ege # etti b 4eN OtSt es' .4 eve its.° tO op C4 Nte. eNso i4 e se. 2018Revenue Total $ 146 , 268 , 922 ( Other Taxes $230,000 0% Fee Accounts $12,834,800 Intergovernmental $5,108,285 Property Tax 3% $9214908,779°/o Licenses/Permits $3,272,000 2% Charges for Services $6,833,398 5% Fines/Forfeitures Miscellaneous $333,000 Fund Balance $12,748,660 0% $12,000,0009% 8% 125 GENERAL FUND EXPENDITURE CHANGES $70,000,000 - $6070007000 - ■ 2017 $50,0007000 O2018 $4070007000 - $30,0007000 ill $2070007000 41 41 $ 1070007000 0 41 Ai all al 1 Public Safety General Gov. Health & Human Serv. Misc . Auxilary Culture/Rec. Public Works Welfare 2018 Expenditures Total $ 133 , 832 , 947 ( Health & Welfare Misc. $5,292,600 Human Serv. 4°/0 $270,313 $8,819,476 0'3" 7% General Gov. $40, 117,273 Auxilary 30% $377617505 3% Culture/Rec. -- _— - $707, 379 w; 0% - _ __ = Public Works $8,835,865 71 Public Safety $66,028,470 49% 126 SEVEN YEAR TREND General Government $45 $40 $35 $30 co $25 z O J J g $ZQ $ 15 $ 10 $5 $0 I - 2012 2013 2014 2015 2016 2017 2018 127 SEVEN YEAR TREND Public Safety $70 $60 $50 $40 z O J J $30 - $20 $ 10 2012 2013 2014 2015 2016 2017 2018 128 SEVEN YEA ' TREND Health & Welfare $70 $60 $50 $40 - z O J J $30 $20 $ 10 2012 2013 2014 2015 2016 2017 2018 129 GENERAL FUND SUMMARY The General Fund is funded at the level of $ 133 ,832 , 947 up $4 , 011 , 193. A major decrease is the $ 15 .5 million decrease for the engineering costs of the Weld Parkway (WCR 47/49 Corridor) project. Without including adjustments for cost of living , and salary step increases, the budget for general government functions is up $1 ,721 , 292 . The Election budget which is up $767 , 845 when the $500, 000 included last year for the one-time cost of new elections equipment is adjusted out. The increase is due to 2018 being both a primary and general election year, and the cost impact of Proposition 108 allowing unaffiliated electors to vote in the primary election . The Office of Public Information is up $69 , 260 with the addition of two positions. Building and Grounds is up $ 156 , 927 for an additional Building Automation Supervisor, and Grounds Technician . The District Attorney is requesting four addition staff and an upgrade at a cost of $448 , 090 as the caseload of the office has increased 40% since 2011 . Information Technology is up $310 ,495 due to the addition of two Business Process Analysts for the lean government program efforts , and a Business Intelligence Analyst. 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 . Resources for the Technology Projects budget unit will also be used for this effort . GIS is up $ 105 , 600 primarily due to the need for imagery from Google and Nearmap in 2018 . Public Safety functions are up $7 , 955, 919 in the budget. The overall net Sheriffs Office recommended budget is up $2 ,499 , 578 or 6 . 16% . Due to the reduction of four (4 ) contract positions because outside entities will no longer need their services , revenues for Contract Services are expected to decrease by approximately $373 , 150. Based upon a staffing analysis, the Sheriff's Office is requesting the four positions be moved to increase Patrol , as actual `first responders' to improve the effectiveness and efficiency of the division as a whole . Although the number of positions will not increase , the loss of revenue will result in a $373 , 150 budgetary impact. The major impact is the addition of 26 positions ($2 ,062 ,939) in the jail due to the growing inmate population , and the need to open up the last pod of the jail to bring the overall capacity of the jail to 779 beds . Overall jail detention costs are up $2 , 186 , 839 . The Sheriff has increased supplies by $203 , 573 for firearm supplies ($28 , 976 ) , inmate supplies ($ 13 ,283 ) , computers and software ($41 , 384) uniforms, duty belt equipment, and bulletproof vests ($22 ,481 ),, and $ 86 , 719 for replacement of small items of equipment in the various Sheriffs Office units . Purchased Services are up $257, 296 for training and travel ($36, 659 ), CPI increase for inmate medical care ($ 153 , 578), inmate food costs ( $48 , 715), crime lab facility costs since the grant ended ($62 , 000), inmate transports and court security ($35,657), and phones ($26 , 212) . Vehicle costs dropped $ 114 , 344 . Sheriffs Office equipment is funded at $18,600 for a DME forensic workstation ($8 , 800 ) , and scanner/printer/copier ($8 , 000 ). in the General Fund salary contingency budget there is $ 1 ,225, 963 to cover the new pay grade plan and flexible staffing for the Sheriffs Office's sworn patrol and correctional officer staff approve mid -year in 2017. This amount will be allocated to the appropriate budgets in the final budget process . Coroner' s budget is up $ 163 , 036 primarily for the addition of two Deputy Coroner positions mid- year to deal with the office's workload . Communications is up $ 1 , 136 , 933 with the addition of two dispatchers for Greeley Police , two supervisors , and three call takers due to E-911 call volume . Greeley will pay for the two Greeley Police dispatchers they requested . Another large item is the $3,738 , 985 costs for the Front Range Communication Consortium ( FRCC ) Dynamic System Resilience ( DSR) switch and four radio system upgrade . ADCOM will pay for half of the cost ($ 1 , 934 , 471 ). Office of Emergency Management is up $99 ,000 primarily for a Hazardous Material Exercise and Planning grant of $75, 000 and $20 , 000 for a full scale EOC exercise in 2018 . Other Public Safety budgets are stable with little or no increases. As mentioned earlier, Engineering is down $ 15. 5 million because the engineering and design fees 130 have decreased for the Weld County Road WCR 49 south corridor and WCR 49147 north corridor in the 2018 budget. General Fund ' s subsidy to the Public Health Department is up $219 , 788 due to anticipated salary step and cost-of-living increases. The County Fair is up $ 175 , 850 with $ 147 , 850 for a one-time expense for livestock panels , $28 , 000 for support for the Island Grove Park services, and $20 , 000 in one-time costs to celebrate the 100th Anniversary of the Weld County Fair in 2018 . An increase of $2 , 758 ,296 is included for other General Fund departments' anticipated salary step and cost-of-living increases in 2018 . Health insurance rates will increase 3 .2% for employees and the employer in 2018 . This is the first health insurance rate increase in four years . As the Bright Futures program moves into its third year the County Commissioners have restructured the program to be operated under the umbrella of the Upstate Colorado Economic Development organization with its own governing board . The administrative costs are funded at $ 179 , 542 . The Bright Futures Board will be looking to restructure the student grant program to provide for long term financial sustainability. It is anticipated that the program will require county funding of $3 , 000 , 000 per year long term . As a result, that amount is included in the 2018 budget. The available resources to the General Fund are $ 146 , 268 , 922 compared to $ 142 , 117, 497 in 2017 , up $4 , 151 ,425 . Property taxes are budgeted at $92 , 908 , 779 up $371 , 429 Revenue from interest earnings are up $800 , 000 at $2 , 000 , 000 for 2018 , as interest rates are projected to increase in the next year. Planning and Building Inspection fees are down $ 1 , 055 , 000 due to less oil and gas activity than anticipated in the County due to lower oil prices, as well as, the reduction in fees done in 2017 for oil and gas well permits resulted in a much greater drop in revenue than anticipated . Intergovernmental revenues are up slightly by $ 127 , 772 . Charges for Services are up $ 181 , 039 primarily from charges related to Elections ($ 100 , 000 ) , and Sheriffs Office revenues . Fines from traffic enforcement are up $3 , 000 . Indirect cost recovery is down $20 , 781 due to social services' allocation . Clerk and Recorder fees are up $700 , 000 . Treasurer's fees are up $ 1 , 180 , 000 . All other revenues are relatively stable with little change . The beginning fund balance is anticipated to be $ 12 , 000 , 000 for 2018 . An estimated ending fund balance of $ 12 ,435 , 975 is projected for year-end . The fund balance amount serves as an additional contingency amount during the fiscal year. This fund balance amount is consistent with the anticipated ending fund balances for the last few years . It is prudent fiscal management for Weld County to maintain an anticipated fund balance of this level to respond to unforeseen needs of the citizens of Weld County in 2018 and future years . 131 GENERAL FUND SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Org Acct Account Title Budget Request Recommend Final TAXES 1000 90100 4112 CURRENT PROPERTY TAXES 92,537,350 92,908,779 92,908,779 0 1000 90100 4150 TOBACCO PRODUCTS 230,000 230,000 230,000 0 TOTAL TAXES 92,767,350 93, 138,779 93,138,779 0 LICENSES AND PERMITS 1000 90100 4215 LICENSES, LIQUOR/DANCE 7,000 7,000 7,000 0 1000 17100 4221 PERMITS 585,000 615,000 615,000 0 1000 25100 4222 BUILDING 2,000,000 1 ,300,000 1 ,300,000 0 1000 25100 4224 ELECTRICAL 835,000 850,000 850,000 0 1000 25100 4226 PLAN CHECK 900,000 500,000 500,000 0 TOTAL LICENSES AND PERMITS 4,327,000 3,272,000 3,272,000 0 INTERGOVERNMENTAL 1000 26200 4311 FEMA REIMBURSEMENT 0 60,000 60,000 0 1000 15100 4336 REIMBURSEMENTS 122, 148 124,024 124,024 0 1000 21200 4336 REIMBURSEMENTS 54,000 54,000 54,000 0 1000 24410 4336 REIMBURSEMENTS 10,000 15,000 15,000 0 1000 15200 4340 GRANTS 90,082 91 ,359 91 ,359 0 1000 15250 4340 GRANTS 219,503 142,742 142,742 0 1000 15300 4340 GRANTS 143,000 142,298 142,298 0 1120 15300 4340 GRANTS 58,862 95,293 95,293 0 1130 15300 4340 GRANTS 136, 182 136, 182 136, 182 0 114006 15300 4340 GRANTS 64,369 0 0 0 1000 21300 4340 GRANTS 136, 128 133,650 133,650 0 1000 24200 4340 GRANTS 107,435 118,882 118,882 0 116016 24220 4340 GRANTS 2,795,870 0 0 0 116017 24220 4340 GRANTS 0 2,823,587 2,823,587 0 1000 24410 4340 GRANTS 65,000 0 0 0 1000 26200 4340 GRANTS 55,000 55,000 55,000 0 1000 96400 4340 GRANTS 16,640 24,232 24,232 0 1000 90100 4352 THORNTON 63,580 65,052 65,052 0 1000 90100 4353 BRIGHTON URBAN RENEWAL AUTHORITY 337,314 337,314 337,314 0 1000 21300 4354 CITIES AND TOWNS 31 ,500 31 ,500 31 ,500 0 1000 24415 4354 CITIES AND TOWNS 300,000 380,000 380,000 0 1000 90100 4355 ERIE URBAN RENEWAL AUTHORITY 110,582 110,582 110,582 0 1000 90100 4357 SOUTH FIRESTONE URA 63,318 63,318 63,318 0 1000 90100 4359 MEAD URA (MURA) 0 104,270 104,270 0 TOTAL GOVERNMENTAL 4,980,513 5, 108,285 5,108,285 0 CHARGE FOR SERVICES 1000 10400 4410 CHARGE FOR SERVICES 7,751 7,787 7,787 0 1000 11200 4410 CHARGE FOR SERVICES 300,000 400,000 400,000 0 1000 15100 4410 CHARGE FOR SERVICES 60,000 60,000 60,000 0 1000 15200 4410 CHARGE FOR SERVICES 4,000 4,000 4,000 0 1000 15250 4410 CHARGE FOR SERVICES 2,500 0 0 0 1000 17350 4410 CHARGE FOR SERVICES 4,800 4,500 4,500 0 1000 17600 4410 CHARGE FOR SERVICES 261 , 100 261 , 100 261 , 100 0 1000 21100 4410 CHARGE FOR SERVICES 210,000 215,000 215,000 0 1000 21110 4410 CHARGE FOR SERVICES 345,000 60,000 60,000 0 1000 21130 4410 CHARGE FOR SERVICES 125,000 150,000 150,000 0 1000 21200 4410 CHARGE FOR SERVICES 0 55,000 55,000 0 1000 21210 4410 CHARGE FOR SERVICES 825,862 452,712 452,712 0 1000 22100 4410 CHARGE FOR SERVICES 2,865,767 3,282,409 3,282,409 0 1000 22400 4410 CHARGE FOR SERVICES 373,229 502,040 502,040 0 1000 24100 4410 CHARGE FOR SERVICES 30,000 30,000 30,000 0 1000 24125 4410 CHARGE FOR SERVICES 964,350 964,350 964,350 0 1000 24150 4410 CHARGE FOR SERVICES 14,000 14,000 14,000 0 1000 24410 4410 CHARGE FOR SERVICES 0 300,000 300,000 0 1000 24420 4410 CHARGE FOR SERVICES 200,000 10,000 10,000 0 1000 26100 4410 CHARGE FOR SERVICES 6,000 6,000 6,000 0 1000 50100 4410 CHARGE FOR SERVICES 3,000 5,000 5,000 0 1000 90100 4420 PARKING 16,000 16,000 16,000 0 1000 13100 4430 SALE OF SUPPLIES 500 500 500 0 1000 17100 4430 SALE OF SUPPLIES 500 0 0 0 1000 17600 4430 SALE OF SUPPLIES 24,000 24,000 24,000 0 1000 24100 4430 SALE OF SUPPLIES 9,000 9,000 9,000 0 TOTAL CHARGE FOR SERVICES 6,652,359 6,833,398 6,833,398 0 132 GENERAL FUND SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Org Acct Account Title Budget Request Recommend Final FINES 1000 21200 4510 FINES 300,000 300,000 300,000 0 1000 90100 4510 FINES 30,000 33,000 33,000 0 TOTAL FINES 330,000 333,000 333,000 0 MISCELLENOUS 1000 90100 4610 EARNINGS ON INVESTMENTS 1 ,200,000 2,000,000 2,000,000 0 1000 17250 4624 RENTS FROM BUILDINGS 1 ,327,624 1 ,279, 148 1 ,279, 148 0 1000 22100 4624 RENTS FROM BUILDINGS 58,018 65,911 65,911 0 1000 90100 4624 RENTS FROM BUILDINGS 557,684 557,684 557,684 0 1000 90100 4650 OVERHEAD 6,826, 159 6,805,378 6,805,378 0 1000 21260 4670 REFUND OF EXPENDITURE 78,000 52,636 52,636 0 1000 22100 4670 REFUND OF EXPENDITURE 39,040 25,932 25,932 0 1000 22200 4670 REFUND OF EXPENDITURE 0 1 ,934,471 1 ,934,471 0 1000 24410 4670 REFUND OF EXPENDITURE 0 2,000 2,000 0 1000 24420 4670 REFUND OF EXPENDITURE 25,000 25,000 25,000 0 1000 23200 4680 OTHER 500 500 500 0 TOTAL MISCELLENOUS 10,112,025 12,748,660 12,748,660 0 FEES 1000 12100 4720 ADVERTISING FEES 20,000 19,800 19,800 0 1000 11100 4730 OTHER FEES 7,000,000 7,700,000 7,700,000 0 1000 12100 4730 OTHER FEES 3,620,000 4,800,000 4,800,000 0 1000 13100 4730 OTHER FEES 50,000 50,000 50,000 0 1000 21110 4730 OTHER FEES 188,250 190,000 190,000 0 1000 90100 4740 FEES, CABLE FRANCHISE 70,000 75,000 75,000 0 TOTAL FEES 10,948,250 12,834,800 12,834,800 0 TOTAL GENERAL FUND 130, 117,497 134,268,922 134,268,922 0 133 GENERAL FUND SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Or g Expenditure Function Budget Request Recommend Final GENERAL GOVERNMENT 1000 10100 OFFICE OF THE BOARD 894,717 894, 717 894, 717 0 1000 10150 PUBLIC INFORMATION 223, 102 292, 362 292, 362 0 1000 10200 COUNTY ATTORNEY 839,614 846,470 846,470 0 1000 10400 CLERK TO THE BOARD 439 ,648 447,612 447,612 0 1000 11100 COUNTY CLERK 964 ,655 989, 176 989, 176 0 1000 11200 ELECTIONS AND REGISTRATION 1 ,423,802 1 ,691 ,647 1 ,691 ,647 0 1000 11300 MOTOR VEHICLE 2,734,390 2, 786, 163 2, 786, 163 0 1000 12100 TREASURER'S OFFICE 1 ,051 ,387 1 ,031 ,293 1 ,031 ,293 0 1000 13100 ASSESSOR 3, 165,903 3,217,041 3,217,041 0 1000 14100 COUNTY COUNCIL 75,612 55,612 55,612 0 1000 15100 DISTRICT ATTORNEY 5,644,047 6,074, 115 6,074, 115 0 1000 15200 JUVENILE DIVERSION 125,925 125,916 125, 916 0 1000 15250 RESTORATIVE JUSTICE 222,003 142, 742 142, 742 0 1000 15300 VICTIM WITNESS 580,700 606,223 606,223 0 1120 15300 VICTIM WITNESS 58,862 95,293 95,293 0 1130 15300 VICTIM WITNESS 136, 182 136, 182 136, 182 0 114006 15300 VICTIM WITNESS 64,369 0 0 0 1000 16100 FINANCE 373,493 373,493 373,493 0 1000 16200 ACCOUNTING 819,314 945, 193 945, 193 0 1000 16300 PURCHASING 284,754 282, 330 282, 330 0 1000 16400 PERSONNEL 1 ,252, 165 1 ,296,823 1 ,296,823 0 1000 17100 PLANNING OFFICE 1 ,920,992 2,042,003 2 ,042,003 0 1000 17200 BUILDINGS AND GROUNDS 6,358,711 6, 515,638 6, 515,638 0 1000 17250 WELD PLAZA 675,050 675,050 675,050 0 1000 17300 INFORMATION SERVICES 7, 113,756 7,424,251 7,424,251 0 1000 17350 GEOGRAPHICAL INFORMATION SYSTEM 120,295 225,895 225,895 0 1000 17375 INOVATION AND TECHNOLOGY PROJECTS 428,500 500,000 500,000 0 1000 17600 PRINTING AND SUPPLY 404,033 404,033 404,033 0 TOTAL GENERAL GOVERNMENT 38,395,981 40, 117,273 40 ,117,273 0 PUBLIC SAFETY 1000 21100 ADMINISTRATION PATROL 1 ,632,929 1 ,629,298 1 ,629,298 0 1000 21110 ADMINISTRATION DETENTION 1 ,845,619 2,048,879 2,048,879 0 1000 21120 PROFESSIONAL STD 817,710 849,823 849,823 0 1000 21130 CIVIL 438 ,747 427,063 427,063 0 1000 21140 SUPPORT SERVICES 1 ,020,765 1 , 126,463 1 , 126,463 0 1000 21200 PATROL 7,867,250 8, 186,472 8, 186,472 0 1000 21205 INVESTIGATIONS 1 ,855,406 1 ,908, 190 1 ,908, 190 0 1000 21210 CONTRACT SERVICES 815,471 452, 712 452, 712 0 1000 21230 ORDINANCE ENFORCEMENT 222 ,753 223, 176 223, 176 0 1000 21260 REGIONAL LAB 604,945 671 ,642 671 ;642 0 1000 21300 VICTIM ADVOCATES 213,827 208,852 208,852 0 1000 21410 DRUG TASK FORCE 284,462 284,445 284,445 0 1000 22100 COMMUNICATIONS SERVICE 7,092,846 8,229, 779 8,229, 779 0 1000 22200 COMMUNICATIONS SYSTEM DEVELOPMENT 50,000 3, 738,985 3, 738,985 0 1000 22400 PUBLIC SAFETY INFORMATION SYSTEM 1 , 159,533 1 , 348,080 1 , 348,080 0 1000 23200 COUNTY CORONER 1 ,035, 195 1 , 198,231 1 , 198,231 0 1000 24100 JUSTICE SERVICES 928,403 1 ,028,260 1 ,028,260 0 1000 24125 WORK RELEASE 1 ,563,493 1 , 563,893 1 , 563,893 0 1000 24150 ADULT DIVERSION 74,571 75, 777 75, 777 0 1000 24200 COMMUNITY CORRECTIONS-ADM IN 107,435 118,882 118,882 0 116016 24220 COMMUNITY CORRECTIONS-SERVICES 2 ,795,870 0 0 0 116017 24220 COMMUNITY CORRECTIONS-SERVICES 0 2,823, 587 2 ,823, 587 0 1000 24410 INMATE SERVICES 5,802 ,O32 6,008,051 6,008,051 0 1000 24415 SECURITY 14,249, 503 16,228,050 16,228,050 0 1000 24420 COURTS AND TRANSPORTATION 2,888,308 2,806, 189 2,806, 189 0 1000 25100 BUILDING INSPECTION 1 ,391 ,701 1 ,421 , 154 1 ,421 , 154 0 1000 26100 WEED AND PEST 947, 186 956,936 956,936 0 1000 26200 OFFICE OF EMERGENCY MANAGEMENT 366,601 465,601 465,601 0 TOTAL PUBLIC SAFETY 58,072, 561 66,028,470 66,028,470 0 134 GENERAL FUND SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Or g Expenditure Function Budget Request Recommend Final PUBLIC WORKS 1000 31100 ENGINEERING 22,340, 755 8,835,865 8,835,865 0 CULTURE AND RECURTATION 1000 50100 MISSILE PARK 92, 762 86,812 865812 0 1000 50200 PARKS AND TRAILS 129 ,000 129,000 129,000 0 TOTAL CULTURE AND RECURATION 221 ,762 215,812 215,812 0 HEALTH AND WELFARE 1000 56110 SENIOR PROGRAMS 19,000 19,000 19,000 0 1000 56120 WASTE WATER 10,000 10,000 105000 0 1000 56130 DEVELOPMENTALLY DISABLED 48,225 38,225 38,225 0 1000 56140 MENTAL HEALTH 203 ,225 293,225 203,225 0 1000 56160 COUNTY CONTRIBUTIONS 4,882,004 5, 101 , 792 5, 101 , 792 0 TOTAL HEALTH AND WELFARE 5,162,454 5,462,242 5, 372,242 0 ECONOMIC ASSISTANCE 1000 60200 ECONOMIC ASSISTANCE 165,000 215,000 165,000 0 MISCELLANEOUS 1000 90100 NON DEPARTMENTAL 610,535 639, 127 639, 127 0 1000 90150 COMMUNITY AGENCIES GRANTS 35, 737 78,257 35, 737 0 1000 90160 BRIGHTER WELD 143 ,940 3, 179, 542 3, 179, 542 0 1000 96100 EXTENSION 360,426 404,482 4045482 0 1000 96200 FAIR 141 ,377 317,227 317,227 0 1000 96400 VETERANS 118,864 177,481 177,481 0 1000 96500 ISLAND GROVE BUILDINGS 143,796 174, 340 174, 340 0 1000 96600 ASSET AND RESOURCE MANAGEMENT 3,845,561 4, 186,090 4, 186,090 0 1000 99999 SALARY CONTINGENCY 0 3,984,259 3, 984,259 0 TOTAL MISCELLANEOUS 5,400,236 13, 140,805 13,098,285 0 TOTAL GENERAL FUND 129, 758, 749 134,015,467 133,832 ,947 0 135 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : BOARD OF COUNTY COMMISSIONERS BUDGET UNIT TITLE AND NUMBER : Office of the Board - - 1000- 10100 DEPARTMENT DESCRIPTION : Statutory head of county government. Each major department is overseen by one Commissioner, with each Commissioner serving as an assistant in another area , on a rotating basis each year. Statutory duties also include sitting as the Board of Equalization to hear appeals on tax assessments ; sitting as the County Board of Social Services ; and filling , by appointment, all vacancies in county offices except the Board of Commissioners. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 866, 213 $ 775 , 972 $ 775 , 972 $ 775 , 972 Supplies 928 1 , 900 1 , 900 1 , 900 Purchased Services 65 , 800 116 , 845 116 , 845 116 , 845 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 932 , 941 $ 894 , 717 $ 894, 717 $ 894 , 717 Revenue 0 0 0 0 Net County Cost $ 932 , 941 $ 894 , 717 $ 894, 717 $ 894 , 717 Budgeted Positions 8 . 00 6 . 00 6 . 00 6 . 00 SUMMARY OF CHANGES : No change to overall total budget. Line items were reallocated to reflect historical expenditure patterns. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 136 OFFICE OE THE BOARD ( CONTINUED ) 1000 - 10100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE 's per 10 , 000/capita 0 . 272 0 . 197 0 . 190 Per capita cost (county support) $3 . 17 $2 . 93 $2 . 84 Goal ESI : Enable County departments and its service partners to deliver quality customer service. PRELIMINARY PERFORMANCE DESIRED OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED OUTCOMES PERFORMANCE INDICATOR(S) ES 1 - 1 : Clearly- Citizen satisfaction feedback for High High High defined performance service delivery departments expectations and standards ES 1 -2 : Conveniently Resident and visitor satisfaction High High High accessed and easy-to- feedback with County services use services ES 1 -3 : Unity of County service delivery ES 1 -4 :-4 : Satisfied customers Goal ES2 : Enhance community access to reliable information regarding services and County government issues. DESIRED PRELIMINARY -OUTCOMES PERFORMANCE ACTUAL ESTIMATED PROJECTED OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ES2- 1 : Easily Community satisfaction with High High High accessible information availability information regarding County services and Customers awareness of services High High High programs (priority provided by Weld County outcome) government ES2-2: Positive Percent of residents with a positive 90% 90% 90% image of County image of Weld County government government 137 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : BOARD OF COUNTY COMMISSIONERS BUDGET UNIT TITLE AND NUMBER : Public Information - - 1000- 10150 DEPARTMENT DESCRIPTION : The public information function of the county is funded in this budget unit. The function is under the direction of the Board of County Commissioners. The Director serves as the county's public information officer. The staff of this department assists all departments in developing and disseminating information to the public about Weld County government and services . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 188 , 502 $ 244 , 262 $ 244 , 262 Supplies 0 1 , 500 9 , 500 9 , 500 Purchased Services 0 33 , 100 38 , 600 38 , 600 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 223 , 102 $ 292 , 362 $ 292 , 362 Revenue 0 0 0 0 Net County Cost $ 0 $ 223 , 102 $ 292 , 362 $ 292 , 362 Budgeted Positions 0 2 . 00 4 . 00 4 . 00 SUMMARY OF CHANGES : The budget is up $69 , 260 . Due to projects and workload requirements an additional Communication Specialist has been requested and is recommended ($55 , 760 ) . Software has been increased $8 , 000 to cover the cost of GovDeliver ($8 , 663 ). The Other Purchased Services account has been increased $4 , 000 to cover the tourism booklet ($ 16 , 000 ), Fair Anniversary ($ 10 , 000 ), and $4 , 000 for miscellaneous items, such as Facebook boosts and other small project costs. Phone costs are up $ 1 , 500 to cover the added staff. An additional Communication Specialist position ($55 , 760 ) was added mid-year 2017. This position works exclusively for Human Services projects and the cost of the position is charged to Human Services directly thorough the payroll process . The costs of the position do not show up in this budget, but the position is under the management of the Communications Director and is counted as an FTE in this budget. FINANCE/ADMINISTRATION RECOMMENDATION : Recommended approval including the additional Communication Specialist position and the additional service and supply amounts to cover the anticipated projects for the department. BOARD ACTION : 138 PUBLIC INFORMATION ( CONTINUED ) 1000 - 10150 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE 's per 10 , 000/capita 0 . 000 0 . 066 1 . 267 Per capita cost (county support) $0 . 00 $0 . 73 $0 . 093 Note : Prior to 2017 this function was funded in the Board of County Commissioner' s budget unit 1000- 10100 . GOALS/DESIRED OUTCOMES/ KEY PERFORMANCE INDICATORS : See Public Information goals in Budget Unit 1000- 10100 . 139 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : COUNTY ATTORNEY BUDGET UNIT TITLE AND NUMBER : County Attorney -- 1000- 10200 DEPARTMENT DESCRIPTION : Renders opinions on constitutional questions. The County Attorney defends any lawsuits against Weld County and brings civil actions for enforcement of County regulations . The three full-time assistants share the responsibilities of the County Attorney . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 715, 811 $ 726 , 563 $ 726 , 563 $ 726 , 563 Supplies 1 , 199 2 , 900 2 , 900 2 , 900 Purchased Services 254 , 199 110 , 151 117 , 007 117 , 007 Fixed Charges - 11 , 826 0 0 0 Capital• 0 0 0 0 Gross County Cost $ 959 , 383 $ 839 , 614 $ 846 ,470 $ 846, 470 Revenue 0 0 0 0 Net County Cost $ 959 , 383 $ 839 , 614 $ 846 ,470 $ 846, 470 Budgeted Positions 5 5 5 5 SUMMARY OF CHANGES : Purchased Services are up $6 , 856 for West Law subscription ($3 , 800) , publications {$ 1 , 500 }, memberships and dues ( $ 1 , 220 ), phones ($500 ), and chargeback from Clerk to the Board ($36 ) with an offset of a $200 reduction in postage costs. No other changes . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 140 COUNTY ATTORNEY ( CONTINUED ) 1000 - 10200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of new requests for legal assistance 500 500 500 Number of new mental health cases 70 70 70 Number of new code violations 120 120 120 Efficiency Measures FTE 's per 10 , 000/capita 0 . 170 0 . 164 0 . 159 Per capita cost (county support) $3 .26 $2 . 76 $2 . 68 Number of agenda requests/MAI/mental cases per FTE 175 175 175 Goal ES3: Ensure the County Attorney staff is meeting the needs of elected officials and department heads. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ES4- 1 : Efficient Client satisfaction of elected officials and and effective legal department heads 99% 99% 99% representation of Weld County 141 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : PUBLIC TRUSTEE BUDGET UNIT TITLE AND NUMBER : Public Trustee -- 1000- 10300 DEPARTMENT DESCRIPTION : Performs the duties of public trustee in the County as prescribed in Section 38-37- 101 , C . R . S . , et. seq . Salaries and operating costs are funded by public trustee fees outside of County budget. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 687 0 0 0 Purchased Services 3 , 544 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 4 ,231 $ 0 $ $ 0 Revenue 77 , 152 0 0 0 Net County Cost $ -72 , 921 $ 0 $ $ 0 Budgeted Positions n/a n/a nla nla SUMMARY OF CHANGES : Per Section 37-37- 104( 3 ), C . R. S . , all expenses of the office are to be paid from Trustee fees prior to payment to the County Treasurer. Excess funds are to be maintained in a special reserve fund until one year's operating costs are accumulated . It is not anticipated that any excess revenue will be transferred to the General Fund in 2018 . The amount has been less the last two years based upon an anticipated drop in foreclosure and refinancing activity. In 2012 , HB 12- 1329 was approved and now requires the Public Trustee to prepare and submit an annual budget to the Board of County Commissioners for review. It also subjects the Public Trustee's offices to a biannual audit and requires the Public Trustee to comply with the state and/or the county procurement process. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The Weld County Public Trustee's office has always submitted the office's budget to the county. HB 12- 1329 states that the budget shall be "reviewed " by the Board of County Commissioners , but does not state "approved " . HB 12- 1329 does not appear to change what has been the practice in Weld County for some time . BOARD ACTION : 142 PUBLIC TRUSTEE BUDGET 2018 INCOME Release income after Recording Fees $ 275 , 000 Foreclosure income from Statutory Fees 77 , 000 Interest Earned on Balances 1 ,200 Total Income $ 353, 200 EXPENSES Personnel : Public Trustee Salary $ 72 , 500 Staff Salaries 125 , 000 Temporary Labor 0 FICA Contribution 15 , 000 SUTA Taxes 600 Workers Comp 600 Retirement Plans 13 , 000 Medical Insurance 34 , 000 Education/Training 1 , 800 Misc ./Other 0 Total Personnel $ 262 , 500 Operating Expenses : Accounting/Auditing/Legal Services $ 1 , 700 Audit CRS 38-37- 104 (7 ) 10 , 000 Building/Office Rental/Storage 30 , 000 Dues and Meetings 1 , 000 Equipment Maintenance/Rental 4 , 000 IT Support 8, 000 Office Supplies 3 , 600 Postage 150 Misc/Other 800 Telephone/ Utilities 3 , 800 Travel/Mileage 300 Bank Fees 2 , 800 Total Operating $ 66 , 150 Capital Outlay: Software $ 0 Computer Hardware 0 Office Furniture 0 Total Capital Outlay $ �0 Total Expenses $ 328 , 650 NET FUNDS PAYABLE TO PUBLIC TRUSTEE SALARY FUND $ 24 , 550 143 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : CLERK TO THE BOARD BUDGET UNIT TITLE AND NUMBER : Clerk to the Board -- 1000- 10400 DEPARTMENT DESCRIPTION : The Clerk to the Board records all meetings and hearings of the County Commissioners, retains all records of the Board , and processes liquor licenses. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 362, 699 $ 399 , 830 $ 399 , 830 $ 399 , 830 Supplies 12 , 026 29 ,494 29 ,494 29 ,494 Purchased Services 22 , 624 18 , 075 26 , 075 26, 075 Fixed Charges 0 - 7 , 751 - 7 , 787 - 7, 787 Capital 0 0 0 0 Gross County Cost $ 397 , 349 $ 439 , 648 $ 447 , 612 $ 447, 612 Revenue 15 , 258 7 , 751 7 , 787 7 , 787 Net County Cost $ 382 , 091 $ 431 , 897 $ 439 , 825 $ 439, 825 Budgeted Positions 6 . 0 6 . 0 6 . 0 6 . 0 SUMMARY OF CHANGES : Purchased Services are up $8 , 000 for phones ($300 ), other professional service for MuniCode {$6 , 600 } , registration for Tyler conference $350 , and travel for Tyler conference ($750 ). Chargeback for County Attorney and Telecom Services are both up $36 . Net county costs are up $7 , 798 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 144 CLERKTO THE BOARD ( CONTINUED ) 1000 - 10400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs, N umber of meetings transcribed 200 200 200 N umber of images optically scanned 60 , 000 60 , 000 60 , 000 N umber of BOE appeals processed 50 750 50 Efficiency Measures FTE 's per 10 , 000/capita 0 .204 0 . 197 0 . 190 Per capita cost (county support) $ 1 . 30 $ 1 . 42 $ 1 .40 Cost per meeting/hearing $ 1 , 910 . 46 $2 , 011 . 81 $2 , 199 . 13 Goal ES4 : To improve service, increase efficiency and provide greater information access and exchange between the County Commissioners and the citizens of Weld County. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES3 - 1 : User Percent of users (residents, visitors, friendly employees, etc.) satisfied with services government and information 99% 99% 99% information and services ES3 -2 : Percent of Commissioner and Timeliness of departmental records (current and provision ofpublic historical) electronically scanned and 99% 99% 99% records available upon request or accessible via Tyler Web ES3 -3 : Processing Percent of records which are accurately of, and access to, prepared for auction, or oil and gas records of County- revenues which are received for 99% 99% 99% owned mineral processing interests 145 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER : Recording/Administration -- 1000- 11100 DEPARTMENT DESCRIPTION : The Recording Department records, scans , retrieves and reproduces copies of legal documents, and issues marriage licenses . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 654, 767 $ 782 , 996 $ 782 , 996 $ 782 , 996 Supplies 27 , 629 97, 412 121 , 933 121 , 933 Purchased Services 51 , 783 82 , 747 82 , 747 82 , 747 Fixed Charges 0 1 , 500 1 , 500 1 , 500 Capital 0 0 0 0 Gross County Cost $ 734 , 179 $ 964 , 655 $ 989 , 176 $ 989 , 176 Revenue 7 , 715 ,468 7 , 000 , 000 7 , 700 , 000 7 , 700 , 000 Net County Cost $ - 6 , 981 , 289 $ - 6 , 035 , 345 $ -6 , 710 , 824 $ -6 , 710 , 824 Budgeted Positions 8 FTE Recording 7 FTE Recording 7 FTE Recording 7 FTE Recording 3 FTE Admin . 3 FTE Admin . 3 FTE Admin . 3 FTE Admin. SUMMARY OF CHANGES : The only change to this budget is software maintenance and computer equipment are up $24 , 521 based upon maintenance contracts. All other line items are the same . Revenues are budgeted at $7 , 700 , 000 up $700 , 000 primarily from increases vehicle registrations and recorded documents . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 146 CLERK AND RECORDER ( CONTINUED ) 1000 - 11100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of documents recorded 91 , 574 92 , 650 95 , 162 N umber of copies produced 172 , 988 133 , 227 186 , 714 N umber of marriage licenses issued 1 , 636 1 , 792 1 , 800 Efficiency Measures FTE's per 10 , 000/capita — Recording 0 . 340 0 . 328 0 . 317 Per capita contribution $2 . 49 $3 . 28 $3 . 14 N umber of documents recorded per FTE 9 , 157 11 , 581 13 , 595 147 CLEFT AND RECORDER ( CONTINUED ) 1000 - 11100 Goal ESS : Ensure statutory requirements and regulations governing the recording, indexing, imaging and electronic archiving are met. To be accountable and responsible to the public 's needs. Maintain a staff of highly-trained professionals who have the responsibility for the administration of the recording office and all duties charged to the office. Ensure that the citizens receive professional, timely and quality service at all times. PRELIMINARY DESIRED PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES* OBJECTIVE/KEY PERFORMANCE INDICATOR(S)* Educate customers Press release, working with Public Education Ongoing Ongoing public that call or come into Campaign the office . Educate on how to use the system to best serve the public needs . Clear and understandable website. Provide access for Maintain quality Ongoing Ongoing copies Assist with the upkeep of the work for accurate online vendor system and and availability of continue to improve the copies process with the vendor. Work with County Ongoing Ongoing Receive Upkeep the recording system IT and Vendor for documents for with the latest updates, train updates and recording and employees on ways to use the training. electronic vendor system more recording effectively . Accept e- recordings, mail, Ongoing Ongoing and in office Acutely accept, record, index, documents and and verify documents. record. Index 150 documents a day with Zero percent error ratios. Verify documents within three days after indexing. Issue Marriage and Acutely process marriage and Following state Civil Union civil union applications, statute for filling Ongoing Ongoing Licenses along with licenses . Follow out application. state statute. Develop online Working with IT application tool . to develop an online application for people to pre- fill out license application. Military Follow state statute on Discharges recording and providing Maintain copies confidentiality Ongoing Ongoing 148 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER : Elections -- 1000- 11200 DEPARTMENT DESCRIPTION : The Elections Department conducts primary► and general elections every two years , conducts voter registration , maintains records alphabetically and by precinct, conducts schools for election judges, provides supplies for elections, issues certificates of registration for proof of age and citizenship for international travel , services municipal clerks , school districts, special districts, and conducts special elections each November in the off year. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 677, 063 $ 418 , 964 $ 802 , 395 $ 802 , 395 Supplies 414 , 108 277 ,490 605 , 840 605 , 840 Purchased Services 167 , 237 222 , 348 275 , 312 275 , 312 Fixed Charges 6 , 174 5 , 000 8 , 100 8 , 100 Capital 0 500 , 000 0 0 Gross County Cost $ 1 , 264 , 582 $ 1 , 423 , 802 $ 1 , 691 , 647 $ 1 , 691 , 647 Revenue 491 , 139 300 , 000 400 , 000 400 , 000 Net County Cost $ 773 , 443 $ 1 , 123 , 802 $ 1 , 291 , 647 $ 1 ,291 , 647 Budgeted Positions 5 5 5 5 SUMMARY OF CHANGES : In 2018 there will be both a General and a Primary Election . The costs of the Primary Election have increase because of Proposition 108 passing in the November 2016 Election . Proposition 108 allowed unaffiliated electors to vote in the primary elections of major political parties without declaring an affiliation with the party. The measure provided that unaffiliated voters receive a combined ballot with primary candidates separated by political party and chose which one party's primary to vote . Because there are two elections in 2018 , and with the added costs of Proposition 108 the Election budget is up $267 , 845 over 2017 , and up $767 , 845 , if you take into account the 2017 budget had $500 , 000 for new voting equipment. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 149 ELECTIONS ( 1000 - 11200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJ ECTED Work Outputs , Number of voter transactions 368 , 816 378 , 487 364 ,452 Revenue generated from elections $491 , 139 $300 , 000 $400 , 000 Efficiency Measures FTE 'S per 10 , 000/capita 0 . 170 0 . 164 0 . 159 Per capita cost (county support) $2 . 63 $3 . 69 $0 .41 Transactions per FTE 73 , 763 75 , 697 72 , 890 Goal ES6: Ensure that every eligible voter is given the opportunity to vote either through Mail Ballots, Voter Service and Polling Centers or Provisional voting. Register all voters that have a desire to vote and allow them to cast a ballot at the time of the election. Provide a Voter Service and Polling Center that is organized, safe and free of influence. Maintain a staff of highly-trained professionals who have the responsibility for the administration of the election office and all duties charged to the office. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES* OBJECTIVE/KEY PERFORMANCE INDICATOR(S)* Educated Voters Press releases, meetings, high school Voter Ongoing Ongoing student council elections, tours of the Education election office. Availability to public, Campaign Clear and understandable website . Opportunities for Maintain and recruit Voter Service and Assessable Even years — Ongoing every eligible Polling Centers, Drop-off locations and locations, high June, October registered voter to 24-hour drop boxes locations throughout public traffic and November conveniently cast a Weld County during election time. areas Odd years- vote . October/Nov. Votes counted and Maintain voting equipment and retain Returning Ongoing Ongoing reported accurately trained election judges . judges, testing and in a timely accuracy of manner. equipment Integrity of voter Knowledgeable staff on all data entry Ongoing Ongoing records processes and low error ratio Training and. maintained . reports State within two years of Integrity of ballot Clear procedures following state law Completion of permanent security State employment. certification National Two to Seven Thorough State and National certification and National within seven years after knowledge of certification years of permanent Election Law permanent employment employment 150 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : CLERK AND RECORDER BUDGET UNIT TITLE AND NUMBER : Motor Vehicle - - 1000- 11300 DEPARTMENT DESCRIPTION : Motor Vehicle collects registration fees , specific ownership tax, sales tax, and files chattel mortgages on motor vehicles , processes title applications, maintains files on all titles and license plates issued in Weld County, and provides law enforcement agencies with vehicle registration information . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 403, 770 $ 2 , 495 , 620 $ 2 , 495 , 620 $ 2 ,495 , 620 Supplies 28 , 348 16 , 720 29 , 834 29 , 834 Purchased Services 216 , 642 222 , 050 260 , 709 260 , 709 Fixed Charges 27 0 0 0 Capital 6 , 350 0 0 0 Gross County Cost $ 2 , 655 , 137 $ 2 , 734 , 390 $ 2 , 786 , 163 $ 2 , 786 , 163 Revenue 0 0 0 0 Net County Cost $ 2 , 655, 137 $ 2 , 734 , 390 $ 2 , 786 , 163 $ 2 , 786 , 163 39 Fu II-time 41 Full-time 41 Full-time 41 Full-time Budgeted Positions 3 Part-time 2 Part-time 2 Part-time 2 Part-time SUMMARY O► F CHANGES : Supplies are up $ 13 , 114 due to increases in software and computer equipment maintenance . Purchased Services are up $38 , 659 in postage ($21 , 425 ), printing ($ 1 , 500 ) , legal notices ($3 . 000 ) due to the increase in population and vehicle registrations along with the implementation of the new State Motor Vehicle System DRIVES . The increase of $ 11 , 234 for travel and training funding is because of the implementation of DRIVES in 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The increases appear justified based the increase in population and vehicle registrations . The increase in travel and training costs are required for the implementation of the new State Motor Vehicle System DRIVES in 2018 . The performance review of the Clerk and Recorder's office conducted by Harvey Rose Associates LLC was completed nearly three months late on August 21 , 2017 . As a result it was too late for the Clerk and Recorder to include the request for positions in her 2018 budget request, so it must be addressed in the final budget process in October. The audit recommended the County increase Motor Vehicle staff by an additional 7 employees: one Motor Vehicle Office Coordinator ($83 , 321 ), three Office Tech IV' s ($ 198 , 441 ) and three Office Tech III 's ($ 172 , 950 ) for a total cost of $454 , 712 . These funds are not included in the 2018 Proposed Budget figures for Motor Vehicle . Board policy issue . BOARD ACTION : 151 MOTOR VEHICLE ( CONTINUED ) PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of titles/registrations issued 605,466 700,435 730 ,355 FORT LUPTON BRANCH OFFICE : Number of 178 181 201 marriage licenses issued DEL CAMINO BRANCH OFFICE : Number of 240 217 260 marriage licenses issued Efficiency Measures, FTE'S per 10, 000/capita — DMV 1 .43 1 .41 1 . 36 Per capita cost $9 .02 $8 .98 $8. 84 Number of titles/registrations issued per FTE 14 ,950 16 , 677 16, 985 Goal ES7 : To ensure every motor vehicle is properly titled and registered according to current Colorado laws. To be accountable and responsible to the public's needs within the guidelines of the law. Maintain a staff of highly-trained professionals who have the responsibility for the administration of the motor vehicle office and all duties charged to the office. Ensure that the citizens receive professional, timely and quality service at all times PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES7- 1 : Receive 100% accuracy with 99% 99% 99% documents for indexing and verification titling and registering Customer satisfaction 0 complaints 0 complaints 0 complaints ES7-2 : Educate Press releases 4 4 20 customers (public, dealers, banks, title Website updates 4 4 36 clerks, etc .) Posting of educational signs 15 15 15 152 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Treasurer - - 1000- 12100 DEPARTMENT DESCRIPTION : The Weld County Treasurer takes custody of county funds , such as property taxes , and disbursing funds collected for the state , county school districts, municipalities and special districts. The Treasurer deposits County funds in banks in the county, and invests reserve funds as allowed by statute and approved by the Board of Commissioners. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 704, 833 $ 742 , 362 $ 742 , 362 $ 742 , 362 Supplies 37 , 401 102 , 750 115 , 383 115 , 383 Purchased Services 207 , 988 206 ,275 173 , 548 173 , 548 Fixed Charges 21 0 0 0 Capital 5 , 108 0 0 0 Gross County Cost $ 955 , 351 $ 1 , 051 , 387 $ 1 , 031 ,.293 $ 1 , 031 , 293 Revenue 4 , 867 , 644 3 , 640 , 000 4 , 819 , 800 4 , 819 , 800 Net County Cost $ - 3 , 912 , 293 $ -2 , 588 , 613 $ 3 , 788 , 507 $ 3 , 788 , 507 Budgeted Positions 10 10 10 10 SUMMARY OF CHANGES : Supplies are up $ 12 , 633 primarily for software maintenance . Purchased Services are down $32 , 727 with banking services down $38 , 652 with offsetting increases in postage ($3 , 000 ), advertising ($ 1 , 800 ), travel ($600 ), repair and maintenance ($500 ), and publications ($25 ). Overall gross county costs are down $20 , 094. Revenues are budgeted at $4 , 800 , 000 for treasurer fees and $ 19 , 800 for advertising reimbursement for a total of $4 , 819 , 000 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 153 TREASURER ( CONTINUED ) 1000 - 12100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Property Tax Collected $712M $642 M $656 M Investments $255M $255M $255M Efficiency Measures FTE 's per 10 , 000/capita 0 . 340 0 . 328 0 . 317 Per capita expenditure $3 .25 $3 . 45 $3 .27 Goal ES8 : To provide County treasury and tax collection services in the most accurate, efficient and cost- effective manner possible. DESIRED DESIRED U T1'VIES DESIRED DESIRED DESIRED OUTCOMES OUTCOMES OUTCOMES OUTCOMES ES8 - 1 : Effective and cost-efficient Cost per tax bill $ 5 . 37 $ 5 .42 $ 5 .57 County tax collection Number of tax bills per FTE 18,000 18,400 18,700 ES8 -2 : Investments that Return on investments 0. 892% 0. 987% 1 .08% are safe, liquid and deliver the best yield possible — in that order 154 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : ASSESSOR' S OFFICE BUDGET UNIT TITLE AND NUMBER : Assessor's Office - - 1000- 13100 DEPARTMENT DESCRIPTION : The Assessor' s Office discovers and lists all real and personal property in Weld County; maintains accurate public records, including ownership history, parcel values and parcel maps; completes appraisals of all real and personal property using statutory mandates and mass appraisal techniques; completes statutory reports and certifications for Weld County taxing authorities for use in the property tax system ; and completes and delivers an accurate tax warrant to the Treasurer for collection of property taxes. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 753, 976 $ 2 , 803 , 214 $ 2 , 830 , 404 $ 2 , 830 , 404 Supplies 186 , 569 189 , 589 198 , 037 198 , 037 Purchased Services 239 ,877 173 , 100 188 , 600 188 , 600 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3 , 180 ,422 $ 3 , 165 , 903 $ 3 , 217 , 041 $ 3 ,217 , 041 Revenue 251 , 264 50 , 500 50 , 500 50 , 500 Net County Cost $ 2 , 929, 158 $ 3 , 115 ,403 $ 3 , 166 , 541 $ 3 , 166 , 541 Budgeted Positions 35 . 0 35 . 0 35 . 0 35 . 0 SUMMARY OF CHANGES : Supplies are up $8 ,448 for software maintenance . Purchased Services are up for expenditures for printing and postage for Notices of Value ( $ 12 , 500 ). 2018 is a non-reappraisal year for all real property, but the Assessor must send notices to all new construction properties and for all other intervening year changes . The office is experiencing increased costs in mileage ($3 , 000 ) driven because of new construction . Personnel Services are up $27 , 190 . The Assessor is not asking to increase staff, but is asking to consider reclassification of five GIS Mapper II positions ($ 19 , 420 ), the Assessment Coordinator ($3 , 885 ), and the Senior Analyst ($3 , 885 ). Based upon salary survey data the upgrades are justified , plus the change will standardize all of the office' s G I S Mapper positions as to grade . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Based upon salary survey data the upgrades are justified , plus the change will standardize all of the office's G I S Mapper positions as to grade . BOARD ACTION : 155 ASSESSOR ( CONTINUED ) 1000 - 13100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of parcels ( including personal 219 , 000 221 , 000 223 , 000 property and SA) ' Telephone Calls Answered 28 , 000 27 , 000 26 , 000 N umber of administrative updates to database 145 , 000 148 , 000 150 , 000 N umber of walk-ins requesting assistance 3 , 000 5 , 000 4000 Number of Property Inspections 9 , 000 9 , 000 10 , 000 S ales Verification 12 , 000 12 , 000 12 , 500 Efficiency Measures FTE's per 10 , OOOfcapita 1 . 19 1 . 15 1 . 12 Per capita cost (county support) $9 . 95 $ 10 .23 $ 10 . 04 Cost per parcel $ 13 . 38 $ 14 . 10 $ 14 . 19 Parcels Per FTE 6 , 169 6 ,225 6 ,281 Effectiveness Measures (desired results ) Deed Processing Time (days) 5 5 5 Requests for Information per FTE 873 901 845 Percent of Properties Site Reviewed 5% 5% 5% Assessment Levels compared to 100% 100% 100% market value 156 ASSESSOR ( CONTINUED ) 1000 - 13100 Goal ES9: Correctly discover, list, value, and defend values for property taxes for Weld County taxing authorities. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ADJUST ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES9- 1 : Effective Complete submission of the tax warrant County property by the January 10th statutory date valuation Compliance with all statutory deadlines 100% 100% 100% and requirements Successful report on the annual study audit for Assessors ES9-2 : User Percent of users satisfied with friendly e- electronic/technology access to services government and information sharing for 100% 100% 100% assessment and Percent of operations, services and property data programs available through website access 157 BUDGET UNIT RE SUMMARY AGENCY/DEPARTMENT NAME : COUNTY COUNCIL BUDGET UNIT TITLE AND NUMBER : County Council - - 1000- 14100 DEPARTMENT DESCRIPTION : Weld County's Home Rule Charter provides for a five member, unsalaried County Council chosen in non-partisan elections. Major responsibilities of the Council are setting salaries of all elected officials, filling vacancies in the Board of County Commissioners, reviewing county government and making periodic reports to the citizens, and authorizing an increased levy in ad valorem taxes if requested by the County Commissioners . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 13, 184 $ 20 ,412 $ 20 ,412 $ 20 ,412 Supplies 272 300 300 300 Purchased Services 1 , 140 54 , 900 34 , 900 34 , 900 Fixed Charges 17 0 0 0 Capital 0 0 0 0 Gross County Cost $ 14 , 613 $ 75 , 612 $ 55 , 612 $ 55 , 612 Revenue 0 0 0 0 Net County Cost $ 14, 613 $ 75 , 612 $ 55 , 612 $ 55 , 612 Budgeted Positions I PT 1 PT I PT I PT SUMMARY OF CHANGES : The budget has been reduced $20 , 000 over 2017 . Costs for audits have been reduced to the historical level of $25 , 000 , which is a $25 , 000 reduction . The County Council is requesting $5 , 000 for legal services in the event there is a conflict of interest with the County Attorney and a special counsel is required in 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : The request for $5 , 000 for legal services is a policy issue for the Board to address. Historically the county has never budgeted for legal services in the event there is a conflict of interest with the County Attorney. The understanding has always been that if a conflict arises the Board of County Commissioners would address it at the time and do a supplemental appropriation to cover the costs . BOARD ACTION : 158 SEVEN YEAR TREND District Attorney 7 6 4 Z J J 3 _ 2 1 _ 0 2012 2013 2014 2015 2016 2017 2018 159 SEVEN YEAR TREND District Attorney Local Cost 7 6 5 4 _ Z J J 3 2 0 - _ I _ I 1 I _ I - I _ 2012 2013 2014 2015 2016 2017 2018 160 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER : District Attorney - - 1000- 15100 DEPARTMENT DESCRIPTION : Prosecutes crimes upon complaints of citizens or investigation and complaint of law enforcement agencies; answers all criminal complaints of the people ; handles such civil matters as juvenile actions and non-support actions; serves as attorney for all county officers , except the County Commissioners ; handles consumer fraud and welfare fraud complaints. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 5 , 184, 659 $ 5 , 337 , 007 $ 5 , 783 , 097 $ 5 , 783 , 097 Supplies 42 , 641 65 , 721 50 , 756 50 , 756 Purchased Services 223 ,437 241 , 319 240 , 262 240 ,262 Fixed Charges 1 ,406 0 0 0 Capital 0 0 0 0 Gross County Cost $ 5 , 452 , 143 $ 5 , 644 , 047 $ 6 , 074 , 115 $ 6 , 074 , 115 Revenue 280 ,471 182 , 148 184 , 024 184 , 024 Net County Cost $ 5 , 171 , 672 $ 5 , 461 , 899 $ 5 , 890 , 091 $ 5 , 890 , 091 Budgeted Positions 55 . 00 55 . 000 59 . 000 59 . 000 SUMMARY OF CHANGES : Supplies have been reduced $ 14 , 965 due to the paperless office conversion . Purchased Services are down $ 1 , 057 primarily in vehicle fuel costs, and realignment of line items to reflect historical expenses . Personnel Services has been increased $446 , 090 for four additional positions and one upgrade . The District Attorney is requesting three additional Deputy District Attorneys III ( DDA III ) (Grade 49 , Step 1 ) at a cost of $344 , 751 . Weld County has had an exponentially increasing caseload over the past several years with a 40% increase since 2011 . This increasing caseload , coupled with the expanding numbers of public defenders, enhanced information in every case ( i . e . Body cameras , dash cameras , digital forensics , etc. ) , necessitate three DDAs handling a felony docket in each of the four district courts. The District Attorney is also requesting an additional Investigator II position (Grade 40 , Step 1 ) at a cost of $93 ,459 . The DA believes a jurisdiction the size of Weld County necessitates more than three investigators handling the numerous major criminal investigations and other requisite duties . The District Attorney's Office has attempted to utilize volunteers and retired law enforcement officers to assist, however, the need for additional resources remains. Local law enforcement agencies continue to lack the expertise in white collar crime as they are uniquely difficult cases. Further, the office continues to go to trial more frequently than any other office its size , and continuous trial support from investigators is essential . Officer involved shootings are highly intensive investigations and demand an investigator's immediate and undivided attention . The need for another investigator appear to justified given these required responsibilities . 161 DISTRICT ATTORNEY ( CONTINUED ) 1000 - 15100 SUMMARY OF CHANGES ( CONTINUED ) : The office is requesting the reclassification of one Office Tech III to an Office Tech IV ( $7 , 880 ). The person who is currently assigned to this position , has begun performing many more paralegal duties than her Office Tech III counterparts out of necessity. The office redefined this position in October of 2016 in response to their need to increase the professionalism of evidence presentation to juries in non- homicide cases, both district and county court. This position is currently doing many of the duties another Office Tech IV is doing in homicides and other major cases . These include but are not limited to audiolvideo redactions , preparation of trial exhibits , exhibit lists , and courtroom technology support. FINANCE/ADMINISTRATION RECOMMENDATION : The four additional positions are recommended to be funded in the 2018 budget. The District Attorney makes a good case for the staffing increases based upon the growth of the caseload and nature of the cases . The increase in felony caseload from 2011 ( 1 , 862 ) to 2017 (3 , 054 ) is a 40% increase . In 2011 the DA had 54 . 