HomeMy WebLinkAbout20183174.tiff$50,000,000
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
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PUBL
C WORKS
Revenue Changes
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2019 Revenue
Total $108,790,797 (2018 $109,173,797)
Severance Tax
$1,400,000
Fund Balance 1%
$45,000,000
41%
Licenses/Permits
$550,000
1%
Other Taxes
$11,200,000
10%
Federal/State
$9,460,000
9%
Property Taxes
$19,000,000
17%
Miscellaneous
$11,480,797
11%
Highway Users Fee
$10,700,000
10%
293
PUBLIC WORKS
2019 EXPENDITURES
Total $63,100,278 (2017 $82,808,926)
Bridge Construction
$6,421,943 10%
Municipalities
$3,103,353 5%
Pavement
Mangement
$8,190,725 13%
$50,000,000
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$257000,000
$20,000,000
$15,0007000
$1020002000
$5,0007000
to
r
r
Gravel Road
Management
$8,651,463 14%
Maintenance Support
$2,160,094 3%
Trucking $5,820,185
9%
Mining $5,972,717
10%
Public Works Adminstration
$21,584,431 34% $171957367 2%
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O 2019
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Public Works Pavement Municipalities Bridge Gravel Road Maintenance Trucking Mining
Mangement Construction Management Support
CO CO
CO CO
00
r r
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Adminstration
SEVEN YEAR TREND
Public Works
$120
$100
$80
J
$60
J
2
$40
$20
$0
2013 2014 2015 2016 2017 2018 2019
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 2019 total $108,790,797, which includes a fund
balance of $45,000,000, in addition to the revenue shown in the budget. Property tax is set at
$19,000,000 up $2,500,000 from 2018. Specific ownership tax is estimated to be $11,200,000.
Total HUTF will be $10,700,000, up $50,000 from 2018. Permit revenues are budgeted at
$550,000. Motor vehicle registration fees are $365,000, and grazing fees are $500,000 due to
energy development in the Pawnee Grasslands. Oil and gas revenues are $9,500,000. The
lease/purchase payment from the Hoekstra Pit is $215,797. There is $200,000 from Solid Waste
for paving CR 28, and $100,000 reimbursement from the Town of Mead for CR 13 paving.
Federal mineral lease revenues are $1,100,000 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 2019, 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 grant project reimbursements total $8,920,000. 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 are two state grants to finish Bridge 44/33A for $100,000 and Bridge 68159A
for $50,000. There is one flood project grant for Bridge 53/58A $3,770,000. There is NFRMPO
funding of $1,000,000, and UFRMPO funding of $400,000. Severance tax is budgeted at
$1,400,000. 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 2019 total $63,100,278 down $19,708,648
primarily due the completion of the construction of the Weld Parkway (WCR47 and 49) in 2018.
Municipal share back is funded at $3,103,353. 2019 salary increases are for step increases due
to employees, and a 3.0 percent cost of living salary adjustment in this budget for a total of
$654,542.
Other Public Works budget unit is budgeted at $21,584,431 based on the Capital Improvement
Plan (CIP). Personnel Services are up a total of $254,357 for five additional seasonal workers
($205,222) and $49,135 for cost of living for 52 seasonal employees. Purchased Services
decreased $25,350,461 primarily due to the completion of the construction of the Weld Parkway
(WCR 47 and 49) in 2018. There is $4,700,000 for the CR34/CR13 project, and $1,506,654 for
the joint project for CR 37/SH 52. $4,000,000 for CR 29 from SH 15 to CR90. $3,000,000 is
budgeted for the Haul Route Program (HARP). For flood related projects there is $21600,000
(FHWA) for Bridge 53/58A. Other contract payments are for seeding ($50,000), low volume roads
($2,000,000), BMP projects ($100,000), $200,000 for the design of the CR 52 connector, $90,000
for the Poudre Trail, $250,000 for the Master Pollution Prevention Plan, $200,000 for Weld
Parkway maintenance, and bridge rehabilitation ($275,000). Fixed Charges total $920,000 for
rights -of -way funded at $50,000, and $870,000 for a CDOT project for Bridge 44/33A.