125 FTE' s, which changed to 55 FTE in 2012 , and has not increased until these requests for the four additional positions. Approval by the Board is a policy issue regarding level of service in the office . The upgrade of the Office Tech III to an Office Tech IV is recommended based upon the assigned duties it is justified . The upgrade also will maintain parity among other positions in the office . BOARD ACTION : GOALS/DESIRED OUTCOMES/ KEY PERFORMANCE INDICATORS : As a state official the District Attorney does not provide workload measures or goals in the budget document. 162 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER : Juvenile Diversion -- 1000- 15200 DEPARTMENT DESCRIPTION : Reviews and recommends charges in juvenile cases to reduce the juvenile caseloads for the Courts and Probation . Counseling component provides supervision , counseling , an apology letter to victim , restitution payments, community service hours, and a variety of groups and other services to juvenile offenders who would otherwise be prosecuted through the Courts . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 131 , 839 $ 123 , 816 $ 123 , 816 $ 123 , 816 • Supplies 121 409 400 400 Purchased Services 3 , 785 1 , 700 1 , 700 1 , 700 Gross County Cost $ 135 , 745 $ 125 , 925 $ 125 , 916 $ 125 , 916 Revenue 105 ,433 94 , 082 95 , 359 95 , 359 Net County Cost $ 30, 312 $ 31 , 843 $ 30 , 557 $ 30 , 557 Budgeted Positions 1 . 5 1 . 5 1 . 5 1 . 5 SUMMARY OF CHANGES : There is no proposed changes to this program . Minor decrease of $9 in supplies . Revenues are up $ 1 ,277 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : GOALS/DESIRED OUTCOMES/ KEY PERFORMANCE INDICATORS : As a state official the District Attorney does not provide workload measures or goals in the budget document. 163 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER : Juvenile Restorative Justice -- 1000- 15250 DEPARTMENT DESCRIPTION : Comply with House Bill 13- 1254 to provide diversion from the criminal court system , case management, and Restorative Justice referral and services, in collaboration with community partner and contracted provider, Youth and Family Connections. Served juveniles would otherwise be prosecuted by the Courts . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 38 , 564 $ 52 , 401 $ 52 , 401 $ 52 , 401 Supplies 982 200 0 0 Purchased Services 151 , 120 169 , 402 90 , 341 90 , 341 Gross County Cost $ 190 , 666 $ 222 , 003 $ 142 , 742 $ 142 , 742 Revenue 22 3 ,417 222 , 003 142 , 742 142 , 742 Net County Cost $ -32 , 751 $ 0 $ 0 $ 0 Budgeted Positions . 5 . 5 . 5 . 5 SUMMARY OF CHANGES : Weld County' s involvement in this project is decreasing according to plan and therefore , the income generated through this grant is also decreasing . This program works in conjunction Juvenile Diversion program . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : GOALS/DESIRED OUTCOMES/ KEY PERFORMANCE INDICATORS : As a state official the District Attorney does not provide workload measures or goals in the budget document. 164 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DISTRICT ATTORNEY BUDGET UNIT TITLE AND NUMBER : Victim Witness Assistance -- 1000- 15300 DEPARTMENT DESCRIPTION : The Victim Witness Assistance Unit provides services for victims of crime through the Federal Victims of Crime Act, Victim Assistance Law Enforcement, Crime Victim Compensation and the Victims' Rights Amendment. The VW Program provides services to all victims/witnesses involved in cases being prosecuted through the DA Office . Crime Victim Compensation provides services to any crime victim who has filed a police report. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 738, 764 $ 808 , 556 $ 808 , 556 $ 808 , 556 Supplies 815 2 , 700 700 700 Purchased Services 28 , 404 28 , 857 28 ,442 28 , 442 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 767 , 983 $ 840 , 113 $ 837 , 698 $ 837, 698 Revenue 243 , 037 402 ,413 373 , 773 373 , 773 Net County Cost $ 524 , 946 $ 437 , 700 $ 463 , 925 $ 463, 925 Budgeted Positions 11 . 0 12 . 375 12 . 375 12. 375 SUMMARY OF CHANGES : Supplies are down $2 , 000 for office supplies. Purchased Services are down $415 primarily in travel ( $2 , 618 ), and printing ($ 136 ) with offsetting increases in phones ($2 , 157) , postage ($ 107 ), and memberships ($75 ) . Revenue for the program comes from the following grants: VALE ($ 136 , 182 ); VOCA/VAWA ($95 , 293 ) ; Administrative funds from VALE ($91 , 335 ), and COMP ($46 , 963 ). VALE Scholarships for COVA and COMP/VALE Conferences ($4 , 000 ). Total revenue is $373 , 773 down $28 , 640 . Net county costs are up $26 ,225 for the requested budget. However, in 2017 net county costs were down $36 , 406 , so the program 's net county cost is returning to its historical level . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : GOALS/DESIRED OUTCOMES/ KEY PERFORMANCE INDICATORS : As a state official the District Attorney does not provide workload measures or goals in the budget document. 165 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Finance and Administration - - 1000- 16100 DEPARTMENT DESCRIPTION : Provides financial and administrative support to the Board of County Commissioners . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 341 , 763 $ 365 , 983 $ 359 , 924 $ 365 , 983 Supplies 203 1 , 000 1 , 000 1 , 000 Purchased Services 7 , 532 6 , 510 6 , 510 6 , 510 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 349 ,498 $ 373 ,493 $ 367 , 434 $ 373 , 493 Revenue 0 0 0 0 Net County Cost $ 349 ,498 $ 373 ,493 $ 367 , 434 $ 373 , 493 Budgeted Positions 1 . 00 1 . 00 1 . 00 1 . 00 SUMMARY OF CHANGES : No change . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 166 FINANCE AND ADMINISTRATION ( CONTINUED ) 1000 - 16100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Excess revenue over expenditures 4 . 62% 3 . 00% 3 . 00% Budgeted fund balance vs. actual variance 6 . 60% 3 . 00% 3 . 00% Efficiency Measures FTE 'S per 10 , 000/capita 0 . 034 0 . 033 0 . 032 Per capita cost (county support) $ 1 . 19 $ 1 . 23 $ 1 . 18 Goal ES10: Ensure the financial viability of the County through sound financial management practices. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 10- 1 : Sound Number of audit exceptions 0 0 0 asset management and financial Return on investments 1 .25% 1 .25% 1 . 25 % investment strategies ES 10-2 : Plan Percent of cash reserves 46% 36% 30% necessary resources to meet current and future operating and capital needs (priority outcome) Goal ES11 : Deliver on promises and be accountable for performance. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 11 - 1 : Percent of strategic plan outcomes with 100% 100% 100% Alignment of appropriate performance indicators services provided with community' s Community satisfaction with value of 95 % 95% 95% needs and desires County services for tax dollars paid 167 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Accounting - - 1000- 16200 DEPARTMENT DESCRIPTION : The Accounting Department is in charge of all general accounting functions , and must maintain and produce accurate records for various departments ' use to allow proper budgetary control . Maintains records for grants in the County, and assists in the annual audit by an independent auditor. Issues County warrants and provides budgetary control by processing supplemental appropriations, etcetera . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 662, 553 $ 673 , 614 $ 786 , 593 $ 786 , 593 Supplies 98 , 819 111 , 000 118 , 800 118 , 800 Purchased Services 42 , 786 34 , 700 39 , 800 39, 800 Fixed Charges 5 , 870 0 0 0 Capital 0 0 0 0 Gross County Cost $ 810 , 028 $ 819 , 314 $ 945 , 193 $ 945, 193 Revenue 0 0 0 0 Net County Cost $ 810 , 028 $ 819 , 314 $ 945 , 193 $ 945, 193 Budgeted Positions 6 . 0 6. 0 7 . 0 7 . 0 SUMMARY OF CHANGES : Personnel Services are up $ 112 , 979 with the mid-year Board approved staff changes to accommodate a reorganization and succession planning in the department. The upgrade of the Senior Accountant to Assistant Controller ($20 , 727 ), and creation of a new Accountant III position ($92 , 252 ) total the $ 112 , 979 . Software maintenance is up $ 10 , 000 . Required advertising for county warrants and payroll is up $2 , 000 . Additional funds in the amount of $3 , 000 have been added for travel to allow staff to keep current with changes in the profession . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Staffing changes were approved by the Board in April . Other increases are justified . BOARD ACTION : 168 ACCOUNTING ( CONTINUED ) 1000 - 16200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Account Payable warrants issued 15 , 556 15 , 500 15 , 500 Average number of employees paid 1 , 558 1 , 600 1 , 600 Number of employees trained on General 300 300 300 Ledger Total County federal funds $32 . 1 M $33 . OM $33 . OM Efficiency Measures FTE 's per 10 , 000/capita . 204 . 197 . 222 Per capita cost (county support) $2 . 83 $2 . 73 $3 . 00 Account Payable warrants per week per 299 300 300 A!P FTE Employees paid monthly per Payroll FTE 1 , 558 1 , 600 1 , 600 Goal ES12: Ensure the financial accounting of County funds is accurate. PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMAN CE INDICATOR(S) ES 11 - 1 : Government Financial Officers Achieved Achieved Planned Compliance with Association awards financial laws and generally accepted Complete submission of CAFR to Achieved Achieved Planned accounting required agencies by July 1st principles, etc . ES 11 -2 : Annual external audit has no major Achieved Achieved Planned Cohesive, issues standardized County-wide financial systems and processes 169 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATIONP BUDGET UNIT TITLE AND NUMBER : Purchasing, - - 1000- 16300 DEPARTMENT DESCRIPTION : Is responsible for all purchases whether by formal bid , telephone proposal , or quotation . Maintains vendor bid list for all types of bidding . Department seeks approval from the Board of County Commissioners on all bids over $ 10 , 000 . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 171 , 579 $ 175 , 620 $ 272 , 330 $ 272 , 330 Supplies 214 250 250 250 Purchased Services 4 , 926 7 , 050 9 , 750 9 , 750 Fixed Charges 94 , 378 101 , 834 0 0 Gross County Cost $ 271 , 097 $ 284 , 754 $ 282 , 330 $ 282 , 330 Revenue 0 0 0 0 Net County Cost $ 271 , 097 $ 284 , 754 $ 282 , 330 $ 282 , 330 Budgeted Positions 2 . 5 2 . 5 3 . 0 3 . 0 SUMMARY OF CHANGES : Budget reflects the May 8 , 2017 , decision of the Board to eliminate the GSA Director's position ($ 101 , 834 ) and hire a full-time Purchasing Manager ($96 , 710 ) that will report to the Controller. The net savings will be $5 , 124 . This changes is part of an overall reorganization and succession planning effort for the Finance and Administration area . Other changes are phone charges have been increased $950 , and travel and meeting expenses $1 , 750 in case the Purchasing Manager needs to attend training or a professional conference . No other changes. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 170 PUSCHASING ( CONTINUED ) 1000 - 16300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of formal bids presented to BOCC 138 140 140 Number of bids 201 205 205 Number of Purchase Orders placed 975 990 990 Efficiency Measures FTE 'S per 10 , 000/capita . 085 . 082 . 095 Per capita cost ( county support) $ 0 . 92 $0 . 93 $0 . 90 No . of formal bids/FTE presented to BO CC 55 56 47 Goal ES-13 : To provide the effective procurement of quality products and services at the best value to Weld County tax payers. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES * OBJECTIVE/KEY PERFORMANCE INDICATOR(S)* ES- 13- 1 : To Inclusion of as many vendors as possible On-going and On-going and On-going and acquire goods on every bidding opportunity . continual . continual . continual. and services at the best possible Evaluation of current practices by value . attending appropriate training and review 1 seminar Attendance of 3 Attendance at of peer codes. attended. seminars. I seminar. ES 13 -2 : Ensure All goods and services acquired via all procurement requirements of the Weld County Code. 100% 100% 100% processes are conducted in Development of guidance documents and accordance with other tools so that Departments are 8 developed All developed All developed county, state, confident in their practices. and updated . documents documents and federal updated . updated . rules. Purchases will be audited for compliance on-going and On-going and With Weld County Code. continual . continual . On-going and continual, 171 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Human Resources -- 1000- 16400 DEPARTMENT DESCRIPTION : Created by the Home Rule Charter. This department is responsible for setting up employment policies, rules, job classification , and compensation . Full scope employment efforts managed by Human Resources, with assistance given as needed , especially in the areas of recruiting , hiring , discipline and terminations. Training of staff including supervisors, managers and line employees play an important role in this department. The county's risk management and wellness programs are also funded in this budget unit. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 044 , 182 $ 923 , 260 $ 923 , 260 $ 923 , 260 Supplies 89 , 138 248 , 005 306 , 463 304 ,463 Purchased Services 69 , 630 80 , 900 67 , 100 67 , 100 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1 , 202 , 950 $ 1 ,252 , 165 $ 1 ,296 , 823 $ 1 , 296 , 823 Revenue 0 0 0 0 Net County Cost $ 1 , 202 , 950 $ 1 ,252 , 165 $ 1 ,296 , 823 $ 1 , 296 , 823 Budgeted Positions 11 10 10 10 SUMMARY OF CHANGES : Supplies are up $68 , 468 with nearly all of the increase attributed to software maintenance ($67 , 668 ), and supplies ( $800 ) . Purchased Services are down $ 13 , 800 due to a reduction in advertising with the use of NeoGov. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 172 HUMAN RESOURCES ( CONTINUED ) 1000 - 16400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Authorized County positions ( FIE' S ) 1 , 492 1 , 505 1 , 550 Occupied FTE' S 1 , 410 1 , 440 1 ,440 Employees Terminated/Resigned/Retired 100 100 100 Employees Hired 120 120 120 Turnover Rate 9% 10% 10% Efficiency Measures FTE' S per 10 , 000/capita . 374 . 328 . 317 Per capita cost ( county support) $4 . 08 $4 . 11 $4 . 11 Personnel served per FTE 136 151 155 Goal ES14 : Attract, develop and retain an effective diverse and dedicated team of employees. PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 12- 1 : Continue working with our Testing done Testing, Continue to streamline Provide Departments in recruiting after filtering, process . increase ability to departments and hiring efforts to interviews, recruiting best test skills prior to with best provide the best qualified managers not candidates interviewing candidates qualified individuals for their open getting enough when possible. Continue to personnel positions . qualified research recruiting sources candidates to find best candidates . 173 HUMAN RESOURCES ( CONTINUED ) 1000 - 16400 PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES12-2 : Enhance PeopleSoft use Managers put The enhancements created by the upgrade should. PeopleSoft for our employees & basic info in make People Soft a much better tool for ePerformance Managers . Continue to ePerformance employees, supervisors and. managers. Managers system create better evaluations to look at use ePerformance as a management tool becomes and data for all to see. PAST throughout the year to enable ability to track & greater value Continue to enhance performance monitor skills year round.. Evaluations become for our reporting to Enable better tool for managing performance level & Managers and Managers to use discussions had with employees on an ongoing employees ePerformance as a basis. Reporting delivered will enable managers successful management to monitor and hold staff accountable more tool . successfully. ES12-3 : Continue training programs Development Continue Leadership Classes for Supervisors and Workforce in skills needed for staff in process Managers skills to development. Develop and support County initiate leadership training priorities for our employees to (leadership, enable them to grow and customer be successful as managers service, fiscal and leaders , problem- solving, etc) County Skills Work within our Ongoing training at all levels will enhance the Training Departments and outside skills and employee satisfaction and help reduce resources to offer specific turnover. training to all County employees to enhance their skills and abilities on an everyday basis. Included is working with ACS on Computer support (Excel or other programs needed), E512-4: Continue to enhance Development Goal is to continue to reduce the health risks Enhance Wellness Program, in process affecting the individuals thereby affecting our Wellness partnering with our claims for both Health Insurance as well as Program to providers to provide Workers Comp by .75% annually. provide cost effective metrics and proof savings and of County cost savings . benefits to County and employees 174 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER : Planning and Zoning - - 1000- 17100 DEPARTMENT DESCRIPTION : Provides the Weld County Planning Commission and Board of County Commissioners with research and recommendations regarding land use decisions in relationship to the Weld County Comprehensive Plan , zoning , and the issuance of land use entitlements . The department provides information , guidance , and assistance to Weld County citizens and jurisdictions with land use decisions and community development activities . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 418, 807 $ 1 , 635 , 235 $ 1 , 635 , 235 $ 1 , 635 , 235 Supplies 3 , 160 21 , 500 17 , 500 17 , 500 Purchased Services 439 , 518 438 , 284 536 , 485 536 , 485 Contra Account - 138 ,415 - 174 , 027 - 147 , 217 - 147 , 217 Gross County Cost $ 1 , 723 , 070 $ 1 , 920 , 992 $ 2 , 042 , 003 $ 2 , 042, 003 Revenue 426 , 092 585 , 500 615 , 000 615 , 000 Net County Cost $ 1 , 296 , 978 $ 1 , 335 ,492 $ 1 ,427 , 003 $ 1 ,427 , 003 Budgeted Positions 16 . 00 17 . 00 17. 00 17 . 00 SUMMARY OF CHANGES : Supplies are down $4 , 000 primarily due to drop in software costs . Purchased services are up $98 ,201 due to chargebacks from Engineering and the Oil and Gas Liaison position from Environmental Health . The contra account is down $26 , 810 based upon the anticipated chargeback to Building Inspection from Planning . Revenues are up $29 , 500 based upon increase in land use permit activity. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 175 PLANNING AND ZONING ( CONTINUED ) 1000 - 17100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED (2016) (2017 ) (2018 ) Current Planning Work Outputs, N umber of total applications submitted 593 625 650 N umber of administrative land use cases 386 400 450 N umber of Grading Permits 38 45 50 N umber of Geo Hazard Permits 0 2 4 N umber of FHDP and FP { Flood Hazard Dev . 73 75 80 Permits} WOG LA (Oil and Gas Location Assessments) 0 75 300 Lang Range Planning Work Outputs N pecial Projects 1 1 1 Walk in 's 1 , 302 1 , 350 1 ,400 Pre-Application Meetings 270 280 300 Code Revisions 8 6 9 Comp Plan Amendments 0 1 2 Technical. Support Work Outputs, Total Public Hearings ( PC and BOCC ) 160 175 200 Case Clean Up ( RE , SE , USR, Subdivisions) 10 20 20 Town/County Staff Outreach Meetings 2 2 2 Compliance Planning Work Outputs, Number of Complaints 154 300 300 Number of violations issued 148 300 300 N umber of violations closed 122 200 200 Average number of County Court hearings 12 12 12 (Vouchers ) 1 2 2 Efficiency Measures FTE 's per 10 , 000/capita . 543 . 558 . 539 Per capita cost { county support) $4 .40 $4 . 38 $4 . 53 176 PLANNING ANC ZONING. ( CONTINUED ) 1000 - 17100 Goal CEDI Increase effectiveness by maintaining regular communication with the public, outside agencies, County depart ents, and the County Planning Commission. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED1 - 1 : Improved Revise website as needed but no less than 100% 100'%0 100% community unity access monthly to land use trend information and implementation of Citizen Access 50% 85% 100% services module in Accella. Implement EDR (Electronic Document 25% 50% 75% Review) CEL) 1 -2 : Prepare a A survey will be sent out to all customers survey to gain that completed an entitlement process feedback from with the County, e.g. RE, SE, SPR, USR, customers on the Subdivision, etc . The purpose of the 50 % 75% 100% land use process survey is to gain feedback about level of service and to provide suggestions . CED1 -3 : Strong Staff attendance of monthly meetings 12 8 4 relationships with with Municipal planning staff. municipal planning departments and Attend. one Annual Summit with excellent municipal staff and. conduct 2020 Forum 1 2 2 knowledge of as precursor to Comp Plan Amendment current regional issues CED1 -4 : A well- Minimum of six Planning Commission 6 4 4 informed and training sessions prepared Planning Commission A well-informed. Minimum of one BOA training sessions 1 1 1 and prepared Board throughout year of Adjustment CED 1 -5 : Adequate Update Ordinance and Policies per 100% 100% 100% decision making Commissioner direction tools for BCC 100% of special projects requested by the Board are completed 100% 100% 100% 177 PLANNING AND - -- IN ( CONTINUED ) 1000 - 17100 Goal CEII2 : Plan for the long-term development and legacy of the County to ensure efficiency of services to promote economical investments. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATORS) CED2- 1 : Updated Completion of any Comprehensive Plan 0 0 Regional amendments related to RUA's Urbanization Area Plans CED-2: Provide Staff attendance at HWY 85 Coalition 12 4 2 staff to support the meetings . HWY 85 Coalition Progress towards a HWY 85 Regional Plan 50% 50% 50% Goal CED3 : Provide consistency, quality, and thoughtful land use and transportation planning. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED3- 1 : Increased Support new non- agrarian development nla infill development, to occur within intergovernmental located where agreement area and urban growth public infrastructure boundaries is available CED3-2: Continue Revision of WCC in response to research 100% 100% 100% to develop and and applicant feedback concerning Weld. evolve land use County's process versus land use process which processes in other jurisdictions minimizes burdensome restrictions Goal CED4 : Develop and maintain incentives for small business development DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE ICATOR(S) CED4- 1 : Approval and Authorization of SBIP 1 1 2 Promote small plans by the Board of County business Commissioners development in the County 178 PLANNING AND ZONIN ( CONTINUED ) 1000 - 17100 Goal CED5 : Minimize government by implementing common sense approaches to solving problems and adapting to changes. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED5 - 1 : Routinely reviewing code to determine 2 4 6 Continually review applicability and ensuring that the code is County codes to consistent with the County's vision, ensure they meet policies and ideology. Accomplished the county' s through code changes philosophy and ideology Goal CED6: Work with, not against, the flowing tide of free markets whereby reducing or eliminating red tape and barriers to entry. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CEDE- 1 : Promote Meet with business leaders, owners and 100% 100% 100% and sustain a economic development groups . Provide business friendly outreach and education on the various culture programs that the County offers . Promote economic development 179 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : BUILDINGS AND GROUNDS BUDGET UNIT TITLE AND NUMBER : Buildings and Grounds -- 1000- 17200 DEPARTMENT DESCRIPTION : Buildings and Grounds maintains all county buildings and grounds in the fields of air conditioning , heating , plumbing , carpentry , painting , electrical , lawn and grounds care , furniture moves , snow removal , etc. This Department performs cleaning tasks in the Courthouse , Centennial Complex, Human Services Buildings, South County Services Building , Public Works Headquarters, North County Jail , Health Building , Training Center, Southwest Weld Administration Building , Public Safety Administration Building , Alternative Programs Building , Community Corrections Building , Regional Crime Lab , and Weld Business Park Administrative Buildings. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 087 , 535 $ 2 , 163 , 637 $ 2 , 344 , 064 $ 2 , 344 , 064 Supplies 738 , 540 638 , 324 749 , 824 749 , 824 Purchased Services 3 , 540 395 3 , 784 , 750 3 , 674 , 750 3 , 674 , 750 Fixed Charges 10 , 223 32 , 000 22 , 000 22 , 000 Contra Account - 275 , 630 -260 , 000 -275 , 000 -275 , 000 Capital 20 ,429 0 0 0 Gross County Cost $ 6 , 121 ,492 $ 6 , 358 , 711 $ 6 , 515 , 638 $ 6 , 515 , 638 Revenue 0 0 0 0 Net County Cost $ 6 , 121 ,492 $ 6 , 358 , 711 $ 6 , 515 , 638 $ 6 , 515 , 638 Budgeted Positions 25 26 . 5 28 . 5 28 . 5 SUMMARY OF CHANGES : Requested budget is up $ 156 , 926 or 2 .47% . Personnel Services are up $ 180 ,427 for a Building Automation Supervisor ( $ 109 , 345 ), Grounds Technician ($59 , 540 ), and a 10% upgrade to the Skilled Trades Supervisor ($ 11 , 542 ). The Building Automation Supervisor and other upgrade are necessary to handle all the new automated systems, like proxy cards , camera system , jail controls , digital lighting , and new fuel system . The Grounds Technician is necessary to keep up with the workload of maintaining the outside of the buildings. Supplies are up $ 111 , 500 primarily with a shift in the accounting for janitorial supplies and services ($ 110 , 000) . Purchased Services are down $ 110 , 000 because of the same accounting shift. Line items in both categories have been adjusted to reflect historical expenditure patterns. Fixed costs are down $ 10 , 000 for equipment rental costs. Contra account is up $ 15 , 000 for charge back amounts to departments for grant recovery purposes. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . New position and upgrade are both necessary and cost effective . At an average cost of $4. 34 per square foot, the department is very good by industrial standards. Most entities are in the $7 . 00 to $ 10 . 00 per square foot range for building and grounds maintenance . BOARD ACTION : 180 BUILDINGS AND GROUNDS ( CONTINUED ) 1000 - 17200 PERFORMANCE MEASURES ACTUAL, ESTIMATED PROJECTED Work Outputs Number of square feet maintained 1 ,501 ,082 1 , 501 , 082 1 ,501 ,082 Number of preventative maintenance work orders ( PMs) 990 990 990 Number of tracked repair work orders 9, 629 9 , 600 9 ,600 Efficiency Measures FTE' S per 10, 000/capita 0. 85 0 .87 0.90 Per capita cost (county support) $20 .79 $20. 88 $20 . 66 Cost per square foot $4. 07 $4 .23 $4. 34 Goal ES 17 : Plan, construct, and maintain well-designed County facilities in time to meet the needs of Weld County. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACT UAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 17- 1 a Customer Maintain customer complaints above satisfaction with 98% level . 99% 98% 99% cleanliness of facilities ES 17-2b Prioritize and correct safety deficiencies 100% 100% 100% Eliminate injuries as they arise contributed to facility 100% of facilities meeting ADA 100% 100% 100% deficiencies requirements ES 17-3c Improve Respond to hot/cold calls within 30 99% 98% 99% customer minutes above the 98% response level satisfaction with environmental comfort controls 181 BUILDINGS AND GROUNDS ( CONTINUED ) 1000 - 17200 Goal ES18 : Direct planning, design, engineering, construction services, and capital improvements DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) Cost effectively Ensure construction and improvement 100% 100% 100% manage building projects stay within budget improvements and construction Goal ES19 : Ensure a responsive, service-oriented, effective maintenance services DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) Maintenance Maintenance issues are cleared within 30 98% 98% 98% requests are days of work order submission completed within a timely manner for customers Goal ES20 : Perform preventative maintenance actions to reduce lifetime operational cost DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) Reduce Complete monthly, quarterly, and annual 100% 100% 100% operational costs periodic maintenance requirements in through effective accordance with manufacturer preventative recommendations and industry standards maintenance program 182 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : BUILDINGS AND GROUNDS BUDGET UNIT TITLE AND NUMBER : Weld Plaza Building - - 1000- 17250 DEPARTMENT DESCRIPTION : The Weld Plaza Building was purchased in 2014 for future justice services and court related county offices. The building has excess space that will be leased until there is a county need . This budget accounts for the costs and rental revenues of the building . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 595 , 267 0 0 0 Purchased Services 52 , 543 633 , 800 633 , 800 633 , 800 Fixed Charges 44 , 544 41 , 250 41 , 250 41 ,250 Capital 0 0 0 0 Gross County Cost $ 692 , 354 $ 675 , 050 $ 675 , 050 $ 675 , 050 Revenue 1 , 123 , 049 1 , 327 , 624 1 , 279 , 148 1 , 279 , 148 Net County Cost $ -430 , 695 $ -652 , 574 $ -604 , 098 $ -604 , 098 Budgeted Positions n/a nfa n/a n/a SUMMARY OF CHANGES : The building is managed by a real estate management firm . Budget reflects the costs of the entire building ($675 , 050 ) and revenues from the leased space ($ 1 , 087 , 340 ) and Social Service space reimbursement ($ 191 , 808 ) total $ 1 , 279 , 148 . The building generates a positive cash flow of $604 , 098 . In the capital budget there is $750 , 000 budgeted for upgrades and improvement to the facility. In January , 2017 , the Child Welfare unit with approximately 120 employees relocated to the Plaza Annex, and the first floor of the main building . They will occupy approximately 22 . 51 % of the building . Elections will moving into the first floor in 2018 , but no revenue will be realized in this budget from their occupancy. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 183 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : INFORMATION TECHNOLOGY BUDGET UNIT TITLE AND NUMBER : Information Technology - - 1000- 17300 DEPARTMENT DESCRIPTION : Information Technology provides the technology involving the development, maintenance , and use of computer systems, software , networks, and telecommunications for the processing and distribution of data support services to Weld County. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 5 , 191 , 701 $ 5 , 307 , 010 $ 5 , 679 , 175 $ 5 , 679 , 175 Supplies 1 , 971 , 970 1 , 184 , 076 1 , 345 , 738 1 , 345 , 738 Purchased Services 492 ,469 680, 170 928 , 838 928 , 838 Contra Account - 1 , 902 , 320 - 1 ,200 , 000 - 1 , 600 , 000 - 1 , 600 000 Capital 197 , 690 1 , 142 , 500 1 , 070 , 500 1 , 070 , 500 Gross County Cost $ 5 , 951 , 510 $ 7 , 113 , 756 $ 7 ,424 , 251 $ 7 ,424 , 251 Revenue 0 0 0 0 Net County Cost $ 5 , 951 , 510 $ 7 , 113 , 756 $ 7 ,424 , 251 $ 7 ,424 , 251 Budgeted Positions 46 46 49 L 49 SUMMARY OF CHANGES : Personnel Services are up $372 , 165 for the two additional Business Process Analysts ($245 , 924 ) and upgrades ($29 ,296 ) approved mid-year. Plus , an additional Business Intelligence Analyst position for the dashboard reporting is included in the 2018 budget ($96 , 945 ). Supplies are up $ 161 , 662 due to increases in software maintenance ($ 131 , 162 ), software ($5 , 500 ) , and computer equipment ( $25 , 000 ), which is in accordance with the Five-Year Capital Improvement Plan . Purchased Services are up $248 , 668 primarily for computer and software maintenance . Charge backs in the contra account are up $400 , 000 due to the two new Business Process Analysts, and recent usage trends by grant funded departments. Capital is funded in accordance with the Five- Year Capital Improvement Plan with $490 , 500 for computer equipment and $80 , 000 for software . For 2018 , compliance projects (legal , vendor or state mandated ) and departmental projects there has been $500 , 000 funded in account 6570 Miscellaneous. Like last year it is anticipated that a IT budget work session will be held with IT staff and requesting departments presenting the requests along with IT management and Finance and Administration recommendations for the Board 's review. The Commissioners will make the final determination of 2018 funding of each project. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The budget is broken out more accurately in the respective line items since the department is gathering better detail after assuming the operation from a contractor in 2014 . The expenditures are consistent with the Five-Year Capital Improvement Plan . BOARD ACTION : 184 INFORMATION TECHNOLOGY ( CONTINUED ) 1000 - 17300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of Computing Devices Supported 3 , 150 2 , 201 2 , 300 N umber of Personal Computer systems installed/replaced 497 165 458 N umber of IT Managed Projects 121 70 65 N umber of Technical Support Calls/Month 1 ,400 1 , 244 1 , 300 N umber of Office 365 Accounts Migrated 1 , 000 646 0 N umber of Virtual Servers Managed 175 275 275 N umber of Application Managed 125 125 125 Efficiency Measures FTE 'S per 10 , 000/capita 1 . 562 1 . 510 1 . 554 Per capita cost (county support) $20 . 21 $23 . 35 $23 . 55 Mission Statement (Information Technology) : The mission of the Weld County Information Technology (IT) Department is to provide responsive, adaptive, transformative, innovative, and cost- effective information technology solutions and services . This assists County departments and offices to successfully achieve their objectives . IT will assist with the implementation and support of technology solutions empowering the citizens of Weld County to access information and mission critical services in a comprehensive, responsive and effective manner. 185 INFORMATION TECHNOLOGY ( CONTINUED ) 1000 - 17300 Goal 1 : — Information Technology Security IT security is a mission critical function that has a shared accountability across all departments and offices within the County . Developing and maintaining a robust IT Security framework that is built on industry best-practice, instills trust and confidence in the departments and offices of the County from the citizens of Weld County . IT security is an iterative process that we must remain vigilant with our efforts in support of and also in how we communicate the importance of IT Security to all business units and offices within the County . Goal 2 : — Adopting Cloud Services Weld County embraces the spirit and the potential value-add of Cloud Computing. Weld County IT will use a thoughtful, blended and transparent approach when implementing these technologies and services and will guide the County on the uses and benefits of Cloud Computing. This will allow us to leverage the potential increases in system availability, application stability, security and functionality of services associated to Cloud Computing. Goal 3 : — Consolidation and Optimization Network, Voice, Data Center, Enterprise Applications and Storage environments are a critical component ofthe Weld County IT infrastructure. Traditional data centers have substantial electrical , cooling and cabling requirements . Hardware and software virtualization technologies provide the ability to consolidate these environments . This consolidation assists Weld County IT with keeping capital and operational expenses lower, while still providing a highly available and robust network and server environment. Consolidating network and voice services allows the County to leverage investments into core network technologies and provides a more robust and functional County phone system. Implement advanced features that will optimize call centers for Human Services, Information Technology and other County offices and departments . Providing a comprehensive application portfolio for the County will assist IT, departments and offices with planning future upgrades, professional development, potential of consolidating enterprise applications and staffing levels . Goal 4 : — Budget and Cost Control Leading with responsive, innovative and cost effective services is a core value of the County . IT is an important part of this value and focusing on cost control, cost reduction and budget transparency is an important part of our mission. This should be done internal to IT, but also focusing on other departments and offices technology to ensure we are investing in proven applications and hardware that integrate into the existing environment as well as achieving the business need . Goal 5 : — Human Resource 1 Talent Management Hiring and retaining quality IT team members enables higher levels of service and professionalism to County offices and departments . Creating a work environment that is open and communicative assists with the recruiting of qualified IT professionals . Implementing a flexible schedule allows for team members to achieve a work/life balance and ultimately expands the hours of support provided by IT to the County. Working within the County framework, develop a 5 year compensation plan for the IT department. Having a compensation plan provides team members the ability to plan and forecast their career path. This plan, along with investing in team member' s professional development builds continuity and a consistent team knowledge base. Goal 6 : — Strategic IT Planning Providing a technology roadmap and strategic plan for the County will prepare the IT department and other areas of the county, specifically the BOCC with a framework that can be referenced and measured against for years to come. IT strategic planning must be a comprehensive process that includes all areas of the County. Meeting with the business units and understanding their needs is a key component to ensuring the technology and associated infrastructure aligns with the needs of the County departments and the citizens they support. The plan is intended to be dynamic in nature, so that as technology changes, so too can the way we support it. Key items associated to the strategic plan are ; annual review of the Capital Improvement Plan (CIP), review of qualifying domains, and ensuring the IT strategic plan aligns with the overall County mission. 186 INFORMATION TECHNOLOGY ( CONTINUED ) 1000 - 17300 Goal 7 : — Mobility Anytime / anywhere computing is a requirement for all technology enabled organizations . The ability to have a mobile workforce is critical in today ' s world along with providing a mobile friendly technology environment that is functional across all types of mobile devices and operating systems . County department and offices have the need to move seamlessly from office, to the field, to home and beyond . This mobility needs to be done in a secure and functional way that is fully supported by the IT department and the associated application vendors the County uses to perform its specific functions . Goal 8 : — Disaster Recovery and Business Continuity Information Technology provides the foundation for many of the County ' s critical services . Disaster recovery and business continuity planning are a part of every successful organization. Determining mission critical IT services is a collaborative process and involves all departments and offices within the County . We must be able to communicate, process critical County functions such as payroll, and deliver services to the citizens of Weld County during disasters . The ability to recover critical services is dependent upon hardware, software and key personnel . An environment that is geographically located far enough from the County is ideal, and should take into count a regional type of disaster. A detailed DR/BC plan should be developed and then reviewed annually by IT, County departments and the BOCC. Goal 9 : — Geographic Information Systems (GIS) The GIS domain is a strategic enterprise platform of technology with a high operational impact. Its users seek to create, collect, maintain and distribute high quality, accurate and complete geospatial data and services . The County will raise the awareness of both the beneficial business applications of GIS and seek to cultivate the advanced analytical use of the technology amongst its users . NOTE : INFORMATION TECHNOLOGY HAS A COMPREHENSIVE STRATEGIC PLAN AVAILABLE ONLINE AT: http ://wc i.. w eld . gov/DepartmentL inks/InformationTechnolo gy/index.html 187 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : INFORMATION TECHNOLOGY BUDGET UNIT TITLE AND NUMBER : Geographical Information System - - 1000- 17350 DEPARTMENT DESCRIPTION : Geographical Information Systems ( GIS ) provides the technical support for the development and maintenance of the Weld County geographical information system that serves the entire county and some outside entities. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 151 ,473 111 . 075 125 , 675 125 , 675 Purchased Services 67 , 433 9 , 220 9 , 220 9 , 220 Fixed Charges 0 Capital 0 0 91 , 000 91 , 000 Gross County Cost $ 218 , 906 $ 120 ,295 $ 225 , 895 $ 225 , 895 Revenue 4 ,441 4 , 800 4 , 500 4 , 500 Net County Cost $ 214 ,465 $ 115 ,495 $ 221 , 395 $ 221 , 395 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES : Supplies are up $ 14 , 600 for software maintenance . Capital is up $91 , 000 for Google imagery for 2 ,400 square miles ( $31 , 000 ), and Nearmap imagery for 1 ,200 square miles ( $60 , 000 ). The imagery is done every two years. Use of the Google and Nearmap imagery will eliminate the need to participate with DRCOG' s aerial photography , and will result is better quality imagery at less cost. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Every two years this budget has the imagery update costs . BOARD ACTION : 188 GEOGRAPHICAL INFORMATION SYSTEM ( CONTINUED ) 1Q00 - 17350 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs # Parcels in Database 129 ,200 129 , 500 130 , 000 # Parcels Updated 600 600 600 # Available Coverage ( Layers) in GIS 3 , 200 3 , 200 3 ,200 Efficiency Measures FTE 'S per 10 , 000/capita 0 . 000 0 . 000 0 . 000 Per capita costs {County support} $0 . 73 $0 . 38 $0 . 70 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : GIS is a division of Information Services, see goals for Budget Unit 1000- 17300 . 189 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : INFORMATION TECHNOLOGY BUDGET UNIT TITLE AND NUMBER : Technology Projects - - 1000- 17375 DEPARTMENT DESCRIPTION : Technology Projects focus on how to take advantage of innovative technological solutions for service delivery in county government, help in reengineering county practices and policies to determine the most efficient ways to conduct business, to help departments determine how to consolidate the delivery of any redundant services , and to realize the maximum potential of new technologies that Weld County can implement. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 48 , 523 428 , 500 500 , 000 500 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 48 , 523 $ 428 , 500 $ 500, 000 $ 500 , 000 Revenue 0 0 0 0 Net County Cost $ 48 , 523 $ 428 , 500 $ 500 , 000 $ 500 , 000 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES : As this program moves into its sixth year the program has evolved into a program with a different character than first envisioned . Also , the amount of funding to support the concept has proven to be substantially less than the original $2 , 000 , 000 funding level . Part of the change is that many of the technology projects first envisioned are being incorporated into the Information Technology ( IT) budget . In the 2015 budget $ 1 , 000 , 000 was moved to the IT budget, and in the 2016 budget another $500 , 000 was moved to the IT budget, as an allocation to be used for new IT requests from departments . The $500 , 000 remaining in the 2018 budget for projects should be adequate to address enterprise solutions, and technology projects not fitting into the IT budget. 190 TECHNOLOGY PROJECTS ( CONTINUED ) 1000 - 17375 FINANCE/ADMINISTRATION RECOMMENDATION : Like last year it is anticipated that a Technology project budget work session will be held with IT staff and requesting departments presenting the requests along with IT management and Finance and Administration recommendations for the Board 's review. The Commissioners will make the final determination of 2018 funding of each project. Some of the funds in this budget can also be used for needed resources identified in the Lean process as projects are done during 2018 . BOARD ACTION : 191 BUDGET UNIT RE SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Printing and Supplies - - 1000- 17600 DEPARTMENT DESCRIPTION : Provides printing and supply support and courier services to the County. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 227, 787 $ 258 , 753 $ 258 , 753 $ 258 , 753 Supplies 74 , 255 82 , 500 82 , 500 82 , 500 Purchased Services 52 , 635 62 , 780 62 , 780 62, 780 Fixed Charges 0 0 0 0 Capital Gross County Cost $ 354 , 677 $ 404 , 033 $ 404 , 033 $ 404, 033 Revenue 268 , 931 285 , 100 285 , 100 285 , 100 Net County Cost $ 85, 746 $ 118 , 933 $ 118 , 933 $ 118, 933 Budgeted Positions 3 4 4 4 SUMMARY OF CHANGES : No change in overall budget. Line-item accounts have been adjusted to reflect historical expenditure patterns. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 192 PRINTING AND SUPPLIES ( CONTINUED ) 1000 - 17600 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Print Orders 2 , 855 2 , 900 2 , 900 Mail Pieces 700 , 000 700 , 000 700 , 000 Supply Orders 1 ,289 1 , 300 1 , 300 Efficiency Measures FTE 's per 10 , 000/capita 0 . 102 0 . 131 0 . 127 Per Capita cost ( county support) $ .291 $ . 390 $ . 377 Goal ES16: Deliver timely, high quality and cost-effective printing and supply services to County departments. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 13 - 1 : User 98% of users satisfied with quality and 99% 99% 99% friendly printing timeliness of services services to meet expanding user needs 193 SEVEN YEAR TREND Sheriffs Office Local Costs $45 $40 - - $35 $30 $25 z O J J $20 $ 15 $ 10 $5 2012 2013 2014 2015 2016 2017 2018 194 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Summary All Departments DEPARTMENT DESCRIPTION : See individual budget units. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 31 , 571 , 720 $ 31 , 214 , 177 $ 33 , 277 , 116 $ 33 , 277 , 116 Supplies 953 , 641 1 , 177 , 764 1 , 381 , 337 1 , 381 , 337 Purchased Services 7 , 677 , 675 8 , 209 , 560 8 , 466 , 856 8 , 466 , 856 Fixed Charges -84 , 136 -82 , 804 -82 , 804 -82 ,804 Capital 28 , 963 41 , 030 16 , 800 16 , 800 Gross County Cost $ 40 , 147 , 863 $ 40 , 559 , 727 $ 43 , 059 , 305 $ 43 , 059 , 305 Revenue 3 , 391 , 053 2 , 893 , 740 2 , 426 ,498 2 , 426 ,498 Net County Cost $ 36 , 756 , 810 $ 37 , 665 , 987 $ 40 , 632 , 807 $ 40 , 632 , 807 Budget Positions 356 .25 358 . 0 384 . 0 384 . 0 SUMMARY OF CHANGES : The Sheriff's Office is requesting an increase in Net County Cost from the 2017 approved budget of $2 , 966 , 820 . This accounts fora 7 . 89% total increase from 2017 . The justification for this change is detailed below. Revenues: Overall revenues from the Sheriffs Office have decreased by $467 ,242 . • Due to the reduction of four (4 ) municipal contract and school resource positions under Contract Services ( Org 21210 ), revenue is expected to decrease by $373 , 150 . • Under Courts and Transport, revenue was still budgeted for Work Release , which is no longer under the Sheriff's Office and hasn 't received revenues since the beginning of 2016 . This is a $200 , 000 reduction in revenues. • There are minor increases in revenue throughout the budget based on historical collections and anticipated volume in 2018 . The Sheriff's Office is also regularly pursuing grants and other sources of revenue to offset budget requirements . Personnel : The Sheriff's Office is asking for an increase of 26 . 0 FTE to fully staff the North Jail Complex ( NJC ) , and movement of 4. 0 FTE within the Patrol Division instead of eliminating positions. • Detentions Division is requesting an increase of 26 . 0 FTE . This includes 24 . 0 Deputies and 2 Sergeants for supervision . Approval will allow for four (4 ) duty stations requiring 6 . 0 FTE each to operate consistently at 24-hour staffing . The remaining 2 supervisor positions are consistent with current workloads throughout the NJC . The increase in staffing will allow the NJC to operate at full capacity of 779 beds . Based on current populations , the increase in staffing and capacity will bring the current inmate population to 86%-89% capacity, which is still slightly higher than the targeted 80% capacity. This is consistent with past duty station requests for staffing . 195 SHERIFF OFFICE SUMMARY ( CONTINUED ) Personnel , continued • Patrol Division is losing four (4 ) Contract Services positions by 2018 because of a reduction in services requested by outside entities . The Patrol Unit (Org 21200 ) has requested those four (4 ) positions be moved to increase Patrol for actual `first responders' to improve the effectiveness and efficiency of the division as a whole . This is done without increasing the FTE to the County while asking for such a large , needed increase for Detentions. The move reflects a zero expense increase to the Patrol Division , but is reflected in the reduction of revenues anticipated for 2018 . Supplies (total increase of $203 , 573 ): • Small Items of Equipment has increased by $86 , 719 , of which there are reductions in Purchased Services to offset some of these expenses . Some of these increases are due to a new critical response team in the Jail called SOG that is being outfit as a new expense ($42 , 410 ) , replacing old and outdated riot gear for Patrol ($25 , 975 ), replacement of a K-9 ($8 , 000) , and adding laptops to the FT0 Training program ($20 , 288 ). • Computer Software has increased by $41 , 384 . Of this , $36 , 000 is for APS E-ticketing and E- crash software anticipated for the increase in MDTs as a project for IT. The Regional Lab is also asking for an increase of $8, 270 specific to software necessary to perform investigations on smartphones and the evolving technology required to do so . • Firearms supplies is increasing by $28 , 976 due to the increased training required for more deputies and more deputies carrying weapons. Firearms training is a high liability area and adequate training supplies are imperative . • Client Supplies has increased by $ 13 , 283 as calculated by the increase in inmate population , and the increased need for suicide smocks and blankets within this category . • Uniforms has increased by $22 , 481 . This can be reduced by $28 , 262 if the additional FTE are not approved , as the increase is specific to these new deputies. Purchased Services (total increase of $257 ,296 ) : • The inmate medical contract is the largest part of this increase ( $ 153 , 578 ). Paired with the increase in inmate food contract ( $48 , 715 ), the entire increase is accounted for here . • Courts and Transport has budgeted for a $35 , 657 increase in the Courts Security contract, which is going out to RFP late 2017 . This is a reasonable increase for the services provided . • Phones were increased by $26 , 212 due to the Patrol Unit cell phone service increased in 2017 . This may be offset by the V0IP savings anticipated , but without having numbers , the increase is only anticipated . Please note : In Detentions, phone charges have been allocated to each unit instead of all being charged to Courts and Transport, and the Sheriffs Office is working with IT to clarify actual expense allocations for 2018 . • Training and Travel associated with training has increased by $36 , 659 , and this is reflective of the increase in staff recommended , the annual training for the jail 's SOG team ($ 18 , 700 ) as a high liability response team , and keeping the Polygraph school ($ 10 , 900 ) as the current deputy has fulfilled their 3 year commitment and this may be a new deputy in 2018 . • The county's share of the Regional Crime Lab operations and maintenance shared with the five partners is included in the 2018 budget for the first time since the original Department of Justice grant funding ended ($62 , 000 ) . • Vehicle expenses are budgeted as a decrease from 2017 of -$ 114 , 344 . 196 SHERIFF OFFICE SUMMARY ( CONTINUED ) Equipment (total request of $ 16 , 800 ): • Regional Lab is asking to replace a DME Forensic Workstation at $8 , 800 . • Investigations is asking for a color copier/printer/scanner for new buildout at $8 , 000 . In the General Fund Salary Contingency budget ( 1000-99999 ) there is $ 1 , 225 , 963 budgeted to fund the changes to address the recruitment and retention problem in the Sheriffs Office that were approved by the Board in April , 2017 . The three strategies approved are : • Adjust the pay steps system for public safety personnel (both Security and Patrol ) only by having step movements annually for good performers , so a public safety employee reaches the top pay step in 9 years versus 16 years under the current system . This will be more consistent and competitive with other law enforcement agencies in the area . • In Security flexibly staffing all Detention Deputy positions as Detention Deputy III positions authorized for grade 36 . Currently there are a set number of Detention Deputy I , II , and III positions , so there is not promotional opportunity until vacancies opens . A Detention Deputy would have to meet specific performance and training requirement to be promoted , much like how engineering staff works in Engineering , and certain clerical positions in the county. • Allow the Sheriff to hire experienced public safety employees and bring them into the pay system laterally based upon qualifications and experience . FINANCE/ADMINISTRATION RECOMMENDATION : See individual budget units . BOARD ACTION : See individual budget units. 197 SHERIFF ' S OFFICE DETENTIONS DIVISION COMBINED GOAL /DESIRED OUTCOMES KEY PERFORMANCE INDICA I OR Sheriff' s Office Mission Statement : "To provide effective public safety services with honor and integrity . " Detentions Division Mission Statement : "To accept and lawfully hold prisoners in a safe, humane and wholesome environment that returns people to the community better, or no worse, than they arrived? Goal SO DD 1 : Lawfully hold prisoners in a safe and humane environment. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTfIATED PROJECTED PERFORMANCE INDICATOR(S) SO DD 1 - 1 : ( 1 ) Average number of rule violations per day 9 Inmates comply with in the jail . 1 t 12 facility rules and regulations (2) The number of serious rule violations per 4 3 5 day in the jail. SO DD 1 -2: ( 1 ) The number of documented inmate Food service illnesses attributed to food service operations. operations are 0 0 0 hygienic, sanitary (2) The number of inmate grievances about and provide a food service decided in favor of the inmate in nutritional diet the past 12 months divided by the average daily jail population in the past 12 months 29 34 _ 40 SO DD 1 -3 : ( 1 ) The average daily jail population in the past Actual secure bed 12 months divided by the total number of 92.6% 98% 105% occupancy is within general population beds available in the past 12 reasonable months operational jail capacity (2) The number of sustained inmate grievances 49 70 100 about crowding and housing conditions. SO DD 1 -4: Inmates ( 1 ) The number of inmates withpositive initial have access to a tests for TB, Hepatitis A, B, or C, HIV or 3 5 7 continuum of health MRSA. care consistent with that available in the (2) The number of inmate deaths due to suicide 0 1 0 community or homicide. (3) The number of medical prescriptions 9,231 10,386 11 ,528 written in the jail population. SO DD 1 -5 : Safe operation of the ( 1 ) The number of Deputy overtime sign-up to 3,270 3 ,884 4,497 facility with the work a shift in the jail. proper number of employees to ensure Inmate safety. SO DD 1 -6: An ( 1 ) Number of sexual assaults reported in the investigation is jail population. 21 26 31 conducted and documents sexual (2) Number of reported sustained sexual assault or threat is assaults in the jail population. 1 3 3 reported in the jail. SO DD 1 -7: ( 1 ) Percentage of personal searches conducted Contraband is on intakes into facility. 100% 100% 100% minimized. It is detected when. (2) Percentage of times contraband is found present in the while conducting personal searches on intakes 24% 25% 30% facility. into the facility. (3) Percentage of time contraband is found on 100% 100% 100% inmates or property in jail population outside of booking. 198 SHERIFF ' SOFFICE DETENTIONS DIVISION COMBINED GOALS/ DESIRED OUTCOMES KEY PERFORMANCE INDICATORS Goal SO DD 2 : Maintain a continuum of effective jail alternatives that offer a range of sentencing and pre-adjudication options to secure custody. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) SO DD 2- 1 : Secure ( 1 ) The average number of offenders released county jail beds are from jail within 24 hours of admission per day. 10 13 15 used efficiently and effectively (2) The average number of jail bed used per day for pre-trial detention by the county/district 372 380 400 courts. (3) The average number of jail beds used per day for jail sentences by the county/district 178 188 200 courts. (4) The average number of jail beds used per day for jail sentences by other than 45 40 30 county/district courts. 199 SHERIFF ' S OFF PATROL DIVISION COMBINED GOAL /DESIRED OUTCOMES KEY PERFORMANCE INDICATORS Patrol Division Mission Statement : "To provide effective public safety services with honor and integrity ." Goal SO PD 1 : Protecting the well-being of the citizens of Weld County. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ( 1 ) Total number of UCR Part I Reported ( 1 ) 44 . 35 ( 1) 44. 35 ( 1 ) 44 . 33 SO PD 1 - 1 : Crimes per 10000 population Proactively work to reduce crime (2) Total number of UCR Part II Reported (2 ) 17 . 96 (2) 17. 96 (2 ) 17 . 96 Arrests per 10000 population ( 3 ) Total NIBR reported crimes for (3 ) 72 . 70 (3) 72 . 69 (3 ) 72 . 69 unincorporated Weld County per 10000 population (4) 3 . 14 (4) 3 . 12 (4) 3 . 01 (4) Total patrol division FTEs per 10000 population SO PD 1 -2: Identify ( 1 ) Total submissions to the crime lab ( 1 ) 1462 ( 1 ) 1500 (1 )1600 crime trends and effectiveness of (2) Total cases generated (2) 1382 (2) 1418 (2 ) 1512 forensic science to reduce crime ( 3 ) Total pieces of evidence processed (3) 7117 (3) 7302 ( 3 ) 7789 ( 1 ) Total traffic accidents in Sheriffs Office (1 ) 537 ( 1 ) 512 (1 ) 487 SO PD 1 -3 : Jurisdiction Traffic Safety (2) Total traffic tickets (2) 2423 (2) 2495 (2) 2570 (3) Total model traffic tickets (3) 1242 ( 3) 1279 (3) 1317 (4 ) Total written warnings (4) 5009 (4 ) 5000 (4) 4990 (5) Alcohol related crashes in Sheriff's (5) 19 (5) 18 ( 5) 17 Office Jurisdiction (6) Traffic fatalities (6) 57 (6) 55 (6) 53 ( 1 ) Maximize the rate of property recovery Recovered Recovered Recovered SO PD 1 -4 : by monitoring the reported value of $ 1 ,432 ,297 $ 1 ,460 , 943 $ 1 ,475 , 552 Recover victim recovered property in relation to the . 58% 2% increase 1 % increase property reported value of stolen property (reported increase in NIBR for Sheriff's Office jurisdiction) Stolen Stolen Stolen $4 , 085 , 992 $4 ,045 , 112 $4 , 127 , 034 5% increase - 1 % decrease 2% increase Theft Theft Theft Recovery Recovery Recovery Rate Rate Rate 35 . 75% 35 . 04% 36 . 10% SO PD 1 -5: ( 1 ) Total civil process served/attempted ( 1 ) 5631 (1 ) 5300 ( 1 ) 5860 Service of civil process (2) Total civil process served by public (2) 111 (2) 100 (2) 120 safety deputies . 200 SHERIFF ' SOFFICE PATROL DIVISION COMBINED GOALS/ DESIRED OUTCOMES KEY PERFORMANCE INDICATORS Goal SO PD 2 : Establish and maintain meaningful communication with the citizens of Weld County DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) (1 ) Advocate contacts for Sheriffs Office (1 ) 1303 ( 1 ) 1450 ( 1 ) 1500 SO PD 2- 1 : Service area Inform victims of restorative services available to them in the community (1 ) Number of required violent sexual (1 ) 1 ( 1 ) 1 (1 ) 1 SO PD 2-2 : offender notifications. Appropriate dissemination of (2 ) Number of registered sex offenders for (2) 215 (2 ) 220 (2) 225 public safety unincorporated Weld County and the information jurisdictions serviced by the Weld County Sheriff's Office for sex offender registration . * Due to the adoption of the Spillman RMS system , many of the statistical measurements that were previously reported are no longer readily available and were modified to the listings above. 201 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Sheriffs Patrol - - 1000-21100 DEPARTMENT DESCRIPTION : This budget unit supports other budget units within the Sheriff's Office . This budget unit provides for policy development, formulation of written directives and overall direction by the Sheriff and upper agency staff. Typical activities performed within this budget unit include , clerical staff support, agency procurement, Human Resources Department support, agency service billing , and lobby counter service access to the public . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 446 , 704 $ 1 ,428 , 357 $ 1 , 428 , 357 $ 1 , 428 , 357 Supplies 27 ,435 73 , 673 74 , 035 74 , 035 Purchased Services 103 , 552 124 , 399 126 , 906 126 , 906 Fixed Charges 0 0 0 0 Capital 0 6 , 500 0 0 Gross County Cost $ 1 , 577 , 691 $ 1 , 632 , 929 $ 1 , 629 , 298 $ 1 , 629 ,298 Revenue 209 ,236 210 , 000 215 , 000 215 , 000 Net County Cost $ 1 , 368 ,455 $ 1 ,422 , 929 $ 1 ,414 , 298 $ 1 , 414 ,298 Budget Positions 16 . 0 16 . 0 16 . 0 16 . 0 SUMMARY OF CHANGES : Overall reduction in Admin Patrol budget is due to a slight increase in Revenue and no equipment request. There is a small increase in Supplies due to requested ergonomic standing workstations for the Administrative staff. Other office equipment for both sub- stations and the Patrol Admin building (such as replacement chairs , tables and printers ) were moved to Support Services. The increase in Purchased Services is for an increase in Out of Town Travel associated with training for the staff in this unit based on required training . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 202 SHERIFF ADMINISTRATION PATROL ( CONTINUED ) 1000 - 21100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Press Releases 72 75 77 Vin Checks 2 , 787 2 , 891 2 , 998 Fingerprints* 967 1 , 003 1 , 036 Concealed Weapon Permits Issued 15 , 116 15 , 626 16 , 153 Efficiency Measures FTE's per 10 , 000/capita 0 . 543 0 . 525 0 . 507 Per Capita Net County Cost $4 . 65 $4 . 67 $4 . 49 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . * Fingerprints are lower this year since we are now only tracking Administrative Patrol fingerprints taken by staff at the Patrol Admin Building and SE substation . The Detentions Security Unit will be accounting for the fingerprints taken by their administrative staff starting in 2017 . 203 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Sheriffs Booking Unit - - 1000-21110 DEPARTMENT DESCRIPTION : This budget unit supports other budget units within the Sheriffs Office . This budget unit provides 24 hour data entry of prisoner information needed to complete the booking process. Additional responsibilities include managing prisoner property, money; inmate and staff supplies, inmate mail processing , facilitating personal and professional visitation for inmates and lobby counter service access to the public. Revenue is generated from inmate telephone and commissary contracts . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 694 , 511 $ 1 , 744 , 124 $ 1 , 744, 124 $ 1 , 744 , 124 Supplies 199 , 778 92 , 510 279 , 490 279 , 490 Purchased Services 4 , 688 8 , 985 25 ,265 25 , 265 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1 , 898 , 977 $ 1 , 845 , 619 $ 2 , 048 , 879 $ 2 , 048 , 879 Revenue 236 , 994 533 , 250 250 , 000 250 , 000 Net County Cost $ 1 , 661 , 983 $ 1 , 312 , 369 $ 1 , 798 , 879 $ 1 , 798 , 879 Budget Positions 29 . 0 29 . 0 29 . 0 29 . 0 SUMMARY OF CHANGES : This unit was moved from Administration to the Detentions Division in 2017 , and $300 , 000 in Revenue was removed from this unit and added to Inmate Services (24410 ) to accurately reflect each unit and the services provided . The increase in Supplies is a direct correlation in removing Client Supplies ( $ 179 , 630 ) from the Security Unit and adding to this unit. There are also small increases based on the anticipated increase in staffing for Security in 2018 , such as office supplies and disposable gloves. The increase in Supplies also includes a request for locked cash boxes for the Booking kiosk ($2 , 200 ) to maximize effective cash handling procedures within the jail . The increase in Purchased Services is a result of reallocating Phone costs to the appropriate Detentions units . That accounts for an increase of $ 16 , 500 , and is removed from Courts and Transport (Org 24420 ) . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 204 SHERIFF BOOKING UNIT ( CONTINUED ) 1000 - 21110 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Output Booking 11 , 270 11 , 978 12 , 600 Jail mail out 30 , 700 36 , 247 41 , 580 Jail mail in 28 , 085 33 , 324 40 ,400 Efficiency Measures FTE' s per 10 , 000/capita 0 . 985 0 . 952 0 . 920 Per Capita Net County Cost $5 . 64 $4 . 31 $5 . 71 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 205 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Sheriffs Professional Standards - - 1000-21120 DEPARTMENT DESCRIPTION : This budget unit supports other budget units within the Sheriff's Office . This unit is responsible for the administration of the internal affairs investigative process, recruitment and screening applicants for employment within the Sheriffs Office . Additionally this unit is responsible for developing , scheduling , facilitating and documenting/tracking training for all divisions, updating policy and procedure to comply with current case law, best practice and ensuring the Sheriff's Office practice and procedure are aligned . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 588 , 358 $ 564 , 693 $ 564, 693 $ 564 , 693 Supplies 18 ,279 48 , 704 68 , 796 68 , 796 Purchased Services 100 , 826 204 , 313 216 , 334 216 , 334 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 707 ,463 $ 817 , 710 $ 849 , 823 $ 849 , 823 Revenue 0 0 0 0 Net County Cost $ 707 ,463 $ 817 , 710 $ 849 , 823 $ 849 , 823 Budget Positions 6 . 0 6 . 0 6 . 0 6 . 0 SUMMARY OF CHANGES : Professional Standards has been working with IT to find the most effective way to document the Field Training Officer ( FTO ) process, and is requesting $20 , 288 under Supplies to get 12 small laptops and three docking stations for the Patrol Division ' s training program . The increase in Purchased Services is due to moving a subscription for the Greeley Rec Centers for the Sheriffs required fitness program from Admin Patrol (Org 21100 ) to Professional Standards. This is an increase of $ 11 , 500 to this unit, and was reduced in Admin Patrol . There was also an increase of $2 , 975 in Books , as the Sheriffs Office attempted to save money in 2017 and provide Deputies with a phone App for Colorado Revised Statutes , but the App was not available when it came time to provide the updated CRS books . For 2018 , the required CRS books are budgeted and the phone App is still being pursued as a cost savings possibility . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 206 SHERIFF PROFESSIONAL STANDARDS ( CONTINUED ) 1000 - 21120 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Output Hiring 76 78 80 Training ( hours) 2 , 912 3 , 020 3 , 132 Academies 6 6 6 Efficiency Measures FTE' s per 10 , 000/capita 0 . 204 0 . 197 0 . 190 Per Capita Net County Cost $2 . 40 $2 . 68 $2 . 70 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 207 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Sheriffs Civil Unit - - 1000-21130 DEPARTMENT DESCRIPTION : This budget unit provides a statutorily required function by serving civil process and precepts issued from the courts. Civil papers are generally court issued documents but may also pertain to small claims , court summons or subpoenas. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 456 , 778 $ 407 , 485 $ 407, 485 $ 407 , 485 Supplies 1 ,267 800 0 0 Purchased Services 16 , 930 30 ,462 19 , 578 19 , 578 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 474 , 975 $ 438 , 747 $ 427 , 063 $ 427 , 063 Revenue 162 , 674 125 , 000 150 ,000 150 , 000 Net County Cost $ 312 , 301 $ 313 , 747 $ 277 , 063 $ 277 , 063 Budget Positions 6 . 0 6 . 0 6 . 0 6 . 0 SUMMARY OF CHANGES : The structure of the Civil Unit provides a cost-effective way of providing a mandatory service . Revenues have been increasing , which is reflected here , and the decrease in expenses reflects the provided Motor Pool calculations for 2018 . Overall , there is a net decrease of $36 , 694 for this unit. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 208 SHERIFF CIVIL UNIT ( CONTINUED ) 1000 - 21130 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Civil Process Processed 6 , 496 6 , 300 6 , 500 Concealed Weapon Permits Issued 3 , 425 3 , 225 3 , 325 Evictions 525 475 500 Sheriffs Sales 6 10 10 Efficiency Measures FTE's per 10 , 000/capita 0 . 204 0 . 197 0 . 190 Per Capita Net County Cost $ 1 . 06 $ 1 . 03 $0 . 88 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 209 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Sheriffs Support Services - - 1000-21140 DEPARTMENT DESCRIPTION : This budget unit supports other budget units within the Sheriffs Office . This unit is responsible for the coordination and facilitation of tracking , ordering and maintaining designated equipment assigned in all divisions. Additionally, a custodial crew is part of this unit and responsible to clean the North Jail Complex. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 478 , 076 $ 478 , 827 $ 478, 827 $ 478 , 827 Supplies 305 ,234 485 , 051 580 , 666 580 , 666 Purchased Services - 17 ,419 54 , 691 64 , 774 64 , 774 Fixed Charges 0 2 , 196 2 , 196 2 , 196 Capital 0 0 0 0 Gross County Cost $ 765 , 891 $ 1 , 020 , 765 $ 1 , 126 ,463 $ 1 , 126 ,463 Revenue 542 0 0 0 Net County Cost $ 765 , 349 $ 1 , 020 , 765 $ 1 , 126 ,463 $ 1 , 126 , 463 Budget Positions 7 . 0 7 . 0 7 . 0 7 . 0 SUMMARY OF CHANGES : The Sheriffs Office is constantly improving the tracking of all equipment and supplies issued to employees, and having that equipment come through the Support Services unit streamlines this process. In doing so , the increase from the 2017 budget in Supplies is made up of tasers being removed from Courts and Security ($24 , 150 ), replacement of furniture and printers removed from Admin Patrol ($8 , 000 ), increasing Firearms Supplies for the increasing number of weapons carrying deputies ($28 , 976 ), Uniforms specific to the request for 26 . 0 FTE ($28 ,262 ), and smaller, consumable items such as OC spray , first aid kits , flex cuffs , bio hazard kits, etc . , being removed from Patrol and placed here ($ 10 , 434) . Purchased Services has an increase of $ 10 , 083 , which is made up of a slight increase in phone charges, maintenance contracts for the finger printing machines , and semi-annual training for the armorer that is required for certifications , and provides cost savings elsewhere by being able to complete many weapons related checks in house instead of contracting with another company. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 210 SHERIFF SUPPORT SERVICES ( CONTINUED ) 1000 - 2114Q PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work output Jail Incidents 5 , 102 5 , 292 5 , 489 Jail Hearings 691 716 742 Videos copied 306 317 328 Use of force 452 468 485 Investigations 98 101 104 Efficiency Measures FTE's per 10 , 000/capita 0 . 238 0 . 230 0 . 222 Per Capita Net County Cost $2 . 60 $3 . 35 $3 . 57 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 211 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Sheriffs Patrol - - 1000-21200 DEPARTMENT DESCRIPTION : Provides field response to reports of possible criminal activity or threat to general public safety, to include traffic safety enforcement, in unincorporated areas of county and within municipalities contracting for law enforcement service . Unit provides crime prevention information and strategy education , serves arrest warrants , transports prisoners , and conducts criminal investigations. Activities are frequently coordinated with municipal , other county, state , and federal law enforcement and regulatory agencies. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4 , 770 ,450 $ 5 , 604 , 502 $ 5 , 991 , 349 $ 5 , 991 , 349 Supplies 99 , 128 116 , 782 176 , 579 176 , 579 Purchased Services 1 , 540 , 611 2 , 145 , 966 2 , 018 , 544 2 , 018 , 544 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $6 , 410 , 189 $ 7 , 867, 250 $ 8 , 186 , 472 $ 8 , 186 ,472 Revenue 201 , 125 354 , 000 409 , 000 409 , 000 Net County Cost $ 6 , 209 , 064 $ 7 , 513 , 250 $ 7 , 777 ,472 $ 7 , 777 ,472 Budgeted Positions 52 56 60 . 0 60 . 0 SUMMARY OF CHANGES : Patrol has requested an increase of 4 . 0 FTE due to the elimination of 4 . 0 FTE in Contract Services (Org 21210 ), and the request is based off of information provided in a staffing study completed during 2016 for this Unit. Please see the Summary of all Departments for more detail on this request. The increase in Revenue of $55 , 000 is based on indirect service provided within other jurisdictions that is charged based on requests for assistance . These had originally been credited to Contract Services, however the deputies providing this service are based out of Patrol and will be accurately reflected for 2018 . Patrol has requested an increase in Supplies of approximately $60 , 000 . Of this amount, $36 , 000 is a one- time expense in Computer Software for the anticipated increase in the number of MDTs as a project with IT. The remaining increase is due to replacing old and antiquated riot gear ($25 , 975 ) and the anticipated replacement of a K-9 ($8 , 000 ). The decrease in Purchased Services reflects the Motor Pool calculations provided for the Sheriff's Office Patrol fleet. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval including the four additional FTE . The additional staffing in the patrol division is consistent with the staffing study done in 2016 calling for 12 additional officers over a three-year period for actual `first responders' to improve the effectiveness and efficiency of the division as a whole . Four additional staff were added in the 2017 budget, and this addition of four more will mean the division has eight of the twelve called for in the study. It is anticipated the last four officers will be requested in the 2019 budget. 212 SHERIFF ' SPATROL ( CONTINUED ) 1000 - 21200 BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Adult Arrest 1 , 319 1 , 365 1 ,413 Juvenile Arrest 85 60 62 Total Traffic Stops 7 , 244 8 , 837 9 , 146 Total Traffic Warnings 5 , 009 3 , 308 3 ,424 Dispatched Calls for Service 46 , 928 47 , 836 49 , 510 Efficiency Measures FTE's per 10 , 000/capita 1 . 77 1 . 84 1 . 90 Per capita net cost $21 . 08 $24 . 67 $24 . 67 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 213 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Sheriffs Investigations Unit- - 1000-21205 DEPARTMENT DESCRIPTION : This unit is responsible to review reports of criminal activity documented by patrol deputies and determine if a criminal act was committed , attempt to identify and apprehend the person (s ) responsible and attempt to recover property that has been reported stolen . The investigations unit is available 24/7 to respond to the scene of criminal activity. This unit responds to and investigates any major persons and property crimes ; this includes the collection and preservation of evidence, interviewing victims and potential suspects and people of interest, writing search and arrest warrants, preparing written reports, establishing probable cause, apprehending suspects and testifying in court . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 869 , 660 $ 1 , 743 , 025 $ 1 , 743 , 025 $ 1 , 743 , 025 Supplies 56 , 489 21 , 310 17 , 050 17 , 050 Purchased Services 69 , 204 91 , 071 140 , 115 140 , 115 Fixed Charges 0 0 0 0 Capital 0 0 8 , 000 8 , 000 Gross County Cost $ 1 , 995 , 353 $ 1 , 855 , 406 $ 1 , 908 , 190 $ 1 , 908 , 190 Revenue 1 , 653 0 0 0 Net County Cost $ 1 , 993 , 700 $ 1 , 855 , 406 $ 1 , 908 , 190 $ 1 , 908 , 190 Budgeted Positions 17 . 0 17 . 0 17 . 0 17 . 0 SUMMARY OF CHANGES : Purchased Services has a $49 , 044 increase from 2017 , and is made up of an increase in vehicle depreciation based on the provided Motor Pool calculations ( up $29 , 680 ) , phones up $5 , 020 based on prior under budgeting , subscription services for CPS devices and fingerprint identification scanners ($3 , 700 ), and training with associated travel ($7 , 814 ) as the unit has rotated in many new Deputies where specialized training for the types of cases worked in this unit is necessary. There is also an equipment request for a color copier/scanner/printer, and working with the Print Shop it was determined that purchasing a large machine for this unit would be a cost-effective approach based on their current needs . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 214 SHERIFF ' S INVESTIGATIONS UNIT ( CONTINUED ) 1000 - 21205 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Cases Assigned 363 365 401 Cases Solved 321 275 297 Efficiency Measures FTE's per 10 , 000/capita 0 . 577 0 . 558 0 . 539 Per capita net cost $6 . 77 $6 . 09 $6 . 05 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 215 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Municipal Contract Enforcement - - 1000-21210 DEPARTMENT DESCRIPTION : Provides law enforcement services for contract towns , Weld Central High School , and Aims Community College . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 097 , 515 $ 773 , 693 $ 386 , 846 $ 386 , 846 Supplies 60, 976 0 0 0 Purchased Services 404 , 758 41 , 778 65 , 866 65 , 866 Contra 0 0 0 0 Capital 12 ,149 0 0 0 Gross County Cost $ 1 , 575 , 398 $ 815 ,471 $ 452 , 712 $ 452 , 712 Revenue 1 , 473 ,254 825 , 862 452 , 712 452 , 712 Net County Cost $ 102 , 144 $ ( 10 , 391 ) $ 0 $ 0 Budget Positions 12 . 5 8 . 0 4 . 0 4 . 0 SUMMARY OF CHANGES : Contract Services is being reduced by 4 . 0 FTE due to the reductions of services requested by municipalities , and school districts for 2018 . Purchased Services are made up specifically of phones and vehicle expenses , and revenues are anticipated to match expenses in 2018 , for a net cost of zero . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The budget is consistent with the Board 's desire for full cost recovery, and for the Sheriff's Office to try minimize contracting for municipal and school services , especially in jurisdiction that have grown to a size to justify their own police department. BOARD ACTION : 216 MUNICIPAL CONTRACT ENFORCEMENT ( CONTINUED ) 1000 - 21210 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Dispatched Calls 1085 779* 300* Adult Arrests 182 119* 30* Juvenile Arrests 34 6* 5* Traffic Citations 190 219 146* Efficiency Measures FTE's per 10 , 000/capita . 424 . 263 . 127 Per capita net cost $0 . 35 -$0 . 03 $0 . 00 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . * Denotes no longer serving Mead ( 1I2 year in 2017 ) and Garden City in 2018 . 217 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Ordinance Enforcement - - 1000-21230 DEPARTMENT DESCRIPTION : Provides limited enforcement of Weld County Ordinance 88 , as amended , pertaining to dogs-at-large . Animal control officers are only available on a limited basis. Deputy response outside the dedicated time is limited to cases where public safety threat exists. This unit is also responsible for handling all calls for illegal dumping of trash/waste within the county, as enforceable by Weld County Ordinance . Animal control officers routinely collect illegally dumped items from county roadways and public property to ensure the safety of motorists traveling within the county. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 182, 471 $ 179 , 696 $ 179 , 696 $ 179 , 696 Supplies 3 , 568 5 , 650 5 ,250 5 ,250 Purchased Services 108 , 690 122 ,407 123 ,230 123 , 230 Fixed Charges - 85 , 000 -85 , 000 -85 , 000 -85 , 000 Capital 0 0 0 0 Gross County Cost $ 209 , 729 $ 222 , 753 $ 223 , 176 $ 223 , 176 Revenue 0 0 0 0 Net County Cost $ 209 , 729 $ 222 , 753 $ 223 , 176 $ 223 , 176 Budgeted Positions 3 . 0 3 . 0 3 . 0 3 . 0 SUMMARY OF CHANGES : Ordinance Enforcement is structured as a cost-effective way of providing this service to the County . This unit has a net increase of $423 from the 2017 request. The is due to an increase in Motor Pool calculations , up $7, 105 for this unit in 2018 . Other areas were reduced based on historical spending , and to help offset this increase . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 218 ORDINANCE ENFORCEMENT ( CONTINUED ) 1000 - 21230 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of dispatched calls 2 , 094 2 , 170 2246 Animals Transported to Shelter 527 550 575 Efficiency Measures FTE's per 10 , 000/capita 0 . 102 0 . 098 0 . 095 Per capita cost (county support) $0 . 71 $0 . 73 $0 . 71 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 219 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Regional Forensic Laboratory - - 1000-21260 DEPARTMENT DESCRIPTION : The limited forensic laboratory is jointly funded by the City of Greeley and Weld County. The two entities also have agreements for services on a contract basis. The laboratory provides forensic analysis of evidence in forensic computer analysis, latent prints , shoe and tires, controlled substances and fire debris . It also has a DNA position assigned to the Denver CBI facility performing DNA► analyses for Weld County in that lab . The laboratory meets the stringent requirements necessary for accreditation by the American Society of Crime Lab Directors . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 493 , 176 $ 495 , 350 $ 495 , 350 $ 495 , 350 Supplies 32 , 869 45 , 615 53 , 594 53 , 594 Purchased Services 33, 593 55 , 180 51 , 898 51 , 898 Fixed Charges 0 0 62 , 000 62 , 000 Capital 16 , 814 8 , 800 8 , 800 8 , 800 Gross County Cost $ 576 ,452 $ 604 , 945 $ 671 , 642 $ 671 , 642 Revenue 102 , 534 78 , 000 52 , 636 52 , 636 Net County Cost $ 473 , 918 $ 526 , 945 $ 619 , 006 $ 619 , 006 Budget Positions 4 . 0 4 . 0 4 . 0 4 . 0 SUMMARY OF CHANGES : The Regional Lab restructured the existing partnerships with all the participating agencies in 2017 . A result of this restructure meant a reduction in Revenue in this unit, but is reflected as an increase in another fund for the operations and maintenance of the facility. This revenue is approximately half of the Supplies and Purchased Services, as agreed upon with the City of Greeley. The increase under Supplies is due to a request for additional and more advanced software ($8 ,270 ) to help with investigations into the evolving smartphone technology . A decrease in requested Tuition makes up the Purchased Services reduction . The county's share of the Regional Crime Lab operations and maintenance shared with the five partners is included in the 2018 budget for the first time , since the original Department of Justice grant funding ended ($62 , 000 ). FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 220 REGIONAL FORENSIC LABORATORY ( CONTINUED ) 1000 - 2126Q PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Cases/items completed — drugs , computer 509 / 3 , 081 530 / 3 ,208 550/3 , 329 forensics, latent prints, shoe and tire tracks , WCSO/GPD WCSO/GPD WCSO/GPD DNA only only only 1 , 083 16 , 557 1 , 1001 6 , 659 1 , 20017 , 265 all lab staff all lab staff all lab staff except CBI except CBI except CBI Court Testimony 19 22 23 appearances appearances appearances Efficiency Measures FTE' s per 10 , 000/capita . 136 . 131 . 127 Per capita cost { county support) $ 1 . 60 $ 1 . 73 $ 1 . 96 Effectiveness Measures (desired results ) Quality Audit 29 27 29 Proficiency Testing (Test Run/Errors ) 17 16 / 0 18 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 221 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Victim Advocate Services - - 1000-21300 DEPARTMENT DESCRIPTION : Provides service for victims of crime through Victim Assistance (VALE/VOCA) funding . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 135 , 165 $ 185, 614 $ 185 , 614 $ 185 , 614 Supplies 3 , 130 6 , 510 5 , 044 5 , 044 Purchased Services 26 , 859 21 , 703 18 , 194 18 , 194 Fixed Charges 6 0 0 0 Capital 0 0 0 0 Gross County Cost $ 165 , 154 $ 213, 827 $ 208 , 852 $ 208 , 852 Revenue 110 , 877 167 , 628 165 , 150 165 , 150 Net County Cost $ 54 , 277 $ 46 , 199 $ 43 , 702 $ 43 , 702 Budgeted Positions 2 . 0 3 . 0 3 . 0 3 . 0 SUMMARY OF CHANGES : Overall , the Victim Advocate Services unit has a small decrease in revenue and expenditures . In 2017 , a VOCA grant was received to start a new bi-lingual project for this unit. This included grant funding for the purchase of a new radio ( $4 , 000 ) for Victim Advocate responders, and this revenue and expense are not included for 2018 . There is also an anticipated reduction in vehicle expenses calculated for 2018 , which explains the reduction in Purchased Services. These reductions are offset by inclusion of the CiviCore software ($ 1 , 800 ) agreed upon in partnership with Greeley, and an increase in phones ($410 ) to allow for one additional smartphone instead of flip phone for a part-time employee . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 222 VICTIM ADVOCATE SERVICES ( CONTINUED ) 1000 - 21300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of victims and witnesses served 1 , 333 1 , 382 1 ,433 Victims served per 10 , 000/capita 45 .26 45 . 37 45 .45 Efficiency Measures FTE's per 10 , 000/capita 0 . 068 0 . 098 0 . 095 Per capita cost (county support) $0 . 18 $0 . 15 $0 . 14 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 223 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Multi-Jurisdictional Drug Task Force - - 1000-21410 DEPARTMENT DESCRIPTION : Multi-Jurisdictional Drug Task Force provides drug interdiction by overt and covert investigation throughout Weld County . This is the only drug or narcotics unit for any law enforcement agency in Weld County. Task Force personnel are directly supervised by the Greeley Police Department with policy and strategic direction from a Control Group of area chiefs and the Sheriff. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 216, 286 $ 214 , 197 $ 214 , 197 $ 214 , 197 Supplies 0 0 0 0 Purchased Services 70 , 248 70 , 265 70 ,248 70 ,248 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 286 , 534 $ 284 ,462 $ 284 ,445 $ 284 , 445 Revenue 2 , 315 0 0 0 Net County Cost $ 284 , 219 $ 284 ,462 $ 284 ,445 $ 284 , 445 Budgeted Positions 2 . 0 2 . 0 2 . 0 2 . 0 SUMMARY OF CHANGES : The Sheriff's Office has agreed to help support the financial obligations of the Weld County Drug Task Force , and participates by designating two deputies to the Task Force Operations. The amount in Purchased Services reflects the payments made to support the Task Force as agreed by MOU . There are no changes, except to more accurately reflect the cost of the financial support. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 224 MULTI - JURISDICTIONAL DRUG TASK FARCE ( CONTINUED ) 1000 - 2141Q PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Criminal Cases Opened 181 180 180 Drug Arrests 141 156 150 Search Warrants Executed 39 41 40 Cocaine Seizures ( Pounds) 0 . 26 . 3 . 3 Methamphetamine Seizures ( Pounds) 3 . 9 4 4 . 5 Marijuana Seizures ( Pounds) 28 . 7 30 31 Meth Lab Seized 1 1 1 Efficiency Measures FTE's per 10 , 000/capita 0 . 068 0 . 066 0 . 063 Per capita cost (county support) $0 . 96 $0 . 93 $0 . 90 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 225 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Inmate Services - - 1000-24410 DEPARTMENT DESCRIPTION : This unit provides and oversees professional jail support services such as medical care , food preparation , and facility programming to meet statutory mandates. This Unit consists of licensed and unlicensed mental health professionals, inmate classification staff and a part-time inmate chaplain who coordinates community volunteer services. The staff assesses inmate suicide risk, develop case management plans for inmates with special needs , and provide other programming to include Right to Read , trusty prisoner work and the coordination of community based services. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 098 , 567 $ 1 , 202 , 157 $ 1 ,202 , 157 $ 1 ,202 , 157 Supplies 48 , 150 35 ,418 32 , 511 32 , 511 Purchased Services 4 , 568 , 063 4 , 564 ,457 4 , 773 , 383 4 , 773 , 383 Fixed Charges Capital 0 0 0 0 Gross County Cost $ 5 , 714 , 780 $ 5 , 802 , 032 $ 6 , 008 , 051 $ 6 , 008 , 051 Revenue 443 ,442 75 , 000 317 , 000 317 , 000 Net County Cost $ 5 , 271 , 338 $ 5 , 727 , 032 $ 5 , 691 , 051 $ 5 , 691 , 051 Budgeted Positions 14 . 0 14 . 0 14 . 0 14 . 0 SUMMARY OF CHANGES : The increase in Purchased Services is due to a 5% contracted increase for the inmate medical contract ($ 153 , 578 ) and inmate food services ($48 , 715 ) for the increases in inmate populations. There is also an increase of approximately $8 , 000 in phones, which will be reflected in a decrease to Courts and Transport (Org 24420 ). The increase in revenue is reflective of removing $300 , 000 from 21110 Booking to accurately reflect revenues in each unit. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Agree with revenue accounting change . BOARD ACTION : 226 SHERIFF INMATE SERVICES ( CONTINUED ) 1000 - 24410 PERFORMANCE MEASURES : Included in Security Unit ( 1000-24415 ) Summary. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 227 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Security Unit - - 1000-24415 DEPARTMENT DESCRIPTION : The North Jail is a secure adult detention facility for offenders awaiting adjudication or serving court sentences. Colorado Statutes require the Sheriff to receive and safely keep all adult prisoners lawfully committed and hold them in a clean , wholesome , safe , and well-maintained jail . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 14 , 773 , 302 $ 13 , 988 , 898 $ 16 , 051 , 837 $ 16 , 051 , 837 Supplies 76 , 692 211 , 780 66 , 210 66 ,210 Purchased Services 32 , 116 48 , 825 110 , 003 110 , 003 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 14 , 882 , 110 $ 14 , 249 , 503 $ 16 , 228 , 050 $ 16 , 228 , 050 Revenue 416 , 512 300 , 000 380 , 000 380 , 000 Net County Cost $ 14 , 465 , 598 $ 13 , 949 , 503 $ 15 , 848 , 050 $ 15 , 848 , 050 Budgeted Positions 163 . 0 163 . 0 189 . 0 189 . 0 SUMMARY OF CHANGES : The Personnel increase is reflective of the request to add 26 . 0 FTE to allow staffing the jail at maximum capacity with 779 beds. Please see the Sheriff's Office Summary of Departments for more detail on the Personnel request. The higher inmate populations also account for an increase in recovering revenues from other jurisdictions when housing inmates for their charges. It is anticipated revenues will increase by approximately $80 , 000 in 2018 . Supplies decreased by $ 145 , 570 due to Client Supplies being moved to 21110 ( Booking Unit) . In 2017 , the Security Unit created a new special response team for the jail to replace the STAR team . There is an increase in Small Items of Equipment for 2018 to finish outfitting the team with new equipment to safely and effectively extricate combative inmates from potentially harmful situations . The increase in Purchased Services is the reallocation of phones throughout Detentions, and includes a $62 , 500 increase in the Security Unit. This amount has been removed from Courts and Transport (Org 24420 ). FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The additional staff is justified by the inmate population increase, and the need to adequately staff for the safety of i n mates and staff. BOARD ACTION : 228 SECURITY UNIT ( CONTINUED ) 1000 - 24415 COMBINED PERFORMANCE MEASURES FOR ALL OFFENDER SUPERVISION ACTUAL ESTIMATED PROJECTED Work Outputs Avg . Secure Jail Population Daily 628 700 750 N umber of Offenders Transported to 24 , 687 27 , 000 30 , 000 Court Appearances N ew Correctional Officers Entering 59 80 90 Basic Training Efficiency Measures Detention Division FTE's per 7 . 81 7 . 55 8 . 12 10 , 000 Capita Per capita net cost $82 . 43 $77 . 65 $82 . 81 Avg . Medical Cost Per Inmate Daily $ 14 . 48 $ 14 .45 $ 13 . 74 Avg . Food Cost Per Inmate Daily $3 .44 $3 . 24 $3 . 11 Secure Facility Occupancy Rate 88 . 1 % 98 . 2% 96 . 3%* at713 at713 *at779 Work Outputs Avg . Secure Jail Population Daily 628 700 750 N umber of Offenders Transported to 24 , 687 27 , 000 30 , 000 Court Appearances N ew Correctional Officers Entering 59 80 90 Basic Training GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . PLEASE NOTE: Detentions Division Efficiency Measures are calculated by combining Booking Unit (21110), Inmate Services (24410) , Security Unit (24415) and Courts and Transportation Unit (24420). These are the numbers used for calculations : Total FTE in Detentions Division : Population : 2016 : 230 2016 (Actual ): 294, 500 2017 : 230 2017 ( Estimated ): 304, 600 2018 : 256 2018 ( Projected): 315, 300 Per Capita Net Cost: 2016 Actual : $24,276,200 2017 Estimated : $23, 652,212 2018 Projected : 26 , 109, 169 229 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Courts and Transportation Unit - - 1000-24420 DEPARTMENT DESCRIPTION : Colorado Revised Statute 30- 1 - 114(2 ) requires the Sheriff to assist the District Attorney and the Courts of record in the county. 94 CV 419 , Div. I , 19th Judicial District, August 17 , 1994 , ordered the Sheriff to provide security for the Weld County Courthouse . This unit provides the transportation of inmates held on Weld County court orders in other jurisdictions back to Weld County. Additionally , they are responsible to coordinate and facilitate the transportation of inmates to and from the North Jail Complex to their court appearances at the court complex. This budget unit supports the resources to comply with all of these requirements. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 270, 701 $ 2 , 203 , 559 $ 2 , 203 , 559 $ 2 , 203 , 559 Supplies 20 , 646 33 , 961 22 , 112 22 , 112 Purchased Services 614 , 956 625, 058 580 , 518 580 , 518 Fixed Charges 864 0 0 0 Capital 0 25 , 730 0 0 Gross County Cost $ 2 , 907 , 167 $ 2 , 888 , 308 $ 2 , 806 , 189 $ 2 , 806 , 189 Revenue 29 , 895 225 , 000 35 , 000 35 , 000 Net County Cost $ 2 , 877 ,272 $ 2 , 663 , 308 $ 2 , 771 , 189 $ 2 , 771 , 189 Budgeted Positions 24 . 0 24 . 0 24 . 0 24 . 0 SUMMARY OF CHANGES : Courts and Transportation had revenue budgeted for Work Release , which is no longer under the Sheriffs Office and has not received revenues since the beginning of 2016 . This is a $200 , 000 reduction in revenues , and a correction from the previous year. A decrease in Supplies was due to taser replacements being moved under Support Services (21140 ). The decrease in Purchased Services is a result of phone charges being allocated throughout Detentions, and not all charged here . There is also a $35 , 657 increase anticipated with contracted security for the Courts facility, which operates the metal detectors at the entrances, and provides a significant cost savings to the County over having sworn deputies provide this service . No other significant changes to this unit. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Concur with Work Release revenue change . BOARD ACTION : PERFORMANCE MEASURES : Included in Security Unit ( 1000-24410 ) Summary. GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 230 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SHERIFFS OFFICE BUDGET UNIT TITLE AND NUMBER : Contract Jail Space - - 1000-24440 DEPARTMENT DESCRIPTION : Provide contract jail space for inmates in other counties' facilities due to the overcrowding of Weld County's jail . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES : Current trends do not indicate there will be a need for contracted jail space to supplement on-site jail capacity. This indication , however, is based upon reasonable forecasts about the future and does not account for unforeseen impacts on jail utilization during 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : Approved as recommended . PERFORMANCE MEASURES : See Security Unit budget for details . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Detention Division and Patrol Division Goals following Sheriff's Office Summary page . 231 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER : County-wide Communications - - 1000-22100 DEPARTMENT DESCRIPTION : The Weld County Regional Communications Center (WCRCC ) provides dispatch services for 18 law enforcement agencies, 20 fire departments, 3 rescue/ambulance departments, plus local government including public works . Weld County assumed management of the WCRCC on September 2 , 2013 . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 5 , 880 , 754 $ 5 , 529 , 347 $ 6 , 413 , 922 $ 6 , 413 , 922 Supplies 152 , 691 34 , 358 36 , 502 36 , 502 Purchased Services 943 , 172 1 , 529 , 141 1 , 508 , 712 1 , 508 , 712 Fixed Charges 25 , 384 0 0 0 Contra Account -36 , 495 0 0 0 Capital 219 , 809 0 270 , 643 270 , 643 Gross County Cost $ 7 , 185 , 315 $ 7 , 092 , 846 $ 8 , 229 , 779 $ 8 , 229 , 779 Revenue 2 , 570 , 536 2 , 962 , 825 3 , 374 ,252 3 , 374 ,252 Net County Cost $ 4 , 614 , 779 $ 4 , 130 , 021 $ 4 , 855 , 527 $ 4 , 855 , 527 Budgeted Positions 62 64 71 71 SUMMARY OF CHANGES : The gross county cost is up $ 1 , 136 , 933 , and nets county costs are up $725 , 506 . The major increase is for seven FTE's comprised of two dispatch positions, two supervisor positions , and three call takers for a total of $497 , 787 . The 3% cost of living is included in the recommended budget in order to provide users their 2018 charges by June 1st. Greeley Police will be reimbursing for the two dispatchers to allow additional service of splitting their call channel ( $ 178 ,470 ). Supplies are up $2 , 144 for membership and general supplies. Purchased Services are down $20 ,429 primarily in phone costs . Capital is funded at $270 , 643 for the NICE software ($225 , 000 ) and $45 , 643 for the Power ECATS-Viper 9- 1 - 1 system . 232 COMMUNICATIONS ( CONTINUED ) 1000 - 22100 SUMMARY OF CHANGES (CONTINUED) : Revenues are based upon the new user rate structure adopted by the Board on December 29 , 2014 , which began charging all agencies for 10% of the actual cost in 2016 and progressively increasing the actual cost by 2 . 5% each year until 2020 , when the user rates will be 20% of actual costs for dispatching based on the prior four year average of call volume . Fire and law users will each have their own rate based upon dispatch console assignment. The costs include the total operational costs and infrastructure depreciation , less what the E911 Authority contributes . For 2018 , user will be pay 15 . 0% of actual costs, so they will be charged $951 , 562 under the formula . E911 will pay $ 1 , 764 , 989 and Banner will pay $387 , 388 . Greeley Police will pay $ 178 ,470 to fund two dispatchers to allow additional service of splitting their call channel . In addition , there is revenue from tower rentals of $65 , 911 , and the Niwot tower maintenance of $8 , 000 and loan repayment of $ 17 , 932 for total revenue of $3 , 374 , 252 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval including the additional staff. Call volume justifies the staffing increases , and Greeley Police will be paying 100% for two of the seven positions . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJ ECTED Work Outputs E-911 Calls 148 ,463 155, 000 156, 000 Non-911 Calls 407 ,399 415, 000 420, 000 CAD Incidents for Law and Fire/Ambulance 519, 803 544, 000 551 , 000 EMD Calls 31 ,467 32 ,411 33, 383 Wireless Subscriber Service Tickets 369 600 300 Efficiency Measures FTE' s per 10, 000 per Capita 2 . 11 2 . 10 2 . 25 Per Capita Cost - Operating Budget $ 15. 67 $ 13. 56 $ 15.40 EMD Call per FTE 507 506 470 CAD Incident per FTE 8, 384 8 , 500 7, 760 233 COMMUNICATIONS ( CONTINUED ) 1000 - 22100 Goal PS WCRCC1 : To answer 90% of 9-1-1 calls during the average busy hour each day within 10 seconds. DE SIRED PRELIMINARY OUTCOMES PERFORMANCE ACTUAL ESTIMATED PROJECTED OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS WCRCC 1 - 1 : Percentage of calls answered within 90 . 04% 90% 90% Improve customer 10 seconds service in the most critical components of emergency dispatch services . Goal PS WCRCC 2 : To answer 95% of 9-1-1 calls during the average busy hour each day within 20 seconds. DESIRED PRELIMINARY OUTCOMES PERFORMANCE ACTUAL ESTIMATED PROJECTED OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS WCRCC 2- 1 : Percentage of calls answered within 98 .45% 97% 95% Improve customer 20 seconds service in the most critical components of emergency dispatch services. Goal PS Wireless 1 : Resolve all Wireless Subscriber Service Requests within 20 days (includes repairs) PRELIMINARY DESIRED PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS-Wireless 1 - 1 : Resolve all subscriber service 93 % 100% 100% Improve customer requests with 20 days of report. service to Weld (includes repair/replacement) County Radio System Users . 234 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER : Communication System Development - - 1000-22200 DEPARTMENT DESCRIPTION : Capital outlay for development of the county-wide communications system and replacement plan for radios. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 62 0 0 0 Purchased Services 0 0 0 0 Fixed Charges Capital 0 50, 000 3 , 738 , 986 3 , 738 , 986 Gross County Cost $ 62 $ 50 , 000 $ 3 , 738 , 985 $ 3 , 738 , 985 Revenue 0 0 1 , 934 ,471 1 , 934 , 471 Net County Cost $ 62 $ 50 , 000 $ 1 , 804 , 514 $ 1 , 804 , 614 Budgeted Positions 0 0 0 0 SUMMARY OF CHANGES : Since 2013 , Weld County has funded $960 , 000 per year, for the Communications System Reserve for future communications systems upgrades. In 2011 , the Board approved budgeting Communications system upgrade funding 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 . At the end of 2018 , there will be a reserve of $820 , 000 in the Capital Expenditure Fund for communications equipment, and the E911 Authority will have a reserve of approximately $ 1 ,400 , 000 . For 2018 , $3 , 738 , 985 is budgeted for the Front Range Communication Coalition ( FRCC ) Dynamic System Resilience ( DSR) switch and 4 radio system upgrades. Weld County's portion of the costs will be $ 1 , 804 , 614 . In partnership with ADCOM they will pay $ 1 , 934 ,471 . ADCOM will reimburse Weld County 50% ( $967 , 236 ) by December, 2018 , and the remainder in January, 2019 . The full reimbursement amount is shown as revenue in 2018 , since the remaining $967 ,236 at year end will be an accounts receivable from ADCOM . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 235 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : COMMUNICATIONS BUDGET UNIT TITLE AND NUMBER : Public Safety Information System - - 1000-22400 DEPARTMENT DESCRIPTION : Provides a comprehensive , integrated criminal justice system serving multiple public safety agencies, including computer-aided dispatch , criminal records management, jail records management, and prosecution system . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 905 , 614 $ 1 , 073 , 340 $ 1 , 211 , 989 $ 1 , 211 , 989 Supplies 79 , 956 15 , 810 15 , 355 15 , 355 Purchased Services 607 , 534 577 , 131 684 , 626 684 , 626 Fixed Charges 0 0 0 0 Contra Account -546 , 644 -622 , 048 -725 , 890 -725 , 890 Capital 33 , 400 115 , 300 162 , 000 162 , 000 Gross County Cost $ 1 , 079 , 860 $ 1 , 159 , 533 $ 1 , 348 , 080 $ 1 , 348 , 080 Revenue 339 , 686 373 , 229 502 , 040 502 , 040 Net County Cost $ 740 , 174 $ 786 , 304 $ 846 , 040 $ 846 , 040 Budgeted Positions 8 . 0 9 . 0 9 . 0 9 . 0 SUMMARY OF CHANGES : The gross county costs are up $ 188 , 547 , and net county costs are up $59 , 736 . The 3% cost of living plus step increases are included in the recommended budget in order to provide the Greeley Police and E911 their 2018 charges by June 1st. Supplies are down $455 for food expenses. Purchased Services are up $ 107 ,495 primarily for software maintenance for Spillman version 6 . 3 , Netmotion licenses , and RSA tokens . The county will recover a portion of the Netmotion and RSA token costs from user reimbursement. Capital is funded at $ 162 , 000 for 25 MDT replacements ($ 120 , 000 ) and $42 , 000 for DMZ VM host/software licenses. The contra account for the E911 reimbursement for the CAD portion of the system is $725 , 890 . Revenues include $435 , 534 for charges to Greeley Police for the Records portion of the system , and $66 , 506 from user reimbursement for Netmotion . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 236 PUBLIC SINFORMATION SYSTEM ( CONTINUED ) 1000 - 22400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Service Tickets 3, 355 3, 523 03 ,701 Efficiency Measures FTE' S per 10 , 000/capita 0.272 0 .295 0.285 Per capita cost (county support) $2 . 51 $2. 58 $2. 68 Goal PS WCRCC 3 : To resolve Severe/Immediate/Urgent Issues 100 % monthly. DESIRED PRELIMINARY PERFORMANCE QU TCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS WCRCC 3 - 1 : Resolve severe/immediate/urgent issues 100% 100% 100% Improve customer 100% monthly . service to public safety agencies. Goal PS WCRCC 4 : To resolve all Service Requests 90 % monthly. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS WCRCC 2- 1 : Resolve all service requests 90% 95% 100% 100% Improve customer monthly. service to public safety agencies. Goal PS WCRCC 5 : Implement a new public safety information system . DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS WCRCC5 - 1 :C5 - 1 : Implementation 0% 0% 50% Implement a new public safety information system. 237 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : CORONER'S OFFICE BUDGET UNIT TITLE AND NUMBER : Coroner - - 1000-23200 DEPARTMENT DESCRIPTION : Responds to all unattended deaths in Weld County . Autopsies are performed in all cases of suspicious death , or at the discretion of the Coroner's or District Attorney's Office . State laboratories are available in Denver; however, Weld County's Coroner employs the registered pathologists and laboratory facilities of McKee Medical Center. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 627 , 377 $ 657 , 245 $ 828 ,481 $ 828 ,481 Supplies 13 , 976 25 , 800 25 , 800 25 , 800 Purchased Services 315 , 732 313 , 950 343 , 950 343 , 950 Fixed Charges 0 0 0 0 Capital 0 38 , 200 0 0 Gross County Cost $ 957 , 085 $ 1 , 035 , 195 $ 1 , 198 , 231 $ 1 , 198 , 231 Revenue 10 500 500 500 Net County Cost $ 957 , 075 $ 1 , 034 , 695 $ 1 , 197 , 731 $ 1 , 197 , 731 Budgeted Positions 7 7 9 9 SUMMARY OF CHANGES : As the result of the mid-year approval of the Board of County Commissioners to augment the current staff by two full-time FTE medicolegal investigators , Personnel Services have increases by $ 171 ,235 . Supplies are unchanged . Purchased Services are up $30 , 000 due primarily increases fees for autopsies and lab fees. Equipment was reduced by $38 ,200 since the department has five fully-equipped coroner vehicles , so no equipment is required in 2018 . Revenues remain unchanged at $500 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 238 CORONER ( CONTINUED ) 1000 - 23200 PERFORMANCE MEASURES ACTUAL ESTIMATED , PROJECTED Work Outputs Total Number of cases 1 , 584 1 , 821 2 ,000 Number of scene investigations 560 585 600 Number of full autopsies 180 180 190 Efficiency Measures FTE 's per 10 , 000/capita 0.238 0.230 0 .285 Per capita cost ( county support) $3 .25 $3 .40 $3. 