Trucking is up $350,000 to increase the number of weeks the contract trucks will be required to
haul. Mining operations increased $2,497,973 for the purchase of surface gravel, and crushing at
the Hokestra Pit, and the North Pierce Diversion Channel. Gravel Road Management operations
are up $996,508 primarily due to dust palliative material costs, the addition of four positions and
vehicles to increase road maintenance due to growth and energy traffic. Bridge Construction is
up $388,394 primarily due to increased tonnage and material costs. Pavement Management is
296
down $196,188 due to reduced material costs offset by increases for four positions and equipment
to create a concretecrew to maintain the Weld Parkway. Other operating budgets for road and
bridge maintenance are funded at near the 2018 funding level. With some operational economies
to offset some of the inflationarycosts, thecurrent service level should be able to be maintained
with the funding recommended.
While the growth in the County's assessed value and economic stimulus of the energy industry in
Weld County has been positive, the downside is the County has had to add significant resources
to the Public Works budget over the last few years to accommodate heavy hauling traffic, address
safety issues, and improve roads impacted by the oil and gas industry's heavy hauling on county
roads due to new exploration. 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 2019 and beyond, the amount spent on capital projects should also be stable.
The 2019 Public Works Capital Improvements Plan is available on the County web site at
http://www.co.weld.ca.us/departmentslpublic warks/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 2019 allocation of highway user tax fund monies and county road and
bridge fund are as follows:
Gravel Road Management
Maintenance Support
$ 8,651,468
2,048,587
TOTAL 10,700,000
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 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 2019 budget would be allocated
as follows by the above categories:
TOTAL
Road and Bridge Construction $ 6,421,943
Gravel Road Management
Maintenance Support
Trucking
Mining
Administration
Pavement Management
Municipalities
Public Works:
Haul Route Program (HARP)
Part-time
Contract
8,651,463
2,160,094
5,820,185
5,972,717
1,195,367
8,190,725
3,103,353
3,000,000
1,892,177
16,692,254
HUTF STATE
$ 0
8,651,463
2,048,537
0
0
0
0
0
0
0
0
LOCAL/OTHER
$ 6,421,943
0
111,557
5,820,185
5, 972, 717
1,195,367
8,1'90,725
3.103.353
3,000,000
1,892,177
16.692.254
TOTAL $63,100,278
$ 10,700, 000 $52,400,278
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 $3,580,000 in asphalt purchases and
contracts for overlays and reconstruction, chip and seal of $1,000,000, and $2,860,000 in surface
gravel for a total of $7,440,000 in bid projects for 2019. A major portion of the $16,692,254 may
also be contracted, which raises the potential bid project amount to $24,132,254. 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
2019
Fund Orq Acct
2000 90100 4112
2000 90100 4130
2000 90100 4140
Account Title
TAXES
CURRENT PROPERTY TAXES
SPECIFIC OWNERSHIP TAXES
SEVERANCE TAXES
TOTAL TAXES
PERMITS
2000 90100 4221 PERMITS
2000 90100 4316
2000 90100 4318