80 Cost per autopsy ( contractor) $ 1 , 085 $ 1 , 304 $ 1 , 304 Goal PS Cl : Continually adjust to meet readiness and service needs DESIRED PRELIMINARY PERFOR- ACTUAL ESTIMATED PROJECTED OUTCOMES MANCE OBJECTIVE/KEY End of 2015 PERFORMANCE INDICATOR(S) PSC 1 - 1 : 100% of investigative reports are 97% 97% 98% Investigative report submitted to the supervisor within 14 cycle time days of assignment. PSC 1 -2 : Autopsy 100% of autopsies are conducted 97% 98% 98% cycle time within 24 hours of the death/decision to autopsy PSC 1 -3 : Decedent 80% of decedent property is returned 96% 98% 99% property to family within 21 -days PPSC 1 -4 : Indigent Working with the Public 90% 90% 90% Bodies Administrator and local Funeral Homes to release indigent bodies from the Coroner' s possession within 60 days from the date of death PSC 1 -5 : Performance 100% of annual performance reports 70% 70% 70% Reports of employees submitted on time 239 CORONER ( CONTINUED ) 1000 - 23200 Goal PS C2 : Enhance professionalism and promote department excellence. DESIRED PRELIMINARY PERFOR- ACTUAL ESTIMATED PROJECTED OUTCOMES MANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) • PS C2- 1 : Maintain Continue to meet annually (or as Meetings 100% 100% positive working needed) with outlined agencies to completed relationships with inquire about areas of satisfaction with FH, local area funeral and/or improvement. In addition, add SO and homes, GPD and SO NCMC to include their feedback. GPD Performance will be measured by meeting minutes PS C2-2 : Conversion to Spillman.. Not Not 100% Reduce/eliminate monitored monitored task redundancy in computer case reporting PS C2-3 : Review Date changes to the Strategic Plan N/A 100% On going and update the department Strategic Plan in support of the Director' s goal to the BOCC PS C2-3 : Monthly Continue to provide training and 65% 75% 100% training or readiness readiness exercises to staff at monthly exercise meetings Performance will be measured by meeting minutes . PS C2-4 : Participate Statewide start date New item 50% 100% in the Colorado conversation to an electronic death registration format 240 CORONER ( CONTINUED ) 1000 - 23200 Goal PS C3 : Maintain highly qualified investigation staff prepared to meet the present and future needs of the department DESIRED PRELIMINARY EERFOR- ACTUAL ESTIMATED PROJECTED OUTCOMES MANCE OBJECTIVE/KEY PERFORMANCE INDICATOR(S) PS C3 - 1 : N ational Making sure every investigator is 100% 100% 100% certification for all nationally certified within first year of eligible investigators employment. PS C3 -2 : Meet 100% of investigators certified 100% 100% 100% annual 16 through testing Continuing 2016 Goal Education hours for was met and the Coroner at reported to required by CCSTB on Colorado Coroner time. Standards and Training Board (CRS 30- 10-601 . 8) PS C3 -3 : Meet the Investigator credentials renewed 2015 Goal 100% 100% 5-year 45 hours of was met and Continuing reported to On going Education hours for ABMDI self and staff who qualify under ABMDI PS C3 -4 : Meet the Investigator credentials renewed 84% of In progress 100% 4-year 64 hrs of eligible required Continuing investigators On going Education for self renewed and staff who qualify under the Colorado Coroner's Association. PS C 3 -5 : Develop a Annual Survey 100% In progress 100% staff that is fully absorbed by and Previous survey was reviewed and enthusiastic about evaluated. Leadership meeting was their work and who held . take positive action to further the organization ' s reputation and interests . 241 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : JUSTICE SERVICES BUDGET UNIT TITLE AND NUMBER : Pretrial Services — 1000-24100 DEPARTMENT DESCRIPTION : Pretrial Services personnel gather and present information to the Court about newly arrested persons entering the jail , and offer recommendations on possible safe release options of these persons. They also provide supervision methods for selected defendants released from jail before trial in order to decrease any unnecessary and costly pretrial incarceration , to assure that they will appear and answer before the Court and to reduce any future criminal acts . Department also provides administrative support to the Criminal Justice Advisory Committee ( CJAC ). RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 761 , 127 $ 843 , 782 $ 932 , 865 $ 932 , 865 Supplies 6 , 317 37 , 270 48 , 045 48 , 045 Purchased Services 44 , 391 47 , 350 47 , 350 47 , 350 Gross County Cost $ 811 , 835 $ 928 , 402 1 , 028 , 260 1 , 028 ,260 Revenue 33 , 664 39 , 000 39 , 000 39 , 000 Net County Cost $ 778 , 171 $ 889 , 402 $ 989 , 260 $ 989 ,260 Budgeted Positions 9 . 5 10 . 50 11 . 50 11 . 50 SUMMARY OF CHANGES : The department is requesting an increase in Personnel Services to fund a 1 . 0 FTE Criminal Justice Coordinator at Grade 40 , Step 1 ($89 , 083 ) to lead/support work of the Weld County Criminal Justice Advisory Committee (CJAC ). Position would provide objective information and analysis of local criminal justice system interoperability , effectiveness and efficiency as a resource to justice system p0licymakers and Weld County government for system improvements and strategic planning . Supplies are up $ 10 , 775 for Pretrial Services program software maintenance/support with vendor application . No other changes. FINANCE/ADMINISTRATION RECOMMENDATION : The addition of 1 . 0 FTE Criminal Justice Coordinator ($89 , 083 ) to lead/support work of the Weld County Criminal Justice Advisory Committee (CJAC ) is a policy issue for the Board . The function has been performed via a part time contract for the last four years. The person performing the services is fully retiring after this year and concurs with the recommendation that a full-time position is needed and justified . BOARD ACTION : 242 PRETRIAL SERVICES ( CONTINUED ) 1000 - 24100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Pretrial Services Risk Assessments 3 , 052 3 , 558 3 , 600 Defendants on Pretrial Supervision (ADP ) 900 900 950 Court Date Call Notifications N/A 4 , 000 4 , 000 Efficiency Measures FTE 's per 10 , 000/capita . 310 . 344 . 364 Per capita net cost $2 . 64 $2 . 91 $3 . 14 Goal PS JS1 : To reduce the cost of pretrial incarceration through effective pretrial release and supervision services ; assure defendant court appearance and no new law enforcement contact while on supervision in the community. DESIRED DESIRED OUTCOMES ACTUAL ESTIMATED PROJECTED OUTCOMES PS JS-1 : Pretrial To use evidence based practices 3, 052 1 ,779 3, 600 Services. Assist in defendant risk assessment for defendant defendant projected county and judicial pretrial release and supervision of risk risk defendant officials by defendants in the community; assessments assessments risk formulating assure court appearance and at the jail and at the jail and assessments release public safety; and 900 900 at the jail and recommendations defendants defendants 900 projected and providing on average on defendants supervision of daily supervision on defendants that supervision supervision reasonably assure that those on conditional release return to court and Estimated variable cost $3 ,235 , 120 $4, 947, 754 $5, 006, 160 do not engage in avoidance/savings to help manage criminal activity high expense of operating the jail . pending their trial and/or sentencing . 243 PRETRIAL SERVICES ( CONTINUED ) 1000 - 24100 Goal PS JS2 : To assist the Criminal Justice Advisory Committee (CJAC) be a resource to local justice system policy makers to analyze, problem solve and create efficiencies to overall service delivery. Use this information to regularly update and maintain long-term resource and capital needs for Weld County. DESIRED DESIRED OUTCOMES ACTUAL ESTIMATED PROJECTED OUTCOMES PS JS-2: CJAC. Set meeting dates , agendas , take Four to Six Four to Six Four to Six Provide meeting minutes and distribute to meetings meetings meetings professional members and the BOCC ; maintain staffing and CJAC Bylaws . Provide analysis , guidance to the and coordination with justice committee ; system agencies . facilitate, and advance their work. PS JS-3: Court Improve efficiencies and cost N/A 85-90% 85-90% Date Notification. avoidance at the Weld County Jail , Appearance Appearance Provide call ahead for the 19th Judicial District courts Rate to Rate to reminders to and for local law enforcement Division A Division A defendants agencies . (first scheduled for appearance court hearings . court, via summons) 244 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : JUSTICE SERVICES BUDGET UNIT TITLE AND NUMBER : Work Release - - 24125 ( Formerly 1000-24425 ) DEPARTMENT DESCRIPTION : Section 18- 1 . 3- 106 , C . R. S . , allows for the operation of jail alternative programs to be used by the court in sentencing . This unit offers a cost effective alternative to secure custody for low risk offenders. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 305 , 540 $ 1 , 348 , 705 $ 1 , 348 , 705 $ 1 , 348 , 705 Supplies 19 , 400 27 , 690 27 , 690 27 , 690 Purchased Services 172 ,260 187 , 098 187 ,498 187 ,498 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1 ,497 , 200 $ 1 , 563 , 493 $ 1 , 563 , 893 $ 1 , 563 , 893 Revenue 764 , 508 964 , 350 964 , 350 964 , 350 Net County Cost $ 732 , 692 $ 599 , 143 $ 599 , 543 $ 599 , 543 Budgeted Positions 16 . 0 17 . 0 17 . 0 17 . 0 SUMMARY OF CHANGES : Alternative Programs (work release and electronic monitoring ) transferred to this department in 2016 . Offender placements, performance outcomes and revenue remain stable . Case management and other in-house treatment services introduced this year, with continued implementation of enhanced work processes and correctional supervision strategies. Additional $400 for software maintenance costs. No other changes to proposed budget. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 245 Work Release I Electronic Monitoring ( Continued ) 1000 - 24125 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Avg . Work Release Clients - Daily 160 160 160 Avg . Electronic Home Monitoring - Daily 70 70 70 FTE' s per 10 ,000/capita .543 . 558 .539 Per capita net cost $2 .49 $ 1 . 97 $0. 00 Goal PS JS4 : To provide safe and less expensive sentencing alternatives to the use of jail ; deliver effective offender services for seamless community re-entry. PRELIMINARY DESIRED PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS J54-1 : Offender utilization 160 ADP - Work 160 ADP - Work 160 ADP - Work Alternative by providing less Release Release Release Programs - Provide costly sentencing safe, community alternative to jail based correctional incarceration for 70 ADP — Electronic 70 ADP — Electronic 70 ADP — Electronic placement for adult convicted Monitoring Monitoring Monitoring eligible adult offenders; offenders ordered by the Courts, in lieu of traditional jail sentence. Ensure Offenders 100% 100% 100% offenders are given participating in opportunities & educational and/or access to resources ; employment treatment and programming; and employment services, while living Estimated variable $ 1 ,564,425 $ 1 ,564,425 $ 1 ,564 ,425 in a staff-secure cost savings of correctional setting programs to or on electronic taxpayers for clients ' monitoring home average length of confinement. stay at Work Release. 246 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DISTRICT ATTORNEY' S OFFICE BUDGET UNIT TITLE AND NUMBER : Adult Diversion Services — 1000-24150 DEPARTMENT DESCRIPTION : Adult Diversion Services offers persons charged with criminal offenses alternatives to traditional criminal justice or juvenile justice proceedings. Staff screens defendants for acceptance into the program and develop service plans to address defendants' risks and needs . Completion of the program will result in dismissal of charges or its equivalent. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 71 , 897 $ 73 , 571 $ 74 , 777 $ 74 , 777 Supplies 238 500 500 500 Purchased Services 1 , 190 500 500 500 Gross County Cost $ 73 , 325 $ 74 , 571 $ 75 , 777 $ 75377 Revenue 18 ,430 14 , 000 14 , 000 14 , 000 Net County Cost $ 54, 895 $ 60 , 571 $ 61 , 777 $ 61 , 777 Budgeted Positions 1 1 1 1 SUMMARY OF CHANGES : The department has requested to move the Adult Diversion Case Manager to pay grade 26 , step 3 to be consistent with the pay grade of the Juvenile Diversion Case Manager ($ 1 ,206 ) . No other changes . FINANCE/ADMINISTRATION RECOMMENDATION : For parity between very similar position classifications the move of the Adult Diversion Case Manager to pay grade 26 , step 3 to be consistent with the pay grade of the Juvenile Diversion Case Manager is recommended . BOARD ACTION : GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : As a state official the District Attorney does not provide workload measures or goals in the budget document. 247 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : JUSTICE SERVICES BUDGET UNIT TITLE AND NUMBER : Community Corrections - 24200 & 24220 DEPARTMENT DESCRIPTION : Community Corrections Boards in Colorado are authorized under Title 17 , Article 27 of the Colorado Revised Statute to administer funds allocated by the Colorado legislature through the Division of Criminal Justice ( DCJ ) for administration and placement of offenders into community corrections programs. The Weld County Community Corrections Board , under the authority of the Board of Commissioners of Weld County, sub-contracts with selected vendors to provide residential and/or non-residential supervision services of adult felony offenders sentenced directly to these programs , or in lieu of, or as a transition from prison . Justice Services oversees all aspects to the administration of community corrections . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 57, 976 $ 59 , 374 $ 60 , 793 $ 60 , 793 Supplies 1 , 241 3 , 111 6 , 000 6 , 000 Purchased Services 2 , 775 , 286 2 ,815 , 769 2 , 850 , 625 2 , 850 , 625 Fixed Charges 25 , 547 25 , 051 25 , 051 25 , 051 Capital 0 0 0 0 Gross County Cost $ 2 , 860 , 050 $ 2 , 903 , 305 $ 2 , 942 , 469 $ 2 , 942 , 469 Revenue 2 , 882 799 2 , 903 305 2 , 942 469 2 , 942 , 469 Net County Cost $ -22 , 749 $ 0 $ 0 $ 0 Budgeted Positions 1 1 1 1 SUMMARY OF CHANGES : Average daily residential & non-residential offender populations at the community corrections facility remain steady. State allocation for SFY 17/18 : $ 1 , 464 , 351 for Residential Diversion services, $747 , 753 for Residential Transition services, $264 , 829 for Residential Condition of Parole services , $54 ,487 for Non-Residential Diversion services , $ 110 , 000 for Correctional Treatment Support services , $62 , 313 for Residential Condition of Probation services, $ 119 , 854 for Facility Payment funding to mitigate vendor staff turnover and promote evidence based programming and $ 118 , 882 for Community Corrections Board and department administration . Program revenues are up $39 , 164 over last year. Lease amount to vendor to use the community corrections facility increased to $296 , 616 per year and is listed under Budget Unit # 1000-90100 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Program is 100% funded by the state . BOARD ACTION : 248 COMMUNITY CORRECTIONS A ( CONTINUED ) 1000 - 24200 & 24220 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Intervention Community Correction Services : Total Average Daily Populations of Offender Populations by Type - Residential Transition , Residential Diversion , Non-Residential Diversion and IRT Placements : 250 250 250 Efficiency Measures FTE 's per 10 , 000/capita 0 . 034 0 . 033 0 . 032 Goal PS JS5 : To provide safe and less expensive alternatives to the use of jail and prison ; administer the Weld County Community Corrections Board, various contracts and agreements with the Colorado Department of Public Safety and the Department of Corrections, provide oversight of selected vendors and of the Community Corrections Facility. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) PS JS3-l : Cost savings by providing a less costly 160 residential 160 residential 160 residential Community alternative jail and prison (ADP) (ADP) (ADP) Corrections - incarceration for adult convicted Provide safe, offenders; 50 non 50 non 50 non community based residential residential residential correctional placement for Recidivism rates for offenders, eligible adult completing the Community 2% 2% 2% offenders ordered Corrections Program is substantially by the Courts lower after release than offenders and/or Department either released from prison or placed of Corrections. directly on parole. Ensure offenders are given All offenders participate in some form 240 240 240 opportunities & of educational and/or vocational access to resources; programming. treatment and employment Receive, manage, and process all $2,949,396 $2,903 ,305 $2,942,350 services, while community corrections funds from the living in staff- State ; secure correctional setting Cost avoidance/savings ratio of $ 1 ,800,000 $ 1 ,800,000 $ 1 ,800,000 Community Corrections Programs to County . 249 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : PLANNING AND ZONING BUDGET UNIT TITLE AND NUMBER : Building Inspection 1000-25100 DEPARTMENT DESCRIPTION : Building Inspection administers building codes , reviews plans , and makes on-site inspections during each phase of construction to insure minimum requirements are met. The Department also assists Weld County citizens in understanding and applying the International Building Code for utmost construction safety . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 011 , 182 $ 1 , 057 , 695 $ 1 , 057 , 695 $ 1 , 057 , 695 Supplies 127 , 109 48 ,440 107 , 738 107 , 738 Purchased Services 87 , 588 111 , 539 108 , 504 108 , 504 Fixed Charges 138 ,415 174 , 027 147, 217 147 , 217 Capital 0 0 0 0 Gross County Cost $ 1 , 364 ,294 $ 1 , 391 , 701 $ 1 ,421 , 154 $ 1 ,421 , 154 Revenue 2 , 629 , 184 3 , 735 , 000 2 , 650 , 000 2 , 650 , 000 Net County Cost $ - 1 , 264 , 890 $ -2 , 343, 299 $ - 1 , 228 , 846 $ - 1 ,228 , 846 Budgeted Positions 12 . 00 12 . 00 12 . 00 12 . 00 SUMMARY OF CHANGES : Supplies are up $59 , 298 due to software costs for Accela . Purchased Services are down $3 , 035 for vehicle costs. Fixed Charges are down $26 , 810 due to lower chargeback costs from Planning . Revenues are significantly down from the 2017 estimate by $ 1 , 085 , 000 . Even though in 2017 the county moved to the 2016 IBC fees, the amending of the permit structure for tank batteries and other oil and gas equipment from the historical methodology to $ 1 , 000 per site lowered the revenue actually collected . Therefore , the 2018 estimated revenue amount has been reduced based upon the actual 2017 revenue being collected with the changes. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 250 BUILDING INSPECTION ( CONTINUED ) 1000 - 25100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Field Inspection Work Outputs N umber of Building Permits Issued 2 , 225 2 ,230 2 , 300 N umber of inspections performed 24 ,467 22 , 125 23 , 000 Avg . tt of inspections per Inspector 19 . 57 17 . 77 18 . 2 N umber of Inspectors 5 5 5 N umber miles driven by Inspectors 133 , 481 134 , 600 135 , 000 Walk-ins 4 , 264 4 , 500 5 , 000 N umber of Plan Reviews 1 , 895 2 , 091 2 , 100 N umber of Plan Examiners 2 2 2 N umber of Building Compliance violations 38 48 50 N umber of Building Complaints 41 60 65 N umber Compliance cases closed 51 37 40 N umber of Building Compliance Officers I 1 1 251 BUILDING INSPECTION ( CONTINUED ) 1000 - 25100 Goal CED 7 : Ensure safe construction throughout unincorporated Weld County. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED7- 1 : Attendance of each Plans 18 18 18 Conduct safe and Examiner/Building Inspector/Building quality plan Official/Tech at 2 ICC classes (7 staff) reviews and inspections Maintenance of appropriate certifications 100% 100% 100% following adopted codes Goal CED 8 : Increase knowledge and understanding of adopted codes to citizens, homeowners, contractors, and builders through education . DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) CED 8- 1 : To Revise handouts and update website 100% 100% 100 % ensure current and quarterly updated information is available to the public on handouts and website 2 2 2 Ensure routine Host/attend. two Building Trades communication Advisory meetings per year with builders and contractors 4 4 4 Ensure inspectors Plans examiner present to the Building have more Official any changes to code quarterly handouts in the field for a non- technical audience n Consistent Provide "team training" in the field to inspections ensure consistency by inspectors conducted in the field 252 BUILDING INSPECTION ( CONTINUED ) 1000 - 25100 Goal CED 9 : Maintain quality, professional and timely site inspections . DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATORS: CED 9 - 1 : Percentage of complete records 100% 100% 100% Maintain a record of permit expirations and inspections to ensure permits are current Provide 24 hour Percentage of 24 hour turnaround 99% 99% 94 . 14) turnaround time inspections measured by complaints) for inspections. Ensure timeliness Maintain proficiency in Accella to ensure 95% 95% 100% of entering information is updated and available inspections and. appropriate follow-up. Provide plan Review plans in a timely manner current 100% 100°%% 100% review turnaround with policy time frame — measurable by within current complaints policy time frame. Return customers Measurable by number of complaints 100% 100% 100% call and questions annually within 24 hours . Maintain quality Measurable by annual complaints 100% 100% 100% customer service with existing staff levels 253 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Noxious weeds - - 1000-26100 DEPARTMENT DESCRIPTION : Responsible for noxious weed control and enforcement in the County . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 426 , 185 $ 461 , 100 $ 461 , 100 $ 461 , 100 Supplies 85 , 743 76 , 200 76 , 850 76 , 850 Purchased Services 365 , 410 409 , 886 418 , 986 418 , 986 Fixed Charges 10 , 450 0 0 0 Capital 0 0 0 0 Gross County Cost $ 887 , 788 $ 947 , 186 $ 956 , 936 $ 956 , 936 Revenue 18 , 222 6 , 000 6 , 000 6 , 000 Net County Cost $ 869 , 566 $ 941 , 186 $ 950 , 936 $ 950 , 936 Bud eted Positions 2 FTE 2 FTE 2 FTE 2 FTE 9 7 PT 7 PT 10 PT 10 PT SUMMARY OF CHANGES : Supplies increased a total of $650 due to an increase in Computer Software and Attachments of $500 to reflect historic costs, and Uniforms and Clothing increased $ 150 for outerwear reimbursement for an additional seasonal employee . Fixed Charges increased $9 , 100 to fund the Diffuse Knapweed cost share program under Grants and Donations . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 254 NOXIOUS WEEDS ( CONTINUED ) 1000 - 26100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Mowing Lane Miles 2 , 543 2 ,400 2 ,400 Spraying Lane Miles 8 , 887 7 , 500 7 , 500 Acres Sprayed (Only noxious weeds being 3 , 585 2 , 100 2 , 100 sprayed beginning in 2017 ) Efficiency Measures FTE 's per 10 , 000/capita . 066 . 064 . 062 Per capita cost (county support) $2 . 95 $3 . 12 $3 . 01 Goal TPW9 : Implement the Colorado Weed Management Act on County properties and in assist landowners with compliance with the law through public education and assistance. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OU TCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) TPW9- 1 : 98% of citizen and landowner generated. 100% 100% 100% Respond to calls contacts responded to within one working and emails from day. landowners within one working day . TPW9-2 : 95% of non-roadway properties owned by Yes Yes Yes Perform noxious Weld County sprayed or otherwise controlled weed control on all for noxious weeds annually. Weld County owned properties. TPW9-3 : 95% of all Weld County maintained roads Yes Yes Yes Mowing/spraying and intersections will be addressed for of all roads noxious weeds annually . maintained by Weld County . TPW9-4 : 90% of all legal notices mailed to landowners 100% 90% 90% Resolve all legal in Weld County will be brought into notices mailed to compliance. landowners for noxious weed infestations . 255 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : BOARD OF COUNTY COMMISSIONERS BUDGET UNIT TITLE AND NUMBER : Office of Emergency Management - - 1000-26200 DEPARTMENT DESCRIPTION : Section 24-32-2107 , C . R. S . , requires each county to maintain a Disaster Agency which has jurisdiction over and serves the entire county. The Director or Coordinator of the Disaster Agency is responsible for the planning and coordination of local disaster services , develops plans, and coordinates emergency planning in case of either natural or other disasters on county, state , and federal level . The focus for OEM is All-Hazards Planning and Coordination with county departments, agencies and organizations . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 285 , 936 $ 293 , 906 $ 293 , 906 $ 293 , 906 Supplies 9 , 326 26 , 400 29 , 900 29 , 900 Purchased Services 52 , 517 46, 295 141 , 795 141 , 795 Fixed Charges -710 0 0 0 Capital 0 0 0 0 Gross County Cost $ 347 , 069 $ 366 , 601 $ 465 , 601 $ 465 , 601 Revenue 41 , 612 55 , 000 115 , 000 115 , 000 Net County Cost $ 305 ,457 $ 311 , 601 $ 350 , 601 $ 350 , 601 Budgeted Positions 3 . 0 3 . 0 3 . 0 3 . 0 SUMMARY OF CHANGES : Supplies are up $3 , 500 for software for Ready Ops, Orion Damage Assessment and stream gages. OEM has encountered several areas of improvements over the last five years. The Emergency Management Program continues to grow throughout the County. Training and exercises continue to be a focus and have proven to show success during emergencies . OEM is requesting $20 , 000 to support a full scale EOC exercise in 2018 . This will support a contractor and planning for the exercise . OEM has also requested and received a Hazardous Materials Exercise and Planning grant for $60 , 000 with a $ 15 , 000 local match to support the need for coordination with our chemical facilities in the County. The Oil and Gas industry has added over 7 , 000 new facilities in the last 5 years . We have 153 facilities that have Extremely Hazardous Chemicals and require specific coordination for planning with First Responders. We also have 32 Risk Management Plan Facilities that require coordination with the LEPC and First Responders. The tasks , required coordination , planning and attending meetings is not possible to accomplish with current staffing , so the grant which will contract with a part time contractor should help in this area . The grant is for the period of September 1 , 2017 through September 30 , 2018. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The additional $20 , 000 for the FEMA training is recommended . FEMA has approved the training and scheduled it for August, 2018 . The Hazardous Materials Exercise and Planning grant is also recommended . The grant will end September 30 , 2018 . If the grant is not continued in the 2019 budget the department will need to assess whether a permanent position doing this function is needed . 256 OFFICE OF EMERGENCY MA ( CONTINUED ) 1000 - 26200 BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of drills and exercises 12 12 12 N umber of people participating in drills 500 500 500 N umber of inspections and/or reports 18 18 18 Efficiency Measures FTE's per 10 , 000/capita 0 . 102 0 . 095 0 . 126 Per capita cost $ 1 . 04 $ 1 . 06 $ 1 . 06 Mission Statement: To support Weld County and its citizens in Preparedness, Prevention , Mitigation , Response , and Recovery using an All-Hazards approach , and to develop and sustain broad and sincere relationships among individuals and organization to encourage trust, advocate a team atmosphere , build consensus, and facilitate communication . o Goal PS OEM 1 : Prevention and Mitigation - Identify situations or conditions that have the potential of causing injury to people , damage to property and to the environment. o Goal PS OEM 2 : Preparedness - To safeguard against terrorism , manmade and n atural disasters . It is focused on actions that protect citizens , residents, visitors , n etworks and critical assets in Weld County. a Goal PS OEM 3 : Response - The capabilities necessary to save lives, protect property and the environment, and meet basic human needs after an incident has occurred . It is focused on ensuring that the county is able to effectively respond to any threat or hazard , including those with cascading effects, with an emphasis on saving and sustaining lives and stabilizing the incident, as well as rapidly meeting basic human needs, restoring basic services and community functionality, establishing a safe and secure environment, and supporting the transition to recovery. 257 OFFICE OF EMERGENCY MANAGEMENT ( CONTINUED ) 1000 - 26200 o Goal PS OEM 4: Finance and Administration - Development of fiscal and administrative procedures to support the emergency management budget for staffing and daily operations. o Goal PS OEM 5: Program Management - Organization of local emergency management programs ; coordinating emergency preparedness, mitigation , response and recovery activities across multiple agencies and organizations . o Goal PS OEM 6 : Planning - The collection , analysis and use of information and the development, promulgation , and maintenance of the organizational comprehensive emergency management plan , action plans and mitigation plans . o Goal PS OEM 7 : Recovery - Recovery includes those capabilities necessary to assist communities affected by an incident in recovering effectively. It is focused on a timely restoration , strengthening , and revitalization of the infrastructure ; housing ; a sustainable economy ; and the health , social , cultural , historic, and environmental fabric of communities affected by a catastrophic incident. NOTE : OFFICE OF EMERGENCY MANAGEMENT HAS A COMPREHENSIVE STRATEGIC PLAN AVAILABLE ONLINE AT: http ://www. co .weld . co . us/Departments/OEM/index. html 258 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : General Engineering - - 1000-31100 DEPARTMENT DESCRIPTION : Provides engineering services for bridge designs ; development referrals; field survey operations to establish line and grade control ; administrative and inspection work in utility and subdivision construction ; performs laboratory tests to determine soil properties, construction and materials quality; all phases of highway engineering , bridge engineering , design and construction inspection . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2, 932 , 367 $ 2 , 968 , 764 $ 2 , 978 ,270 $ 2 , 978 ,270 Supplies 169 , 943 193 , 200 159 , 245 159 ,245 Purchased Services 12 , 778 , 577 19 , 526 , 846 6 , 027 , 921 6, 027 , 921 Capital 116 , 323 0 0 0 Contra -235 , 858 -348 , 055 -329 , 571 -329 , 571 Gross County Cost $ 15 , 761 , 352 $ 22 , 340 , 755 $ 8 , 835 , 865 $ 8 , 835 , 865 Revenue 0 0 0 0 Net County Cost $ 15 , 752 352 $ 22 , 340 755 $ 8 , 835 865 $ 8 , 835 865 Budgeted Positions 28 28 28 28 SUMMARY OF CHANGES : Personnel Services increased $9 , 506 with the addition of the Development Review Manager ($ 102 , 660 ), upgrade of Deputy Director Engineering ($8 , 772 ), $ 15 , 750 to promote three current Engineers from Tech II to III , and promote one Engineer Ito II for a total increase of $ 16 , 000 . In house appraiser position was eliminated mid-year for a savings of $ 133 , 676 Engineering and Architectural increased $75 , 000 for appraisal service fees due to the elimination of an in-house appraiser for a net savings of $58 , 676 . Supplies decreased $33 , 955 as Small Items of Equipment was decreased $40 , 000 with the elimination of the lab remodel , which was completed in 2017 . Software Maintenance increased $6 , 045 for the PubWorks program annual fee and charges for the on-line comments form . Purchased Services decreased a total of $ 13 ,498 , 925 based on the following : Publications and Subscriptions increased $4 , 000 for additional inspection manuals. Memberships and Registration Fees increased $5 , 650 for the cost of the nuclear gauge license registration fees . Other Purchased Services increased $7 , 300 for construction permits and dewatering and stormwater annual permit fees. As stated above Engineering and Architectural increased $75 , 000 for appraisal service fees due to the elimination of an in-house appraiser for Public Works . Other Professional Services increased $ 15 , 000 for environmental audits needed in 2018 . Repair and Maintenance Equipment increased $2 , 500 for increased fees for lab equipment and nuclear gauge calibrations. Repair and Maintenance Other in the amount of $975 was eliminated from this budget and will now be funded from the Administration budget. Travel and Meetings increased $ 12 ,200 due to anticipated travel expenses for 2018 . Training increased $ 10 , 000 based on continuing training needs for engineering staff. Strategic Roads decreased $ 12 , 679 , 600 based on road and bridge projects to be completed in 2018 . Grants and Donations decreased $850 , 000 based on projects for 2018 . 259 GENERAL ENGINEERING ( CONTINUED ) 1000 - 31100 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval including personnel changes. Board approved the creation of the Development Review Manager position , and reclassification of the PW Transportation Manager to Deputy Director Engineering position on August 14 , 2017 . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs N umber of designs completed 17 26 15 N umber of construction projects completed 0 16 0 N umber of land use case reviews 673 150 350 Access Permit 601 525 525 Right-of-Way Permits 522 405 405 Efficiency Measures FTE' s per 10 , 000/capita 0 . 951 0 . 919 0 . 889 Per capita cost $53 . 49 $73 . 34 $28 . 02 *Numbers do not include flood projects. Goal TPWS : Development, design, inspection, testing, planning, and review of all phases of County road and bridge engineering services for both in-house and contracted projects. DESIRED PRELIMINARY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) TPW8- 1 : Plans will not require changes after 100% 100% 100% Develop accurate project goes to construction 95% of the Capital Improvement time Plans • TPW8-2 : Construction tests will not require 100% 100% 100% Perform accurate repeat tests or re-calculations 95% of construction testing the time TPW8-3 : Improvement agreements will be error 100% 100% 100% Present accurate free when presented to the BOCC 98% improvement of the time agreements 260 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : BUILDINGS AND GROUNDS BUDGET UNIT TITLE AND NUMBER : Missile Site Park -- 1000-50100 DEPARTMENT DESCRIPTION : Maintains Missile Site Park which includes camp grounds and related equipment, as well as the missile silo and archive storage areas . Also provides security for the park . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 45 , 657 $ 72 , 162 $ 72 , 162 $ 72 , 162 Supplies 822 3 ,200 1 , 750 1 , 750 Purchased Services 5 , 718 17 ,400 12 , 900 12 , 900 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 52 , 197 $ 92 , 762 $ 86 , 812 $ 86 , 812 Revenue 6 , 604 3 , 000 5 , 000 5 , 000 Net County Cost $ 45 , 593 $ 89 , 762 $ 81 , 812 $ 81 , 812 Budget Positions 1 1 1 1 SUMMARY OF CHANGES : Gross county costs are down $5 , 950 with the net county costs down $7 , 950 . The reductions are primarily attributed to the fact the caretaker no longer resides at the park, thus reducing some utility costs ($3 , 000 ). Other supplies are down $ 1 , 450 , and vehicle maintenance is down $ 1 , 500 . The position is also being utilized at other county facilities as time allows . Revenues are up $2 , 000 due to the fee change done in 2016 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 261 MISSILE SITE PARK ( CONTINUED ) 1000 - 50100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of visitors 600 600 600 Work Outputs FTE 's per 10 , 000/capita 0 . 034 0 . 033 0 . 032 Per capita cost { county support) $0 . 155 $0 . 295 $0 . 259 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Building and Grounds Budget Unit ( 1000- 17200 ). 262 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : BUILDINGS AND GROUNDS BUDGET UNIT TITLE AND NUMBER : Parks and Trails - - 1000-50200 DEPARTMENT DESCRIPTION : Development and maintenance costs of County trails and future park projects. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 29 , 000 129 , 000 129 , 000 129 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 29 , 000 $ 129 , 000 $ 129 , 000 $ 129 , 000 Revenue 0 0 0 0 Net County Cost $ 29 , 000 $ 129 , 000 $ 129 , 000 $ 129 , 000 Budgeted Positions n/a nra n/a n/a SUMMARY OF CHANGES : Budget includes $29 , 000 for the joint maintenance and administration of the Poudre River Trail with Windsor and Greeley. This represents $ 18 , 000 towards the staff position and $ 11 , 000 towards maintenance . The budget is the same as last year. The Board agreed , in April , 2004 , to fund the County' s share . A new I GA was developed in 2006 , which includes full maintenance and administration of the trail , with each party paying one-third of the costs . The City of Greeley actually does the maintenance and administration through its Parks Department. An additional $ 100 , 000 was included in the 2017 budget for trail repairs. Weld County , Windsor, and Greeley each committed to funding $200 , 000 over two years for trail repairs . Therefore , the additional $ 100 , 000 is included again in the 2018 budget. In the Public Works budget unit 2000- 32500 a TAP grant in the amount of $447 , 890 is included for Poudre River Trail repairs also . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 263 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : GREELEY-WELD COUNTY AIRPORT BUDGET UNIT TITLE AND NUMBER : Airport Transfer - - 1000-56100 DEPARTMENT DESCRIPTION : County support for capital improvements to the Greeley - Weld County Airport. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : The Airport Board has adopted the policy that they will be self- sufficient and will no longer request funding for local grant matches for capital FAA projects. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 264 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES BUDGET UNIT TITLE AND NUMBER : Senior Programs - - 1000-56110 DEPARTMENT DESCRIPTION : Weld County's financial support to the nineteen senior centers throughout the county. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 19 , 000 19 , 000 19 , 000 19 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 19 , 000 $ 19 , 000 $ 19 , 000 $ 19 , 000 Revenue 0 0 0 0 Net County Cost $ 19 , 000 $ 19 , 000 $ 19 , 000 $ 19 , 000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : Recommended budget of $ 19 , 000 is the same as 2017 . The funds will be equally divided among the nineteen ( 19 ) senior centers throughout Weld County resulting in $ 1 , 000 per site . Each site determines how the money can best be spent to benefit their senior program . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 265 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : WASTE WATER MANAGEMENT BUDGET UNIT TITLE AND NUMBER : Waste Water Management - - 1000-56120 DEPARTMENT DESCRIPTION : County assessment for North Front Range Water Quality Planning Association for waste water management, and Big Thompson Watershed Forum . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 9 , 215 10 , 000 10 , 000 10 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 9 , 215 $ 10 , 000 $ 10 , 000 $ 10 , 000 Revenue 0 0 0 0 Net County Cost $ 9 , 215 $ 10 , 000 $ 10 , 000 $ 10 ,000 Budgeted Positions nIa n/a nIa n/a SUMMARY OF CHANGES : This budget is the same as 2017 for the North Front Range Water Quality Planning Organization ( NFRWQPO) ($9 , 000 ), and the Big Thompson Watershed Forum ($ 1 , 000) . Membership for the Little Dry Creek Watershed Group ($6 , 000 ) is included in the Budget Unit account 1000-31100-6340 budget, since it involves drainage issues and not water quality. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 266 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEVELOPMENTALLY DISABLED BUDGET UNIT TITLE AND NUMBER : Envision - - 1000-56130 DEPARTMENT DESCRIPTION : Weld County's financial support of Envision , formerly Centennial Development Services , Inc. , which provides services for the developmentally disabled citizens of the county. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 38 , 225 48 , 225 38 , 225 38 , 225 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 38 , 225 $ 48 , 225 $ 38 ,225 $ 38 , 225 Revenue 0 0 Q 0 Net County Cost $ 38 , 225 $ 48 , 225 $ 38 , 225 $ 38 , 225 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : The 2018 request is back to the historical base amount of $38 ,225 . In 2017 the county provided a one-time additional amount of $ 10 , 000 to help sustain the Person- Centered Organization ( PCO ) project. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval of the base amount of $38 , 225 . BOARD ACTION : 267 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : MENTAL HEALTH North Range BUDGET UNIT TITLE AND NUMBER : Behavioral Health - - 1000-56140 DEPARTMENT DESCRIPTION : Weld County's financial support of the North Range Behavioral Health which provides extensive mental health services to citizens in Weld County . In addition this budget funds client treatments in Weld County Adult Treatment Court. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 186 , 937 203 ,225 293 ,225 203 ,225 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 186 , 937 $ 203 , 225 $ 293 ,225 $ 203 ,225 Revenue 0 0 0 0 Net County Cost $ 186 , 937 $ 203 , 225 $ 293 ,225 $ 203 ,225 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : NRBH is requesting $ 108 , 225 for the base amount funded historically. NRBH is also requesting the continuation of the $20 , 000 funded since 2013, for the Suicide Education and Support Services (SESS ) . SESS ' primary mission is to address the suicide rate in Weld County. The NRBH request is the same as 2017 . NRBH has also requested an additional $30 , 000 for the Weld County Prevention Partners (WCPP ). The WCPP has been operating in Weld County for ten years funded via a SAMHSA grant. The program has lost $30 , 000 in state funding through the Tony Grampsas Youth Services fund . The program 's mission is to promote a safer, healthier Weld County through strategies that prevent and reduce youth substance abuse . Funding is a policy issue for the Board . $75 , 000 is included for the Weld County Adult Treatment Court program to treat clients in with alcohol , drug and other substance abuse issues. In 2016 , the county and courts developed an ongoing MOU for this arrangement. Qualified Listeners has requested $60 , 000 for 2018 . The program is a newly formed organization dedicated to supporting the mental health needs of veterans and their families with the objective of reducing the number of suicides and home stress . It is a system by which combat veterans listen to veterans so the organization can begin to connect veterans to resources which already exist and are paid for by taxpayers. Funding is a policy issue for the Board . 268 MENTAL HEALTH ( CONTINUED ) 1000 - 5614Q FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval of the NRBH base amount of $ 108 ,225 , the $20 , 000 for SESS , and the $75 , 000 for Weld County Adult Treatment Courts. This is the same funding level as 2017 . Funding of the Weld County Prevention Partners (WCPP ) is a policy issue for the Board to decide . This would be displacing state funds that have been reduced with county General Fund dollars. Funding of the Qualified Listeners program is a policy issue for the Board to decide . If the Board considers funding the program is recommended that it be for start-up funds in the range of $ 15 , 000-$20 , 000 , not $60 , 000 requested , to see if the program has some of the desired outcomes. It is also recommended that if the program is funded that it be funded through NRBH along with other mental health programs in the county. It is questionable if it makes economic or administrative sense for Qualified Listeners to be a stand-alone non-profit until it has some track record as a program . BOARD ACTION : 269 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : CHILD ADVOCACY CENTER BUDGET UNIT TITLE AND NUMBER : A Kid 's Place - - 1000-56150 DEPARTMENT DESCRIPTION : Funds a facility for interviewing and providing services to young victims of child abuse and non-offending family members . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Contra Account 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions nIa n/a nIa n/a SUMMARY OF CHANGES : This program is now funded in the Social Services budget under Child Welfare , since the usage justifies Social Services paying 100% . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend continuing to fund this program in the Social Services budget under Child Welfare in 2018 , since the usage justifies Social Services paying 100% . BOARD ACTION : 270 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Retirement Transfer - - 1000-56160 DEPARTMENT DESCRIPTION : Central budget unit for the transfer of administrative costs for Weld County Retirement Plan . RESOURCES A►CTUA►L LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions n/a nla nla nla SUMMARY OF CHANGES : This unit is for the transfer to the Weld County Retirement Plan Fund for the administrative costs of the program . With the underfunding of the Weld County Retirement Plan the Board decided to reimburse the Retirement Fund for the administrative costs of the plan . The administrative costs include the investment fees and other administrative costs. Annually the costs are approximately $ 1 , 000 , 000 . The County stopped paying the fees in the 1980's. From 2011 -2015 the General Funds made substantial contributions to repay the Retirement Fund for the past administrative costs. As a result as of December 31 , 2015 , the Weld County Retirement Plan was fully funded under the new accounting rules of GASB 67 and 68 . The level of funding for this purpose can be reduced in years where the property tax revenues from oil and gas fluctuate downward and when the retirement fund is fully funded . Due the retirement plan being totally funded no contribution is required in the 2018 budget. As funds are available the county should consider funding the retirement plan to reduce the investment rate assumption from 7 . 75% to 6 .25% over time , which is more realistic based upon projected investment returns . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 271 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : TRANSFERS BUDGET UNIT TITLE AND NUMBER : Human Services Transfer - - 1000-56160 DEPARTMENT DESCRIPTION : General Fund contribution to Area Agency on Aging Program ( Human Services Budget) . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 12 , 351 12 , 351 12 , 351 12 , 351 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 12 , 351 $ 12 , 351 $ 12 , 351 $ 12 , 351 Revenue 0 0 0 0 Net County Cost $ 12 , 351 $ 12 , 351 $ 12 , 351 $ 12 , 351 Budgeted Positions J nIa nIa nIa n/a SUMMARY OF CHANGES : The transfer to the Human Services Fund of $ 12 , 351 is for the Area Agency on Aging Administration match . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services Fund . 272 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : TRANSFERS BUDGET UNIT TITLE AND NUMBER : Health Department Transfer - - 1000-56160 DEPARTMENT DESCRIPTION : General Fund contribution to Health Department operations. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 4 , 537 , 102 4 , 869 , 653 5 , 089 ,441 5 , 089 ,441 Capital 0 0 0 0 Gross County Cost $ 4 , 537 , 102 $ 4 , 869 , 653 $ 5 , 089 ,441 $ 5 , 089 ,441 Revenue 0 0 0 0 Net County Cost $ 4 , 537 , 102 $ 4 , 869 , 653 $ 5 , 089 ,441 $ 5 , 089 ,441 Budgeted Positions nIa nIa n/a n/a SUMMARY OF CHANGES : See Health Fund for details. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : Approved as recommended . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health Fund . 273 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Economic Development - - 1000-60200 DEPARTMENT DESCRIPTION : General Fund Department used to fund the County's economic development program through the Upstate Colorado Economic Development ( Upstate Colorado ), a public/private non-profit organization . Starting in 2009 , the County began contributing to the East Colorado Small Business Development Center (SBDC ), in addition to Upstate Colorado Economic Development. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ o Supplies 0 0 0 0 Purchased Services 530 , 077 165 , 000 215 , 000 165 , 000 Gross County Cost $ 530 , 077 $ 165 , 000 $ 215 , 000 $ 165 , 000 Revenue 190 , 720 0 0 0 Net County Cost $ 339 , 357 $ 165 , 000 $ 215 , 000 $ 165 , 000 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : East Colorado Small Business Development Center has requested $55 , 000 , same as 2017 . Upstate Colorado requested $ 150 , 000 , which is $50 , 000 more than the 2017 level of funding . Upstate is currently identifying the appropriate programs and staff resources needed to fulfill their existing and future capacity needs. Upstate is looking at the imperative need to implement succession programing for the next 3-5 years, and the additional amount above our 2017 funding level will assist in that staffing overlap . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval including the additional $50 , 000 for Upstate's succession planning . However, it is recommended the additional $50 , 000 come out of the Economic Development Trust Fund in 2018 . Since nearly two-thirds of the property tax base of Weld County is derived from the energy industry it is critical long term for the county to increase the diversification of the local property tax base , and the primary job employment base to have a long-term sustainable local economy . Upstate Colorado and SBDC are the two primary agencies for promoting economic development in Weld Colorado . In addition to this funding in the General Fund there is a request for $90 , 000 for the Economic Development Trust Fund to continue to fund the Upstate Colorado Economic Development Community Support Program for the third year. It was anticipated in the beginning of the program that the small communities would gradually assume some of the costs of the program . In 2018 , perhaps there should be discussions with the communities regarding sharing of costs to support the program long term . BOARD ACTION : GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See County's overall Economic Development goals in the Strategic Plan Section of the Budget Message . 274 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Building Rents - - 1000-60300 DEPARTMENT DESCRIPTION : General Fund Department used to fund lease/purchase contracts for county buildings . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions nIa n/a nIa n/a SUMMARY OF CHANGES : Budget reflects the County's debt service on any long-term debt and/or lease purchase debt in any given year. With the payoff of the correctional facilities' Certificates of Participation (COP), as of August 1 , 2007 , Weld County has no long-term debt or long-term lease obligations. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 275 LEASE - PURCHASE AGREEMENTS The following supplemental data regarding lease-purchase agreements involving real property is required under Section 29- 1 - 104(2 )(d ) , C . R. S . , 1973 : A. The total amount to be expended during the ensuing fiscal year for payment obligations under all lease-purchase agreements involving real property $ -O- B . The total maximum payment liability of the local government under all lease-purchase agreements involving real property over the entire terms of such agreements, including all optional renewal terms $ -0- C . The total amount to be expended during the ensuing fiscal year for payment obligations under all lease-purchase agreements other than those involving real property $ -O- D . The total maximum payment liability of the local government under all lease-purchase agreements other than those involving real property over the entire terms of such agreements, including all optional renewal $ -0- 276 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Non-Departmental - - 1000-90100 DEPARTMENT DESCRIPTION : Central budget unit containing county-wide costs that are not allocated to program budgets , e .g . training , audit fees , etc . RESOURCES ACTUALLAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 70 , 926 70 , 000 70 , 000 70 , 000 Purchased Services 602 , 241 425 , 535 449 , 127 449 , 127 Fixed Charges 88 , 732 115 , 000 120 , 000 120 , 000 Gross County Cost $ 761 , 899 $ 610 , 535 $ 639 , 127 $ 639 , 127 Revenue 91 , 220 , 185 102 , 048 , 987 103 , 313 , 377 103 , 313 , 377 Net County Cost $ - 90 ,458 , 286 $- 101 , 438 ,452 $ - 102 , 674 , 250 $ - 102 , 674 ,250 SUMMARY OF CHANGES : The expense side of this budget is up $28 , 592 from 2017 . Memberships and dues are up $2 , 200 due to DRCOG dues, auditing costs are up $900 , and training is up $5 , 000 . Professional services are up $20 ,492 for deferred compensation program fees ($ 10 , 892 ), and medical services from Ergomed ($9 , 600 ) . Revenues are up $ 1 , 264 , 390 over the current year. Property taxes are budgeted at $92 , 908 , 779 up $371 ,429 . Revenue from interest earnings are up $800 , 000 at $2 , 000 , 000 for 2018 . Fines are up $3 , 000 , Thornton PILT is up $ 1 ,472 , and cable fees are up $5 , 000 . Rents from Buildings total $557 , 684 from Social Services ($ 166 , 234 ), PS Trophy ($ 16 , 800 ), Community Corrections Building ($288 , 612 ), ambulance station ($ 15 , 600 ), and Fredrick library building lease/purchase ($70 , 438 ) . Recovery of indirect costs is $6 , 826 , 159 , and revenues from Urban Renewal Authorities ( URA) are budgeted at $272 , 670 for Brighton URA , $29 ,450 for the Erie URA,. and $ 101 , 175 for South Firestone URA. Other smaller revenues are stable with little change . Total revenues are $ 103 , 313 , 377 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 277 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Retiree Health Insurance - - 1000- 90120 DEPARTMENT DESCRIPTION : Central budget unit to account for the costs for retiree health benefits. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions nla n/a n!a nla SUMMARY OF CHANGES : Beginning January 1 , 2007 , in accordance with GASB 45 , employers must account for the actuarial cost of post-employment benefits paid to retirees. Weld County's only program outside of the retirement program is the payment of health insurance benefits to retirees. Under GASB 45 an estimated actuarial amount is needed to be reserved to recognize the cost of the benefit in periods related to when services are received by the employer (Weld County ). However, with the changes described below, funding is no longer needed in this budget unit. Based upon the reserve amount in the Other Post Employment Benefits (OPEB ) Trust and the amount paid out each year for active retirees in department budgets , the reserve requirement is being met. FINANCE/ADMINISTRATION RECOMMENDATION : On July 21 , 2010, the Board amended the Other Post Employment Benefits (OPEB ) Plan to stop coverage for any eligible retiree , effective June 30 , 2012 , that did not have a signed retiree health agreement as of July 21 , 2010 . This change was in response to the passage of the Patient Protection and Affordable Care Act ( PPACA) creating gap insurance coverage for early retirees through state insurance exchanges, effective January 1 , 2014 . Retirees impacted can obtain insurance coverage under COBRA from July 1 , 2012 , to January 1 , 2014 . As a result of this Board action , the OPEB Plan was fully funded , as of 2012 , and no longer requires additional contributions. BOARD ACTION : 278 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : COMMUNITY AGENCY GRANTS BUDGET UNIT TITLE AND NUMBER : Community Agency Grants - - 1000-90150 DEPARTMENT DESCRIPTION : Weld County's financial support to community agencies that do not fit under a specific county program . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 90 , 737 35 , 737 78 , 257 35 , 737 Gross County Cost $ 90 , 737 $ 35 , 737 $ 78 ,257 $ 35 , 737 Revenue 0 0 0 0 Net County Cost $ 90 , 737 $ 35 , 737 $ 78 , 257 $ 35 , 737 Budgeted Positions n&a n/a n/a nla SUMMARY OF CHANGES : Funding is included for the following community agencies : AGENCY PRIOR YEAR REQUEST RECOMMEND FINAL Promises for Children $ 5 , 000 $ 5 , 000 $ 5 , 000 $ 0 211 Information and Referral 25 , 000 40 , 000 25 , 000 0 Youth and Family Connection 0 0 0 0 1451 Collaboration Management 0 0 0 0 Catholic Charities 0 0 0 0 Greeley Transitional House 0 0 0 0 A Woman 's Place 0 0 0 0 Welds' Way Home 0 25 , 000 0 0 Our Land to Your Hands 0 2 , 500 0 0 Audio Information Network 5 , 737 5 , 737 5 , 737 0 Total $35,737 $78,257 $35, 757 $ 0 FINANCE/ADMINISTRATION RECOMMENDATION : This budget unit consolidates community agencies with requests that do not fit under a specific program . The following is the recommendation for each agency: Promises for Children . The Board , in May, 2004 , made a commitment to fund this program along with other partners in the community. A request for $5 , 000 was made . This is the same as 2017 . Recommend approval . 279 COMMUNITY AGENCY G ( CONTINUED ) 1000 - 90150 FINANCE/ADMINISTRATION RECOMMENDATION ( Continued ) : 211 Information and Referral program has requested $40 , 000 for the 211 information and referral system operated by United Way . This is an increase of $ 15 , 000 over the 2017 funding level of $25 , 000 . The recommended budget includes base level funding of $25 , 000 . Increase in funding is a Board policy issue . Audio Information Network of Colorado (formerly Radio Reading Service of the Rockies) has requested $5 , 737 to provide radio reading services for the visually impaired in Weld County. This is the same as 2017 . Recommend approval . Youth and Family Connections (YFC ) in 2015 YFC was funded $98 , 969 to cover the three-year period of 2016-2018 for Weld County' s share of law enforcement support. Therefore , no additional requests for funding will be made until 2019 . Collaborative Management Program (formerly the Interagency Oversight Group ) was funded $ 108 , 000 to cover the three-year period of 2016-2018 for Weld County' s share of the 1451 Collaborative Management Program . Therefore , no additional requests for funding will be made until 2019 . Homeless Shelters have not been funded in the past by General Fund dollars . Catholic Charities, A Woman ' s Place , and Greeley Transitional House did not request General Fund monies for 2018 . Human Services has been doing a $20 , 000 program with a voucher process through CSBG for the shelters. If the homeless shelters are funded it should be by a Human Services allocation of CSBG dollars as vouchers to clients or other Human Services program funds . Recommend no General Fund funding . Social Services may fund with CSBG funds, if funds are available . Weld 's Way Home has requested $25 , 000 for 2018 . The funding would be for the Weld 's Way Home (WWH ) effort, which is a long-term countywide strategic plan to address homelessness and housing instability. WWH does not intend to offer direct services; instead they aim to support and expand the capacity of the expert service provider already addressing this challenge in Weld County. Funding is a policy issue for the Board . Our Land to Your Hands Committee has requested $2 , 500 for 2018 . The funding would be for the transportation costs for St. Vrain School District students to be bused to the event. While the event is worthwhile , staff does not believe this a funding responsibility of the county and the school district should be paying for the transportation costs . Also, St. Vrain School District has received from the county a windfall of $856 , 955 in 2016 , and $76 , 084 in 2017 from the Bankhead-Jones shared revenues from the Pawnee Grasslands without any direct impact, so perhaps they could use some of the Bankhead-Jones funding for this program . Funding is a policy issue for the Board . BOARD ACTION : 280 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : Treasurer BUDGET UNIT TITLE AND NUMBER : Weld County Bright Futures - 1000-90160 DEPARTMENT DESCRIPTION : This budget unit administers the Weld County Bright Futures Program and the donations and tax credits that support it. The program offers student grants from donations to eligible Weld County high school graduates, students earning GEDs and veterans pursuing post high school education or training . Under SB 15-82 the County is authorized to allow the use of county property tax incentive payments or credits to taxpayers contributing to the program for workforce development. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 35 , 750 $ 95 , 940 $ 38 , 544 $ 38 , 544 Supplies 25 , 354 34 , 750 18 , 500 18 , 500 Purchased Services 3 , 211 13 , 250 122 , 498 122 ,498 Fixed Charges 10 0 3 , 000 , 000 3 , 000 , 000 Capital 70 , 000 0 0 0 Gross County Cost $ 134 , 325 $ 143 , 940 $ 3 , 179 , 542 $ 3 , 179 , 542 Revenue 0 0 0 0 Net County Cost $ 134 , 325 $ 143 , 940 $ 3 , 179 , 542 $ 3 , 179 , 542 Budgeted Positions 2 2 2 2 SUMMARY OF CHANGES : This is the third Weld County Bright Futures Program administration budget request. The actual budgetary needs are still evolving , so for 2018 the program still includes two part time positions. Supplies and services of $24 , 500 for administration have been reallocated based upon the evolving needs and expenditure patterns of the program . The Bright Futures program was formed and implemented in 2015 with the intention of creating an incentive to property tax payers to pay less taxes to the county by directing a donation to the Bright Futures program to fund students living in Weld County who wish to pursue post-secondary education . The program is a workforce development program that is a win-win for the taxpayers , students, and employers in Weld County. After the first year of the program's implementation student interest and participation in the program is strong . However, the property tax incentive has not brought in the funding to sustain the program long term . To make the program sustainable long term for a four-year program of the students the program needs approximately $ 10 million per year to fully fund it, and $6 , 000 , 000 , if structured to fund only two years. Other program changes could reduce the cost even more . Based upon a marketing and feasibility study done by Mantooth Marketing Company the program needed to consider some structural changes and new marketing approach . 281 BRIGHT IUTURES ( CONTINUED ) 1000 - 90160 SUMMARY OF CHANGES ( Continued ) : As a result of the marketing study and staff financial and program analysis the Board of Weld County Commissioners on June 5 , 2017 , entered into an agreement with Upstate Colorado Economic Development ( Upstate ) to administer the marketing and fundraising function of the program under the direction of an autonomous Bright Futures Board . The student grant administration will remain with the Weld County Treasurer's Office costing $62 , 975 in 2018 . The county will pay Upstate $ 116 , 498 for the marketing and fundraising function for a total program administration cost of $ 179 , 542. For long term sustainability,ity, the Bright Futures program , if it is structured to fund only two years of a students program will require an annual fundraising effort of $ 1 , 500 , 000 and $3 , 000 , 000 in General Fund subsidy . The 2018 student grant budget is funded at the $3 , 000 , 000 level . To transition to the program changes may require some funding from the Economic Development Trust to get to the $3, 000 , 000 General Fund funding level for the next two years. In 2016 , $ 15 , 000 , 000 in property tax incentive credits were budgeted and placed in a trust fund . This portion of the program should not require additional county funds for 15-20 years. Donations for this program are placed in a separate trust fund to pay the student grants . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . The 2018 budget as funded on an ongoing basis, and the changes in the structure should make the program sustainable long term . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Students in Program 1 , 109 1 ,200 2 , 000 Investments $ 1 . 25M $3. 001111 $4. 50M Efficiency Measures FTE's per 10 , 000/capita . 068 0 . 66 0 . 63 Per capita administrative expenditure $0 .46 $0 .47 $0 . 57 Per capita student grant expenditure $4 .24 $9 . 85 $ 10 . 08 282 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : EXTENSION SERVICES BUDGET UNIT TITLE AND NUMBER : Extension - - 1000-96100 DEPARTMENT DESCRIPTION : Provide adults and 4-H youth with unbiased , research-based education for agricultural , environmental , and consumer issues. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 276 , 314 $ 314 , 726 $ 355 , 782 $ 355 , 782 Supplies 3 , 936 6 , 300 6 , 300 6 , 300 Purchased Services 26 , 225 39 ,400 42 , 400 42 , 400 Fixed Charges 785 0 0 0 Capital 0 0 0 0 Gross County Cost $ 307 , 260 $ 360 , 426 $ 404 , 482 $ 404 , 482 Revenue 0 0 0 0 Net County Cost $ 307 , 260 $ 360 , 426 $ 404 , 482 $ 404 , 482 Budgeted Positions 13 . 00 11 . 00 11 . 75 11 . 75 SUMMARY OF CHANGES : In the Fall of 2016 , Weld County Extension conducted a community needs assessment. Results showed many issues pertaining to Family & Consumer Sciences ( FCS ). Discussions were held with the BOCC , and with department heads from Human Services and the Health Department, with agreement that the addition of an Extension FCS Agent was justified . Included in Personnel Services is an increase of $35 , 000 , which would represent the County's portion of a 50/50 split of the FCS position with CSU . Also in Personnel Services is a request to increase the 4-H Events Coordinator position from 0 . 5 FTE with 250 additional hours to 0 . 75FTE . The added cost with benefits would be $6 , 056 . In addition , $3000 was added to Purchased Services to provide support for the new FCS position (travel , etc . ). FINANCE/ADMINISTRATION RECOMMENDATION : In previous work session the Board had agreed to the new FCS position , if CSU shared the funding 50/50% . The added workload for the 4H program appears to justify the additional hours for the 4- H Events Coordinator position . BOARD ACTION : 283 EXTENSION SERVICES ( CONTINUED ) 1000 - 96100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs 4- H enrollment 942 1 , 000 1 , 000 4- H outreach 3 , 720 4 , 000 4 , 000 Master Gardener contacts 999 3 , 000 1 , 500 Master Gardener Volunteer Hours 1 , 580 1 , 800 2 , 000 Efficiency Measures FTE's per 10 , 000/capita .441 . 361 . 373 Per capita cost (county support) $ 1 . 11 $ 1 . 18 $ 1 . 28 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : This Budget Unit's goals and objectives are part of a separate CSU Extension ' s published document available through Colorado State University. 284 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : EXTENSION SERVICE BUDGET UNIT TITLE AND NUMBER : County Fair - - 1000-96200 DEPARTMENT DESCRIPTION : To organize , plan , and administer the annual County Fair. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 84, 928 $ 80 , 382 $ 80 , 382 $ 80 , 382 Supplies 0 20 , 000 147 , 850 147 , 850 Purchased Services 40 , 995 40 , 995 88 , 995 88, 995 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 125 , 923 $ 141 , 377 $ 317 , 227 $ 317 , 227 Revenue 0 0 0 0 Net County Cost $ 125 , 923 $ 140 , 377 $ 317 , 227 $ 317 , 227 Budgeted Positions 1 .25 1 .25 1 .25 1 .25 SUMMARY OF CHANGES : The increase in Supplies reflects the purchase of replacement panels for the Livestock Building at Island Grove Park. The bid estimate is $ 147 , 850 . There is $35 , 295 of unused capital improvement funds from 2016 and 2017 , leaving $ 112 , 555 for 2018 . However, the entire amount of $ 147 , 850 needs to be budgeted and appropriated in 2018 . The increase of $48 , 000 in Purchased Services consists of two items: 1 . Additional expense the Fair will incur on an annual basis as a result of decreased support from Island Grove Park staff is estimated to be $28 , 000 . There are offsetting costs in the Island Grove Park budget. Plus, in the Island Grove Park budget the actual expenses are reconciled each year to only pay actual costs . 2 . $20 , 000 in one-time additional support for expenses associated with the 100th anniversary of the Fair. It is expected that the total cost of the 100th Anniversary Fair will be approximately $50 , 000 . A fundraising committee is working to raise the additional $30 , 000 . It should be noted that the Purchased Services expenses represent a fraction of the total annual operational costs of the Fair. The Fair Coordinator and Fair Board members work to raise contributions , both in-kind and cash donations, from community partners to support the overall Fair activities. This amounts to approximately $ 125 , 000 annually ($ 155 , 000 for the 2018 100th Anniversary Fair). FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . This budget in 2018 has $ 147 , 850 in one-time expenses with $ 127 , 850 for the panels , and $20 , 000 for the cost of the 100th Anniversary Fair. The $28 , 000 budgeted in the Fair budget has been the result of staff working with the Island Grove Park staff to best accommodate the needs of the Fair that exceed what is contracted for with the City of Greeley for normal Island Grove Park maintenance . BOARD ACTION : 285 COUNTY FAIR ( CONTINUED ) 1000 - 96100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Exhibits registered 5 , 551 7, 500 7 , 500 Exhibitors registered 1 , 464 1 , 800 1 , 800 Attendees 43 , 311 37 , 000 45 , 000 Efficiency Measures Per capita cost (county support) $0 .428 $0 . 461 $ 1 . 01 286 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : BUILDINGS AND GROUNDS BUDGET UNIT TITLE AND NUMBER : Veterans Services - - 1000-96400 DEPARTMENT DESCRIPTION : Provides all types of services to veterans of Weld County. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 126 , 940 $ 109 , 514 $ 161 , 981 $ 161 , 981 Supplies 2 , 917 2 , 000 3 , 000 3 , 000 Purchased Services 11 , 056 7 , 350 12 , 500 12 , 500 Gross County Cost $ 140 , 913 $ 118 , 864 $ 177 ,481 $ 177 ,481 Revenue 8 , 388 16 , 640 24 ,232 24 ,232 Net County Cost $ 132 , 525 $ 102 , 224 $ 153 , 249 $ 153 , 249 Budgeted Positions 2 . 0 2 . 0 3 . 0 3 . 0 SUMMARY OF CHANGES : Personnel Services are up due to the increased workload to service veterans , as a result, the Board approved an additional Office Tech III mid-year ($52 ,467 ). Supplies are up $ 1 , 000 primarily to provide $ 1 , 500 for bus passes to veterans to access services . Purchased Services are up $2 , 500 for travel for staff to attend mandatory state training and other meeting and travel costs . Phones are up $ 1 , 700 , postage $500 , and printing ($800 ) with an offsetting reduction in outside printing ( $350 ). All the increases are attributed to the increased workload to service veterans. Revenues are up $7 , 592 at $24 , 232 for state reimbursement. Effective July 1 , 2017 the reimbursement rate was changed from $8 . 00/hour to $ 11 . 65 per hour. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval all increases are justified due to increased workload to service veterans. BOARD ACTION : ACTUAL ESTIMATED, PROJECTED Work Outputs Active files 3 , 108 3 ,200 3 , 200 Office visits 6 , 419 6 ,400 6 ,400 Efficiency Measures FTE 's per 10 , 000/capita 0 . 068 0 . 066 0 . 095 Per capita cost (county support $0 .450 $0 . 336 $0 . 486 287 VETERANS S ( CONTINUED ) 1000 - 96400 Goal VS1 : Perform as advocate for Veterans and dependents seeking Service Connected Disability Compensation and N on-Service Pension claims DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY PERFORMANCE ACTUAL ESTIMATED PROJECTED INDICATOR(S) Obtain the appropriate Ensure accurate submission of claim 100% 100% 100% claim outcome for the applications that include proper veterans documented supporting documents conditions Goal VS2 : Assist veterans and dependents enroll in Veterans Administration health care DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY PERFORMANCE ACTUAL ESTIMATED PROJECTED INDICATOR(S) Register eligible Accurately complete appropriate VA 100% 100% 100% veterans in the VA health care applications along with health care system supporting credentials Goal VS3 : Provide education assistance and burial and survivor benefits for veterans and dependents services PRELIMINARY PERFORMANCE DESIRED OBJECTIVE/KEY PERFORMANCE ACTUAL ESTIMATED PROJECTED OUTCOMES INDICATOR(S) Veteran and/or Obtain and submit appropriate credentials 100% 100% 100% dependents received to support entitlement applications education, burial and survivor benefits they are entitled 288 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Island Grove Building - - 1000-96500 DEPARTMENT DESCRIPTION : Maintenance for the Island Grove Park Community Building ( Event Center) . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 92 , 145 143 , 796 174 , 340 174 , 340 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 92 , 145 $ 143 , 796 $ 174, 340 $ 174 , 340 Revenue 0 0 0 0 Net County Cost $ 92 , 145 $ 143 , 796 $ 174 , 340 $ 174 , 340 Budgeted Positions n&a nla nla n/a SUMMARY OF CHANGES : The Event Center's proposed budget for 2018 is $509 , 681 , which is an increase from the 2017 budget of $31 , 589 or 6 . 6 percent. Revenue from rents and facility use fees for 2018 will increase $ 10, 500 to $201 , 000 . The County payment for the Event Center is proposed to be $ 154 , 340 , which is an increase of $ 10 , 544 from the 2017 payment of $ 143 , 796 or 7 . 3 percent. The increase is primarily in salaries and benefits , and the addition of a part time position for succession planning . The workload is increasing from getting more and more requests from Extension and 4-H for use of the facility, and staff has been shifted from other Island Grove County buildings to the Event Center. 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 . In addition $20 , 000 is being budgeted by both the county and Greeley to begin a five year replacement program for the HVAC units. Therefore , the total 2018 county cost is $ 174 , 340 . The City of Greeley will also contribute $ 174 , 340 for 2018 , per the intergovernmental agreement between Weld County and the City of Greeley for the operation of the facility. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 289 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : FINANCE AND ADMINISTRATION BUDGET UNIT TITLE AND NUMBER : Asset and Resource Management - - 1000-96600 DEPARTMENT DESCRIPTION : Funds costs associated with the management of county property assets and leases. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 3 , 167 , 593 3 ,496 , 170 3 , 666 , 040 3 , 666 , 040 Fixed Charges 260 , 546 349 , 391 520 , 050 520 , 050 Capital 0 0 0 0 Gross County Cost $ 3 , 428 , 139 $ 3 , 845 , 561 $ 4 , 186 , 090 $ 4 , 186 , 090 Revenue 0 0 0 0 Net County Cost $ 3 , 428 , 139 $ 3 , 845 , 561 $ 4 , 186 , 090 $ 4 , 186 , 090 Budgeted Positions n/a n/a nla n/a SUMMARY OF CHANGES : This budget consolidates the funding of costs associated with the management of county property assets and leases. $35 , 000 for engineering for water rights on gravel pits , $2 , 085 for discharge permits, and $43 , 400 for water right assessments owned by the county. $474 , 665 is funded for the leases of county assets. $3 , 631 , 040 is funded for depreciation of cou my assets. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 290 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : GENERAL FUND CONTINGENCY BUDGET UNIT TITLE AND NUMBER : Contingency - - 1000-99999 DEPARTMENT DESCRIPTION : Funds to cover reasonably unforeseen expenditures . In the proposed budget, this includes appropriations for points of issue . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 3 , 984 ,259 $ 3 , 984 , 259 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 $ 3 , 984 ,259 $ 3 , 984 , 259 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 3 , 984 ,259 $ 3 , 984 , 259 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : Budget reflects a 3 . 2% increase in health insurance costs. This is the first health insurance rate increase in four years . 2018 salary increases are a policy issue for the Board , but there are funds for step increases due employees in 2018 and 3 . 0 percent contingency salary amount included in this budget. There are no other benefit changes . The cost for 2018 is $2 , 758, 296 . An additional $ 1 , 225 , 963 is included to cover the new pay grade plan and flexible staffing for the Sheriff's Office's sworn patrol and correctional officer staff. This plan was approved by the Board with an ordinance change in July, 2017 . FINANCE/ADMINISTRATION RECOMMENDATION : Salary adjustment amount is a Board policy issue . BOARD ACTION : 291 ... 1861‘111 � •or � ,jaj �GOUNTY 292 PUBLIC WORKS Revenue Changes $40,000,000 2 $35,000,000 Q e O 02017 o Do co $30,000,000 I M2018 $25,000,000 O o 4 4 Q O C7 CO $20,000,000 § B..° ° i: ,.,, 0 N. (0 O (O 0 r ft Efl 0 to c r 0 4 O $ 15,000,000 . o L in o• O 0 44 ci $ 10,000,000 o C el e $5,000,000 a 0 0 o 0 0 8-0 49 EF) $0 I i ii I I I i i i el z 0 - -As, 0cos co 0 Is P e cr Ft 4 << O 41' .*$ Ns/ 2018 Revenue Total $ 109 , 023, 797 (2017 $ 100 ,452 , 590 ) Other Taxes $ 11 ,400, 000 Severance Tax 10% $2 ,000, 000 Federal/State 2% $ 16,408 ,000 15% Fund Balance $38 ,000, 000 35% II - ~-_Tr Miscellaneous $ 13, 715, 797 13% Licenses/Permits Highway Users Fee $500, 000 $ 10, 500, 000 0% I Prope rty Taxes 10% $ 16 ,500, 000 15% 293 PUBLIC WORKS 2018 EXPENDITURES Total $ 82 , 915 , 152201 $ 81 ,400 , 232 ) Gravel Road Municipalities Management ° $2,9.53,654 4% Bridge Construction $7,409,377 9lQ $5,897,604 7% Pavement Mangement Maintenance Support $8,287,388 10% $1 ,994,004 2% _ .z:, _ Trucking $5,314,305 4.- i :, . ._ Mining $3,395,765 4% Public Works Adminstration $46,476,719 56% $1 , 186,336 2% try) c) op co NI- LID $50,000,000 1 $4570007000 D2017 $407000 700 0 o2018 r $35,000,000 $307000 700 0 $2570007000 $207000 700 0 $ 157000,000 coact Lori COr 0 Is-- C' ° 0 N- CO O to $ 10,000,000 te in in 5 D t. cv Si41 It 0 CO C3) CO _ r $5,000,000 ,3 CO b9 Ef3 ••6.7“09 r 1 , Public Works Pavement Municipalities Bridge Gravel Road Maintenance Trucking Mining Adminstration Mangement Construction Management Support 294 SEVEN YEAR TREND Public Works $ 120 $ 100 $80 ziq $60 $40 $20 2012 2013 2014 2015 2016 2017 2018 295 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 2018 total $ 109 , 023 , 797 , which includes a fund balance of $38 , 000 , 000 , in addition to the revenue shown in the budget. Property tax is set at $ 16 , 500 , 000 same as 2017 . Specific ownership tax is estimated to be $ 11 , 400 , 000 , up $ 1 , 800 , 000 from 2017 , as vehicle sales recover. Total HUTF will be $ 10 , 500 , 000 , unchanged from 2017 . Permit revenues are budgeted at $500 , 000 . Motor vehicle registration fees are $340 , 000 , and grazing fees are $ 1 , 150 , 000 due to energy development in the Pawnee Grasslands. Oil and gas revenues are $9 , 500 , 000 . The lease/purchase payment from the Hoekstra kstra Pit is $215 , 797 . Federal mineral lease revenues are $ 1 , 000 , 000 due to the creation of the Weld County Federal Mineral Lease District. The federal mineral lease revenue will flow through the new district and then Public Works will apply to the district for the funding of projects. In 2018 , the district is funding $ 1 , 000 , 000 in oil and gas haul route projects. PILT is budgeted at $40 , 000 with the Federal Mineral Leasing District funding change . Other revenues from project reimbursements total $ 17 , 878 , 000 , which are up $4 , 125 , 410 . Transportation impact fees are budgeted at $2 , 000 , 000 , and Solid Waste funds of $ 1 , 850 , 000 for roads impacted by landfills. There are Energy Impact Assistance grants of $3 , 600 , 000 with $3 , 000 , 000 for the Tier 2 projects and $600 , 000 for three Tier 1 projects . There is one state grant to finish Bridge 44/33A for $600 , 000 . There are two flood project grants for Bridge 87142 . 5A ($ 1 , 000 , 000 ), and Bridge 53/58A ($7 , 540 , 000 ). There is NFRMPO funding of $888 , 000 , and UFRMPO funding of $400 , 000 . Severance tax is budgeted at $2 , 000 , 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 2018 total $82 , 915 , 152 up $ 1 , 514 , 920 primarily due the construction of the CR53/58A Bridge with a FHWA flood grant. Municipal share back is funded at $2 , 953 , 654 . 2018 salary increases are for step increases due employees , and a 3 . 0 percent cost of living salary adjustment in this budget for a total of $490 , 306 . Other Public Works budget unit is budgeted at $46 , 411 ,435 based on the Capital Improvement Plan (CIP). Personnel Services are up $47 , 703 for cost of living for 47 seasonal employees . Purchased Services decreased $ 1 , 081 , 159 primarily for the construction of the Weld Parkway (WCR 49 ). There is $21 , 164 , 225 budgeted for the CR 49/47 project. $2 , 965 , 000 for the CR105/CR390 project to be done with county crews. $3 , 000 , 000 is budgeted for the Haul Route Program ( HARP). For flood related projects there is $ 11 , 155 , 000 ( FHWA) for Bridge 53/58A, and $ 1 , 890 , 000 ( FEMA) for Bridge 87/42 . 5A . Other contract payments are for seeding ($50 , 000 ), low volume roads ($3 , 075 , 000 ), BMP projects ($ 100 , 000 ), and bridge rehabilitation ( $275, 000 ). Fixed Charges total $650 , 900 for right-of-ways funded at $50 , 000 , and $600 , 900 for a CDOT project for Bridge 44/33A. Pavement Management is funded at an increased level of $960 , 690 primarily due to increased funding for the 5 . 5 miles of overlay on CR 18 with Solid Waste funds. Asphalt is funded at the same level as last year at $3 , 100 , 000 . The Trucking budget is up only $3 , 690 . Mining operations are up $796 , 190 for contract crushing at the Peters Pit. Gravel Road Management operations are up $56 , 550 primarily due to dust palliative material costs . Bridge Construction is down $205 , 006 primarily due to reduced material costs. Other operating budgets for road and bridge maintenance are funded at near the 2017 funding level . With some operational economies to 296 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 four to five 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 . A five-year Public Works Capital Improvement Plan will continue to be updated annually and will ensure a fair and reasonable determination of project priorities in accordance with the county's overall transportation needs , especially in dealing with the impact of energy development in the county . As oil and gas prices and production stabilize, looking forward to 2018 and beyond , the amount spent on capital projects should also be stable . A significant long term project has been the capital improvements to the CR 49147 Corridor, south from Highway 34 to 1- 76 , and north from CR 60 .5 (SH 263) to SH 392 over the period of time of 2016-2018 requiring $45 million to fund the road improvements in 2016 , $29 . 4 million in 2017 , and $21 , 164 ,225 million in 2018 . To accomplish the project, added property tax resources have been included in the Public Works Fund for the same three years . On May 20 , 2014 , the Board approved the design/build option for the CR 47149 Corridor at a total cost of $ 160 million . The first section of the project from Highway 34 to CR 60 . 5 was completed in October, 2016. A design/build contract for the section from SH 34 to 1-76 was awarded in August, 2015 , with construction to be completed in November, 2017 . The final stage of the project from CR 60 .5 to SH 392 will be completed in 2018 . Savings have been realized by doing a design/build . The schedule is as follows: CI P 2014 2015 2016 2019 CR49 South US 34 to 1 -76 (20 miles ) Design/ROW Design/ROW Construction Construction Optional Bid CR 47 North CR 60 . 5 - SH 392 (3.5 miles) Design/ROW Construction Construction The project has been able to be funded within the resources of the Public Works Fund over the period of 2013-2018 . The property tax for the Public Works Fund has been increased $ 10, 000 , 000 the last five years from $6 . 5 million in 2013 to $ 16 . 5 million in 2014-2018 . No debt has been incurred , nor have funds had to be advanced from other county funds to accomplish this project. The 2018 Public Works Capital Improvements Plan is available on the County web site at http : //www . co . weld . co . usidepartmentsipublic works/index . html . 297 CONCERNING LOCAL ACCOUNTABILITY FOR MONEY USED FOR HIGHWAY PURPOSES In accordance with Section 29- 1 - 110 , C . R. S . , 1973 , at a public hearing on the budget,. Weld County must discuss the proposed use of its allocation of highway users tax fund monies and the County Public Works Fund and provide an opportunity for any elector to be heard on the expenditure of such monies for the current year and for the fiscal year governed by the proposed budget. The proposed use of the 2018 allocation of highway user tax fund monies and county road and bridge fund are as follows: Gravel Road Management $ 7 ,409 , 377 Maintenance Support 1 , 994 , 004 Trucking 1 , 096 , 619 TOTAL $ 10 , 500 , 000 298 CONSTRUCTION BIDDING FOR STATE - FUNDED LOCAL PROJECTS In accordance with Sections 29- 1 -701 through 707 , C . R. S . , as amended , cities or counties of 30 , 000 persons or more are required to bid projects of 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 2018 budget would be allocated as follows by the above categories: TOTAL HUTF STATE LOCAL/OTHER Bridge Construction $ 5 , 897 , 604 $ 0 $ 5 , 897 , 604 Gravel Road Management 7 ,409 , 377 7 ,409 , 377 0 Maintenance Support 1 , 994 , 004 1 , 994 , 004 0 Trucking 5 , 314 , 305 1 , 096 , 619 4 ,217 , 686 Mining 3 , 395 , 765 0 3 , 395 , 765 Administration 1 , 186 , 336 0 1 , 186 , 336 Pavement Management 8 , 287 , 388 0 8 , 287 , 388 Municipalities 2 , 953 , 654 0 2 , 953 , 654 Public Works: Haul Route Program ( HARP) 3 , 000 , 000 0 3 , 000 , 000 Part-time 1 , 703 , 104 0 1 , 703 , 104 Contract 41 , 773 , 615 0 41 773, 615 TOTAL $82 , 915 , 152 $ 10 , 500 , 000 $72 , 415 , 152 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 , and chip and seal of $2 , 200 , 000 , for a total of $5 , 300 , 000 in bid projects for 2018 . A major portion of the $41 , 773 , 615 may also be contracted , which raises the potential bid project amount to $47 , 073 , 615 . Maintenance of effort requirement was eliminated by the 1994 State Legislature , effective with the 1995 budget; therefore , it is not demonstrated in this budget document. 299 PUBLIC WORKS SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Org Acct Account Title Budget Request Recommend Final TAXES 2000 90100 4112 CURRENT PROPERTY TAXES 16,500,000 16,500,000 16,500,000 0 2000 90100 4130 SPECIFIC OWNERSHIP TAXES 9,600,000 11 ,400,000 11 ,400,000 0 2000 90100 4140 SEVERANCE TAXES 2,000,000 2,000,000 2,000,000 0 TOTAL TAXES 28,100,000 29,900,000 29,900,000 0 PERMITS 2000 90100 4221 PERMITS 500,000 500,000 500,000 0 INTERGOVERNMENTAL 2000 90100 4316 GRAZING ACT 1 , 120,000 1 , 150,000 1 , 150,000 0 2000 90100 4318 PAYMENT IN LIEU OF TAXES 40,000 40,000 40,000 0 2000 90100 4334 HIGHWAY USER 10,500,000 10,500,000 10,500,000 0 2000 90100 4338 MOTOR VEHICLE REG 340,000 340,000 340,000 0 2000 90100 4340 GRANTS 11 ,002,590 14,878,000 14,878,000 0 TOTAL INTERGOVERNMENTAL 23,002,590 26,908,000 26,908,000 0 MISCELLANEOUS 2000 90100 4640 OIL AND GAS 9,500,000 9,500,000 9,500,000 0 2000 90100 4680 OTHER 3,750,000 4,215,797 4,215,797 0 TOTAL MISCELLANEOUS 13,250,000 13,715,797 13,715,797 0 TOTAL PUBLIC WORKS 64,852,590 71 ,023,797 71 ,023,797 0 300 PUBLIC WORKS SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Org Expenditure Function Budget Request a Recommend Final 2000 30100 ADMINISTRATION t021 ,945 1 , 152, 752 1 , 152 , 752 0 2000 32100 TRUCKING 5,209,749 5,213,439 5,213,439 0 2000 32200 GRAVEL ROAD MANAGEMENT 7 ,251 , 143 7,307,693 7, 307,693 0 2000 32300 ROAD AND BRIDGE CONSTRUCTION 6,015 ,090 5,810,084 5,810,084 0 2000 32400 MAINTENANCE SUPPORT 1 ,911 ,012 1 ,956, 162 1 , 956, 162 0 2000 32500 OTHER PUBLIC WORKS 47,433,991 46,411 ,435 46,411 ,435 0 2000 32600 MINING 2,587,005 3, 383, 195 3, 3831195 0 2000 32700 PAVEMENT MANAGEMENT 7,275,742 8,236,432 8,236,432 0 2000 56200 CITIES AND TOWNS 2,694,555 2,953,654 2 , 953,654 0 2000 99999 SALARY CONTINGENCY 0 490, 306 490, 306 0 TOTAL PUBLIC WORKS 81 ,400,232 82,915, 152 82 ,915,152 0 301 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Summary - - All Departments - - Fund 2000 DEPARTMENT DESCRIPTION : See individual units. RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 12 , 780 , 013 $ 13 , 463 , 304 $ 14 , 121 , 789 $ 14 , 121 , 789 Supplies 10 , 129 , 522 10 , 137 , 373 11 , 698 ,457 11 , 698 ,457 Purchased Services 37 , 734 , 399 57 , 114 , 555 56 , 399 , 006 56 , 399 , 006 Fixed Charges -57 , 003 685 , 000 695 , 900 695 , 900 Contra Expense 0 0 0 0 Capital 11 , 470 0 0 0 Gross County Cost $ 60 , 598 , 401 $ 81 ,400 , 232 $ 82 , 915 , 152 $ 82 , 915 , 152 Revenue/Fund Bal . 44 , 107 , 627 64 , 900 , 232 66 , 415 , 152 66 , 415 , 152 Net County Cost $ 16 ,490 , 774 $ 16 , 500 , 000 $ 16 , 500 , 000 $ 16 , 500 , 000 Budgeted Positions 152 152 153 153 SUMMARY OF CHANGES : See individual units. FINANCE/ADMINISTRATION RECOMMENDATION : See individual units. BOARD ACTION : See individual units. 302 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Administration - - 2000-30100 DEPARTMENT DESCRIPTION : Directs the activities of Public Works , as necessary ; coordinates complaints; and maintains cost accounting records on projects. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 743, 554 $ 797 ,265 $ 900 , 241 $ 900 , 241 Supplies 77 , 498 65 , 000 88 , 000 88 , 000 Purchased Services 223 , 280 159 , 680 164 , 511 164 , 511 Fixed Charges -2 , 176 0 0 0 Capital 0 0 0 0 Cross County Cost $ 1 , 042 156 $ 1 , 021 , 945 $ 1 , 152 , 752 $ 1 , 152 , 752 Revenue 0 0 0 0 Net County Cost $ 1 , 042 156 $ 1 , 021 , 945 $ 1 , 152 , 752 $ 1 , 152 , 752 Budgeted Positions 8 8 9 9 SUMMARY OF CHANGES : Personnel Services increased $ 102 , 976 based on the following : One additional Office Tech III position which increased Salaries by $38 , 622 . Reclassification of Operations Manager to Deputy Director Operations ($8 , 522 ). The additional position increased Health Insurance $ 17 , 651 . Due to historic figures , Health Insurance was also increased $ 16 , 599 . FICA increased $4 , 963 with the new position . FICA was also increased by $3 , 675 based on historic figures. Retirement increased $8 , 196 with the new position . Retirement increased $3 , 092 based on historic costs . The new position increased Medicare by $967 . Medicare was decreased $689 per historic figures. Supplies increased $23 , 000 based on historic costs and anticipated needs for Other Operating Supplies. Purchased Services increased $4 , 831 based on the following : Other Purchased Services increased $324 due to higher Dish Network monthly fees . Vehicle Expense increased $2 , 207 based on historic costs. Repair and Maintenance Other increased $ 1 , 600 based on historic maintenance costs . Travel and Meetings increased $700 based on historic costs . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Board approved the reclassification of the Operations Manager to Deputy Director Operations position on August 14 , 2017 . BOARD ACTION : 303 ADMINISTRATION ( CONTINUED ) 2000 - 30100 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Perform administrative duties with less than 1 % error 95% 95% 95% Efficiency Measures FTE 's per 10 , 000/capita . 297 .288 . 279 Per capita cost ( county support) $3 . 91 $3 . 78 $3 . 65 Goal TPW1 : Provide effective and efficient administrative and managerial support and supervision to the Public Works Department. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) TPWI - 1 : Perform duties with less than 1 % errors, Yes Yes Yes Accurately 95% of the time monitor and report activities of the department 304 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Trucking - - 2000-32100 DEPARTMENT DESCRIPTION : Conducts snow removal operations and provides loading and transportation of materials and equipment to all job sites, gravel roads, aggregate pits, stockpile sites , and capital improvement projects with 33 full time employees, 31 assigned truck tractors and 37 trailers , 4 loaders and 3 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 BUDGETED REQUESTED FY CURRENT FY NEXT FY RECOMMEND NEXT FY Personnel Services $ 2, 394 , 545 $ 2 ,452 , 870 $ 2 ,452 , 870 $ 2 , 452 , 870 Supplies 1 , 992 7 , 000 7 , 000 7 , 000 Purchased Services 2, 210 , 034 2 , 749 , 879 2 , 753 , 569 2 , 753 , 569 Fixed Charges - 1 , 095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 4 , 605 , 476 $ 5 ,209 , 749 $ 5 ,213 , 439 $ 5 , 213 ,439 Revenue 0 0 0 0 Net County Cost $ 4 , 605 ,476 $ 5 ,209 , 749 $ 5 ,213 , 439 $ 5 , 213 ,439 Budgeted Positions 33 33 33 33 SUMMARY OF CHANGES : Purchased Services increased a total of $3 , 690 based on the following : Utilities increased $690 to reflect costs for port-o-let maintenance and Repair and Maintenance Other increased $3 , 000 to reflect historical costs. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 305 TRUCKING ( CONTINUED ) 2000 - 32100 PERFORMANCE MEASURES ACTUAL ESTI MATED PROJECTED Work Outputs285 459 299731 Tons of Surface Gravel Transported 271 , 866 , Tons of All Material Transported 469 , 831 493 , 322 517 , 988 Efficiency Measures FTE 's per 10 , 000/capita 1 . 09 1 . 05 1 . 02 Per capita cost ( county support) $ 17 . 70 $ 17 . 11 $ 16 . 83 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 PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) TPW2- 1 : Operate 95% of the time operate within established Yes Yes Yes within budget budget guidelines; emergencies, e .g. limits weather, etc . excepted TPW2-2 : 100% of scheduled gravel plan 90% 100% 100% Complete annual accomplished annually gravel plan TPW2-3 : 98% of service calls responded to within 100% 100% 100% Respond to calls 24 hours for service within one working day 306 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Gravel Road Management - 2000-32200 DEPARTMENT DESCRIPTION : Fleet of 42 motor graders , 9 water tankers, 4 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 3 , 502, 853 $ 3 , 577 , 120 $ 3 , 577 , 120 $ 3 , 577 , 120 Supplies 1 , 466 , 153 1 , 671 , 650 1 , 719 , 650 1 , 719 , 650 Purchased Services 1 , 686 , 804 2 , 002 , 373 2 , 010 , 923 2 , 010 , 923 Fixed Charges - 1 , 095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 6 , 654 , 715 $ 7 , 251 , 143 $ 7 , 307 , 693 $ 7 , 307 , 693 Revenue 0 0 0 0 Net County Cost $ 6 , 654 , 715 $ 7 , 251 , 143 $ 7 , 307 , 693 $ 7 , 307 , 693 Budgeted Positions 47 47 47 47 SUMMARY OF CHANGES : Supplies increased a total of $48 , 000 as Other Operating Supplies was increased due to anticipated costs for dust palliative chemical . Purchased Services increased a total of $8 , 550 based on the following : a decrease of $240 for Other Purchased Services for mag chloride tank monitoring fees , an increase of $3 , 090 under Utilities for utility costs at satellite grader stations and port-o-let maintenance costs. Repair and Maintenance Other increased $5 , 700 based on anticipated equipment repairs and bare ground spraying at satellite grader stations. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 307 GRAVEL ROAD MANAGEMENT ( CONTINUED ) 2000 - 32200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Topical Application 103 126 138 Miles of Full Depth Application 42 53 47 Miles of Road Rehabilitation 25 32 32 Miles of Gravel Replenished 321 425 450 Lane Miles of Gravel Roads Maintained 111 , 799 111 , 700 111 , 800 Lane Miles of Snow Removed on Gravel 89 ,407 85 , 000 88 , 000 Roads Efficiency Measures FTE 's per 10 , 000/capita 1 . 55 1 . 50 1 .45 Per capita cost ( county support) $24 . 81 $23 . 99 $23 . 17 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 PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) TPW3 - 1 : Perform 90% of surface maintenance schedule Yes Yes Yes surface accomplished annually maintenance on gravel roads TPW3 -2 : Perform 100% of HUTF roads receive annual Yes Yes Yes HUTF surface surface maintenance maintenance TPW3 -3 : 98% of service calls responded to within Yes Yes Yes Respond to calls one working day for service within one working day 308 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Bridge Construction - - 2000-32300 DEPARTMENT DESCRIPTION : This unit consists of 28 full time employees and 14 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 294, 278 $ 2 , 408 , 968 $ 2 ,408 , 968 $ 2 , 408 , 968 Supplies 1 ,212 , 290 2 , 587 , 512 2 , 396 , 946 2 , 396 , 946 Purchased Services 722 , 258 973 , 610 959 , 170 959 , 170 Fixed Charges 6 ,488 45 , 000 45 , 000 45 , 000 Capital 0 0 0 0 Gross County Cost $ 4 , 235 , 314 $ 6 , 015 , 090 $ 5 , 810 , 084 $ 5 , 810 , 084 Revenue 2 , 090 0 0 0 Net County Cost $ 4 , 233, 224 $ 6 , 015 , 090 $ 5 , 810 , 084 $ 5 , 810 , 084 Budgeted Positions 30 30 30 30 SUMMARY OF CHANGES : Supplies decreased $ 190 , 566 due to the following : Road Construction Supplies decreased $249 , 104 based on the decreased tonnage for purchased Class 6 material and bulk cement. Other Operating Supplies increased $6 , 880 due to higher costs for washed rock and concrete . Cost of Goods Sold increased $51 , 658 based on increased costs for cattle guards and anticipated costs of material for new bridge projects . Purchased Services decreased $ 14, 440 based on the following : Utilities increased $690 based on port-o-let maintenance costs . Vehicle Expense decreased $ 15 , 130 due to anticipated repair costs for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 309 BRIDGE CONSTRUCTION ( CONTINUED ) 2000 - 32300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Road Construction Completed 19 . 75 15 15 Bridge Projects Completed 9 9 9 Culverts Replaced 92 80 80 Efficiency Measures FTE 's per 10 , 000/capita 0 . 99 0 . 96 0 . 93 capita cost count support) 19 . 72 $ 19 . 07 $ 18 . 43 Per ca p Y GoalTPW4 : Perform the construction, repair, and replacement of County Road and Bridge infrastructure projects by staying within the scope, within the budget, and on time. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATORS) TPW4- 1 : 80% of construction projects completed 90% 100% 85% Complete all within established timelines projects as scheduled TPW4-2 : Less than 10% restricted bridges, 100% 100% 100% 100% Maintain bridge of critical repair of bridges completed system within one year of discovery TPW4-3 : 100% of culvert replace/repairs Yes Yes Yes Complete all completed ahead of scheduled road scheduled culvert projects replacements TPW4-4 : Respond 98% of service calls responded to within 93% 94% 98% to calls for service one working day within one working day 310 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Maintenance Support - - 2000-32400 DEPARTMENT DESCRIPTION : Performs all traffic control maintenance , management of signs , barricades , construction project signing , and roadway striping county-wide . The unit conducts routine and sustained snow removal operations as needed . RESOURCES A►CTUA►L BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 794, 237 $ 800 , 199 $ 817 , 699 $ 817 , 699 Supplies 568 , 537 908 , 860 936 , 510 936 , 510 Purchased Services 125 , 931 201 , 953 201 , 953 201 , 953 Fixed Charges - 1 , 095 0 0 0 Capital 0 0 0 0 Gross County Cost $ 1 , 487 , 610 $ 1 , 911 , 012 $ 1 , 956 , 162 $ 1 , 956 , 162 Revenue 0 0 0 0 Net County Cost $ 1 , 487, 610 $ 1 , 911 , 012 $ 1 , 956 , 162 $ 1 , 956 , 162 Budgeted Positions 10 10 10 10 SUMMARY OF CHANGES : Personnel Services increased $ 17 , 500 for anticipated overtime hours in 2018 . Supplies increased a total of $27 , 650 based on the following : Road Construction Supplies increased $ 13 , 400 due in part to increased costs per ton for sand and ice slicer and the addition of liquid deicer to assist with snow and ice control . Cost of Goods Sold increased $ 14 , 250 due to wear blocks and Joma plow blades being added as inventory items . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 311 MAINTENANCE SUPPORT ( CONTINUED ) 2000 - 32400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Stop Signs Repaired 622 623 624 Miles of Pavement Striped 723 723 727 Scheduled Construction Closures 105 105 105 Efficiency Measures FTE 's per 10 , 000/capita 0 . 330 0 . 320 0 . 310 capita cost ( countysupport) $6 . 04 X0 .42 $0 .20 Per Goal TPW5 : Maintain traffic control devices on County roads and bridges. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) TPW5 - 1 : 98% of service calls will be responded to 100% 100% 100% Respond to service within one working day calls within one working day TPw5 -2 : Respond within one working day after 100% 100% 100% Respond to notice 100% of the time missing stop signs TPW5 -3 : Replace Replace warning, advisory, and 100% 100% 100% warning advisory regulatory signs within 10 working days and regulatory 100% of the time signs TPW5 -4 : 100% • 100% • 100% Schedule road line painting 100% of all new or improved hard surface to be painted Centerline 100% of centerline completed annually Shoulder line 50% shoulder lines painted annually 312 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Other Public Works - - 2000-32500 DEPARTMENT DESCRIPTION : Reserve/Temporary employees for seasonal work. Contract payments for bridge grants and road construction projects are included in this budget unit. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 257, 434 $ 1 , 590 , 117 $ 1 , 637 , 820 $ 1 , 637 , 820 Supplies 0 0 0 0 Purchased Services 27 , 950 , 389 45 ,203 , 874 44 , 122 , 715 44 , 122 , 715 Fixed Charges -56 , 935 640 , 000 650 , 900 650 , 900 Capital 0 0 0 0 Gross County Cost $ 29 , 150 , 888 $ 47 ,433 , 991 $ 46 , 411 , 435 $ 46 ,411 , 435 Revenue 0 0 0 0 Net County Cost $ 29 , 150 , 888 $ 47 ,433 , 991 $ 46 , 411 , 435 $ 46 ,411 , 435 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : Personnel Services are up $47 , 703 for cost of living for 47 seasonal employees . Purchased Services decreased $ 1 , 081 , 159 primarily for the construction of the Weld Parkway (WCR 49 ). There is $21 , 164 , 225 budgeted for the CR 49/47 project. $2 , 965 , 000 for the CR1O5/CR39O project to be done with county crews. $3 , 000 , 000 is budgeted for the Haul Route Program ( HARP). For flood related projects there is $ 11 , 155 , 000 ( FHWA) for Bridge 53/58A, and $ 1 , 890 , 000 ( FEMA) for Bridge 87/42 . 5A. Other contract payments are for seeding ($50 , 000 ), low volume roads ($3 , 075 , 000 ), BMP projects ( $ 100 , 000 ), and bridge rehabilitation ( $275 , 000 ). Fixed Charges total $650 , 900 for right-of-ways funded at $50 , 000 , and $600 , 900 for a CDOT project for Bridge 44/33A. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 313 OTHER PUBLIC WORKS ( CONTINUED ) 2000 - 32500 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Bridge Abutments 6 7 7 Efficiency Measures FTE's per 10 , 000/capita 0 0 0 Per capita cost (county support) $98 . 98 $ 15573 $ 147 . 20 314 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Mining - - 2000-32600 DEPARTMENT DESCRIPTION : Responsible for mining , crushing , and screening of gravel in county-owned quarries . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 452, 005 $ 483 , 157 $ 483 , 157 $ 483 , 157 Supplies 3 , 812 , 032 1 , 773 , 601 2 , 576 , 601 2 , 576 , 601 Purchased Services 238 , 136 330 ,247 323 , 437 323 ,437 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 4 , 502 , 173 $ 2 , 587 , 005 $3 , 383 , 195 $3 , 383 , 195 Revenue 0 0 0 0 Net County Cost $ 4 , 502, 173 $ 2 , 587 , 005 $ 3 , 383 , 195 $ 3 , 383 , 195 Budgeted Positions 7 7 7 7 SUMMARY OF CHANGES : Supplies increased $803 , 000 due in part to the anticipated increase in the cost per ton for surface gravel and costs for the North Pierce Gravel Pit diversion channel from Road Construction Supplies. Purchased Services decreased a total of $6 , 810 based on the following : Other Purchased Services was eliminated as prairie dog control costs of $7 , 500 will now be paid by Weld County Buildings and Grounds . Utilities increased $690 based on port-o-let maintenance costs . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 315 MINING ( CONTINUED ) 2000 - 32600 PERFORMANCE MEASURES ACTUAL ESTI MATED PROJECTED Work Outputs Tons of Pit Run Material Processed 224 , 11 235, 320 247 , 086 Tons of Road Base Produced 180 , 715 189 , 750 199 , 237 Efficiency Measures FTE 's per 10 , 000/capita .210 . 224 . 217 Per capita cost ( county support) $ 11 .49 $ 11 . 11 $ 10 . 73 Goal TPW6: Perform the production of aggregate materials, reclamation activities, and safety measures. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORM'VIAN CE INDICATOR(S) TPW6- 1 : Produce 100% of the aggregate material Yes Yes Yes Complete annual required for road maintenance and production construction projects annually requirements TPW6-2 : Complete all mine reclamation' s within Yes Yes Yes Compete the timelines set by the Colorado reclamation Division of Reclamation Mine Safety activities within (DBMS) required timeline TPW6-2 : All 100% of Mining Division employees Yes Yes Yes employees current current with new miner or refresher with MSHA training annually safety requirements 316 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Pavement Management -- 2000-32700 DEPARTMENT DESCRIPTION : Performs paved road maintenance involving asphalt patching , potholes, and paving operations. Responsible for pavement testing , concrete curb and gutter, crack fill , seal coat, and gravel shoulder improvements, as well as snow removal operation as needed . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 341 , 107 $ 1 , 353 , 608 $ 1 , 353 , 608 $ 1 , 353 , 608 Supplies 2 , 991 , 020 3 , 123 , 750 3 , 973 , 750 3 , 973 , 750 Purchased Services 2 , 356 , 917 2 , 798 , 384 2 , 909 , 074 2 , 909 , 074 Fixed Charges - 1 , 095 0 0 0 Capital 11 ,470 0 0 0 Gross County Cost $ 6 , 699 ,419 $ 7 , 275 , 742 $ 8 ,236 , 432 $ 8 ,236 , 432 Revenue 0 0 0 0 Net County Cost $ 6 , 699, 419 $ 7 , 275 , 742 $ 8 ,236 , 432 $ 8 ,236 , 432 Budgeted Positions 17 17 17 17 SUMMARY OF CHANGES : Supplies increased $850 , 000 for asphalt material needed to pave 5 . 5 miles of County Road 18 between County Roads 49 and 55 . 5 . Purchased Services increased $ 110 , 690 based on the following : Utilities increased $690 for Port- o-let maintenance costs . Contract Payments increased $ 110 , 000 due to additional concrete curb and gutter work in subdivisions and to fund railroad crossing improvements. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 317 PAVEMENT MANAGEMENT ( CONTINUED ) 2000 - 32700 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Miles of Paving 36 . 5 32 33 Miles of Milling 27 . 5 23 .25 24 . 5 Miles of Chip Seal 52 . 8 50 50 Miles of Crack Seal 87 . 17 75 75 Miles of Sand & Slurry Seal 27 . 41 30 30 Efficiency Measures FTE 's per 10 , 000/capita . 561 . 544 . 527 Per capita cost ( county support) $27 . 06 $27 . 04 $26 . 12 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 PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMAN CE INDICATORS) • TPW7- 1 : 100% of all new pavement, maintenance 100% 100% 100% Complete all pavement, and milling operation schedules scheduled paving completed annually and milling operations TPW7-2 : 100% of all contracted services to be 100% 100% 100% Complete all of the completed annually contracted sand sealing operations TPW7-3 : Maintain the following standards for paved 70%G 71 %G 72%G Assure paved roads roads : 29 . 5 %F 29%F 28%F are maintained and 70% good . 50%P .0 % P . 0%P evaluated in 25 % fair accordance with 5 % poor established GAS. standards and reporting requirements TPW7-4 : 98% of service calls responded to within one 78% 98% 98% Respond to calls for working day service within one working day 318 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC WORKS BUDGET UNIT TITLE AND NUMBER : Grants-In-Aid to Cities and Towns - - 2000-56200 DEPARTMENT DESCRIPTION : In accordance with Section 43-2-202 , C . R. S . , 1973 , 50 percent of the mill levy collected by the County on assessed values within incorporated municipalities to maintain county roads is paid to municipalities. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 2 ,220 , 650 2 , 694 , 555 2 , 953 , 654 2 , 953 , 654 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 2 , 220 , 650 $ 2 , 694 , 555 $ 2 , 953 , 654 $ 2 , 953 , 654 Revenue 0 0 0 0 Net County Cost $ 2 , 220 , 650 $ 2 , 694, 555 $ 2 , 953 , 654 $ 2 , 953 , 654 Budgeted Positions nIa nIa $ 0 n/a SUMMARY OF CHANGES : Budget is based upon the final assessed value of the municipalities with the 2018 mill levy applied . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 319 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER : Non-Departmental Revenue - - 2000-90100 DEPARTMENT DESCRIPTION : Revenue generated by Public Works Fund . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue/Fund $ 44 , 107 , 627 $ 64 , 900 ,232 $ 66 , 415 , 152 $ 66 ,415 , 152 Balance Net County Cost $ 16 , 488 , 684 $ 16 , 500 , 000 $ 16 , 500 , 000 $ 16 , 500 , 000 Budgeted Positions nla n/a n/a n/a SUMMARY OF CHANGES : The resources for 2018 total $ 109 , 023 , 797 , which includes a fund balance of $38 , 000 , 000 , in addition to the revenue shown in the budget. Property tax is set at $ 16 , 500 , 000 same as 2017 . Specific ownership tax is estimated to be $ 11 , 400 , 000 , up $ 1 , 800 , 000 from 2017 , as vehicle sales recover. Total HUTF will be $ 10 , 500 , 000 , unchanged from 2017 . Permit revenues are budgeted at $500 , 000 . Motor vehicle registration fees are $340 , 000 , and grazing fees are $ 1 , 150 , 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 . Federal mineral lease revenues are $ 1 , 000 , 000 due to the creation of the Weld County Federal Mineral Lease District. The federal mineral lease revenue will flow through the new district and then Public Works will apply to the district for the funding of projects. In 2018 , the district is funding $ 1 , 000 , 000 in oil and gas haul route projects. PI LT is budgeted at $40 , 000 with the Federal Mineral Leasing District funding change . Other revenues from project reimbursements total $ 17 , 878 , 000 , which are up $4 , 125 , 410 . Transportation impact fees are budgeted at $2 , 000 , 000 , and Solid Waste funds of $ 1 , 850 , 000 for roads impacted by landfills . There are Energy Impact Assistance grants of $3 , 600 , 000 with $3 , 000 , 000 for the Tier 2 projects and $600 , 000 for three Tier 1 projects. There is one state grant to finish Bridge 44/33A for $600 , 000 . There are two flood project grants for Bridge 87/42 . 5A ($ 1 , 000 , 000 ), and Bridge 53/58A ($7 , 540 , 000 ). There is NFRMPO funding of $888 , 000 , and UFRMPO funding of $400 , 000 . Severance tax is budgeted at $2 , 000 , 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 : 320 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : PUBLIC WORKS FUND BUDGET UNIT TITLE AND NUMBER : Contingency - - 2000-99999 DEPARTMENT DESCRIPTION : Funds to cover recommended salary increase amounts. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 490 , 306 $ 490 , 306 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 $ 490 , 306 $ 490 , 306 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 490 , 306 $ 490 , 306 Budgeted Positions nIa l nIa nIa n/a SUMMARY OF CHANGES : Budget reflects a 3 . 2 percent increase in health insurance costs. 2018 salary increases are a policy issue for the Board , but there are funds for step increases due employees in 2018 and a 3 . 0 percent salary cost-of living amount included in this budget. There are no other benefit changes. FINANCE/ADMINISTRATION RECOMMENDATION : Salary adjustment amount is a Board policy issue . BOARD ACTION : 321 SITE, irzzt o � N T Y -� 322 SOCIAL SERVICES Revenue Changes $35,000,000 - � w $30,000,000 112017 teesi O2018 $25,000,000 $20,000,000 C co $15,000,000 i o r F $10,000,000 Q $5,000,000 {v 44) $0 I I Property taxes Federal/State Fund Balance 2018 Revenue Total $43 , 935 , 653 ( Fund Balance $3 , 000 , 000 Property taxes /° 7° P � $ 11 ,403 , 328 26 % Federal/State $29, 532 , 325 67% 323 SOCIAL SERVICES 2018 Expenditures Total $40 , 935 , 653 ( $ 38 , 680 , 234) Child Welfare Core Services $ 17, 000 , 000 42% _ LEAP $2 , 000 0% $ 1 , 300 , 000 3% I Administration TANF $3 , 084, 000 --- -, , $ 13 , 200, 000 32% 8% r. AND $456 , 000 1 % ,,,, Ailie Miscellaneous $ 130 , 000 0% Child Support Adult Protection o Admin $3, 635 , 000 $730 , 000 2 ,/0 9% Day Care $1 , 398, 653 3% 0 0 o 0 Expenditure Changes $ 18, 000 , 000 r N GO $ 16, 000 , 000 O2018 4 O O 0 $ 14 , 000 , 000 02017 $ 12 , 000 , 000 $ 10 , 000 , 000 $ 8, 000 , 000 $ 6, 000 , 000 O 0 o 9 O $4 , 000 , 000 4 . 4.025 64 e3 o O la 0 O opi HI a 0 8 $ 2 , 000 , 000 — %`'.. rt. 14 O co Lo #ft U) C 4 EN cf) in $ FIE CL als�in 0 eicc. CP° C, 1 #O co cc ' ` ct 324 SEVEN YEAR TREND Social Services $45 $40 $35 $30 � $25 z O J -J i $20 $ 15 $ 10 $5 2012 2013 2014 2015 2016 2017 2018 325 SOCIAL SERVICES FUND SUMMARY The Weld County Department of Human Services continues to adapt to the Legislative and Programmatic changes imposed on us from the state and Federal levels. The impacts from prior years' legislation , such as HB 14- 1317 , SB 15-012 , and SB 15-242 , continue to impact our decision-making . The funding for additional caseworkers, originally funded through SB 15-242 continues into Fiscal Year 2017-18 , providing Weld County with funding for four additional positions, two of which are new and two of which were formerly funded through the IV-E Waiver. Concerns have been raised , both by counties and by the state of Colorado, as to the long-term sustainability of these activities, once the IV-E Waiver period is completed . We are hopeful that enabling legislation and policies will allow for the continued creative use of IV- E funding to avoid costly and non-beneficial out-of-home placements through the use of prevention and early intervention activities , as well as kinship placements . The Colorado Legislature acted in advance of the publication of the County Administration Workload study to appropriate an additional $ 19 million , from Federal , State and Local sources , to fund County Administration activities . The total social Services Fund budget is $40 , 935 ,653 . The programs are funded by property tax of $ 11 ,403 , 328 , state and federal funds of $29 , 532 , 325 , and the potential use of fund balance to cover unanticipated cost overruns . Medicaid caseloads have grown significantly in the past several years , partially due to economic factors and partially due to Colorado's implementation of the Affordable Care Act. From May 2015 to May 2016 , the number of Weld County residents enrolled in Medicaid grew from 67 ,732 to 73,453 , an 8 .4% increase . However, we are starting to see signs that it is leveling off, with the most recent report showing a total of 75 , 012 enrollees . Approximately 25% of Weld County residents are now enrolled in Medicaid . The LEAP (Low-Income Energy Assistance Program ) is now administered by Discover Goodwill , through a direct contractual agreement with the state of Colorado . Weld County's role in administering the program will be limited to resource referral and marketing . Prevention and Early Intervention will be a key► focus of the Department in the coming years. A► distinct Division is being created within the Department to address needs as they are presented to assist families in resolving conflict or neglect issues before they rise to the level of adjudicated dependency and neglect. We will be utilizing and coordinating a variety of funding sources to provide for these needs, while ensuring fiscal accountability and meaningful outcomes are achieved . Weld County will be starting Fiscal Year 2017-2018 with a reasonably adequate amount of TANF County Reserve , which will serve to insulate us , to some extent, from the requirement to use county-only funds in covering Child Welfare and Colorado Works over-expenditures. Colorado will be focusing much more attention , in coming years , on assisting TANF participants to obtain gainful , self-sufficient employment. 326 SOCIAL SERVICES FUND ESTIMATED REVENUE 2018 FEDERAL AND STATE COUNTY TOTAL County Administration $ 8,200,000 $ 5, 000,000 $ 13 ,200,000 Other Programs 415 ,000 0 415 ,000 Non-Program Revenue 0 - 130, 000 - 130, 000 Child Support Administration 2,650,000 985 ,000 3 ,635 ,000 TA1%T-Colorado Works 1 ,598, 917 1 ,485, 083 3 ,084,000 Aid to the Needy Disabled 0 130,000 130,000 Child Care 854, 000 544, 653 1 ,398, 653 Old Age Pension 143 , 000 7, 000 150, 000 Child Welfare 13 ,600,000 3 ,400,000 17,000,000 Core Services 900, 000 400, 000 1 ,300, 000 Adult Protective Services 584,000 146,000 730,000 LEAP 2,000 0 2,000 General Assistance 0 21 ,000 21 ,000 Sub- Total $ 28, 946,917 $ 11 ,988 ,736 $ 40,935 ,653 Federal/State Reimbursement $ 28 ,946, 917 Claims Collection Incentives 230,000 TANF Adjustment 355,408 Usage of Deferred Revenues 0 Sub-Total Revenue $ 29, 532,325 Potential Use of Fund Balance 0 County Property Tax / Penalties 11 ,403 , 328 Total Revenue $ 40,935, 653 327 SOCIAL SERVICES FUND MANDATED FEDERAL AND STATE PROGRAMS Assistance Payment Programs : Most assistance payment programs are mandated by the federal or state government. Consequently, local government is limited as to what can be done to reduce costs from these programs . Federally State Mandated Mandated Temporary Assistance to Needy Families — Colorado Works X X Aid to the Needy Disabled X Low Income Energy Assistance Program X X Old Age Pension X General Assistance* Optional Optional * State law allows counties the option of having a general assistance program and , if established , to determine the benefit level . Social Service Programs : Social service programs administered by the department are mandated by federal or state law; however, local governments have a higher degree of managerial flexibility with these programs. Federally State Mandated Mandated Child Protection — Casework Services X X Youth Services — Casework Services X X Administration : Costs associated with administration include compensation for direct services through caseworkers, technicians and support staff. In addition , overhead such as rent, utilities , travel , supplies , and equipment are funded through administrative allocations. The State establishes administrative allocations and reimburses at various rates depending on the type of expenditure and program . Expenditures greater than allocation are not guaranteed to be reimbursed . Generally, they are at least partially reimbursed through the use of transferred TANF funds , surplus distribution , or Federal pass-thru revenues . 328 SOCIAL SERVICES SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Orq Acct Account Title Budget Request Recommend Final TAXES 2100 42111 4112 CURRENT PROPERTY TAXES 11 ,532,977 11 ,403,328 11 ,403,328 0 INTERGOVERMENTAL 2100 42110 4336 REIMBURSEMENTS 6,900,000 8,200,000 8,200,000 0 2100 42111 4336 REIMBURSEMENTS 611 ,340 585,408 585,408 0 2100 42115 4336 REIMBURSEMENTS 500,000 415,000 415,000 0 2100 42200 4336 REIMBURSEMENTS 2,600,000 2,650,000 2,650,000 0 2100 42365 4336 REIMBURSEMENTS 1 ,368,917 1 ,598,917 1 ,598,917 0 2100 42375 4336 REIMBURSEMENTS 550,000 854,000 854,000 0 2100 42380 4336 REIMBURSEMENTS 107,000 143,000 143,000 0 2100 42410 4336 REIMBURSEMENTS 13,000,000 13,600,000 13,600,000 0 2100 42415 4336 REIMBURSEMENTS 850,000 900,000 900,000 0 2100 42450 4336 REIMBURSEMENTS 500,000 584,000 584,000 0 2100 42610 4336 REIMBURSEMENTS 160,000 2,000 2,000 0 TOTAL INTERGOVERNMENTAL 27,147,257 29,532,325 29,532,325 0 TOTAL SOCIAL SERVICES 38,680,234 40,935,653 40,935,653 0 329 SOCIAL SERVICES SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Org Expenditure Function Budget Request Recommend Final 2100 42110 ADMINISTRATION-REGULAR 12,372 ,534 13,200,000 13,200,000 0 2100 42111 NON PROGRAM REVENUE ( 130,000) ( 130,000) ( 130,000) 0 2100 42115 OTHER PROGRAMS 466,000 415,000 415,000 0 2100 42200 CHILD SUPPORT ADMINISTRATION 3,445,000 3,635,000 3,635,000 0 2100 42365 COLORADO WORKS 2 ,854,000 3,084,000 3, 084,000 0 2100 42370 NEEDY AND DISABLED 130 ,000 130,000 130,000 0 2100 42 375 DAY CARE & ADMINISTRATION 1 , 142 ;700 1 , 398,653 1 ; 398;653 0 2100 42 380 OLD AGE PENSION 114,000 150,000 150;000 0 2100 42410 CHILD WELFARE & ADMINISTRATION 16,242,000 17,000,000 17, 000,000 0 2100 42415 PLACEMENT ALTERNATIVE CARE 1 ,238,000 1 , 300,000 1 , 300,000 0 2100 42450 ADULT PROTECTION 625,000 730,000 730,000 0 2100 42610 LEAP ADMINISTRATION & OUTREACH 160,000 2 ,000 2 ,000 0 2100 42700 GENERAL ASSISTANCE 21 ,000 21 ,000 21 ,000 0 TOTAL SOCIAL SERVICES 38, 680,234 40,935, 653 40 ,935,653 0 330 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 26 , 723 , 784 $ 25 , 917 , 000 $ 27 , 827 , 000 $ 27 , 827 , 000 Supplies 1 , 111 , 645 1 , 272 , 000 1 , 190 , 000 1 , 190 , 000 Purchased Services 6 , 912 , 846 6 , 134 , 000 6 , 404 , 653 6 ,404 , 653 Fixed Charges 2 , 244 , 659 5 , 891 ,234 6 , 047 , 000 6 , 047 , 000 Capital 0 0 0 0 Contra Expense - 490 , 030 - 534 , 000 - 533 , 000 - 533 , 000 Gross County Cost $ 36 , 502 , 904 $ 38 , 680 ,234 $ 40 , 935 , 653 $ 40 , 935, 653 Revenue/Fund Bat. 27 , 867 ,223 27 , 147 ,257 29 , 532 , 325 29 , 532 , 325 Net County Cost $ 8 , 635 , 681 $ 11 , 532 , 977 $ 11 , 403 , 328 $ 11 ,403 , 328 Budget Positions 338 . 5 354 . 0 358 . 0 358 . 0 SUMMARY OF CHANGES : See Individual Budget Units . FINANCE/ADMINISTRATION RECOMMENDATION : See Individual Budget Units. BOARD ACTION : See Individual Budget Units . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 331 Goal 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) HHS 1 - 1 : Increase quality Implement continuous improvement system Develop and/or refine methodology to gather of work to accomplish the following: Analyze statistics in order to establish baselines against which current processes to determine if they are performance will be measured in future years. achieving expected outcomes; develop Certain Divisions of the Department were able to remedies and improvements; deploy follow define their methodology in 2013 -2014 and will up tracking system measuring the refine it in 2017 . effectiveness of improvements; reduce the duplication of services provided to customers Continuous improvement system designed and requiring wrap around services; train service implemented within DHS . coordinators to provide upfront departmental-wide coordinated services . Initial improvement teams launched addressing four key opportunities for improvement. Goal HHS2 : Develop & deploy consistent performance management approaches across the Human Services Department. DESIRED PRELIMINARY PERFORMANCE OUTCOMESSTRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS2- 1 : Increase Identify existing performance management Statistically valid retention baseline developed retention of quality staff approaches within Human Services to using several past years to determine trends . include individual department approaches, County approaches, and different - Used to gauge realistic and appropriate performance management philosophies and retention levels within DHS styles within Human Services. HHS2-2 : Increase Research Baldrige Category 5 (Workforce By the end of 2017 all employees will have fulfillment of promotion Focus) and implement "best practice" professional development plans incorporated and opportunities concepts to include factors affecting addressed within their formal evaluation system. employee satisfaction and engagement, staff development, supervisory development, employee safety and well-being, morale, motivation and teamwork. 332 DESIRED IT ET PRELIMINARY PERFORMANCE OUTCOMES, STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) I - 52-3 : Viable Assess capacity and staffing levels to Upper level DHS organization structure evaluated succession plans created administer system. and assessed . across the 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 culture Develop and deploy continuous training and. Increase employee core knowledge of all developed across the board job sharing opportunities (using creative departments across Human Services. within the Department of technological options) that will help improve Human Services organizational knowledge, job performance and core values. 333 Goal HH 3 Establish a systematic structure to effectively co it ' nnieate inside and outside of the Human Services Department. DESIRED IRET PRELIMINARY PERFORMANCE OUTCOMES, STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS3 - 1 : Improved Implement the best methods to communicate An improved Human Services ' website that customer and stakeholder with clients, stakeholders and other agencies provides more program-related information access to DHS program to include using the intranet; newsletter, web including qualification details could help information and services page; email or newsletters . customers identify eligibility even before coming into Human Services. Implement the best methods to review policy Increased and measureable use of the PEAK with the County Commissioners; system that enables customers to apply for benefits communicate with County departments; the on-line. 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. HEN 3 -2 : Ensure all DHS Create team backups from each division to Top five internal communication methods for DHS staff are fully engaged in maintain continuity. identified and validated. the communications loop 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 Goal HH 4 To prepare for the future by identifying appropriate actions to opportunities and challenges that may i pact the Department of Human Services. DE SIR PRELIMINARY PERFORMANCE DESIR `D STRATEGIESOBJECTIVE/KEY PERFORMANCE OINDICATOR(S) HHS4- 1 : Increased Develop & assess budget. Forecast shell created through identified reports preparedness to handle and data that predict future trends and needs . future contingencies Formulate program projections based on increased demand. Developing Management Reports that will provide fiscal data, useful for decision-making, across all Identify mandatory program commitments programs. Several programs are now being piloted for refinement of format. 334 DESIRED PRELIMINARY PERFORMANCE OUTCOMES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHS4-2 : Increased Explore ramifications of child welfare 90/ 10 DHS revenue generating sources compiled . flexibility and agility in to 80/20 switch. meeting future customer Cost Containment / Revenue Maximization demands Conduct scenario planning addressing the strategies were identified, evaluated and, where following: What can be cut first; the feasible, implemented during 2013 and 2014. The consequences; the potential alternative Department has identified four additional funding strategies and the business case in strategies for 2017 that are reflected in the budget supporting individual programs compared to narrative. others . Identify "big ticket" items that must be supported. HHS4-3 : Enhanced DHS Form staff driven Continuity of Operations Continuity of Operation Plan will have been emergency preparedness project planning team. implemented and revised as appropriate and all staff will participate in and be aware of the plan. Develop and deploy Continuity of Operations Plan. Goal 111155 : 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 PRELIMINARY PERFORMANCE OUTCOMES STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) HHSS - 1 : County Increase awareness of DHS programs and Individual DHS division education and promotion Commissioners and other services. plans developed that includes the Department's stakeholders understand mission, vision and purpose. the tangible value that Enhance image of DHS programs and. Weld County Human services . Services provides to the local community Development and implantation of the recommendations of the O1 Group for the reorganization of the Service Delivery Entry Points to Human Services. HHSS -2 : High level Analyze coordinated services within a Organizational report card shell designed . connections can be targeted group of customers and identify what demonstrated from the everyone is gathering. services that each team provides to any family 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 . 335 DESIREDPRELIMINARY PERFORMANCE O T O STRATEGIES OBJECTIVE/KEY PERFORMANCE INDICATOR(S) -iH 5 -3 : Effective Build organizational report card : Benchmark DHS stakeholder and customer perception baseline stewardship of the taxpayer Adams county; Incorporated "Return on established . dollar 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. Goal Hite► : 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) HEIS6 - 1 : Increased Ensure that customer goals are embedded within Individual DHS division customer satisfaction customer satisfaction levels employee performance standards. assessment tools developed. Test the feasibility in monitoring phone calls to test for quality customer service. Develop multiple methods to assess the quality of Overall DHS customer satisfaction index customer service (staff, partners, boards, etc.); designed . identify the meaning of"respect" mean in the eyes of all customers? Determine key requirements for all DHS Initial DHS customer satisfaction baseline customers — as well as their priorities (ease of established. use, quality of contact, quality of service, etc.) 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) .. 336 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : County Administration - - 2100-42110 DEPARTMENT DESCRIPTION : Expenditures for Staff Compensation and Operations , attributable to Food Assistance , Medicaid , Common Support programs, and Fraud Investigation . The State establishes an allocation that limits the reimbursement for administrative expenditures . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 7 , 075 , 247 $ 6 , 600 , 000 $ 7 , 300 , 000 $ 7 , 300 , 000 Supplies - 381 ,440 - 400 , 000 - 400 , 000 - 400 , 000 Purchased Services 1 , 731 , 055 1 ,240 , 000 1 , 320 , 000 1 , 320 , 000 Fixed Charges 1 , 249 , 803 4 , 952 , 534 5 , 000 , 000 5 , 000 , 000 Contra Expense - 38 , 141 - 20 , 000 - 20 , 000 - 20 , 000 Capital 0 0 0 0 Gross County Cost $ 9 , 636 , 524 $ 12 , 372 , 534 $ 13 , 200 , 000 $ 13 , 200 , 000 Revenue 7 , 476 , 856 6 , 900 , 000 8, 200 , 000 8 , 200 , 000 Net County Cost $ 2 , 159 , 668 $ 5 , 472 , 534 $ 5 , 000 , 000 $ 5 , 000 , 000 Budget Positions 169 . 0 169 . 0 171 . 0 171 . 0 SUMMARY OF CHANGES : Senate Bill 16- 190 authorized CDHS to conduct a Workload Study to be performed during State Fiscal Year 2016- 17 . The State Legislature has not yet acted on the recommendations made in the study. We are hopeful that the results of this study will convince the Legislature to fully► fund the appropriation , which is currently► under-funded by more than $ 10 million , state-wide . The bill also allows Federal performance incentives and sanctions to be passed through to counties. CDHS and CDHCPF did request and were granted , unrelated to the Workload Study, an increase to the County Administration appropriation , totaling approximately $ 19 . 1 Million . This should result in a substantial increase to our County Administration allocation , bringing the funding source closer to full reimbursement. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 337 COUNTY ADMINISTRATION ( CONTINUED ) 2100 -42110 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load (Average ) 97 , 744 97 , 370 98 , 000 Efficiency Measures FTE's per 10 , 000/capita 5 . 739 5 . 548 5 . 423 Per capita cost $ 7 . 333 $ 17 . 966 $ 15 . 858 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 338 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY 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 - 111 ,288 - 130 , 000 - 130 , 000 - 130 , 000 Cross County Cost $ - 111 ,288 $ - 130 , 000 $ - 130 , 000 $ - 130 , 000 Revenue 200 ,276 611 , 340 585 , 408 585 ,408 Net County Cost $ 9 , 611 , 363 $ 11 , 532 , 977 $ 11 , 403 , 328 $ 11 , 403 , 328 Budget Positions - - - - - - - - SUMMARY OF CHANGES : Property tax is budgeted at $ 11 , 403, 328 for 2018 . The difference is a combination of special revenue from various department programs. The TANF Adjustment is $355 ,408 . Incentives earned as the result of claims collections for Food Assistance , Medicaid , TANF , and State-Only programs are estimated to be $230 , 000 . Counties will not receive the Work Participation bonus funds during 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 339 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 478 ,463 $ 360 , 000 $ 360 , 000 $ 360 , 000 Supplies 27 , 049 45, 000 25 , 000 25 , 000 Purchased Services 102 , 065 62 , 000 31 , 000 31 , 000 Fixed Charges 0 0 0 0 Contra - 2 , 826 - 1 , 000 - 1 , 000 - 1 , 000 Gross County Cost $ 604 , 751 $ 466 , 000 $ 415 , 000 $ 415 , 000 Revenue 622 , 574 500 , 000 415 , 000 415 , 000 Net County Cost $ - 17 , 823 $ - 34 , 000 $ 0 $ 0 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 : 340 OTHER PROGRAMS ( CONTINUED ) 2100 -42115 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 10 , 117 9 , 575 9 , 600 Efficiency Measures Per capita cost { county support} $0 . 00 $0 . 00 $0 . 00 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 341 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 852 ,257 $ 2 , 800 , 000 $ 2 , 960 , 000 $ 2 , 960 , 000 Supplies 86 , 544 75, 000 75 , 000 75 , 000 Purchased Services 428 , 354 480, 000 500 , 000 500 , 000 Fixed Charges 74 , 769 90 , 000 100 , 000 100 , 000 Contra Expense - 8 , 785 0 0 0 Capital 0 0 0 0 Gross County Cost $ 3 , 433 , 139 $ 3 , 445 , 000 $ 3 , 635 , 000 $ 3 , 635 , 000 Revenue 2 , 545 ,412 2 , 600 , 000 2 , 650 , 000 2 , 650 , 000 Net County Cost $ 887 , 727 $ 845 , 000 $ 985 , 000 $ 985 , 000 Budget Positions 31 31 31 31 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 342 CHILD SUPPORT ADMINISTRATION ( CONTINUED ) 2100 -42200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 7 , 303 7 , 300 7 , 300 Efficiency Measures FTE' s per 10 , 000/capita 1 . 1 1 . 0 1 . 0 Per capita cost { county support) $ 3 . 014 $ 2 . 774 $ 3 . 124 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 343 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES Temporary Assistance to Needy BUDGET UNIT TITLE AND NUMBER : FamTes and Adm ' n 'strat' on (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 ATUA►L BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 418 ,419 $ 1 , 400 , 000 $ 1 , 430 , 000 $ 1 , 430 , 000 Supplies 330 , 032 230 , 000 230 , 000 230 , 000 Purchased Services 1 , 367 , 944 1 ,200 , 000 1 , 400 , 000 1 , 400 , 000 Fixed Charges 30 , 696 34 , 000 34 , 000 34 , 000 Contra Expense - 8 , 962 - 10 , 000 - 10 , 000 - 10 , 000 Capital 0 0 0 0 Gross County Cost $ 3 , 138 , 129 $ 2 , 854 , 000 $ 3 , 084 , 000 $ 3 , 084 , 000 Revenue 2 , 204 , 832 1 , 368 , 917 1 , 598 , 917 1 , 598 , 917 Net County Cost $ 933 ,297 $ 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 344 TANF ADMINISTRATION ( CONTINUED ) 2100 -42365 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Loads (Average ) 719 636 650 Efficiency Measures Per capita cost { county support) $ 3 . 169 $ 4 . 876 $ 4 . 710 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 345 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Fixed Charges 147 , 764 150 , 000 150 , 000 150 , 000 Contra Account - 23, 454 - 20 , 000 - 20 , 000 - 20 , 000 Capital 0 Q 0 0 Gross County Cost $ 124 , 310 $ 130 , 000 $ 130 , 000 $ 130 , 000 Revenue 0 0 0 0 Net County Cost $ 124 , 310 $ 130 , 000 $ 130 , 000 $ 130 , 000 Budget Positions - - - - - - - - SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 346 AID TO NEEDY DISABLED ( CONTINUED ) 2100 -42370 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 200 200 200 Efficiency Measures Per capita cost { county support} $ 0 . 422 $ 0 .427 $ 0 . 412 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 347 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 708 ,459 $ 515 , 000 $ 715 , 000 $ 715 , 000 Supplies - 3 , 368 16 , 000 17 , 000 17 , 000 Purchased Services 808, 164 600 , 000 654 , 653 654 , 653 Fixed Charges 13 , 350 12 , 700 13 , 000 13 , 000 Contra Expense 40 - 1 , 000 - 1 , 000 - 1 , 000 Capital 0 0 0 0 Gross County Cost $ 1 , 526 , 645 $ 1 , 142 , 700 $ 1 , 398 , 653 $ 1 , 398 , 653 Revenue 917 , 027 550 , 000 854 , 000 854 , 000 Net County Cost $ 609 , 618 $ 592 , 700 $ 544 , 653 $ 544 , 653 Budget Positions 9 . 0 9 . 0 9 . 0 9 . 0 SUMMARY OF CHANGES : HB 14- 1317 significantly changed the activities eligible under this program . Many of those changes are postponed until the CHATS system can be modified to accommodate those changes . 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 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 348 CHILD CARE ( CONTINUED ) 2100 -42375 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 750 820 820 Efficiency Measures FTE's per 10 , 000/capita 0 . 306 0 .295 0 . 285 Per capita cost { county support) $ 2 . 070 $ 1 . 946 $ 1 . 727 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 349 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 108 , 076 $ 72 , 000 $ 100 , 000 $ 100 ,000 Supplies 51 , 896 23 , 000 23 , 000 23 , 000 Purchased Services 17 , 422 21 , 000 28 , 000 28 , 000 Fixed Charges 5 , 966 0 0 0 Contra Expense - 957 - 2 , 000 - 1 , 000 - 1 , 000 Gross County Cost $ 182 ,403 $ 114 , 000 $ 150 , 000 $ 150 , 000 Revenue 177 ,233 107 , 000 143 , 000 143 , 000 Net County Cost $ 5 , 170 $ 7 , 000 $ 7 , 000 $ 7 , 000 Budget Positions - - - - - - - - SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 350 OLD AGE PENSION ( CONTINUED ) 2100 -42380 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 965 917 900 Efficiency Measures Per capita cost { county support) $ 0 . 018 $ 0 . 023 $ 0 . 022 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 351 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, residential treatment centers, and residential child care facilities . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 12 , 519 , 732 $ 12 , 700 , 000 $ 13 , 400 , 000 $ 13 , 400 , 000 Supplies 981 , 846 1 ,270 , 000 1 , 200 , 000 1 , 200 , 000 Purchased Services 2 , 247, 149 2 , 300 , 000 2 , 400 , 000 2 ,400 , 000 Capital Outlay 0 0 0 0 Fixed Charges 291 , 059 322 , 000 350 , 000 350 , 000 Contra Expenses - 281 , 906 - 350 , 000 - 350 , 000 - 350 , 000 Gross County Cost $ 15 , 757 , 880 $ 16 , 242 , 000 $ 17 , 000 , 000 $ 17 , 000 , 000 Revenue 12 , 062 , 807 13 , 000 , 000 13, 600 , 000 13 , 600 , 000 Net County Cost $ 3 , 695 , 073 $ 3 , 242 , 000 $ 3 ,400 , 000 $ 3 , 400 , 000 Budget Positions 124 . 5 139 141 141 SUMMARY OF CHANGES : The Child Welfare Division is completing its fourth year of operations under the IV-E Waiver Demonstration interventions . It is too early to accurately measure the success of the project. Referrals and assessments have begun to increase . However, our focus on preserving families and achieving successful outcomes for children has enabled us to avoid significant increases in out-of-home placements. Our intention is to complete the Waiver Demonstration with sufficient ongoing cost savings to fund the additional staff necessary to continue the interventions. Weld County's allocation of funding continues to grow at a moderate pace , which should assist us in this endeavor. The Department will be requesting authorization to hire four (4 ) additional positions prior to the end of 2018 . These positions would be funded through the Legislature's funding of additional Child Welfare positions , state-wide , and the Child Welfare appropriation . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 352 CHILD WELFARE AND ADMINISTRATION ( CONTINUED ) 2100 - 42410 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Average Case Load 2 , 100 1 , 836 2 , 000 Efficiency Measures FTE ' s per 10 , 000/capita 4 . 227 4 .472 4 . 472 Per capita cost { county support) $ 12 . 547 $ 10 . 643 $ 10 . 783 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 353 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : SOCIAL SERVICES BUDGET UNIT TITLE AND NUMBER : frim Sprvinps - - 71 nn-4741s DEPARTMENT DESCRIPTION : Program designed to avoid placement of children into the foster care program primarily through counseling and parental education . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 944 , 318 $ 900 , 000 $ 900 , 000 $ 900 , 000 Supplies 0 8 , 000 0 0 Purchased Services . 0 _ 0 0 ,. 0 Fixed Charges 414 ,497 330 , 000 400 , 000 400 , 000 Contra Expense - 8 , 944 0 0 0 Gross County Cost $ 1 , 349 , 871 $ 1 , 238 , 000 $ 1 , 300 , 000 $ 1 , 300 , 000 Revenue 947 , 750 850 , 000 900 , 000 900 , 000 Net County Cost $ 402 , 121 $ 388 , 000 $ 400 , 000 $ 400 , 000 Budget Positions 0 0 0 0 SUMMARY OF CHANGES : We have modified our accounting of the TIGHT program , such that expenditures on the program are now recorded directly out of the Social Services Fund . This will enable us to report and be reimbursed for expenditures on a timelier basis . The hiring and re- classification of Parent Education Center positions will initially decrease vacancy savings and increase personnel costs, but should also reduce direct program costs paid to external contractors . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 354 CORE SERVICES ( CONTINUED ) 2100 -42415 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load 450 497 500 Efficiency Measures Per capita cost { county support) $ 1 . 365 $ 1 . 274 $ 1 . 269 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 355 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 615 , 980 $ 570, 000 $ 660 , 000 a $ 660 , 000 Supplies 18 , 382 5 , 000 20 , 000 20 , 000 Purchased Services 52 , 422 50 , 000 50 , 000 50 , 000 Fixed Charges 16 , 755 0 0 0 Capital 0 0 0 0 Gross County Cost $ 703 , 539 $ 625 , 000 $ 730 , 000 $ 730 , 000 Revenue 555 , 345 500 , 000 584 , 000 584 , 000 Net County Cost $ 148 , 194 $ 125 , 000 $ 146 , 000 $ 146 , 000 Budget Positions 5 6 6 6 SUMMARY O► F CHANGES : This is a new Budget Unit, within the Social Services Fund Budget Group . The staff is housed within the Area Agency on Aging Division . The allocation was separated from the County Administration allocation in SFY 13- 14 . However, for its first four years , it was tied very closely to that allocation . Beginning with SFY 18- 19 , the allocation is intended to stand , largely , on its own for all but the close-out process. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 356 ADULT PROTECTIVE SERVICES ( CONTINUED ) 2100 -42450 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Referrals Reviewed 910 1 , 057 1 , 000 Efficiency Measures Per capita cost { county support} $ 0 . 503 $ 0 .410 $ 0 . 463 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 357 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 833 $ 0 $ 2 , 000 $ 2 , 000 Supplies 704 0 0 0 Purchased Services 139 , 693 160 , 000 0 0 Fixed Charges 0 0 0 0 Contra Expenses - 4 , 807 0 0 0 Gross County Cost $ 138 ,423 $ 160 , 000 $ 2 , 000 $ 2 , 000 Revenue 154 , 624 160 , 000 2 , 000 2 , 000 Net County Cost $ - 16 ,201 $ 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 : 358 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 TAN F , OAP , AND , etc . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 18 , 578 21 , 000 21 , 000 21 , 000 Contra Expense 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 18 , 578 $ 21 , 000 $ 21 , 000 $ 21 , 000 Revenue 2 ,487 0 0 0 Net County Cost $ 16 , 091 $ 21 , 000 $ 21 , 000 $ 21 , 000 Budget Positions - - - - - - - - SUMMARY OF CHANGES : No significant changes are anticipated for this program during 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 359 GENERAL ASSISTANCE ( CONTINUED ) 2100 -42700 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Case Load excluding shelter (Average ) 10 10 10 Efficiency Measures Per capita cost { county support) $ 0 . 055 $ 0 . 069 $ 0 . 067 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary . 360 HEALTH FUND Revenue Changes $6,000,000 ■ 2017 to00 Ln e $ ,000,o0o o2018 cos st- C) GS $4,000,000 $3,000,000 $2,0007000 0 r0 N 0Lei o G oi $1 ,000,000 Nip co S 5ck Q ' °" <0 coi�► ci) ca 4 IS eo r+, N- nr to $0 1f 1 Iill T Solid Waste Chg for Federal/State Licenses& Miscellaneous Fund Balance General Fd Trfs Services Permits Trfs 2018 Revenue Total $ 12 , 362 , 443 ( Solid Waste Trfs $639, 035 5% Chg for Services General Fd Trfs _ $792 ,269 $5 , 089, 441 6% 41 % Federal/State $4 , 309, 165 Licenses& 35% Fund Balance Permits $800 , 000 Miscellaneous $701 , 750 7% $30 , 783 6% 0 % 361 SOCIAL SERVICES 2018 Expenditures Total $40 , 935 , 653 ( $ 38 , 680 , 234) Child Welfare Core Services $ 17, 000 , 000 42% _ LEAP $2 , 000 0% $ 1 , 300 , 000 3% I Administration TANF $3 , 084, 000 --- -, , $ 13 , 200, 000 32% 8% r. AND $456 , 000 1 % ,,,, Ailie Miscellaneous $ 130 , 000 0% Child Support Adult Protection o Admin $3, 635 , 000 $730 , 000 2 ,/0 9% Day Care $1 , 398, 653 3% 0 0 o 0 Expenditure Changes $ 18, 000 , 000 r N GO $ 16, 000 , 000 O2018 4 O O 0 $ 14 , 000 , 000 02017 $ 12 , 000 , 000 $ 10 , 000 , 000 $ 8, 000 , 000 $ 6, 000 , 000 O 0 o 9 O $4 , 000 , 000 4 . 4.025 64 e3 o O la 0 O opi HI a 0 8 $ 2 , 000 , 000 — %`'.. rt. 14 O co Lo #ft U) C 4 EN cf) in $ FIE CL als�in 0 eicc. CP° C, 1 #O co cc ' ` ct 362 SEVEN YEAR TREND Health Subsidy 6 5 4 Z 3 J 2 1 2012 2013 2014 2015 2016 2017 2018 363 PUBLIC HEALTH & ENVIRONMENT FUND SUMMARY Together, we are working to make Weld County a healthy place to live, learn , work and play . " Public health service should be as fully organized and as universally incorporated into our governmental system as is public education . The returns are a thousand-fold in economic benefits, and infinitely more in reduction of suffering and promotion of human happiness" . -- Herbert Hoover Public health is the science of protecting and improving the health of families and communities through promotion of healthy lifestyles , research for disease and injury prevention and detection and control of infectious diseases. Overall , public health is concerned with protecting the health of entire populations . https: //www. cdcfoundation . orglcontent/what-public-health The Weld County Department of Public Health and Environment promotes health and wellness for the entire community by 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, and assuring access to quality health care services. The Department performs its work in the context of the Ten Essential Services, as defined by the Centers for Disease Control and Prevention (CDC ). 41%. Evaluate 1 r t ` 3 Assure Diagnose & ca rnpelant 4q workforce Wvangov Investigate ve Link lode Research ta provide Ike care 0 ray Enforce Ll:piZe 4°4 O kn" 1.bhp. Pis The Health Department's 2018 budget continues the Department's strong fiscal management record , implements thoughtful reforms that streamline staffing , achieve savings and modernize processes, and reinvests those savings in targeted initiatives toward achieving a thriving , healthy Weld County . Building on successes in 2016 and 2017 , our 2018 budget reflects our commitment to the department-wide 2016-2019 strategic plan that focuses primarily on the key priority of integrating select core public health services in our community to better achieve sustainability , enhance quality, and control costs . During the past two years, the Health Department has been diligently working toward three strategic goals: 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 364 com unication channels , both internally and within the community, using technology and other means . In support of these strategic goals, budgetary planning for 2018 again includes an emphasis on funding technology additions and improvements in both our Greele y and Sout hwest Weld locations , strengthening and supporting strategic activities and community partnerships focused on behavioral health in our community , and expanding access to our services in convenient, efficient, and effective ways to eng age and support all citizens of Weld county while controlling costs and meeting budget targets . At the end of 2016, the Health Department proudly announced the significant achievement of our long-term goal of national public hedth accreditation . A cornerstone of pubic health accreditation , our 2018 b udget continues to support our commit ment to performance management. Our performance management system embeds a cont inuous system focused on assessment, planning , essential services, quality improvement, and workforce development to achieve our strategic priorities and provide outstanding customer service to Weld county residents . In 2017 , as part of this performance management system , the Health Department restructured its staffing resources to realign and strengthen the delivery of our core public health services to the county's constituents . Most noteworthy was the split of what was formerly known as the Pu Mc Health Services division into two divisions, now known as Community Health Services and Public Health Clinical services. The 2018 budget reflects the creation of these two divisions with the preparation of two distinct budgets for each division . The Department's target budget fo r 2018 was established at $5 , 089 ,441 by the Weld County Director of Finance and Administration and Board of County Co mmissioners . The Department again achieved its goal of hitting the target budget for 2018 with level funding except for annual increases related to personnel co sts . To ach ieve the goals of preserving , promoting and protecting the health and environment of current residents art future generations in Weld county , the Department's available fundin g was alto cated among the Departments newly realigned divisions (Administration , Environmental Health Services , Health Communication , Education and Planning [including Public Health Emergency Preparedness and Response] , Community Health services and Public Health Clinical Services) . Highlights of proposed changes in the 2018 budget include : • Increased revenues . Overall revenues are expected to increase by approximately, 8. 24% in 2018 . T he Community Health and Public Health Clinical Services divisions are projecting increases in Medicaid reimbursements in our din ical operations because of increased enrollment in Medicaid . In addition , patient payments are expected to increase slightly under charges for services. Due to new contracts with private health insurance providers , our clinical operations again project small increases in h ealth insurance reimbursements . Environmental Health is projecting notable increases in fee income for licenses, permits and fines . • Increased grant activity and funding . In 2018 , all five divisions are projecting increased grant revenue averaging approximately 9% across the Department. 365 • Increased personnel services. An increase of approximately 5 . 54% is anticipated due to cost of living adjustments , step increases and benefit adjustments ( PERA, Medicare and health insurance costs ) in 2018 . Furthermore , reclassifications of certain positions within the Health Department that are proposed to occur in 2017 will also play a role in this increase . • Increased health insurance costs. For 2018 we are projecting an increase in health insurance costs of approximately 21 . 5% . This is primarily due to increased individual and family enrollment in the County's health plans . • Decreased Information Technology Costs . Based on actual costs incurred in 2016 , our data processing cost projections were decreased by approximately 8% in 2018 . • Increased Equipment ( Small and Capitalized ) Costs. All divisions are projecting higher equipment costs because of our proposed technology refresh and additions in 2018 . These planned implementations are , among other things , geared toward reducing costs associated with attending local and regional meetings that are increasingly becoming available via teleconferences and webinars as alternative options to costly travel , recruiting the best personnel available who would like to relocate to Weld County , and continuing our technological interfaces between our electronic medical records and laboratory► for both internal and external customers. " For he who has health has hope ; and he who has hope , has everything . " — Owen Arthur 366 PUBLIC HEALTH SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Orq Acct Account Title Budget Request Recommend Final LICENSES 2560 41400 4210 LICENSES 294,000 318,400 318,400 0 2560 41400 4221 PERMITS 316,350 383,350 383,350 0 TOTAL LICENSES 610,350 701 ,750 701 ,750 0 INTERGOVERNMENTAL 2530 41300 4321 MEDICAID 38,800 117 117 0 2534 41300 4321 MEDICAID 31 ,000 0 0 0 2535 41300 4321 MEDICAID 55,000 0 0 0 252211 41300 4321 MEDICAID 50,000 0 0 0 253211 41300 4321 MEDICAID 200,000 0 0 0 253910 41300 4321 MEDICAID 0 38,804 38,804 0 2560 41400 4321 MEDICAID 77,500 77,500 77,500 0 2590 41600 4321 MEDICAID 0 28,556 28,556 0 2591 41600 4321 MEDICAID 0 247,723 247,723 0 2592 41600 4321 MEDICAID 0 73,354 73,354 0 2599 41600 4321 MEDICAID 0 37,036 37,036 0 255810 41300 4336 REIMBURSEMENTS 54,352 54,352 54,352 0 2500 41100 4340 GRANTS 412,498 414,809 414,809 0 2512 41210 4340 GRANTS 12,500 12,500 12,500 0 2517 41210 4340 GRANTS 318,903 318,903 318,903 0 2523 41210 4340 GRANTS 199,527 233,992 233,992 0 2524 41210 4340 GRANTS 0 8,250 8,250 0 2525 41210 4340 GRANTS 116,785 126, 549 126,549 0 2528 41210 4340 GRANTS 85,750 68,088 68,088 0 251010 41210 4340 GRANTS 147,901 179,911 179,911 0 252710 41210 4340 GRANTS 96,500 85,000 85,000 0 2531 41300 4340 GRANTS 0 12,075 12,075 0 2535 41300 4340 GRANTS 98,836 0 0 0 252211 41300 4340 GRANTS 829,566 837,404 837,404 0 253211 41300 4340 GRANTS 169,892 0 0 0 253310 41300 4340 GRANTS 191 ,432 234,054 234,054 0 253910 41300 4340 GRANTS 57,500 52, 500 52,500 0 254311 41300 4340 GRANTS 158,382 0 0 0 254911 41300 4340 GRANTS 135,000 137,000 137,000 0 2560 41400 4340 GRANTS 55,500 67,200 67,200 0 254610 41400 4340 GRANTS 130,000 110,747 110,747 0 258110 41500 4340 GRANTS 230,699 273,284 273,284 0 2591 41600 4340 GRANTS 0 259,646 259,646 0 2592 41600 4340 GRANTS 0 169, 129 169, 129 0 2593 41600 4340 GRANTS 0 134,382 134,382 0 2594 41600 4340 GRANTS 0 16,300 16,300 0 2500 41100 4356 COUNTIES 4,869,653 5,089,441 5,089,441 0 TOTAL INTERGOVERNMENTAL 8,823,476 9,398,606 9,398,606 0 CHARGE FOR SERVICES 2500 41100 4410 CHARGE FOR SERVICES 195,000 185,000 185,000 0 2530 41300 4410 CHARGE FOR SERVICES 80,700 25,506 25,506 0 2535 41300 4410 CHARGE FOR SERVICES 90,000 0 0 0 253211 41300 4410 CHARGE FOR SERVICES 60,000 0 0 0 253910 41300 4410 CHARGE FOR SERVICES 0 8, 528 8,528 0 2560 41400 4410 CHARGE FOR SERVICES 322,500 329,900 329,900 0 2590 41600 4410 CHARGE FOR SERVICES 0 93,294 93,294 0 2591 41600 4410 CHARGE FOR SERVICES 0 67,474 67,474 0 2592 41600 4410 CHARGE FOR SERVICES 0 67,081 67,081 0 2593 41600 4410 CHARGE FOR SERVICES 0 15,486 15,486 0 TOTAL CHARGE FOR SERVICES 748,200 792,269 792,269 0 MISCELLANEOUS 2560 41400 4510 FINES 7,500 15,000 15,000 0 2530 41300 4690 DONATIONS 800 0 0 0 2535 41300 4690 DONATIONS 100 0 0 0 253211 41300 4690 DONATIONS 16,000 0 0 0 253910 41300 4690 DONATIONS 0 1 1 0 254311 41300 4690 DONATIONS 300 0 0 0 2590 41600 4690 DONATIONS 0 800 800 0 2591 41600 4690 DONATIONS 0 14, 383 14,383 0 2592 41600 4690 DONATIONS 0 170 170 0 2593 41600 4690 DONATIONS 0 429 429 0 TOTAL MISCELLANEOUS 24,700 30,783 30,783 0 TRANSFER 2560 41400 712700 TRANSFER 643,428 639,035 639,035 0 TOTAL PUBLIC HEALTH 10,850,154 11 ,562,443 11 ,562,443 0 367 PUBLIC HEALTH SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Org Expenditure Function Budget Request Recommend Final 2500 41100 ADMINISTRATION 195 ,000 185,000 185,000 0 251010 41210 GENERAL HEALTH EDUCATION 153 ,343 159,542 159, 542 0 2517 41210 GENERAL HEALTH EDUCATION 327,534 329,565 329, 565 0 2520 41210 GENERAL HEALTH EDUCATION 813,475 930,647 930,647 0 2621 41210 GENERAL HEALTH EDUCATION 25,261 20, 130 20, 130 0 2523 41210 GENERAL HEALTH EDUCATION 215 ,763 256,878 256,878 0 2524 41210 GENERAL HEALTH EDUCATION 0 13,033 13,033 0 2525 41210 GENERAL HEALTH EDUCATION 144 ,307 147,783 147, 783 0 252710 41210 GENERAL HEALTH EDUCATION 101 ,796 138,383 138, 383 0 2528 41210 GENERAL HEALTH EDUCATION 96,405 84,883 84,883 0 2530 41300 COMMUNITY HEALTH SERVICES 938,800 394,807 394,807 0 2531 41300 COMMUNITY HEALTH SERVICES 0 14,360 14, 360 0 253211 41300 COMMUNITY HEALTH SERVICES 1 ,313 ,775 0 0 0 253310 41300 COMMUNITY HEALTH SERVICES 521 ,466 433,337 433, 337 0 2535 41300 COMMUNITY HEALTH SERVICES 638,431 0 0 0 253910 41300 COMMUNITY HEALTH SERVICES 299, 317 407,678 407,678 0 254311 41300 COMMUNITY HEALTH SERVICES 201 ,232 0 0 0 254911 41300 COMMUNITY HEALTH SERVICES 247,918 249, 128 249, 128 0 255211 41300 COMMUNITY HEALTH SERVICES 998,956 984,464 984,464 0 255810 41300 COMMUNITY HEALTH SERVICES 71 , 573 75,998 75,998 0 2560 41400 ENVIROMENTAL 3, 116,798 3,250,091 3,250,091 0 256410 41400 ENVIROMENTAL 141 , 172 135,459 135,459 0 2580 41500 PUBLIC HEALTH PREPAREDNESS 47, 133 54,488 54,488 0 258110 41500 PUBLIC HEALTH PREPAREDNESS 240,699 285,253 285,253 0 2590 41600 PUBLIC HEALTH CLINICAL SERVICES 0 747,037 747,037 0 2591 41600 PUBLIC HEALTH CLINICAL SERVICES 0 1 , 169,664 1 , 169,664 0 2592 41600 PUBLIC HEALTH CLINICAL SERVICES 0 674, 151 674, 151 0 2593 41600 PUBLIC HEALTH CLINICAL SERVICES 0 313,934 313,934 0 2594 41600 PUBLIC HEALTH CLINICAL SERVICES 0 106,750 106, 750 0 TOTAL PUBLIC HEALTH 10,850,154 11 , 562,443 11 , 562 ,443 0 368 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 7 ,449 , 535 $ 8 , 216 , 864 $ 8 , 671 , 677 $ 8 , 671 , 677 Supplies 591 , 626 652 , 629 798 , 581 798 , 581 Purchased Services 1 , 274 , 965 2 , 144 , 181 2 , 134 , 921 2 , 134 , 921 Fixed Charges 726 , 261 841 , 732 937 , 306 937 , 306 Contra Expense -892 , 663 - 1 , 047 , 952 - 1 , 027 , 742 - 1 , 027 , 742 Capital 62 , 846 42 , 700 47 , 700 47 , 700 Gross County Cost $ 9 ,212 , 570 $ 10 ,850 , 154 $ 11 , 562 , 443 $ 11 , 562 , 443 Revenue/Fund Bal . 5 , 945 , 577 5 , 980 , 501 6 ,473 , 002 6 ,473 , 002 Net County Cost $ 3 ,266 , 993 $ 4 , 869 , 653 $ 5 , 089 , 441 $ 5 , 089 , 441 Budgeted Positions 93 . 350 96 . 125 97 . 075 97 . 075 SUMMARY OF CHANGES : See individual units . The following position reclassifications have been requested by the department . Dept. No. Department Current Position New Position 2500-41100 PH Admin Admin Coord . (Grade 44) Admin Coord . (Grade 54) 2500-41100 PH Admin Office Tech I (Grade 21 ) Accounting Supr. (Grade 36) 2500-41100 PH Admin Office Manager (Grade 30) Office Mgr. Coord. (Grade 36) 2520-41210 PH Communications Dir. Health Comm. (Grade 50) Dir. Health Comm. (Grade 54) 2520-41210 PH Communications None Health Ed Spec. II (Grade 34) 2530-41300 Comm. Health Services Dir. Health Svc (Grade 50) Dir. Health Svc. . (Grade 54) 2530-41300 Comm. Health Services Health Svc. Supr. (Grade 51 ) Health Svc. Supr. (Grade 37) 2530-41300 Comm. Health Services Hlth. Svc. Prog Coord . Grade 37) Hlth . Svc. Prog Coord. Grade 39) 2560-41100 Environmental Health Dir. Env . Health (0 . 5 FTE) Dir. Env. Health ( 1 . 0 FTE) 2560-41100 Environmental Health Septic Prog. Coord . (Grade 37) Septic Prog. Coord. (Grade 37) 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 , 0O0/capita 3 . 16 3 . 16 3 . 08 Per capita cost (county support) $ 11 . 09 $ 15 . 98 $ 16 . 14 369 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 Enviromnent) o Goal PH S1 :: Formally integrate health services into an established and enduring community system of care. o Goal PHS2 : Support the community in addressing behavioral health issues, including mental health and substance abuse. o Goal PH Increase communication channels, both internally and with the community, through the use of technology and other means. NOTE : DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT HAS A COMPREHENSIVE STRATEGIC PLAN AVAILABLE ONLINE AT: littp: //www. c o. weld. c o . use ep artments/HealthEnvironmentlindex. html 370 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. Records of deaths that occurred in Weld County are kept and certified copies are available upon request from the Deputy Registrars . Birth records for births that occurred anywhere in the State of Colorado are available electronically and certified copies can be issued upon request from the Deputy Registrars . RESOURCES ACTUAL LAST BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 757 ,275 $ 827 , 574 $ 906 , 084 $ 906 , 084 Supplies 27 , 280 57 , 550 45 , 975 45 , 975 Purchased Services 00 , 897 98 , 550 95 , 223 95 ,223 Fixed Charges o 0 0 0 Contra Expense -578 , 110 -831 , 574 -909 , 982 -909 , 982 Capital 8 , 469 42 , 700 47 , 700 47 , 700 Gross County Cost $ 185 , 812 $ 195 , 000 $ 185, 000 $ 185 , 000 Revenue 185 , 812 195 , 000 185, 000 185 , 000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions 10 . 0 10 . 0 10 . 0 10 . 0 SUMMARY OF CHANGES : There is a $78 , 410 ( 9 .47% ) increase in Personnel Services costs for 2018 . This net increase is the result of increased health insurance costs (changes to enrolled family members ) and increases in salaries and benefits due to position reclassifications , step increases and cost of living adjustment in 2018 . Supplies decreased by $ 11 , 575 . Purchased Services will decrease by $3 , 327 . The changes are due to the Administration division reducing the allocated costs of postage and phones by more direct charges to Health department divisions . In 2018 as part of the department's efforts to refresh technology items of equipment will fall into the capital expenditures category in the amount of $47 , 700 . There will be an increase of 9 . 43% , or $78 , 408 , in contra expenditures that will be reallocated to the divisions of the Health Department. The department anticipates birth certificate issuance volume to maintain at historical levels and death certificate issuance volume to decrease due to the full implementation of the State's electronical death registry ( EDR) system . This reduction has led the department to adjust revenue projections by $( 10 , 000 ), which is an 5 . 