2000 90100 4334
2000 90100 4338
2000 90100 4340
2000 90100 4640
2000 90100 4680
INTERGOVERNMENTAL
GRAZING ACT
PAYMENT IN LIEU OF TAXES
HIGHWAY USER
MOTOR VEHICLE REG
GRANTS
TOTAL INTERGOVERNMENTAL
MISCELLANEOUS
OIL AND GAS
OTHER
TOTAL MISCELLANEOUS
TOTAL PUBLIC WORKS
2018
Budget
16,500,000
11,400,000
2,000,000
29,900,000
2019
Request
19,000,000
11,200,000
1,400,000
31,600,000
2019
Recommend
19,000,000
11,200,000
1,400,000
31,600,000
2019
Final
19,000,000
11,200,000
1 z400z000
31,600,000
500,000
1,150, 000
40,000
10,650,000
340,000
14,878,000
27,058,000
550,000
500,000
40,000
10,700,000
365,000
8,920,000
20,525,000
550,000
500,000
40,000
10,700,000
365,000
8,920,000
20,525,000
550,000
500,000
40,000
10,700,000
365,000
8,920,000
20,525,000
9,500,000
4,215,797
13,715,797
71.173.797
9,500,000
1,515,797
11 ,015,797
63.690.797
9,500,000
1,515,797
11,015,797
63.690.797
9,500,000
1,615,797
11,115,797
63.790.797
PUBLIC WORKS
SUMMARY OF EXPENDITURES
2019
Fund Orq
2000
2000
2000
2000
2000
2000
2000
2000
2000
2000
30100
32100
32200
32300
32400
32500
32600
32700
56200
99999
Expenditure Function
ADMINISTRATION
TRUCKING
GRAVEL ROAD MANAGEMENT
ROAD AND BRIDGE CONSTRUCTION
MAINTENANCE SUPPORT
OTHER PUBLIC WORKS
MINING
PAVEMENT MANAGEMENT
CITIES AND TOWNS
SALARY CONTINGENCY
TOTAL PUBLIC WORKS
2018
Budget
1,186, 336
5,314,305
7,409,377
5,897,604
1,976,504
46,411,435
3,395,515
8,287,388
2,930,462
0
2019
Request
1,204,000
5,680,115
8,405,885
6,285,998
2,116,318
21,584,431
5,974,436
8,091,200
3,373,000
654,542
2019
Recommend
1,204,000
5,680,115
8,405,885
6,285,998
2,116,318
21,584,431
5,974,436
8,091,200
3,373,000
654,542
2019
Final
1,195,367
5,820,185
8,651,463
6,421,943
2,160,094
21,584,431
5,972,717
8,190,725
3,103,353
0
82,808,926
63,369,925
63,369,925
63,100,278
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT O►F PUBLIC WORKS
BUDGET UNIT TITLE AND NUMBER: Summary - - All De
Dartments - - Fund 2000
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
FINAL
NEXT
FY
ACTUAL
FY
LAST
REQUESTED
BUDGETED
NEXT
FY
CURRENT
FY
Personnel
Services
$ 12,930,261
$ 14,038,755
$ 15,531,234
$ 15,531,234
Supplies
8,145,972
11,698,457
15,684,631
15,684,631
Purchased Services
43,264,938
56,375,814
31,189,060
30,919,413
Fixed
Charges
3,168,666
695,900
965,000
965,000
Contra
Expense
0
0
0
0
Capital
220,572
0
0
0
Gross County Cost
$ 67,730,409
$ 82,808,926
$ 63,369,925
$ 63,100,278
Revenue/Fund
Bal.
51,244,426
66,308,926
44,369,925
44,100,278
Net County Cost
$ 16,485,983
$ 16,500,000
$ 19,000,000
$ 19,000,000
Budgeted
Positions
152
153
161
161
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
BUDGETED
REQUESTED
NEXT
FINAL
FY
ACTUAL
LAST FY
NEXT FY
CURRENT
FY
Personnel
Services
$ 780,027
$ 933,825
$ 933,825
$ 925,192
Supplies
90,811
88,000
113,000
113,000
Purchased
Services
131,913
164,511
157,175
157,175
Fixed
Charges
-2,190
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,000,561
$ 1,186,336
$ 1,204,000
$ 1,195,367
Revenue
0
0
0
0
Net
County Cost
$ 1,000,561
$ 1,186,336
$ 1,204,000
$ 1,195,367
Budgeted
Positions
8
9
9
9
SUMMARY OF CHANGES: Supplies increased by $25,000 as Other Operating Supplies was
increased to replenish vehicle first aid kits and for the purchase of diesel exhaust fluid for all Public
Works divisions.