13% decrease over prior years' budgeted revenue expectations . 371 HEALTH ADMINISTRATION ( CONTINUED ) 2500 -41100 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Greeley Office : Birth Certificates issued 6 , 947 7 , 000 7 , 000 Death Certificates issued 8 , 475 9 , 000 9 , 000 Southwest Weld Office : Birth Certificates issued 895 1 , 000 1 , 000 Death Certificates issued 159 200 200 VitalChek : Birth Certificates issued 372 450 450 Death Certificates issued 24 50 50 Efficiency Measures, FTE 's per 10 , 000/capita . 340 . 328 . 317 Per capita cost $2 . 30 $2 . 73 $2 . 89 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health goals following Department of Public Health and Environment Budget Review Summary . 372 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 408 , 831 412 ,498 414 , 809 414 , 809 Net County Cost $ -408 , 831 $ -412 ,498 $ -414 , 809 $ -414 , 809 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 $2 , 311 , or 0 . 56% . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 373 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 , and 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 151 , 910 $ 1 ,289 , 461 $ 1 , 446 , 098 $ 1 ,446 , 098 Supplies 11 , 736 29 , 244 26 , 536 26 , 536 Purchased Services 206 , 926 402 , 886 434 ,470 434 , 470 Fixed Charges 127 , 468 156 , 293 173 , 740 173 , 740 Contra Expense 0 0 0 0 Gross County Cost $ 1 ,498 , 040 $ 1 , 877 , 884 $ 2 , 080 , 844 $ 2 , 080 , 844 Revenue 928 , 682 977 , 866 1 , 033, 193 1 , 033 , 193 Net County Cost $ 569 , 358 $ 900 , 018 $ 1 , 047, 651 $ 1 , 047 , 651 Budget Positions 13 . 75 16 . 375 16 . 625 16 . 625 SUMMARY OF CHANGES : Personnel Services have an increase of $ 156 , 637 , due to increased health insurance costs ( changes to enrolled family members ), position reclassification , cost of living adjustments and step increases , including the net addition of 0 . 25 FTE . Revenue has an increase of $55 , 327 which is an increase in grants , and helps adjust for the overall increase of $ 147 , 633 in Net County Cost. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 374 HEALTH COMMUNICATION SECTION ( CONTINUED ) 2520 -41210 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs, # residents reached by the classes, programs 170 , 000 175 , 000 180 , 000 News release exposure 700 , 000 720 , 000 750 , 000 Efficiency Measures FTE' s per 10 , 000/capita .467 .4538 . 527 Per capita cost ( county support) $ 1 . 93 $2. 95 $3 . 32 Effectiveness results Reduction in motor vehicle fatalities. 55 35 51 Reduction in teen birth rate for 15 - 17 yr. olds -- MCH data 19/1 , 000 18/1 , 000 13/1 , 000 Number of obese/overweight adults — CHA data 64% 64% 67% Adult Smoking rates -- CHA data 14 . 0% 14 . 0% 14 . 5% GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 375 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER : Public Health Services - - 2530-41300 DEPARTMENT DESCRIPTION : The division holds clinics for immunizations, family planning , international travel health , and Tuberculosis . It also 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 BUDGETED REQUESTED RECOMMEND & 4160 0 LAST FY CURRENT FY NEXT FY NEXT FY 41300 Personnel Services $ 2 , 976 , 040 $ 3 ,437 , 257 $ 3 , 614 ,478 $ 3 , 614 ,478 Supplies 359 , 636 350 , 795 501 , 924 501 , 924 Purchased Services 590 , 807 1 , 028 , 462 986 , 568 986 , 568 Fixed Charges 328 , 947 414 , 954 468 , 338 468 , 338 Contra Expense 0 0 0 0 Capital 14 , 525 0 0 0 Gross County Cost $ 4 , 269 , 955 $ 5 , 231 ,468 $ 5 , 571 , 308 $ 5 , 571 , 308 Revenue 2 , 598 , 160 2 , 317 , 660 2 , 625 , 584 2 , 625 , 584 Net County Cost $ 1 , 671 , 795 $ 2 , 913, 808 $ 2 , 945 , 724 $ 2 , 945 , 724 Budgeted Positions 41 . 35 42 . 00 42 .2 42 .2 RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND 41300 LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 836 , 013 $ 1 , 836 , 013 Supplies 72 , 146 72 , 146 Purchased Services 422 , 156 422 , 156 Fixed Charges 229 ,457 229 ,457 Contra Expense 0 0 Capital 0 0 Gross County Cost $ 2 , 559 , 772 $ 2, 559 , 772 Revenue 1 ,400 , 341 1 ,400 , 341 Net County Cost $ 1 , 159 , 431 $ 1 , 159 ,431 Budgeted Positions 22 . 542 22 . 542 376 COMMUNITY HEALTH SERVICES PUBLIC HEALTH CLINIC SERVICES ( CONTINUED ) 2530 - 41300 2590 -41600 RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY 41600 Personnel Services $ 1 , 778 , 465 $ 1 , 778 ,465 Supplies 429 , 778 429 , 778 Purchased Services 564 ,412 564 ,412 Fixed Charges 238 , 881 238 , 881 Contra Expense 0 0 Capital 0 0 Gross County Cost $ 3 , 011 , 536 $ 3, 011 , 536 Revenue 1 ,225 , 243 1 ,225 ,243 Net County Cost $ 1 , 786 ,293 $ 1 , 786 ,293 Budgeted Positions 19 . 658 19 . 658 SUMMARY OF CHANGES : In 2017 the division of Public Health Services, also known as Nursing , was split into two divisions , Community Health Services (41300 ) and Public Health Clinical Services (41600 ). The three tables above are meant to disseminate historical information for 2016 and 2017 and expenditures and revenues for the two new divisions in 2018 . The descriptions below combine the two divisions to more easily describe the changes that will occur in 2018 as though the two divisions had not split. Personnel Services expenditures increased by 5 . 16% , or $ 177 ,221 . The increase of $ 177 , 221 is attributable to planned position reclassifications , step increases and a cost of living increase in 2018 . Supplies and Purchased Services categories have increased by $ 109 , 235 . This increase is primarily due to projected increased costs of medical supplies and services across several clinical programs. In addition , the department has budgeted for the replacement of small items of equipment as medical equipment/technology becomes worn and/or outdated . There are also increases in information technology charges as a result of higher costs associated with our electronic health record used for clinical charting and billing in the Public Health Services division . The department budgeted for an update to its electronic medical record system to add bar-coding technology that will eliminate human error and increase efficiencies in the clinic and the clinical pharmacy. Fixed charges increased $53 , 384 , or 12 . 87% primarily due to an increase in projected administration overhead costs . Overall revenue is expected to increase by $307 , 924 or approximately 10 . 57% . This is primarily due to increases in both Medicaid and grant funding in many of our Public Health Services programs . 377 COMMUNITY HEALTH SERVICES PUBLIC HEALTH CLINIC SERVICES ( CONTINUED ) 2530 - 41300 2590 -416Q0 FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES - COMMUNITY HEALTH SERVICES - 41300 Work Outputs ACTUAL ESTIMATED PROJECTED Communicable Disease Program Outbreak Investigations 13 13 15 Reportable Disease Investigations 343 366 370 Tuberculosis Visits 1 , 366 1 , 200 1 , 500 Skilled Nursing Facility Infection Program Trainings 0 5 5 Health Communities — Clients Contacted 17 ,000 20 ,000 18, 000 Mobile Unit Outings 163 170 160 Sites Visited 418 425 400 Nurse-Family Partnership for First-Time Mothers Homes Visits 2, 367 2 , 100 2, 800 Mothers and Infants Served 319 290 330 Total Time Spent with Clients (hours) 2, 703 2 , 500 2, 800 Maternal and Child Health — HCP — CC Clients Served 517 470 500 Direct referrals received 118 150 120 Community Outreach Programs Clients Assisted 490 505 540 Outreach Events 11 50 70 Community Partner Meetings 23 50 100 378 COMMUNITY HEALTH SERVICES PUBLIC HEALTH CLINIC SERVICES ( CONTINUED ) 2530 - 41300 2590 -416Q0 PERFORMANCE MEASURES - PUBLIC HEALTH CLINICAL SERVICES - 41600 Work Outputs ACTUAL ESTIMATED PROJECTED Immunization/Communicable Disease Program Immunization Visits 1 , 827 1 , 900 2 ,000 Vaccinations Given (North) 4 , 775 6 ,500 5, 000 Vaccinations Given (South ) 928 800 900 Outreach Events 12 12 12 Telethon Contacts-Outreach Calls 4,439 5 , 700 5, 700 Travel Immunization Clinic Visits 137 170 200 Family Planning Visits 2, 619 2 , 700 2 ,800 MD Clinic Visits 108 200 120 Sexually Transmitted Infections Visits 272 300 350 Women 's Wellness Connection (WWC ) Visits 81 115 240 WISEWOMAN Visits 68 100 160 WWC — Targeted Outreach — Clients Contacted 5, 200 7, 600 7 ,800 Efficiency Measures - 41304 & 41600 FTE's per 10 ,000/capita 1 .4 1 . 38 1 . 34 Per capita cost (county support) $5. 68 $9 .57 $9. 34 Efficiency Measures - 41300 FTE's per 10 ,000/capita 0 .0 0. 0 0. 715 Per capita cost (county support) $0. 00 $0 .00 $3 . 68 Efficiency Measures - 41604 FTE's per 10 ,000/capita 0 .0 0. 0 0. 623 Per capita cost (county support) $0. 00 $0 .00 $5. 67 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 379 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER : 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 331 , 886 $ 2 , 450 , 893 $ 2 ,484 , 117 $ 2 ,484, 117 Supplies 181 ,429 211 , 550 220 , 756 220 , 756 Purchased Services 402 , 666 556, 587 524 , 110 524 , 110 Fixed Charges 250 , 118 255 , 318 274 , 327 274 , 327 Contra Expense -214 , 553 -216 , 378 - 117 , 760 - 117 , 760 Capital 39 , 852 0 0 0 Gross County Cost $ 2 , 991 398 $ 3 ,257 , 970 $ 3 , 385 , 550 $ 3 , 385 550 Revenue 1 , 981 503 1 , 846 , 778 1 , 941 , 132 1 , 941 , 132 Net County Cost $ 1 , 009 895 $ 1 ,411 , 192 $ 1 , 444 ,418 $ 1 , 444 ,418 Budgeted Positions 25 . 75 25 . 75 26 . 25 26 .25 SUMMARY OF CHANGES : Net County Cost has increased by $33 ,226 . Personnel services have increased by $33 , 224 ( only $2 less than the net county cost increase ) . The increase is due to greater costs for health insurance as well as an additional 0 . 50 FTE to bring the EH Director position back to fulltime . These increases have been offset somewhat by decreased salary costs due to retirement of long-term employees . The EHS Division 's request for Supplies has increased by $9 ,206 . The increase is due to greater costs for computer software for all programs as well as laboratory medical costs for consumables. Purchased services decreased by $32 ,477 . Overhead charges increased by $ 19 , 009 . Revenue is expected to increase by $94 , 354 . The increase is due to the additional license fee revenue from the legislative action that raised the retail food establishment license fees (additional $22 ,400 for the second year) and increased revenue from the issuance of ISDS permits ($ 167 , 000) . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 380 ENVIRONMENTAL HEALTH SERVICES ( CONTINUED ) 2560 -41400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs * Food inspections, activities, complaints 3 , 870 3 , 900 3 , 900 Laboratory analyses 17 , 788 18 , 000 18 , 000 Household Hazardous Waste Disposed {#'s} 430, 346 510 , 000 510 , 000 Environmental Planning Reviews 593 573 593 I . S . D . S . permits and inspections 1 , 374 1 , 493 1 , 374 Waste inspections, complaints, spill reports 248 264 250 Biosolids Inspections, activities , complaints 155 175 155 Efficiency Measures FTE's per 10 , 000/capita . 874 . 845 . 833 Per capita cost (county support) $3 .43 $4 . 63 $4 . 58 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 381 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT BUDGET UNIT TITLE AND NUMBER : 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 222, 423 $ 211 , 579 $ 220 , 900 $ 220 ,900 Supplies 11 , 545 3, 390 3 , 390 3 , 390 Purchased Services 13 , 669 57 , 696 94 , 550 94 , 550 Fixed Charges 19 , 728 15 , 167 20 , 901 20 , 901 Capital 0 0 0 0 Gross County Cost $ 267 , 365 $ 287 , 832 $ 339 , 741 $ 339 , 741 Revenue 251 ,420 230 , 699 273 ,284 273 ,284 Net County Cost $ 15 , 945 $ 57 , 133 $ 66 ,457 $ 66 ,457 Budgeted Positions 2 . 5 2 . 0 2 . 0 2 . 0 SUMMARY OF CHANGES : No increase in FTE ; however slight increases in Personnel Services to adjust for cost of living and step increases ($9 , 321 ) . No increase in Supplies ($0 ); but an increase in Purchased Services ($36 , 854 ), which is offset by an increase in Revenue ($42 , 585 ) . Net County Cost increased slightly ($9, 324 ). FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 382 PUBLIC HEALTH EMERGENCY PREP ( CONTINUED ) 2500 -41500 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures FTE' s per 10 , 000 capita . 085 . 066 . 063 Per capita cost { county support} $0 . 05 $0 . 19 $0 . 21 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Health goals following Department of Public Health and Environment Budget Unit Request Summary. 383 861J : viriM rE ,11 COUN °Lin) 384 SEVEN YEAR TREND Human Services $9 $8 $8 - $8 $8 u) $8 z E. S7 - J J $7 $7 $7 $7 2012 2013 2014 2015 2016 2017 2018 385 HUMAN FUND SUMMARY The Human Services Fund is funded at $7 ,221 , 376 for 2018 , which is down $944 , 962 or 11 . 57 percent from the previous year . There are shifts in funding by program . The Community Services Block Grant is down only $1 ,835 , and Senior Nutrition programs are down $20 , 703. Department of Labor programs are down $759 , 310 . Area Agency on Aging is up $213 , 114 or 5 .91 percent. Being totally reliant upon state and federal funding sources , Human Services continues tooperate 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 2018 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 ,020 , 490 for 2018 . In addition , the Job Service contract will be $300, 000 down $203 ,200 . Funding for this program should remain fairly constant, depending on budget control measures enacted at the Federal level . The Human Services Fund is totally funded through state and federal programs , with the exception of the 25 percent local match for the Area Agency on Aging program , which amounts to $ 12 , 351 . Other programs of the Human Services Fund remain relatively stable programmatically with the following 2018 funding levels: Area Agency on Aging $ 3 , 395 , 336 Senior Nutrition $ 651 ,274 CSBG $ 294 ,276 In the above programs , Weld County must continue to be responsive and reactive to federal and state administrative and budget changes in 2018 . 386 HUMAN SERVICES SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Org Acct Account Title Budget Request Recommend Final INTERGOVERNMENTAL 2650 61750 4314 USDA 145,000 0 0 0 2650 61751 4314 USDA 79,545 50,000 50,000 0 2650 61765 4314 USDA 75,005 75,005 75,005 0 2650 61775 4314 USDA 7,985 7,279 7,279 0 2625 61401 4320 FEDERAL GRANTS 677,400 400,000 400,000 0 2625 61420 4320 FEDERAL GRANTS 415,800 185,000 185,000 0 2625 61422 4320 FEDERAL GRANTS 0 145,000 145,000 0 2625 61430 4320 FEDERAL GRANTS 0 50,000 50,000 0 2625 61440 4320 FEDERAL GRANTS 415,800 320,000 320,000 0 2625 61450 4320 FEDERAL GRANTS 180,000 116,250 116,250 0 2625 61451 4320 FEDERAL GRANTS 540,000 348,750 348,750 0 2625 61460 4320 FEDERAL GRANTS 1 ,063,200 810,000 810,000 0 2625 61461 4320 FEDERAL GRANTS 0 40,000 40,000 0 2625 61505 4320 FEDERAL GRANTS 0 20,490 20,490 0 267895 61601 4320 FEDERAL GRANTS 23,700 294,276 294,276 0 267895 61610 4320 FEDERAL GRANTS 8,800 0 0 0 267895 61620 4320 FEDERAL GRANTS 8,800 0 0 0 267895 61630 4320 FEDERAL GRANTS 133,511 0 0 0 267895 61640 4320 FEDERAL GRANTS 88,800 0 0 0 267895 61650 4320 FEDERAL GRANTS 32,500 0 0 0 2650 61701 4320 FEDERAL GRANTS 147,755 105,206 105,206 0 2650 61705 4320 FEDERAL GRANTS 70,000 46,900 46,900 0 2650 61710 4320 FEDERAL GRANTS 40,896 35,244 35,244 0 2650 61715 4320 FEDERAL GRANTS 13,088 10,000 10,000 0 2650 61720 4320 FEDERAL GRANTS 13,087 7, 500 7,500 0 2650 61730 4320 FEDERAL GRANTS 33,000 53,900 53,900 0 2650 61740 4320 FEDERAL GRANTS 22,500 19,900 19,900 0 2650 61745 4320 FEDERAL GRANTS 10,000 10,000 10,000 0 2650 61750 4320 FEDERAL GRANTS 322,509 343,000 343,000 0 2650 61755 4320 FEDERAL GRANTS 79,545 86,000 86,000 0 2650 61760 4320 FEDERAL GRANTS 13,278 12,848 12,848 0 2650 61770 4320 FEDERAL GRANTS 2,266 2,043 2,043 0 265995 61780 4320 FEDERAL GRANTS 1 ,395,950 1 ,756,300 1 ,756,300 0 2650 61785 4320 FEDERAL GRANTS 15,453 18,843 18,843 0 265995 61790 4320 FEDERAL GRANTS 465,332 49,000 49,000 0 2650 61935 4320 FEDERAL GRANTS 16,904 14,966 14,966 0 2650 61940 4320 FEDERAL GRANTS 37,500 39,042 39,042 0 2650 61945 4320 FEDERAL GRANTS 40,000 40,000 40,000 0 2650 61805 4340 GRANTS 10,000 10,000 10,000 0 2650 61835 4340 GRANTS 105,638 103,625 103,625 0 2650 61840 4340 GRANTS 118,753 135,000 135,000 0 2650 61841 4340 GRANTS 50,500 48,000 48,000 0 2650 61845 4340 GRANTS 0 18,800 18,800 0 2650 61850 4340 GRANTS 96,834 189,851 189,851 0 2650 61855 4340 GRANTS 43,525 0 0 0 2650 61860 4340 GRANTS 10,300 0 0 0 2650 61865 4340 GRANTS 67,500 32, 500 32,500 0 2650 61866 4340 GRANTS 0 30,000 30,000 0 2650 61875 4340 GRANTS 71 ,800 48,000 48,000 0 2650 61880 4340 GRANTS 56,000 61 ,000 61 ,000 0 2650 61885 4340 GRANTS 65,000 0 0 0 2650 61890 4340 GRANTS 70,872 59,477 59,477 0 2650 61895 4340 GRANTS 910 0 0 0 2650 61900 4340 GRANTS 10,000 5,000 5,000 0 2650 61905 4340 GRANTS 25,380 25, 509 25,509 0 2650 61915 4340 GRANTS 124,000 92,000 92,000 0 2650 61920 4340 GRANTS 0 58,000 58,000 0 2650 61925 4340 GRANTS 37,210 27,247 27,247 0 2650 61930 4340 GRANTS 134,750 135,000 135,000 0 2650 61701 711000 TRANSFER 12,351 12,351 12,351 0 TOTAL INTERGOVERNMENTAL 7,746,232 6,604,102 6,604, 102 0 CHARGE FOR SERVICES 2645 61200 4410 CHARGE FOR SERVICES 222,800 270,000 270,000 0 2646 61300 4410 CHARGE FOR SERVICES 74,800 125,000 125,000 0 2650 61890 4410 CHARGE FOR SERVICES 77, 128 0 0 0 TOTAL CHARGE FOR SERVICES 374,728 395,000 395,000 0 MISCELLANEOUS 2650 61750 4690 DONATIONS 45,378 172,274 172,274 0 TOTAL HUMAN SERVICES 8,166,338 7, 171 ,376 7,171 ,376 0 387 HUMAN SERVICES SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Or g Expenditure Function Budget Request Recommend Final 2625 61401 W I OA ADULT 677 ,400 400,000 400,000 0 2625 61420 W I OA DILOCATED LO GATED WORKER 415 ,800 185,000 185,000 0 2625 61422 WIOA DW ENHANCED 0 145,000 145,000 0 2625 61430 WIOA DW UI PILOT 0 50,000 50,000 0 2625 61440 W I OA DW N EG 415,800 320,000 320,000 0 2625 61450 WIOA YOUTH IN SCHOOL 180 ,000 116,250 116,250 0 2625 61451 WIOA YOUTH OUT OF SCHOOL 540,000 348, 750 348, 750 0 2625 61460 WAGNER/PEYSER 1 ,063,200 860,000 860,000 0 2625 61461 SUMMER JOB HUNT 0 40,000 40,000 0 2625 61505 WIOA PERFORMANCE INCENTIVE 0 20,490 20,490 0 2645 61200 EDUCATION LAB 222 ,800 270,000 270,000 0 2646 61300 AMERICORPS 74 ,800 125,000 125,000 0 2650 61701 AAA ADMIN 160, 106 117, 557 1175557 0 2650 61705 AAA PART B LEGAL 70 ,000 46,900 465900 0 2650 61710 AAA PART B OMBUDSMAN 40,896 35,244 35,244 0 2650 61715 AAA PART B HOMEMAKER 13,088 10,000 10,000 0 2650 61720 AAA PART B PERSONAL CARE 13,087 7,500 75500 0 2650 61730 AM PART B COUNSELING 33,000 53,900 53,900 0 2650 61740 AAA PART B OUTREACH 22, 500 19,900 195900 0 2650 61745 AM PART B TRANSPORTATION 10 ,000 10,000 10,000 0 2650 61750 AAA PART C 1 512 ,887 515,274 515,274 0 2650 61751 AAA N S I P 795545 50,000 50, 000 0 2650 61755 AAA C 2 79, 545 86,000 86,000 0 2650 61760 AAA PART D 13,278 12,848 12,848 0 2650 61765 AAA CHF 75,005 75,005 75,005 0 2650 61770 AAA ELDER ABUSE 2,266 2 ,043 2 ,043 0 2650 61775 AAA SPECIAL OMBUDSMAN 7,985 7,279 7,279 0 2650 61785 AAA COT 15,453 18,843 18,843 0 2650 61805 AAA VALE 10,000 10,000 10, 000 0 2650 61835 AAA STATE ADMIN 105,638 103,625 103,625 0 2650 61840 AAA STATE INFORMATION AND ASSISTANC 118 ,753 135,000 135,000 0 2650 61841 AM STATE HEALTH PROMOTIONS 50, 500 48,000 48,000 0 2650 61845 AAA STATE EDUCATION 0 18,800 18,800 0 2650 61850 AAA STATE OMBUDSMAN 96,834 189,851 189,851 0 2650 61855 AAA STATE HOMEMAKER 43, 525 0 0 0 2650 61860 AAA STATE PERSONAL CARE 10, 300 0 0 0 2650 61865 AAA STATE OUTREACH 67, 500 32,500 325500 0 2650 61866 AAA STATE CASE MANAGEMENT 0 30,000 30,000 0 2650 61875 AM STATE COUNSELING 71 ,800 48,000 48,000 0 2650 61880 AAA STATE CHORE 56,000 61 ,000 61 ,000 0 2650 61885 AAA STATE TRANSPORTATION 65,000 0 0 0 2650 61890 AAA STATE PART Cl 148,000 59,477 59,477 0 2650 61895 AAA STATE PART C2 910 0 0 0 2650 61900 AAA STATE SHELF STABLE MEALS 10,000 5,000 5,000 0 2650 61905 AAA STATE VISUALLY IMPAIRED 25, 380 25,509 25,509 0 2650 61915 AAA STATE DENTAL VISION & HEARING 124,000 92,000 92,000 0 2650 61920 AAA STATE SENIOR CENTER OPERATIONS 0 58,000 58,000 0 2650 61925 AM STATE PART E RESPITE 37,210 27,247 27,247 0 2650 61930 AAA STATE SOUTH COUNTY RVNA 134,750 135,000 135,000 0 2650 61935 AAA PART E GRANDPARENTING 16,904 14,966 14,966 0 2650 61940 AAA PART E CAREGIVER 37, 500 39,042 39,042 0 2650 61945 AAA PART E RESPITE 40,000 40,000 40,000 0 265995 61780 SINGLE ENTRY POINT 1 ,395,950 1 ,756, 300 1 , 756, 300 0 265995 61790 HOME CARE ALLOWANCE 465,332 49,000 495000 0 267895 61601 CSBG EF 23, 700 63,600 63,600 0 267895 61610 CSBG ADMIN 8,800 12, 100 12 , 100 0 267895 61620 CSBG AAAA LINKAGES 8,800 46,500 46,500 0 267895 61630 CSBG EMERGENCY SERVICES 133, 511 55,450 55,450 0 267895 61640 CSBG TANF EMPLOYMENT INTERSHIP 88,800 86,700 86, 700 0 267895 61650 CSBG AMERICORPS SERVICES 32, 500 29,926 29,926 0 TOTAL HUMAN SERVICES 8,166,338 7,221 ,376 7,221 , 376 0 388 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 4 , 934 , 345 $ 5 , 017 , 314 $ 4 , 953 , 733 $ 4 , 953 , 733 Supplies 300 ,247 237 , 411 248 , 694 248 , 694 Purchased Services 2 , 192 ,239 2 , 911 , 613 2 , 018 , 949 2 , 018 , 949 Fixed Charges 42 , 760 0 0 0 Gross County Cost $ 7 , 469 , 591 $ 8 , 166 , 338 $ 7 ,221 , 376 n 7 ,221 , 376 Revenue 7 , 047 ,461 8 , 153 , 987 7 , 159 , 025 7 , 159 , 025 Net County Cost $ - 422 , 130 $ 12 , 351 $ 62 , 351 $ 62 , 351 Budget Positions 82 85 85 85 SUMMARY OF CHANGES : See Individual Budget Units . OBJECTIVES : See Individual Budget Units. BOARD ACTION : See Individual Budget Units . GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Human Services goals following the Social Services Fund Summary for all budget units in this fund . 389 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $729 , 381 $ 950 ,200 $ 750 , 000 $ 750 , 000 Supplies 20 , 305 83, 000 80 , 000 80 , 000 Purchased Services 25 , 548 30, 000 30 , 000 30 , 000 Gross County Cost $ 775 ,234 $ 1 , 063 ,200 $ 860 , 000 $ 860 , 000 Revenue 788 ,295 1 , 063 ,200 810 , 000 810 , 000 Net County Cost - 13 , 061 $ 0 $ 50 , 000 $ 50 , 000 Budget Positions 16 19 19 19 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 21 , 000 21 , 000 21 , 000 Efficiency Measures Per capita cost $ 2 . 632 $ 3 . 490 $ 2 . 728 Effectiveness Measures (desired results ) Job placements 50% 50% 50% 390 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt - 2625-61461 Formerly 60000-26271 DEPARTMENT DESCRIPTION : Administer youth employment program for the summer months. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMED LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 38 , 130 $ 0 $ 33 , 975 $ 33 , 975 Supplies 52 0 25 25 Purchased Services 1 , 870 0 6 , 000 6 , 000 Gross County Cost $ 40 , 052 $ 0 $ 40 , 000 $ 40 , 000 Revenue 40 , 359 0 40 , 000 40 , 000 Net County Cost $ - 307 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : Weld County Employment Services has not received notification of funding for the Summer Job Hunt program for 2018 . Funding , however, will likely be provided for the program . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 2 , 500 - 2 , 500 Efficiency Measures Per capita cost $ 0 . 136 - $0 . 127 Effectiveness Measures (desired results ) Clients placed in employment 2 , 500 2 , 500 391 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Workforce Innovation and Opportunity Act (WIOA) BUDGET UNIT TITLE AND NUMBER: (Admn ) 60000-2635 [ Dscontinued] DEPARTMENT DESCRIPTION : This program tracks the administration for all of the Workforce Innovation and Opportunity Act (WIOA) grants. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Gross County Cost $ 0 $ 0 $ 0 $ 0 Revenue 0 0 0 0 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - SUMMARY OF CHANGES : The costs formerly tracked as WIOA Admin will now be tracked as administrative charges within the WIOA Program Components, including H1B , WIOA-Adult, WIOA-Youth , and WIOA- Dislocated Worker. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost - - - 392 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND WIOA (Adult) 2625-61401 BUDGET UNIT TITLE AND NUMBER: and H1B 2625-61410 [Formerly 60000-2636] DEPARTMENT DESCRIPTION : This program provides employment and training for eligible adults . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 208 , 541 $ 278 , 800 $ 220 , 000 $ 220 , 000 Supplies 2 , 368 1 , 000 1 , 000 1 , 000 Purchased Services 193 , 842 397, 600 179 , 000 179 , 000 Fixed Charges 0 0 0 0 Gross County Cost $ 404 , 751 $ 677 ,400 $ 400 , 000 $ 400 , 000 Revenue 408 , 902 677 ,400 400 , 000 400 , 000 Net County Cost $ - 4 , 151 $ 0 $ 0 $ 0 Budget Positions 6 6 6 6 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 235 240 231 Efficiency Measures Per capita cost $ 1 . 374 $ 2 . 224 $ 1 . 269 Effectiveness Measures (desired results ) Entered employment rate 66 . 2% 66. 2% 70 . 4% 393 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 387 , 347 $ 447 , 000 $ 390 , 000 $ 390 , 000 Supplies 2 , 892 3 , 000 3 , 000 3 , 000 Purchased Services 176 , 696 270 , 000 72 , 000 72 , 000 Fixed Charges 0 0 0 0 Gross County Cost $ 566 , 935 $ 720 , 000 $ 465 ,000 $ 465 , 000 Revenue 578 , 885 720 , 000 465 , 000 465 , 000 Net County Cost $ - 11 , 950 $ 0 $ 0 $ 0 Budget Positions 8 8 8 8 J SUMMARY OF CHANGES : Grant funding dropped by $255 , 000 for this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Youth served 230 210 210 Efficiency Measures Per capita cost $ 1 . 925 $ 2 . 364 $ 1 .475 Effectiveness Measures (desired results ) Entered Employment rate (Older Youth ) 58 . 5% 58 . 5% 56 . 8% Skill Attainment rate (Younger Youth ) 62 . 0% 62. 0% 57 . 5% 394 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: 10% Incentive Grant (GINS ) 60000-2639 DEPARTMENT DESCRIPTION : To foster the development and continuous improvements of the Weld County region workforce system . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 16 , 971 $ 0 $ 20 , 490 $ 20 , 490 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Gross County Cost $ 16 , 971 $ 0 $ 20 , 490 $ 20 , 490 Revenue 16 , 971 0 20 , 490 20 ,490 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : Funding is being restored in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $0 . 058 $0 . 000 $0 . 065 395 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Workforce Investment Act BUDGET UNIT TITLE AND NUMBER: (Statewide Activities Grant) 60000-2640 DEPARTMENT DESCRIPTION : These funds are incentive grants based on performance of the WIOA programs and are used for staff training , administration , contracted services and other programs. RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ Q $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased 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 Budget Positions - - - - - - - - SUMMARY OF CHANGES : This funding was not made available to local workforce centers for the 2015- 16 or 2016- 17 State Fiscal Years and will likely continue to be unfunded during the 2017- 18 Year. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $0 $0 $0 396 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 364 , 370 $ 374 , 100 $ 374 , 100 $ 374 , 100 Supplies 3 , 511 27 , 500 27 , 500 27 , 500 Purchased Services 174 ,299 430, 000 298 ,400 298 , 400 Fixed Charges 41 , 391 0 0 0 Gross County Cost $ 583 , 571 $ 831 , 600 $ 700 , 000 $ 700 , 000 Revenue 467 ,440 831 , 600 700 , 000 700 , 000 Net County Cost $ 116 , 131 $ 0 $ 0 $ 0 Budget Positions 2 2 2 2 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 140 140 164 Efficiency Measures Per capita cost $ 1 . 982 $ 2 . 730 $ 2 . 220 Effectiveness Measures (desired results ) Entered employment rate 66 . 8% 66. 8% 71 . 5% 397 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 175 , 053 $ 133 , 500 $ 175 , 000 $ 175 , 000 Supplies 78 , 833 712800 75 , 000 75 , 000 Purchased Services 20 , 514 17, 500 20 , 000 20 , 000 Gross County Cost $ 274 ,400 $ 222 , 800 $ 270 , 000 $ 270 , 000 Revenue 236 , 796 222 , 800 270 , 000 270 , 000 Net County Cost $ 37 , 604 $ 0 $ 0 $ 0 Budget Positions 4 4 4 4 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 2 , 500 2 , 500 2 , 500 Efficiency Measures Per capita cost $ 0 . 932 $ 0 . 731 $ 0 . 856 Effectiveness Measures (desired results ) GED's obtained 120 120 120 398 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND BUDGET UNIT TITLE AND NUMBER: AmeriCorps Pmq - 2646-61300 [Formerly (0000-2f46] DEPARTMENT DESCRIPTION : The AmeriCorps Program is a youth corps work program . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 148 ,263 $ 57 , 500 $ 95 , 000 $ 95 , 000 Supplies 3 , 016 4 , 800 4 , 800 4 , 800 Purchased Services 27 , 193 12 , 500 25 , 200 25 , 200 Fixed Charges 0 0 0 0 Gross County Cost $ 178 ,472 $ 74 , 800 $ 125 , 000 $ 125 , 000 Revenue 136 , 694 74 , 800 125 , 000 125 , 000 Net County Cost $ 41 , 778 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . However, as fiscal pressures are dealt with , at the Federal and State levels , changes could be forthcoming that will affect this funding . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Participants in program 30 30 30 Efficiency Measures Per capita cost $ 0 . 606 $ 0 . 246 $ 0 . 396 Effectiveness Measures (desired results ) Clients completing program 30 30 30 399 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 88 , 750 $ 153 , 300 $ 107 , 300 $ 107 , 300 Supplies 268 0 0 0 Purchased Services 14 , 020 6 , 806 10 , 257 10 ,257 Gross County Cost $ 103 , 038 $ 160 , 106 $ 117 , 557 $ 117 , 557 Revenue 89 , 782 147, 755 105 , 206 105 ,206 Net County Cost $ 13 ,256 $ 12 , 351 $ 12 , 351 $ 12 , 351 Budget Positions 3 3 3 3 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Programs administered 11 11 11 Efficiency Measures Per capita cost ( other) $ 0 . 350 $ 0 . 526 $ 0 . 373 400 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 27 , 569 $ 37 , 571 $ 23 , 944 $ 23 , 944 Supplies 14 0 0 0 Purchased Services 193 , 012 165, 000 159 , 500 159 , 500 Gross County Cost $ 220 , 595 $ 202 , 571 $ 183 ,444 $ 183 ,444 Revenue 226 , 657 202 , 571 183 , 444 183 ,444 Net County Cost $ - 6 , 062 $ 0 $ 0 $ 0 Budget Positions 4 4 4 4 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 401 HUMAN SERVICES AREA ON AGING ( CONTINUED ) 60000 - 2652 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Outreach — Hispanic Senior Outreach 1 , 000 1 , 000 1 , 000 Adult day care 1 , 700 0 0 Peer Counseling 2 , 000 2 , 000 2 , 000 Legal consultation/representation 800 800 800 Homemaker and personal care 2 , 270 2 , 270 2 , 270 Ombudsman Services 1 , 600 1 , 600 1 , 600 Transportation 753 797 800 Efficiency Measures Per capita cost $ 0 . 749 $ 0 . 665 $ 0 . 582 Effectiveness Measures (desired results ) Work output goals are maintained Yes Yes Yes 402 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 122 ,421 $ 130 , 687 $ 164 , 600 $ 164 , 600 Supplies 13 , 908 12, 200 19 , 774 19 , 774 Purchased Services 266 ,010 370 , 000 330 , 900 330 , 900 Fixed Charges 1 , 369 0 0 0 Gross County Cost $ 403 , 708 $ 512 , 887 $ 515 , 274 $ 515 ,274 Revenue 398 , 526 512 , 887 515 , 274 515 ,274 Net County Cost $ 5 , 182 $ 0 $ 0 $ 0 Budget Positions 3 3 3 3 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Meals served 50 , 000 50 , 000 50 , 000 Efficiency Measures Per capita cost $ 1 . 371 $ 1 . 684 $ 1 . 634 403 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agency on Aging ( Home Delivered Meals}INSIP 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 299 0 0 0 Purchased Services n 134 ,494 159 , 090 136 , 000 n 136 , 000 Gross County Cost $ 134 , 793 $ 159 , 090 $ 136 , 000 $ 136 , 000 Revenue 134 , 793 159 , 090 136 , 000 136 , 000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Meals Served 20 , 000 20 , 000 20 , 000 Efficiency Measures Per capita cost $ 0 . 470 $ 0 . 337 $ 0 . 517 Effectiveness Measures (desired results ) Work output goals are maintained . Yes Yes Yes 404 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 9 , 639 $ 13 , 000 $ 12 , 600 $ 12 , 600 Supplies 0 0 0 0 Purchased Services 426 278 248 n 248 Gross County Cost $ 10 , 065 $ 13 ,278 $ 12 , 848 $ 12 , 848 Revenue 10 ,237 13 ,278 12 , 848 12 , 848 Net County Cost $ - 172 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 300 200 200 Efficiency Measures Per capita cost $ 0 . 035 $ 0 . 044 $ 0 . 043 Effectiveness Measures (desired results ) Work output goals are maintained Yes Yes Yes 405 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agency on Aging (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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 21 , 306 $ 74 , 005 $ 74 , 005 $ 74 , 005 Supplies 0 0 0 0 Purchased Services 295 1 , 000 1 , 000 1 , 000 Gross County Cost $ 21 , 601 $ 75 , 005 $ 75 , 005 $ 75 , 005 Revenue 96 , 605 75 , 005 75 , 005 75 , 005 Net County Cost $ - 7 , 004 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Efficiency Measures Per capita cost $ 0 . 075 $ 0 . 109 $ 0 . 244 Effectiveness Measures (desired results ) Work output goals are maintained Yes Yes Yes 406 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 2 , 144 $ 2 ,266 $ 2 , 043 $ 2 , 043 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Gross County Cost $ 2 , 144 $ 2 ,266 $ 2 , 043 $ 2 , 043 Revenue 2 , 144 2 ,266 2 , 043 2 , 043 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Ombudsman Services 20 20 20 Efficiency Measures Per capita cost $ 0 . 007 $ 0 . 007 $ 0 . 006 Effectiveness Measures (desired results ) Education of long term staff Yes Yes Yes 407 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 7 , 536 $ 7 , 985 $ 7 , 279 $ 7 ,279 Supplies 19 0 0 0 Purchased Services 0 0 0 0 Gross County Cost $ 7 , 555 $ 7 , 985 $ 7 , 279 $ 7 ,279 Revenue 7 , 555 7 , 985 7 , 279 7 ,279 Net County Cost $ 0 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Complaints investigated 75 75 75 Efficiency Measures Per capita cost $ 0 . 026 $ 0 . 026 $ 0 . 023 Effectiveness Measures (desired results ) Work outputs are maintained Yes Yes Yes 408 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 1 , 944 , 575 1 , 819 , 000 1 , 772 , 900 1 , 772 , 900 Supplies 3 , 039 4 , 000 4 , 000 4 , 000 Purchased Services 36 ,404 38 ,282 28 , 400 28 , 400 Gross County Cost $ 1 , 984 , 018 $ 1 , 861 ,282 $ 1 , 805 , 300 $ 1 , 805 , 300 Revenue 1 , 747 , 739 1 , 861 ,282 1 , 805 , 300 1 , 805 , 300 Net County Cost $ 236 ,279 $ 0 $ 0 $ 0 Budget Positions 32 32 32 32 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 1 , 800 1 , 800 1 , 800 Efficiency Measures Per capita cost $ 6 . 737 $ 6 . 111 $ 5 . 726 Effectiveness Measures (desired results ) Divert Medicaid Eligible clients from 1 , 350 1 , 350 1 , 350 Institutional care to cost effective home care 409 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agency on Aging (CCI) - - 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 7 , 754 $ 14 , 000 $ 17 , 000 $ 17 , 000 Supplies 0 0 0 0 Purchased Services 461 1 ,453 1 , 843 1 , 843 Gross County Cost $ 8 ,215 $ 15 ,453 $ 18 , 843 $ 18 , 843 Revenue 15 ,445 15 ,453 18 , 843 18 , 843 Net County Cost $ - 7 ,230 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL. ESTIMATED PROJECTED Efficiency Measures Per capita cost $ 0 . 028 $ 0 . 051 $ 0 . 060 Effectiveness Measures (desired results ) Maintain work output goals Yes Yes Yes 410 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 9 , 125 $ 9 , 300 $ 9 , 300 $ 9 , 300 Supplies 0 0 0 0 Purchased Services 749 700 700 n 700 Gross County Cost $ 9 , 874 $ 10 , 000 $ 10 , 000 $ 10 , 000 Revenue 9 , 500 10 , 000 10 , 000 10 , 000 Net County Cost $ 374 $ 0 $ 0 $ 0 Budget Positions - - - - - - - - SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Clients served 600 600 600 Efficiency Measures Per capita cost $ 0 . 034 $ 0 . 033 $ 0 . 032 Effectiveness Measures (desired results ) Maintain work output goals Yes Yes Yes 411 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Area Agcy 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 392 , 590 $ 370 , 300 $ 525 , 621 $ 525 , 621 Supplies 165 ,410 23 , 000 28 , 195 28 , 195 Purchased Services 616 , 671 772, 800 515 , 193 515 , 193 Gross County Cost $ 1 , 174 , 671 $ 1 , 166 , 100 $ 1 , 069 , 009 $ 1 , 069 , 009 Revenue 1 , 169 , 318 1 , 166 , 100 1 , 069 , 009 1 , 069 , 009 Net County Cost $ 5 , 353 $ 0 $ 0 $ 0 Budget Positions - - 1 1 1 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Dental/Vision/Hearing Clients Served 160 160 160 Meals served 23 , 000 23 , 000 23 , 000 Other clients served 13 , 000 13 , 000 13 , 000 Efficiency Measures Per capita cost $ 3 . 989 $ 3 . 828 $ 3 . 391 412 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 60000-2673] DEPARTMENT DESCRIPTION : This program provides support to family who are caring for relatives at home . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 47 , 851 $ 44 , 300 $ 44 , 300 $ 44 , 300 Supplies 1 , 010 0 0 0 Purchased Services 47 , 165 50, 104 49 , 708 49 , 708 Gross County Cost $ 96 , 026 $ 94 ,404 $ 94 , 008 $ 94 , 008 Revenue 92 , 848 94 ,404 94 , 008 94 , 008 Net County Cost $ 3 , 178 $ 0 $ 0 $ 0 Budget Positions 1 1 1 1 SUMMARY OF CHANGES : No significant changes are anticipated in this program for 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Care giver Support - units of services 200 200 200 Efficiency Measures Per capita cost $ 0 . 326 $ 0 . 310 $ 0 . 298 Effectiveness Measures (desired results ) Maintain requirements of grant Yes Yes Yes 413 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : HUMAN SERVICES FUND Comm . Services Block Grant - - 267895 - 61600-61650 BUDGET UNIT TITLE AND NUMBER : [Formerly 60000-267895] DEPARTMENT DESCRIPTION : This grant provides a range of community services to the low income and elderly of the community . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 194 ,275 $ 100 , 500 $ 134 , 276 $ 134 ,276 Purchased Services 134 , 174 188, 500 154 , 600 154 , 600 Supplies 5 , 602 7 , 111 5 ,400 5 ,400 Gross County Cost $ 334 , 051 $ 296 , 111 $ 294 , 276 $ 294 ,276 Revenue 336 ,249 296 , 111 294 , 276 294 ,276 Net County Cost $ - 2 , 198 $ 0 $ 0 $ Budget Positions - - - - - - - - SUMMARY OF CHANGES : This program was previously split between the Human Services Fund and the Social Services Fund . It is now wholly tracked within the Human Services Fund . Funding from the Colorado Department of Local Affairs was initially cut during the 2013- 14 Program Year. The cut was almost fully restored , which should enable the county to fund the services that have been traditionally funded under this program into the foreseeable future . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Employment opportunities low-income unskilled adult labor force 2 , 000 2 , 000 2 , 000 Efficiency Measures Per capita cost $ 1 . 134 $ 0 . 972 $ 0 . 933 Effectiveness Measures (desired results ) Work output goals maintained Yes Yes Yes 414 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 $ 12 , 000 , 000 from property tax, and $2 , 000 , 000 going into the fund balance . A beginning fund balance of $24 , 000 , 000 is anticipated . An ending fund balance of $86 , 000 , 000 is projected , assuming no contingency funds are needed in 2018 . 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 $ 1 , 500 , 000 . There is an anticipated beginning fund balance of $8 ,200 , 000 . The Department of Public Health and Environment costs for the Household Hazardous Waste program will be $429 , 925 . $40 , 000 is budgeted for community clean-ups, and $90 , 000 to fund the roadside trash pick-up program with Useful Public Service clients . $209 , 110 is funded for solid waste inspections and monitoring by the Health Department. $208 , 741 is budget for indirect costs. $ 1 , 850 , 000 is budgeted for road projects to mitigate landfill impacts . CONSERVATION TRUST FUND : The Conservation Trust Fund is budgeted at $417 , 616 based upon the anticipated operating costs for 2018 . 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 . 415 CONSERVATION FUND SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Org Acct Account Title Budget Request Recommend Final LOTTERY 2200 73700 4332 LOTTERY 410,000 425,000 425,000 0 MISCELLANEOUS 2200 73700 4610 EARNINGS ON INVESTMENTS 2,000 2,000 2,000 0 TOTAL CONSERVATION FUND 412,000 427,000 427,000 0 416 CONSERVATION TRUST SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Org Expenditure Function Budget Request Recommend Final 2200 73700 CONSERVATION TRUST 396 ,933 417,616 417,616 0 TOTAL CONSERVATION TRUST 396,933 417, 616 417, 616 0 417 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 379 , 421 396 , 933 417 , 616 417 , 616 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 379 ,421 $ 396 , 933 $ 417 , 616 $ 417 , 616 Revenue 487 , 550 412 , 000 427 , 000 427 , 000 Net County Cost $ - 108 , 129 $- 15, 067 $-9 , 384 $-9 , 384 SUMMARY OF CHANGES : Revenue from the Colorado Lottery is being projected at $425 , 000 and $2 , 000 from interest earnings . For 2018 , the budget for the county buildings at Island Grove Park is proposed at $547 , 616 . Revenue from rents and facility use fees for 2018 is estimated at $ 130 , 000 . The county payment for 2018 maintenance is proposed at $417 , 616 , which is a increase of $20 , 683 from the 2017 payment. The increase is primarily in salaries and benefits, and the addition of a part time position for succession planning . The workload in the Island Grove buildings is changing from getting more and more requests from Extension and 4-H for use of the facility . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . 418 CONSERVATION TRUST I UND ( CONTINUED ) 2200 - 73700 FINANCE/ADMINISTRATION RECOMMENDATION ( CONTINUED ) : Historically , the following is the amount of money received annually since the lottery started : 1983 $ 194 , 698 2000 $358 , 802 1984 195 , 304 2001 361 , 050 1985 151 , 033 2002 391 , 780 1986 138 , 069 2003 385 , 070 1987 162 , 736 2004 361 , 926 1988 154 , 074 2005 371 , 213 1989 130 , 764 2006 453 , 233 1990 136 , 726 2007 423 , 260 1991 200 , 103 2008 430 , 795 1992 220 , 219 2009 408 , 648 1993 264 , 371 2010 386 , 999 1994 205 , 534 2011 376 , 031 1995 327 , 162 2012 411 , 891 1996 312 , 024 2013 450 , 659 1997 356 , 262 2014 404 , 589 1998 373 , 962 2015 358 , 431 1999 286 , 971 2016 487 , 550 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 Purpose Amount 1983 : Greeley Civic Auditorium $ 141 ,464 1984 : Greeley Civic Auditorium $ 143 , 000 1985 : Greeley Civic Auditorium $ 90 , 000 1986 : Greeley Civic Auditorium $ 51 , 500 LaSalle Community Center 10 , 000 Ault Park System 7 , 500 Dacono Park Improvements 3 , 000 Windsor Park Improvements 6 , 000 Ft. Lupton Pearsin Park Sports Complex 10 , 000 Independence Stampede Headquarters Facility 5 , 000 Since 1987 all funds have gone to the tw►o county parks. Beginning in 2002 , only Island Grove Park has been funded . 419 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 ACTUAL ESTIMATED PROJECTED Work Outputs Island Grove Park Visitors 419 , 500 420 , 000 420 , 000 Efficiency Measures Per capita cost (county support) $ 1 .29 $ 1 . 30 $ 1 . 32 Cost Per Visitor $0 . 90 $0 . 95 $0 . 99 BOARD ACTION : 420 CONTINGENCY FUND SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Org Acct Account Title Budget Request Recommend Final TAXES 2300 90300 4112 CURRENT PROPERTY TAXES 8,000,000 12,000,000 12,000,000 0 TOTAL CONTINGENCY FUND 8,000,000 12,000,000 12,000,000 0 421 CONTINGENCY SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Or g Expenditure Function Budget Request Recommend Final 2300 90300 CONTINGENT 10,000,000 10,000,000 10,000,000 0 TOTAL CONTINGENT FUND 10,000,000 10,000,000 10 ,000 ,000 0 422 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Fixed Charges 0 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 . 4 , 606 2 , 000 , 000 -2 , 000 , 000 -2 , 000 , 000 Net County Cost $ 22 , 985 , 992 $ 8 , 000 , 000 $ 12 , 000 , 000 $ 12 , 000 , 000 SUMMARY OF CHANGES : The Contingency Fund is funded at the level of $ 10 ,000 , 000 with $ 12 , 000 , 000 from property tax, and $2 , 000 , 000 going into the fund balance . A beginning fund balance of $24 , 000 , 000 is anticipated . An ending fund balance of $36 , 000 , 000 is projected , assuming no contingency funds are needed in 2018 . The fund balance will serve as a stabilization reserve for fluctuating revenues due to Weld County's heavy dependency on oil and gas assessed values that can fluctuate dramatically from year to year due to production levels and price changes. Besides serving as a general contingency reserve , the fund is available to mitigate impacts from the oil and gas industry, such as unanticipated road and bridge heavy hauling impacts . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 423 EMERGENCY RESERVE FUND SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Orq Acct Account Title Budget Request Recommend Final TAXES 2400 53100 4112 CURRENT PROPERTY TAXES 0 0 0 0 TOTAL EMERGENCY RESERVE FUND 0 0 0 0 424 EMERGENCY RESERVE SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Or g Expenditure Function Budget Request Recommend Final 240►0 53100 EMERGENCY RESERVE 0 0 0 0 TOTAL EMERGENCY RESERVE 0 0 0 0 425 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY 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 six- 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 . 426 SOLID WASTE SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Orq Acct Account Title Budget Request Recommend Final CHARGE FOR SERVICES 2700 90200 4410 CHARGE FOR SERVICES 1 ,200,000 1 ,500,000 1 ,500,000 0 TOTAL SOLID WASTE 1 ,200,000 1 ,500,000 1 ,500,000 0 427 SOLID WASTE SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Org Expenditure Function Budget Request Recommend Final 2700 21240 TRANSFER 85 ,000 85,000 85, 000 0 2700 90200 SOLID WASTE 471 ,572 2, 188, 741 2, 188, 741 0 2700 90200 TRANSFER 643,428 639,035 639,035 0 TOTAL SOLID WASTE 1 ,200,000 2,912, 776 2,912, 776 0 428 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 85 , 000 85 , 000 85 , 000 85 , 000 Fixed Charges 0 0 0 0 Capital 0 0 0 0 Gross County Cost $ 85 , 000 $ 85 , 000 $ 85 , 000 $ 85 , 000 Revenue 0 0 0 0 Net County Cost $ 85 , 000 $ 85 , 000 $ 85 , 000 $ 85 , 000 SUMMARY OF CHANGES : The Code Enforcement function has been combined with the Animal Control function in the Sheriffs Office . The cost of the code enforcement function is $85 , 000 . See budget unit number 1000-21230 for a detailed discussion of the program . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval and funding of program from the Solid Waste surcharge . BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of Complaints 778 800 800 Efficiency Measures Per capita cost (county support) $0 . 289 $0 .279 $0 . 270 GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS : See Sheriff Public Safety Bureau ( Budget Unit 1000-21200 ) goals. 429 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ o Purchased Services 95 , 347 471 , 572 338 , 741 338 , 741 Fixed Charges 697 , 031 643 ,428 2 , 489 , 035 2 , 489 , 035 Capital 0 0 0 0 Gross County Cost $ 792 , 378 $ 1 , 115 , 000 $ 2 , 827 , 776 $ 2 , 827 , 776 Revenue/Fund Bal . 1 , 624 , 070 1 , 200 , 000 2 , 912 , 776 2 , 912 , 776 Net County Cost $ - 831 , 692 $ - 85, 000 $ - 85 , 000 $ - 85 , 000 SUMMARY OF CHANGES : The revenue estimate is $ 1 , 500 , 000 up $300 , 000 over last year and consistent with recent revenue trends . The Department of Public Health and Environment costs for the Household Hazardous Waste program will be $429 , 925 . $40 , 000 is budgeted for community clean-ups , and $90, 000 to fund the roadside trash pick-up program with Useful Public Service clients . $209 , 110 is funded for solid waste inspections and monitoring by the Health Department. $208 , 741 is budget for indirect costs . $ 1 , 850 , 000 is budgeted for road projects to mitigate landfill impacts. FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 430 SOLID WASTE FUND ( CONTINUED ) 2700 - 90200 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Landfill Inspections 45 45 45 Household Hazardous Material ( HHM ) $446 ,405 $445 , 559 $429 , 925 Surcharge Collected $ 1 , 658 , 903 $ 1 ,200 , 000 $ 1 , 500 , 000 Efficiency Measures Per capita cost (collected ) $2 . 69 $3 . 66 $4 . 75 Per capita HHM cost $ 1 . 52 $ 1 . 48 $ 1 . 36 431 �y \ 1861 ./ GLilT_ Y� 432 SEVEN YEAR TREND Capital Expenditures 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 0 • trocm 8,000,000 c 't3 C 6,000,000 4 Q J{o O _ T R R 0 � r Q R O � � 4,000,000 r 00 CD CD R t1 C O C 2,000,000 r n % 0 2012 2013 2014 2015 2016 2017 2018 433 CAPITAL EXPENDITURES FUND SUMMARY The Capital Expenditures Fund was established to budget the financial resources used for the acquisition or improvement of capital facilities of the county. A detailed Long Range Capital Plan for 2018-2022 is presented in this section and relates to the specifics of the 2018 capital project budget. The Capital Expenditures Fund accounts for various capital improvement projects for county buildings . The 2018 program is funded at $ 10 , 775 , 000 , with $ 10 ,250 , 000 in property tax, $225 , 000 from capital expansion fees, and $300 , 000 from interest. Anticipated projects include $300 , 000 for a grader shed for Public Works, $750 , 000 for Chase Building improvements, $ 130 , 000 for communications equipment, $ 1 , 000 , 000 to upgrade Human Services Buildings , $4 , 500 , 000 for the design phase of the jail expansion , and $ 1 , 733 , 500 for special projects. There will be $ 1 , 541 , 500 going into the jail reserve and $820 , 000 into the Communications System reserve . A carry-over beginning fund balance of $24 , 950 , 000 is anticipated , and $27 , 311 , 500 ending reserve fund balance for the future jail expansion ($25 , 991 , 500 ), Communications System reserve ($820 , 000) , and Downtown Greeley land reserve ($500 , 000 ) is anticipated at the end of 2018 . Capital projects impacting the 2018 and future years' operational costs include the additional jail space planned for construction in 2019-2020 will impact the operational budget by $ 1 , 210 , 000 in 2020 , $770 , 000 in 2021 , and $ 1 , 100 , 000 in 2022 . In 2022 the addition of a 20 , 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 . 434 CAPITAL EXPENDITURES SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Orq Acct Account Title Budget Request Recommend Final TAXES 4000 17500 4112 CURRENT PROPERTY TAXES 11 ,376,500 10,250,000 10,250,000 0 MISCELLANEOUS 4000 17500 4610 EARNINGS ON INVESTMENTS 225,000 300,000 300,000 0 FEES 4000 17500 4730 OTHER FEES 200,000 225,000 225,000 0 TOTAL CAPITAL EXPENDITURES 11 ,801 ,500 10,775,000 10,775,000 0 435 CAPITAL EXPENDITURES SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Or g Expenditure Function Budget Request Recommend Final 4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 11 ,801 , 500 10, 775,000 10, 775,000 0 TOTAL CAPITAL EXPENDITURES 11 ,801 , 500 10, 775,000 10 ,775,000 0 436 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 BUDGETED REQUESTED FINAL LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 0 0 0 0 Purchased Services 0 0 0 0 Capital 5 , 831 , 618 11 , 801 , 500 10 , 775 , 000 10 , 775 , 000 Gross County Cost $ 5 , 831 , 618 $ 11 , 801 , 500 $ 10 , 775 , 000► $ 10 , 775 , 000 Revenue/Fund Bal . 17 , 099 , 269 425 , 000 525 , 000 525 , 000 Net County Cost $ - 11 , 267 , 651 $ 11 , 376 , 500 $ 10 ,250 , 000 $ 10 , 250 , 000 SUMMARY OF CHANGES : The Capital Expenditures Fund accounts for various capital improvement projects for county buildings. The 2018 program is funded at $ 10 , 775 , 000 , with $ 10 ,250 , 000 in property tax, $225 , 000 from capital expansion fees , and $300 , 000 from interest. Anticipated projects include $300 , 000 for a grader shed for Public Works, $750 , 000 for Chase Building improvements , $ 130 , 000 for communications equipment, $ 1 , 000 , 000 to upgrade Human Services Buildings , $4 , 500, 000 for the design phase of the jail expansion , and $ 1 , 733 , 500 for special projects . There will be $ 1 , 541 , 500 going into the jail reserve and $820 , 000 into the Communications System reserve . A carry-over beginning fund balance of $24 , 950 , 000 is anticipated , and $27 , 311 , 500 ending reserve fund balance for the future jail expansion ($25 , 991 , 500 ), Communications System reserve ( $820 , 000 ), and Downtown Greeley land reserve ($500 , 000 ) is anticipated at the end of 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Budget reflects the 2018 funding level of the Proposed Long Range Capital Plan for 2018 - 2022. The actual plan is on the pages immediately following . BOARD ACTION : 437 WELD COUNTY LONG RANGE CAPITAL PROJECTS FIVE -YEAR PLAN 2018 - 2022 Presented By: Donald D . Warden Director of Finance and Administration September, 2017 438 LONG RANGE CAPITAL PROJECTS FIVE YEAR PLAN 2018 - 2022 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 2018 - 2022 . 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 . 2018 - 2022 Five-year Plan 4 . 2018 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 2018 - 2022 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 2018 budget for the capital construction program . It provides specific detail regarding each recommended project and the impact on the 2018 county budget. 439 FINANCING ALTERNATIVES 440 FINANCING Overview : There are a number of ways to finance capital improvement projects. Some of the most common methods are : 1 . Pays as you g o : Pay as you go is a method of financing capital projects with current revenues -- paying cash instead of borrowing against future revenues. Pay as you go has several advantages. First, it saves interest cost. Second , pay as you go protects borrowing capacity for unforeseen major outlays that are beyond any current year's capacity. Third , when coupled with regular, steady completion of capital improvements and good documentation and publicity, pay as you go fosters favorable bond ratings when long term financing is undertaken . Finally , the technique avoids the inconvenience and considerable cost associated with marketing of bond issues , advisors , counsel , printing , etc . However, there are practical and theoretical disadvantages to a pay as you go policy. First, pay as you go puts a heavy burden on the project year. Second , it creates awkward fluctuating expenditure cycles which do not occur with extended financing . Third , a long life asset should be paid for by its users throughout its normal life rather than all at once by those who may not have the use of it for the full term . Finally, when inflation is driving up construction costs, it may be cheaper to borrow and pay today's prices rather than wait and pay tomorrow's. 2 . All borrowing policy : An all borrowing policy or a substantial reliance on debt financing is another approach . The annual available resources could be used entirely for debt service with the size of the annual resources setting the limit on the amount that could be borrowed . 3 . Capital reserve : A capital reserve plan is an approach where the annual resources available could be accumulated in one or more capital reserve funds, the amounts invested , and when any funds become adequate to pay for a proposed project, the fund could be expended . This is a good approach when a county has a capital requirement which can wait. Accumulation of the necessary capital funds over a period of time is a feasible approach , assuming a relatively stable construction dollar. HB 82- 1111 , passed in 1982 , specifically provides for a capital improvements trust fund for capital reserves. 441 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 of 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 ►trill have paid the total original cost plus interest. This method has been used successfully in a number of 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 take into account 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 . 442 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 in an attempt 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. 443 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 over $270 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. 444 General Obligation Bonds : General obligation bonds are secured by a pledge of the full faith , credit and taxing power of the county. Thecounty 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 considered to be 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 bondmust : 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 . 445 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 : I . 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 are 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. 446 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 A►ct 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 similar to municipal leases in the manner in which 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 . 447 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 . In essence , 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 . 448 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. 449 COMPLETED {CA► PITAL PROJECTS 2012 - 2016 Actual Actual Actual Actual Actual Total 2012 2013 2014 2015 2016 Centennial Complex $ 1 , 347 , 760 $ 148 , 554 $ 19 , 999 $ 299 , 498 $ 560 , 310 $ 319 , 399 Courthouse 275 , 504 8 , 104 I 267 ,400 Land Reserve 2 , 234 , 933 19 , 594 1 , 547 , 268 668 , 071 Chase Building 9 , 021 , 153 5 , 775 , 000 84 , 944 3 , 161 ,209 Grader Sheds 1 , 267 , 740 518, 979 375 , 508 138 , 980 193 , 684 40 , 589 Motor Pool 806 , 924 230 , 868 576 , 056 Health Department 284 , 704 69 ,442 215 , 262 Island Grove 186 , 939 53 , 800 48 , 283 84 , 856 North Jail 928 , 101 275 , 755 122 , 187 103 , 329 345 ,404 81 ,426 Back-up Dispatch Center 808 ,401 808 ,401 Crime Lab 4 , 332 , 536 211 , 966 4 , 120 , 570 Public Works 1 , 815 , 192 698 , 565 149 ,260 967 , 367 Human Services 242 , 946 82 , 800 160 , 146 Gravel Pits 5 , 541 , 189 1 , 390 , 684 4 , 150 , 505 SW Weld Building 225 , 951 18 , 736 8 , 770 101 , 344 97 , 101 North 1401 - 1402 488 , 659 202 , 578 211 , 007 75 , 074 County Clinic 93 ,400 38 , 600 54 , 800 Admin . Bldg (Sykes) 100 , 366 60 , 591 39 , 775 Southeast Weld Building 116 , 306 7 , 984 108 , 322 Law Administration 138 , 819 138 , 819 Miscellaneous 305 , 921 22 , 620 283 , 301 CNG Station 359 ,253 359 ,253 Towers 11 , 134 , 868 2 , 256 , 827 7 , 305 , 629 1 , 572 ,412 918 10th Street 675 , 168 675 , 168 TOTAL $42,732 , 733 $6 , 634, 132 $5, 112, 816 $20 ,332,221 $4, 879, 138 $5, 774,426 NOTE: Expenditures listed in year incurred . 450 FIVE YEAR CAPITAL PROJECTS PROGRAMS 2018 -2022 Requirements Total 2018 2019 2020 2021 2022 Jail Capital Reserve -$ 19 ,278 , 500 $ 1 , 541 , 500 -$ 13 , 586 , 000 -$ 12 , 366 , 000 $5 , 572 , 000 -$440 , 000 Comm . System 3 ,412 , 500 820 , 000 827 , 500 - 135 , 000 950 , 000 950 , 000 Reserve Jail Expansion 44 , 500 , 000 4 , 500 , 000 20 , 000 , 000 20 , 000 , 000 0 0 Comm . System 1 , 337 , 500 130 , 000 122 , 500 1 , 085 , 000 0 0 Misc Projects 6 , 153 , 500 1 , 733 , 500 1 , 361 , 000 1 , 041 , 000 1 , 003 , 000 1 , 015 , 000 PW Projects 1 , 500 , 000 300 , 000 300 , 000 300 , 000 300 , 000 300 , 000 Human Services 2 , 000 , 000 1 , 000 , 000 1 , 000 , 000 0 0 0 Office Building $6 , 000 , 000 0 0 0 0 $6 , 000 , 000 Business Park Weld Plaza Building 3 , 750 , 000 i 750 , 000 750 , 000 750 , 000 750 , 000 750 , 000 TOTAL $49, 375,000 $ 10, 775,000 $ 10, 775, 000 $ 10, 675,000 $8, 575,000 $8,575, 000 451 RESOURCE CAPACITY FUNDING SOURCES CASH FLOW ANALYSIS 452 CAPITAL EXPENDITURES FUND RESOURCE CAPACITY 2018 - 2022 YEAR PROPERTY TAX INTEREST FEES TOTAL 2018 $ 10 , 250 , 000 $300 , 000 $225 , 000 $ 10 , 775 , 000 2019 10 , 250, 000 300 , 000 225 , 000 10 , 775 , 000 2020 10 , 250, 000 200 , 000 225 , 000 10 , 675 , 000 2021 8 , 250 , 000 100 , 000 225 , 000 8 , 575 , 000 2022 8 , 250 , 000 100 , 000 225 , 000 8 , 575 , 000 453 CASH FLOW ANALYSIS BEGINNING ENDING YEAR FUND REVENUE EXPENDITURES FUND BALANCE BALANCE 2018 $ 24 , 950 , 000 $ 10 , 775 , 000 $ 8 ,413 , 500 $ 27 , 311 , 500 2019 $ 27 , 311 , 500 $ 10 , 775 , 000 $ 23 , 533 , 500 $ 14 , 553 , 000 2020 $ 14 , 553 , 000 $ 10 , 675 , 000 $ 23 , 176 , 000 $ 2 , 052 , 000 2021 $ 2 , 052 , 000 $ 8 , 575 , 000 $ 2 , 053 , 000 $ 8 , 574 , 000 2022 $ 8 , 574 , 000 $ 8 , 575, 000 $ 8 , 065 , 000 $ 9 , 084 , 000 454 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 : It is recommended that the county budget $44 , 500 , 000 in the 2018 - 2022 capital plan budget to construct an additional 113 , 575 square feet of building for 350 additional beds. In 2018 $4 , 500 , 000 is included in the capital budget for the design phase of the jail . In both 2019 and 2020 there is $20 , 000 , 000 included each year for the jail construction . The capital plan is consistent with the inmate population projections that calls for the opening of added jail beds at the end of 2020 . 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 2020 2021 2022 staffing $ 1 ,210 , 000 $ 770 , 000 $ 1 , 100 , 000 Medical Costs 0 000 , 000 320 , 000 Food 0 400 , 000 200 , 000 Utilities 0 60 , 000 0 Maintenance 0 60 , 000 0 455 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 $030 , 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, Motor Pool , Public Works, Law Administration , Buildings and Grounds, Alternative Programs Facility, Community Corrections Facility, and four 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, using future years' funds, is programmed into the long-range plan under specific projects , which include a correction facility ($44 , 500 , 000 ), and an additional 20 , 000 square foot office building ($5 , 000 , 000 ). Impact on Operational Costs : See individual projects for cost impacts. 456 COMMUNICATIONSSYSTEM 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 . In addition , the Board of County Commissioners has agreed to adopt a policy of funding a $9 , 500 , 000 capital reserve in the amount of $950 , 000 per year, so that in ten years funds will be in the capital reserve for the next upgrade and the 700 MHz conversion . $2 , 200 , 000 was placed in the capital reserve for the mobile and portable radio replacement. Purchase of the radios was made in 2017 for the 700 MHz conversion . Financing : The upgrade for 2012 was funded by the E911 Authority Board funding $2 , 000 , 000 from its reserve , and Weld County funded $5 , 700 , 000 in 2012 from the Capital Expenditure Fund for the total cost of $7 , 700 , 000 . Beginning in 2013 , Weld County will fund $950 , 000 per year for the Communications System Reserve for future communications systems upgrades and the 700 MHz conversion . In 2018 a total of $ 130 , 000 is included for tower equipment upgrades , $ 122 , 500 in 2019 , and $ 1 , 085 , 000 in 2020 . 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 10% in 2016 with an additional 2 . 5% each year progressing until it reaches 20% in 2021 . It is not anticipated that the upgraded systems will be any more expensive , operationally, to maintain than the current system . 457 GRADER SHEDS / STORAGE BUILDING Existing Situation : The County currently has 20 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. Eleven have recently been replaced -- Johnstown ( 1945 ), Vim ( 1983), , Mead ( 1985), , ,, Severance ( 1987) „ Ault ( 1989 ) , Briggsdale ( 1991 ) , Keenesburg ( 1994) Stoneham (1994 ), Dacono (1995) , Fort Lupton ( 2000 ) , GUI (2001 ),. Galeton (2003) , New Raymer (2004) , Rockport (2007 ), Keota (2008 ) , Kersey (2010 ), Grover (2013 ), Peckham (2014 ), Kiowa (2015 ) „ and Nunn (2017 ) . 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 . Funds in the amount of $300 , 000 per year for the years 2017-2021 are included for Public Works facilities. The grader sheds will be replaced in Johnstown (2018 ), Mead (2019 ) , Vim (2020), and Severance (2021 ) . Impact on Operational Costs : Vehicle storage facility will have utility costs of approximately $2 ,400 per year. Since the old grader sheds are being replaced with new sheds, the county's experience is that there is approximately a $ 1 ,0000 per year savings on the utilities due to the use of radiant heat and improved insulation . Staffing is unchanged . 458 JUSTICE CENTER Existing Situation : The Justice Center includes the Courthouse , Court Annexes, and Centennial Center buildings . It provides for the space needs of the 19th Judicial District. Under state law the county is obligated to provide and maintain the facilities for court related activities . The Courthouse was built in 1917 and is maintained on the Federal Register of Historical Buildings . After many remodels and upgrades it still functions as the main court facility for Weld County. In the mid- 1980's two buildings across the street from the Courthouse were acquired and remodeled to house the Probation Department. In 2001 , the West Courthouse Annex Building was acquired to house the District Attorney Juvenile Division . As the population grows and court related activities grow the space requirements continue to expand . Four courtrooms were added in 2008 . Proposed Solution : With the growing needs of the courts it will require that the county convert the Centennial Center, including the jail, to courtrooms and court-related offices. With the construction of Phase II of the North Jail , the Centennial Jail was closed and remodeled into court-related space in 2004 . All Sheriffs office administrative functions, along with Communications and Records , were moved to the new Public Safety Administrative Building next to the North Jail in 2003 . Over time the entire Centennial Complex will become court-related space , as well as the two annex buildings to the west and east of the Courthouse . In 2004 , three additional district courtrooms were created , a juvenile courtroom , and one additional county courtroom , and in 2000 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 . These courtrooms will supplement the current vacant district courtroom and the visiting judge courtroom to accommodate four anticipated additional judges through 2022+ . 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 . 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 . 459 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 2 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 2023 + Third Floor Centennial 2 Courtrooms $ 1 ,200 , 000 2023 + First Floor Centennial 1 Courtroom $ 300 , 000 2023 + Vacant Justice Center Annex Building $ 5 , 000, 000 2023+ Third Floor Centennial ( DA) 2 Courtrooms $ 750 , 000 2023+ Second Floor Centennial 2 Courtrooms $ 750 , 000 2023 + First Floor Centennial ( DA) Court Offices $ 200 , 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 : 2016 0 2017 0 2023 + $ 176 , 000 460 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 . 461 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 Sheriffs Office , a 22 , 000 square foot office building near the North Jail site was constructed in 2002 . The building houses the Sheriff' s office functions , 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 impact of 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 . 462 REGIONAL CRIME LAB Existing Situation : Formerly the county had a crime lab located in the basement of the centennial complex, and the former Planning Department office . The space was inadequate to meet the size and program requirements. Weld County took the lead to create a regional crime lab for Northern Colorado that houses approximately 40 crime lab staff members from various law enforcement agencies and CBI . Proposed Solution : The regional crime lab facility consists of approximately 20 , 000 square feet. It contains private and open office areas , waiting areas , lobby space , meeting/conference rooms, complete laboratory and forensics discovery area . It is fully fire sprinkled . The crime lab' s location is in a business park off Highway 34 and WCR 17 , which is a central location for the Northern Colorado region . 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 . 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 $248 , 000 for a net county cost of $62 , 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. 463 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 , 000 , 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 $ 100 , 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 ). 464 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 . 465 WELD PLAZA BUILDING 80►4_822 7TH STREET, GREELEY Existing Situation : Weld County has a major investment in court facilities in the downtown Greeley area . For many years the county has gradually been acquiring buildings and land for the court operations and parking accommodations . The court operations and support function will grow over time and require a long term plan . Proposed Solution : In 2014 the county purchased the Weld Plaza Building located at 804-822 7th Street, in Greeley, Colorado , located a block and half from the Courthouse . The building is a 119 , 875 square foot complex that will allow Weld County 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 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 will be approximately $2 , 800 , 000 . In the 2018-2022 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 . 466 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 2022 it is anticipated that an additional 20 , 000 square foot office building will be required to house county functions. Financing : The County purchased the existing Sykes Building for $3 , 600 , 000 in June , 2010 . Approximately another $2 , 300 , 000 was spent to remodel the building to make a fully functional administrative building to house theCounty Commissioners' Office and associated administrative functions. Vacant space will exist to accommodate growth for a number of years. The project was funded by Capital Reserve funds. $6 , 000 , 000 is budgeted in 2022 to construct an additional 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 $60 , 000 . In 2022 the addition of a 20 , 000 square foot office building in the Weld Business Park will add approximately $ 160 , 000 per year for utilities and maintenance . 467 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 th.e 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 . $2 , 000 , 000 was spent in 2017 to remodel and upgrade the oldest building , and another $2 ,000 , 000 will be spent over 2013-2019 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 2017-2019 . 468 SOUTHWEST COUNTY SERVICE CENTER Existing Situation : The Southwest County Service Center was developed in 2000 - 2001 . 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 20 , 000 square foot 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 2022 , or beyond . Funds in the amount of $5 , 700 , 000 are budgeted in the 2023 budget or beyond 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 . 469 SOUTH EAST 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 2022 , or beyond . Financing : The additional building will be constructed in 2022 , or beyond . Funds in the amount of $6 , 000 , 000 are budgeted in the 2023 budget or beyond 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 . 470 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 $6 , 153 , 600 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 $6 , 153 , 600 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. 471 B&G Capital Maintenance Projects 2018 - 2022 FY 2018 Building Name Address Type of Improvement Budget Estimate Ambulance 1121 M Street, Greeley Carpet $18,000 Ambulance 1121 M Street, Greeley Paint $10,000 Jail 2110 O-Street Greeley Clothes Washers (3 each) $50,000 Jail 2110 O-Street Greeley Clothes Dryers (3) $28,000 Extension Island Grove Carpet $28,000 Extension Island Grove Paint $17,000 Extension Island Grove Furniture Teardown/rebuild for Carpet $10,000 Jail 2110 O-Street Greeley Two Food Warmers $17 ,000 Jail ( Gym ) 2110 O-Street Greeley 1 -West Water Storage Tanks $ 150,000 Jail ( Gym ) 2110 O-Street Greeley 1 -West Boilers $ 140,000 Extension (Office Only) Island Grove Roof Top Unit $65,000 Public Health 1555 N . 17th Ave, Greeley Public Health Roof Replacement $300,000 Missile Site 10611 Spur 257, Greeley Concrete Repairs (Settling) $50,000 Public Works 1111 I-I Street HVAC Controls Update $50,000 Public Health 1555 N. 17th Ave. , Greeley HVAC Controls Update $80,000 Jail 1 -East 2110 O-Street Greeley HVAC Controls Update $80,000 Jail 1 -West 2110 O-Street Greeley HVAC Controls Update $80,000 Jail 2110 O-Street Greeley Visitation Components $12,000 Public Health 1555 N . 17th Ave, Greeley Fire Alarm Controls $34,000 Southwest 4209 CR 24 1 /2 , Firestone Gut & remodel Booking area ( 1 ,204 square feet) $ 180,000 Jail 2110 O-Street Greeley Jail Classroom Night Lights (Pod A, B, & C) 30,000 Law Admin 1950 O-Street, Greeley Patrol Area Furniture Reconfiguration 45,000 Training Center 1104 H-Street, Greeley Pave Obstacle Course (between obstacles) 3 ,000 Administration 1150 O-Street, Greeley Office/Conference Rooms Additions $ 150,000 Administration 1150 O-Street, Greeley Add 12x12office (Coordinator Position) 15,000 Centennail Center 915 10th Street, Greeley Create restroom in 19th Judicial Clerks Office $50,000 Centennail Center 915 10th Street, Greeley 19th Judicial - Remove cubicles & build Clerks Supervisor Office $12,000 Centennail Center 915 10th Street, Greeley Centennial Conference Room A&B projector & screen 1 ,500 Administration 1 150 O-Street, Greeley HAM Radio Antenna at 1150 Building (conduit path only) 4 ,000 Southwest 4209 CR 24 1 /2, Firestone HAM Radio Antenna at Southwest Building (conduit path only) 4 ,000 HHW - Dacono 5510 Hwy 52, Dacono Add three bay storage unit & sidewalk to Dacono 20,000 Total $1 ,733,500 FY 2019 Building Name Address Type of Improvement Budget Estimate Centennial 915 10th Street, Greeley Plaza West Roof $360,000 Planning & Health 1555 N. 17th Ave. , Greeley Chiller $526,000 Centennial 915 10th Street, Greeley Centennial/Plaza East Roof $475,000 Total $1 ,361 ,000 FY 2020 Building Name Address Type of Improvement Budget Estimate Centennial 915 10th Street, Greeley Hot Water Generator $ 140,000 Planning & Public Healtf 1555 N. 17th Ave. Greeley Boilers $ 120,000 Centennial 915 10th Street, Greeley Lighting Upgrade $ 120,000 Centennial 915 10th Street, Greeley Chiller Pumps $30,000 Centennial 915 10th Street, Greeley Isolation Valves $30,000 Courthouse Annex 934 9th Ave, Greeley Roof $ 120,000 Print Shop 1500 2nd Street, Greeley Roof (sloped portion) $66,000 Centennial 915 10th Street, Greeley Ceiling Grid 2nd Floor $50,000 Sand Salt Sheds 5 Locations Replace siding that has rusted through $ 125,000 Human Services A Hoof $ 150,000 315 A N. 11th Ave, Greeley Grover Tower Grover Generator Replacement $30,000 New Raymer Tower New Raymer Generator Replacement $30,000 LaSalle Tower LaSalle Generator Replacement $30,000 Total $1,041 ,000 472 FY 2021 Building Name Address Type of Improvement Budget Estimate Centennial 915 10th Street, Greeley Cooling Tower Replacement $ 15Q000 Fuel Island 1115 H Street Fuel Tanks Replacement $ 100,000 Jail 2110 O-Street Greeley Shower Boxes M, N, O, R,TM,T&S $30,000 4H Building Island Grove Roof $65,000 Centennial 915 10th Street, Greeley Heat Pumps $68,000 8th Ave Storage 300 8th Avenue Roof - South half $25,000 Plaza West 910 10th Ave, Greeley Clapper Valve in Parking Garage $17,000 Law Administration 1950 O-Street, Greeley Boiler $22,000 Law Administration 1950 O-Street, Greeley Roof Top Unit $200,000 Public Health 1555 N . 17th Ave, Greeley Booster Pump $35,000 Hazardous Waste (North) 1311 N . 17th Ave, Greeley Roof $46,000 Courthouse 901 9th Ave, Greeley Hot Water Generator $80,000 Exhibition/4H Exhaust Hood Replacement $35,000 Community Corrections 1101 H Street Camera Replacement $50,000 Public Works 1111 H Street, Greeley Roof Top Units $80,000 Total $1 ,003,000 FY 2022 Building Name Address Type of Improvement Budget Estimate Courthouse 901 9th Ave, Greeley Carpet $ 150,000 Centennial 915 10th Street, Greeley DA Carpet $80,000 Courthouse Annex 934 9th Ave, Greeley Carpet Replacement $70,000 Courthouse Annex 934 9th Ave, Greeley Teardown/Rebuild Furniture for Carpet $35,000 Centennial 915 10th Street, Greeley DA Teardown/Rebuild Furniture for Carpel $40,000 Centennial 915 10th Street, Greeley 3rd Teardawn/Rebuild Furniture for Carpel $10,000 Centennial 915 10th Street, Greeley CH Teardown/Rebuild Furniture for Carpel $40,000 Centennial 915 10th Street, Greeley 3rd Floor Carpet $30,000 Centennial 915 10th Street, Greeley 1st Floor Carpet $30,000 Jail 2110 O-Street Greeley 1 -West RTUs ( 11 Each) $380,000 Jail 2110 O-Street Greeley IT Room AC $36,000 West Annex Both Buildings, Greeley Roof $35,000 Veterans 1008 9th Street, Greeley Roof $19,000 918 918 10th Street, Greeley Roof $60,000 Total $1 ,015}000 473 ACCU UL .TIVE 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 2022 . 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 olutio► n : Budget any carry-over amount each year on a contingency basis that ultimately could be used to meet any contingency or emergency situation , or could be used as an accumulation of capital outlay funds for funding of projects beyond 2023 . 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 . 474 MISCELLANEOUS FUNDS 475 CONSERVATION TRUST FUND Existing Situation : With the passage of SB 119 (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 $376 , 000 per year. The funds must be used for "the acquisition , development, and maintenance of new conservation sites, or for capital improvements or maintenance for recreational purposes on any public site" . (Section 29-21 - 101 , C . R . S . ) With the passage of Amendment 8 ( GO COLORADO) these funds should stabilize at $450 , 000 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 $ 129 , 000 in the General Fund from property taxes . Funds from 2017 forward are uncommitted . Impact on Operational Costs : No new operational costs are anticipated . 476 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 . 477 i 1861 O U NTY 478 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 $ 10 , 945 , 000 in 2018 , with $ 0 , 393 , 500 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 ,025 , 000 for new equipment purchases , plus sale of surplus items of $ 850 , 000 . Grants in the amount of $888 , 100 for CNG vehicles and conversions are included in the 2018 budget. 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 2018 , 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 $2 , 655 , 000 in 2018 , with a property tax levy of $2 , 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 , 365 , 702 in Weld County. Funding is at current level and reflects no capital upgrades in 2018 . 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. 479 REGIONAL CRIME LAB SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Org Acct Account Title Budget Request Recommend Final CHARGE FOR SERVICES 5200 27100 4410 CHARGE FOR SERVICES 155,000 310,000 310,000 0 TOTAL REGIONAL CRIME LAB 155,000 310,000 310,000 0 480 REGIONAL CRIME LAB SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Or g Expenditure Function Budget Request Recommend Final 5200 27100 CRIME LAB - JOINT OPS 155 ,000 310,000 310, 000 0 TOTAL REGIONAL CRIME LAB 155,000 310,000 310, 000 0 481 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 5 , 686 5 , 250 0 0 Purchased Services 129 , 015 144 , 750 147 ,. 000 147 , 000 Fixed Charges 2 , 808 5 , 000 163 , 000 163 , 000 Capital 0 0 0 0 Gross County Cost $ 137 , 509 $ 155 , 000 $ 310 , 000 $ 310 , 000 Revenue 137 , 509 155 , 000 310 , 000 310 , 000 Net County Cost $ 0 $ 0 $ 0 $ 0 Budgeted Positions nIa n/a nla n/a SUMMARY OF CHANGES : Purchased Services total $ 147 , 000 which includes electricity ($40 , 000 ) , water ($6 , 000 ), gas ( $26 , 000 ), phones ( $35 , 000 ), trash ( $700 ), janitorial ( $ 17 , 600 ), professional services ($ 1 , 700 ) , and repair and maintenance ($20 , 000 ) . Fixed costs are $ 163 , 000 for depreciation ($86 , 038 ), and indirect costs ($76 , 962 ). The total expenditure budget is $310 , 000 with $310 , 000 in revenue from charges paid by the five member jurisdictions per an MOU in the amount of $62 , 000 each . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 482 FLEET SERVICES SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Org Acct Account Title Budget Request Recommend Final GRANTS 6000 17550 4340 GRANTS 449,000 888,100 888,100 0 CHARGE FOR SERVICES 6000 96300 4410 CHARGE FOR SERVICES 6,552,922 6,320,000 6,320,000 0 MISCELLANEOUS 6000 96300 4680 OTHER 4,300,000 4,625,000 4,625,000 0 6000 17550 4810 GAIN LOSS ON SALE 373,000 850,000 850,000 0 TOTAL MISCELLANEOUS 4,673,000 5,475,000 5,475,000 0 TOTAL FLEET SERVICES 11 ,674,922 12,683,100 12,683, 100 0 483 FLEET SERVICES SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Or g Expenditure Function Budget Request Recommend Final 6000 17550 VEHICLE REPLACEMENT 3,937,000 0 0 0 6000 96300 FLEET SERVICES 10,852,922 10,945,000 10,945,000 0 TOTAL FLEET SERVICES 14,789,922 10,945,000 10 ,945,000 0 484 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : IS — 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 1 , 123 , 906 $ 1 , 123 , 906 Supplies 1 , 166 , 775 1 , 621 , 000 1 , 666 , 000 1 , 666 , 000 Purchased Services 4 , 717 , 161 4 , 806 , 000 3 , 323 ,221 3 , 323 ,221 Fixed Charges 4 , 180 , 949 4 , 400 , 922 4 , 806 , 873 4 , 806 , 873 Capital 7 , 995 25 , 000 25 , 000 25 , 000 Gross County Cost $ 10 , 072 , 880 $ 10 , 852 , 922 $ 10 , 945 , 000 $ 10 , 945 , 000 Revenue 9 , 907 , 272 10 , 852 , 922 10 , 945 , 000 10 , 945 , 000 Net County Cost $ 165 , 608 $ 0 $ 0 $ 0 Budgeted Positions nla nla 14 14 SUMMARY OF CHANGES : The 2018 budget reflects the Board 's decision to bring the motor pool operation in-house and not renew the contract for vehicle maintenance effective October 1 , 2017 . The operation will be staffed with 14 FTE 's at a cost of $ 1 , 123 , 906 . Depreciation will be $4 , 625 , 000 . Costs of Goods for fuel is $ 1 , 650 , 000 . Contract payments are funded at $2 , 907 , 221 , overhead at $ 151 , 873 for indirect costs, equipment at $25 , 000 , $250 , 000 for vehicle expenses , $50 , 000 for repairs, $80 , 000 for utilities, and the remaining $82 , 000 for miscellaneous supplies and service costs. The revenue for the budget includes $4 , 625 , 000 from depreciation of the fleet, $ 1 , 650 , 000 from fuel sales , and $4 , 670 , 000 from vehicle maintenance charges for a total of $ 10 , 945 , 000 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . Based upon a cost analysis the bringing of the motor vehicle maintenance and fleet management function in-house will allow the county to take advance of cost savings by doing more services in-house versus contracting them out, and savings from shortening the life cycle of certain vehicles, such as motor graders and heavy trucks . BOARD ACTION : 485 FLEET SERVICES ADMINISTRATION ( CONTINUED ) 6000 - 96300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of work orders issued 8 ,416 8 , 500 8 , 700 Number of service/maintenance orders per technician 935 944 966 Efficiency Measures FTE 's per 10 , 000/capita . 441 .427 . 444 Work orders issued per FTE 647 654 621 Goal ES15 : To provide quality, sufficient, and well-maintained county vehicles to county departments. DESIRED PRELIMINARY PERFORMANCE OUTCOMES OBJECTIVE/KEY ACTUAL ESTIMATED PROJECTED PERFORMANCE INDICATOR(S) ES 19- 1 : Safe and 90% of department users satisfied with reliable vehicles the quality and timeliness of fleet 90% 90% 90% ready to meet needs management services ES 19-2 : Worker- 90% of internal customers satisfied friendly and with county vehicle 90% 90% 90% functional vehicles ES 19-3 : Cost Cost (acquisition, operating, resale effective vehicles value) within prescribed industry 95% 95 % 95 % standards ES 19-4 : Fuel - 90% of internal customers satisfied efficient/ with county vehicle 90% 90% 90% environmentally- friendly vehicles 486 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : IS — FLEET SERVICES BUDGET UNIT TITLE AND NUMBER : Equipment - - 6000- 17550 DEPARTMENT DESCRIPTION : Use of funded depreciation to acquire vehicles for county use . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Capital 4 , 294 , 324 3 , 937 , 000 6 , 393 , 500 6 , 393 , 500 Gross County Cost $ 4 , 294 , 324 $ 3 , 937 , 000 $ 6, 393 , 500 $ 6 , 393 , 500 Revenue 1 , 581 , 761 822 , 000 1 , 738 , 100 1 , 738 , 100 Net County Cost $ 2 , 712, 563 $ 3 , 115 , 000 $ 4, 655 ,400 $ 4 , 655 ,400 Budgeted Positions n/a n/a n/a n/a SUMMARY OF CHANGES : See listed equipment on next page . The budget includes revenue of $888 , 100 from a CMAQ grant for CNG vehicles on the equipment list. The other revenue is $850 , 000 from anticipated sale of vehicles in 2018 . The equipment purchases are consistent with the Board 's policy decision in 2017 to shorten the life cycle for graders, belly► dump trucks, and tandem trucks from ten years to seven years over the next three budget cycles . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 487 IGA EQUIPMENT Request Recommend Approved Sheriff: Patrol - SUV 1 46 , 000 46 , 000 Patrol - sedans 10 290 , 000 290 , 000 Patrol - K9 SUV 2 56 , 000 56 , 000 Investigations- mini van 1 26 ,000 26 , 000 Detention - 112 ton 7 passenger van 2 64 ,000 64 , 000 Human Services/WCYCC Chipper 1 25, 000 25 , 000 Planning Small SUV 1 22, 000 22 , 000 District Attorney Sedan - Investigator 1 25, 000 25 ,000 Health Forklift 1 12, 000 12 , 000 Engineering 1 /2 Ton Extended Cab Pickup * 2 80, 000 80 , 000 Weed Front Mounting Snow Blower 2 28, 500 28 , 500 Farm Tractor 1 65, 000 65 , 000 Public Works See Basic List 5, 654, 000 5 ,654 , 000 Total $6, 393 ,500 $6 , 393 , 500 $ 0 * Identifed as CNG 488 2018 EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT Division Description Estimated Est. (Shaded items reflect outgoing e€tuip) Price Auction Addition Qty Value To Fleet Trucking 10 Tandem Axle Trucks 1 ,250,000 15410064/2007 Sterling Tandem Truck 15,000 15410065/2007 Sterling Tandem Truck 15,000 15410066/2007 Sterling Tandem Truck 15,000 15410069/2007 Sterling Tandem Truck 15,000 15410070/2007 Sterling Tandem Truck 15,000 15410072/2007 Sterling Tandem Truck 15,000 15410073/2007 Sterling Tandem Truck 15,000 15410074/2007 Sterling Tandem Truck 15,000 15410075/2007 Sterling Tandem Truck 15,000 15410078/2007 Sterling Tandem Truck 15,000 4 Tandem Axle Belly Dump Trailers 180,000 15610024/2000 Belly Dump Trailer 17,000 15610025/2005 Belly Dump Trailer 17,000 15610026/2005 Belly Dump Trailer 17,000 15610027/2005 Belly Dump Trailer 17,000 Gravel Rd 1 3/4-Ton, 4X4 , Ext Cab, Single Axle, Long Box Pickup - CNG 45,000 Mgmt 15230062/2011 Ford Pickup 15,000 1 3/4-Ton, 4X4 , Crew Gab, Single Axle ,Long Box Pickup - GNG 45,000 15230056/2008 GMC Pickup 15,000 1 3/4-Ton, 4X4 , Ext Gab, Single Axle, Long Box Pickup - GNG 45,000 15220142/2006 Chevy Pickup 5,000 1 3/4-Ton, 4X4 , Crew Cab, Single Axle ,Long Box Pickup - GNG 45,000 15230055/2007 Ford Pickup 15,000 1 3/4-Ton, 4X4 , Ext Cab, Single Axle, Long Box Pickup - CNG 45,000 15220145/2007 Ford Pickup 5,000 6 Motor Graders - 225 HP 1 ,890,000 15820149/2011 Volvo Motor Grader 50,000 15820150/2011 Volvo Motor Grader 50,000 15820151 /2011 Volvo Motor Grader w/Rippers 56,000 15820169/2013 Volvo Motor Grader 55,000 15820170/2013 Volvo Motor Grader 55,000 15820171 /2013 Volvo Voter Grader 55,000 1 3/4-Ton. 4X4, Ext Cab, Single Axle, Long Box PU - CNG 45,000 YES Bridge 1 Wheel Loader 225,000 15830019/1997 John Deere Loader 25,000 1 One-Ton Single Axle w/Utility Box 50,000 15420076/2005 Chevy One-Ton 9,000 1 Smooth Steel Drum Roller 60,000 16010017/1999 Caterpillar Compactor 9,000 1 3/4-Ton 4X4, Ext Cab, Short Box Pickup w/Snow Plow - CNG 45,000 15220160/2009 Chevy Pickup 7,000 1 Tandem w/Sander/Plow/Wing Plow - GNG 280,000 15460031 /2004 Sterling Dump Truck 28,000 Maint-Supt No Equipment Mining 1 10 Inch Trash Pump 45,000 17010021 /2010 Godwin Pump 8,000 Pvmt Mgmt 1 Rubber-tired Roller 140,000 16030005/2005 Hypac Compactor 25,000 1 Double Steel Wheel Roller 175,000 16010019/2003 Hamm Roller 30,000 1 Tandem with Snow Plow/Sander/Wing Plow- CNG 280,000 15460033/2004 Sterling Tandem Truck 35,000 1 Shoulder Machine 115,000 16050008/2006 Midland Road Widener 12,500 1 Road Broom Sweeper 52,000 16440007/2007 Broom Sweeper 15,000 1 Snow Blower Attachment 132,000 18001047/2007 Kohler Snow Blower 3,000 1 Tandem with Snow PIow;Sander/Wing Plow- CNG 280,000 YES 1 Tandem Axle Trailer - 16 Ton 31 ,000 YES 1 Bobcat with Hammer 65,000 YES 1 550 Super Duty Crew Cab Truck 65,000 YES 1 Concrete Saw (possibly a rental) 12,000 YES 1 Concrete Drill (possibly a rental) 12,000 YES Sub-Total 5,654,000 800,500 GRAND TOTAL PRICE LESS ESTIMATED TRADE 2000 FUND 4,853,500 489 HEALTH INSURANCE SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Org Acct Account Title Budget Request Recommend Final MISCELLANEOUS 6200 93400 4690 DONATIONS 245,000 245,000 245,000 0 6200 93100 46902 EMPLOYEE CONTRIBUTIONS 18,478,584 19,482,732 19,482,732 0 TOTAL HEALTH INSURANCE 18,723,584 19,727,732 19,727,732 0 490 HEALTH INSURANCE SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Orq Expenditure Function Budget Request Recommend Final 6200 93100 HEALTH INSURANCE 17,029,668 17, 799, 337 17,799,337 0 6200 93400 DENTAL/VISION 1 ,693,916 1 ,928, 395 11928, 395 0 TOTAL HEALTH INSURANCE 18,.7232584 197727z732 19: 7271732 0 491 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : IS - 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Purchased Services 1 ,445 , 421 1 , 348 , 916 1 , 683 , 395 1 , 683 , 395 Fixed Charges 15 , 728 , 609 17 , 374, 668 18 , 044 , 337 18 , 044 , 337 Gross County Cost $ 17 , 174 , 030 $ 18 , 723 , 584 $ 19 , 727 , 732 $ 19 , 727 , 732 Revenue 19 , 783 , 899 18 , 723 , 584 19 , 727 , 732 19 , 727 , 732 Net County Cost $ - 2 , 609 , 869 $ 0 $ 0 $ 0 SUMMARY OF CHANGES : The budget reflects the cost of self-insuring the dental and vision reimbursement plan ($245 , 000 ), Wellness Program and administration costs ( $437 , 550 ), and the on-site county clinic ( $ 1 ,245 , 845 ). In addition , the budget, in 2005 , started to include the partially self- insured health program offered county employees through CIGNA. The partially self- insured health program is funded at the level of $ 17 , 799 , 337 in 2018 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . For the first time in four years there will be an increase in insurance rates of 3 . 2% , which takes into account the cost increase of medical care . Weld County will utilize CIGNA, with a hybrid universal health PPO/ HMO plan as the health insurance provider in 2018 , plus offer a high deductible health plan with a health reimbursement account option through CIGNA. 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 CIGNA. 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 $ 1 ,245 , 845 in 2018 with primary care being added for employees. It is anticipated that there will be a savings to the insurance plan of over $2 , 600 , 000 , with a return on investment of at least 2 tot . All of 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 only a 3 . 2% insurance rate increases for 2018 for the county or its employees. This is the first rate increase in four years . 492 IS - HEALTH INSURANCE ( CONTINUED ) 6200 - 93100 /93400 FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED ) : In 2018 , it is recommended to continue that the base health plan offered along with the standard PPO be a high deductible health plan with a health reimbursement account ( HRA) option through CIGNA . The County will contribute $ 1 , 000 to the HRA for those employees taking the high deductible health/FIRA 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 2018 program is calculated with current participation as follows: Single Coverage : 554 Dependent Coverage : 661 FIXED COSTS : Health Insurance $ 1 , 614 ,201 On-site Clinic 1 , 245 , 845 Administration/Wellness/EAP Costs 437 , 550 Fixed Costs: $ 3 , 297 , 596 LOSS FUND : Medical $ 16 , 185 , 136 Dental 135 , 000 Vision 110 , 000 Loss Fund Costs $ 16 , 430 , 136 GRAND TOTAL - COSTS $ 19 , 727, 732 REVENUE : Health Premiums $ 19 , 482 , 732 Dental/Vision 245, 000 TOTAL REVENUE $ 19 , 727 , 732 BOARD ACTION : PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Single coverage 552 558 554 Family coverage 614 640 661 493 INSURANCE FUND SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Orq Acct Account Title Budget Request Recommend Final TAXES 6300 93300 4112 CURRENT PROPERTY TAXES 2,000,000 2,500,000 2,500,000 0 CHARGE FOR SERVICES 6300 93200 4410 CHARGE FOR SERVICES 75,000 50,000 50,000 0 MISCELLANEOUS 6300 93300 4610 EARNINGS ON INVESTMENTS 30,000 30,000 30,000 0 6300 93300 4820 COMPENSATION FOR LOSSES 100,000 75,000 75,000 0 TOTAL MISCELLANEOUS 130,000 105,000 105,000 0 TOTAL INSURANCE FUND 2,205,000 2,655,000 2,655,000 0 494 HEALTH INSURANCE SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Orq Expenditure Function Budget Request Recommend Final 6200 93100 HEALTH INSURANCE 17,029,668 17, 799, 337 17,799,337 0 6200 93400 DENTAL/VISION 1 ,693,916 1 ,928, 395 11928, 395 0 TOTAL HEALTH INSURANCE 18,.7232584 197727z732 19: 7271732 0 495 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : IS - 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 BUDGETED REQUESTED RECOMMEND FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 0 $ 0 $ 0 $ 0 Supplies 652 3, 500 3 , 500 3 , 500 Purchased Services 43 , 806 41 , 750 42 , 375 42 , 375 Fixed Charges 2 , 819 , 789 2 , 159 , 750 2 , 609 , 125 2 , 609 , 125 Gross County Cost $ 2 , 864 , 247 $ 2 , 205 , 000 $ 2 , 655 , 000 $ 2 , 655 , 000 Revenue /Fund Bal . 865 , 965 205 , 000 155 , 000 155 , 000 Net County Cost $ 1 , 998 282 $ 2 , 000 000 $ 2 , 500 , 000 $ 2 , 500 , 000 SUMMARY OF CHANGES : 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 $61 , 050 , 000 . Effective January 1 , 1992 , Weld County became self-insured for workers compensation . Workers Compensation includes excess insurance and bonds costing $ 181 , 000 , claims administration costs of $42 , 375 , and a loss fund of $ 1 , 378 , 125 . A loss fund for all other insurance coverage is budgeted at $450 , 000 . Unemployment insurance is being charged directly to departments . The program is supported by property tax ($2 , 500 , 000 ), charges for service ( $50 , 000 ), interest ($30 , 000 ), and compensation for losses ($75 , 000 ). No fund balance reserves are anticipated to be needed to support the loss fund in 2018 . Property tax has been increased by $500 , 000 to $2 , 500, 000 due to workers' compensation 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 . 496 INSURANCE FUND ( CONTINUED ) G300 - 932Q0 /93300 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Number of training sessions 36 36 36 Dollar amount workers compensation claims $ 1 , 501 , 860 $ 1 , 061 , 750 $ 1 , 378 , 125 Dollar amount of prop/casualty claims paid $527 , 325 $325 , 000 $450 , 000 Efficiency Measures FTE' S per 10 , 000/capita 0 . 034 0 . 033 0 . 032 Per capita cost {county support) $6 . 79 $6 . 57 $7 . 93 497 TELECOM SERVICES SUMMARY OF REVENUES 2018 2017 2018 2018 2018 Fund Org Acct Account Title Budget Request Recommend Final CHARGE FOR SERVICES 6400 17400 4410 CHARGE FOR SERVICES 1 ,447, 188 1 ,365,792 1 ,365,792 0 TOTAL TELECOM SERVICES 1 ,447,188 1 ,365,792 1 ,365,792 0 498 TELECOM SERVICES SUMMARY OF EXPENDITURES 2018 2017 2018 2018 2018 Fund Org Expenditure Function Budget Request Recommend Final 6400 17400 TELECOM SERVICES 1 ,447, 188 1 , 365, 792 1 , 365, 792 0 TOTAL TELECOM SERVICES 1 ,447,188 1 ,365, 792 1 , 365, 792 0 499 BUDGET UNIT REQUEST SUMMARY AGENCY/DEPARTMENT NAME : INFORMATION TECHNOLOGY BUDGET UNIT TITLE AND NUMBER : Telecom Services - - 6400- 17400 DEPARTMENT DESCRIPTION : Provide telecom services to Weld County offices and departments . RESOURCES ACTUAL BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY NEXT FY Personnel Services $ 334, 648 $ 336 , 191 $ 315 , 545 $ 315 , 545 Supplies 10 , 091 24, 100 27 , 800 27 , 800 Purchased Services 1 ,277 , 287 689 , 511 682 , 160 682 , 160 Fixed Charges 159 , 394 312 , 386 340 , 287 340 , 287 Capital 0 85 , 000 0 0 Gross County Cost $ 1 , 781 ,420 $ 1 , 447 , 188 $ 1 , 365 , 792 $ 1 , 365 , 792 Revenue 1 , 846 , 510 1 , 447 , 188 1 , 365 , 792 1 , 365 , 792 Net County Cost $ -65 , 090 $ 0 $ 0 $ 0 Budgeted Positions 3 3 3 3 SUMMARY OF CHANGES : Personnel Services are down $20 , 646 even with the cost-of-living adjustment, due to the retirement of the Telecommunications Manager position being replaced by a Telecommunications Technician position . Supplies are up $3 , 700 due to software maintenance . Phone costs are up only $400 , and utility location costs are up $ 10 , 000 . Depreciation is $ 100 , 000 with the new VoIP system . Other line items are only slightly changed to adjust for expenditure patters . Indirect costs are budgeted at $240 , 287 , up from $212 , 386 due to more IT support. Capital is funded at zero down $85 , 000 . Overall the budget is down $81 , 396 . FINANCE/ADMINISTRATION RECOMMENDATION : Recommend approval . BOARD ACTION : 500 TELECOM SERVICES ( CONTINUED ) 6400 - 17400 PERFORMANCE MEASURES ACTUAL ESTIMATED PROJECTED Work Outputs Incoming calls 6 , 950 , 000 6 , 000 , 000 6 , 000 , 000 Efficiency Measures FTE 's per 10 , 000/capita 0 . 102 0 . 098 0 . 095 Per capita cost (county support) $6 . 05 $4 . 75 $4 . 33 Annual cost per call $0 . 297 $0 .241 $0 . 228 Goal ES20 : Capitalize on phone technology to improve service, increase efficiency and provide greater telecom access and exchange. DESIRED PRELIMINARY OUTCOMES PERFORMANCE E ACTUAL ESTIMATED PROJECTED OBJECTIVE/KEY PERFORMANCE INDICATOR(S) ES 18- 1 : User Percent of users (residents, visitors, friendly phone employees, etc .) satisfied with 99% 99% 99% services telecom access to services and information 501 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 BUDGETED REQUESTED RECOMMEND LAST FY CURRENT FY NEXT FY 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 1 $ 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 . 502 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. 503 APPROPRIATION 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 . APPROPRIATION BILL , ORDINANCE , RESOLUTION , or ORDER 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. APPROPRIATION EXPENDITURE 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 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. BUDGET 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. 504 BUDGET DOCUMENT 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. BUDGET MESSAGE 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 . BUDGETARY ACCOUNTS 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 . BUDGETARY COMPARISONS 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 . BUDGETARY CONTROL 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 . BUDGETARY EXPENDITURES 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. BUDGETED FUNDS 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 . CALLABLE BONDS Bonds which are redeemable by the issuer prior to the maturity date at a specified price at or above par. CAPITAL BUDGET A plan of proposed capital outlays and the means of financing them . 505 CAPITAL OUTLAY Expenditures for equipment, vehicles , or machinery that results in the acquisition or addition to fixed assets. CAPITAL PROGRAM 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 . CAPITAL PROJECTS FUND 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 ). CAPITAL RESOURCES Resources of a fixed or permanent character, such as land and buildings , which cannot ordinarily be used to meet current expenditures. CERTIFICATES OF PARTICIPATION ( COP ) Form of financial instrument similar to a bond to facilitate lease/ purchase agreements. Not a debt of the County. CONSERVATION TRUST State of Colorado lottery funds remitted to the County for parks and recreation use. CONTINGENCY ACCOUNT A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise included in the budget. CONTINUING APPROPRIATION 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 . COST ALLOCATION PLAN Identification , accumulation and distribution of costs relative to the provision of those services, along with the methods used . DEFAULT 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. DEFICIT ( 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 . 506 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 Paramedic Service 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 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. FISCAL PERIOD Any period at the end of which a government determines its financial position and the results of its operations. FISCAL YEAR 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. FIXED ASSETS 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. 507 FTE ( FULL -TIME EQUIVALENT) Numeric equivalent of one person occupying one employment position for one year (equivalent of 2 , 080 hours or 52 forty-hour weeks ). FUNCTION 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 . FUNCTIONAL CLASSIFICATION Expenditure classification according to the principal purposes for which expenditures are made . Examples are public safety, public health , public welfare , etc . FUND 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 Fund balance is the excess of assets over liabilities and is therefore also known as surplus funds . GAAP ( GENERALLY ACCEPTED ACCOUNTING PRINCIPLES ) Standards for financial accounting and reporting . GENERAL FUND The fund used to account for all financial resources except those required to be accounted for in another fund . GENERAL OBLIGATION BOND A municipal bond secured by the pledge of the issuer=s full faith , credit and taxing power. G EOGRAPH ICAL INFORMATION SYSTEM ( GIS ) 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. GOVERNMENTAL FUNDS 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. GRANT 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 the grantee . HIGHWAY USER TAX (HUTF ) Revenue that is derived from the state gasoline tax, and restricted for Road and Bridge activities . 508 INDETERMINATE APPROPRIATION 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 . INDIRECT COSTS 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. INTERFUND TRANSFER Amounts transferred from one fund to another. INTERGOVERNMENTAL REVENUE 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. INTERNAL SERVICE FUND 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 . LINE- ITEM BUDGET A budget that lists each expenditure category (salary , materials, telephone service , travel , etc . ) separately, along with the dollar amount budgeted for each specified category . MANDATE 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 . MATURITY The date when the principal amount of a security is payable . MILL LEVY (TAX RATE ) 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 . 509 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. 510 OPERATING GRANTS Grants which are restricted by the grantor to operating purposes or which may be used for either capital or operating purposes at the discretion of the grantee . OPERATING INCOME The excess of proprietary fund operating revenues over operating expenses . OPERATING TRANSFER Routine and/or recurring transfers of assets between funds. ORGANIZATIONAL UNIT A responsibility center within a government. ORGANIZATION UNIT CLASSIFICATION Expenditure classification according to responsibility centers within a government's organization structure . Classification of expenditures by organization unit is essential to fixing stewardship responsibility for individual government resources. OVERHEAD 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. PROGRAM 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. PROGRAM BUDGET 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. PROPRIETARY FUND 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. RATINGS Designations used by credit rating agencies to give relative indications of credit quality. RECIDIVISM A relapse into criminal habits after punishment. REGISTERED BOND 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 ) I nterfu nd transactions which constitute reimbursements of a fund for expenditures or expenses initially made from it which 511 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 ( 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 . RESIDUAL EQUITY TRANSFER Non-recurring or non-routine transfers of assets between funds . REVENUE ( 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 . REVENUE BOND 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 . SOURCE OF REVENUE Revenues are classified according to their source or point of origin . SPECIAL REVENUE FUND A fund used to account for revenues legally earmarked for a particular purpose . SUBACTIVITY 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" . SUBFUNCTION Agrouping of related activities within a particular governmental function . For example , " police" is a subfunction of the function "public safety" . SURPLUS The use of the term "surplus" in governmental accounting is generally discouraged because it creates a potential for misleading inference . 512 TABOR (TAXPAYERS BILL OF RIGHTS ) 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 . TABOR RESERVE 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. TAXES 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 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 . TAX RATE LIMIT 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. 513 WORK PROGRAM A plan of work proposed to be done during a particular period by the administrative agency in carrying out its assigned activities. WORK UNIT A fixed quantity which will consistently measure work effort expended in the performance of an activity or the production of a commodity . YIELD The annual percentage rate of return earned on a security. Yield is a function of a security's purchase price and coupon interest rate . NOTE : Most of the above definitions were taken from Governmental Accounting , Auditing , and Financial Reporting , GFOA, Chicago , 2012 , Appendix G . pp . 1051 - 1093 . 514 ACRONYMS AAA Area Agency on Aging ACS Affiliated Computer Services ADCOM Adams County► Communications CAFR Comprehensive Annual Financial Report CAPP Colorado Counties Casualty and Property Pool CCI Colorado Counties Inc. association of Colorado counties . CDBG Community Development Block Grant CDHS Colorado Department of Human Services CDOT Colorado Department of Transportation CIP Capital Improvement Plan COPS UHS Federal community oriented policing grant. COLA Cost of Living Allowance CMAQ Congestion Mitigation and Air Quality Improvement Program CPI Consumer Price Index C . R. S . Colorado Revised Statutes CSBG Community Services Block Grant DA District Attorney DHS Department of Human Services DOC Colorado Department of Corrections DOLA Colorado Department of Local Affairs DUI Driving Under the Influence EDAP Economic Development Action Partnership . EOC Emergency Operations Center FEMA Federal Emergency Management Agency FOMC Federal Open Market Committee FRRC Front Range Communication Consortium 515 FTE Full Time Equivalent GAAP Generally Accepted Accounting Principles GASB Government Accounting Standards Board G FOA Government Finance Officers Association GIS Geographical Information System HARP Haul Route Program HES Hazard Elimination Program for transportation projects . HUTF Highway Users Tax Fund . HRA Health Reimbursement Account HVAC Heating , ventilation , and air conditioning IT Information Technology IGS Intergovernmental Service Fund IGA Intergovernmental Agreement LEAP Low-income Energy Assistance Program MOU Memorandum of Understanding MOE Maintenance of Effort M4 Municipal Separate Storm Sewer for storm management NCMC North Colorado Medical Center NFRMPO North Front Range Metropolitan Planning Organization NRBH North Range Behavioral Health O & M Operations and maintenance OEM Office of Emergency Management OPED Other Post-Employment Benefits PERA Colorado Public Employees' Retirement Association PPACA Patient Protection and Affordable Care Act (Obamacare ) PPO Preferred Provider Organization ROW Right-of way SH Abbreviation for State Highway 516 TABOR Taxpayers Bill of Rights TANF Temporary Assistance to Needy Families. UNC University of Northern Colorado URA Urban Renewal Authority VALE Victim Assistance Law Enforcement VW Victim Witness WCR Weld County Road . WCRCC Weld County Regional Communications Center 517 i 1861 X rff ‘t•a‘4 , 1 !- COUNTY 518 Hello