Purchased Services decreased a total of $7,336 based on the following:
Other Purchased Services increased $5,764 to pay for weather forecasting services; Phones
increased $3,000 based on historic costs and additional employees; Medical Services decreased
$6,000 as the number of required drug tests by the Federal Motor Carrier has been reduced;
Vehicle Expense increased $3,400 based on historic costs and vehicle costs of the Deputy
Director; Repair and Maintenance Equipment decreased $13,500 as radio purchases and
accessories are handled in-house.
Final budget adjustments include a decrease in salaries and benefits of $8,633.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
303
ADMINISTRATION
(CONTINUED)
2000-30100
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Outputs
Efficiency
Perform
than 1%
administrative
error
Measures
duties
with
less
95% 95% 95%
FT
Per
E's per
capita
10, 0M0 0/capita
cost (county support)
.297 .279 .276
$3.28 $3.76 $3.67
Goal TPWI: Provide
Public Works Department.
effective
and efficient
administrative and managerial support
and supervision
to
the
ACTUAL
PROJECTED
DESIRED
PRELIMINARY PERFORMANCE
ESTIMATED
OUTCOMES
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)
TPW1-1:
Accurately
monitor
activities
department
and
of
report
the
Perform
95% of
the
duties
with less
time
than
1% errors,
Yes
Yes
Yes
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 empl0yees, 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
NEXT
FINAL
FY
BUDGETED
REQUESTED
ACTUAL
FY
LAST
NEXT FY
CURRENT
FY
Personnel
Services
$ 2,510,680
$ 2,553,736
$ 2,568,736
$ 2,798,806
Supplies
1,547
7,000
7,000
7,000
Purchased
Services
2,313,055
2,753,569
3,104,379
3,104,379
Fixed
Charges
-1,095
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 4,824,187
$ 5,314,305
$ 5,680,115
$ 5,820,185
Revenue
0
0
0
0
Net
County Cost
$ 4,824,187
$ 5,314,305
$ 5,680,115
$ 5,820,185
Budgeted
Positions
33
33
33
33
SUMMARY OF CHANGES: Personnel Services increased $15,000 due to anticipated overtime.
Purchased Services increased a total of $350,810 due to an increase of $810 in Utilities for Port-
o -let service fees, and an increase in Contract Payments of $350,000 due to the increased
number of weeks the contract trucks will be required to haul material.
Final budget adjustments include an increase in salaries and benefits of $140,070.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
305
TRUCKING
(CONTINUED)
2000-32100
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Outs
uts
207,619 216,482
314,717
Tons of Surface Gravel
Transported
Tons of All
Efficiency
Material
Measures
Transported
505,649 520,818 543,887
FT E's per 10,000/capita
Per capita cost
1.08 1.04 1.01
(county support) $18.64 $18.01 $17.86
Goal
the quantities
TPW2:
Perform
required
transportation
within
the
of materials
time frames
requested
for
maintenance
and
by surpassing
and construction
past
projects
efficiencies.
by delivering
PRELIMINARY
PERFORMANCE
ACTUAL
PROJECTED
DESIRED
OUTCOMES
PERFORMANCE
OBJECTIVE/IKEY
INDICATOR(S)
ESTIMATED
TPW2-1:
within
limits
Operate
budget
95%
of
the
time operate
within
established
Yes
Yes
Yes
budget
except
guidelines;
for
weather,
emergencies,
etc.
e.g.
TPW2-2:
Complete
annual
100% of
accomplished
scheduled
annually
gravel plan
90%
100%
100%
gravel plan
TPW2-3:
Respond
for service
one working
to calls
within
day
•
98%
24
of service
hours
calls
responded
to within
100%
100%
100%
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
CURRENT
BUDGETED
FY
REQUESTED
FINAL
ACTUAL
LAST
FY
NEXT FY
NEXT FY
Personnel
Services
$ 3,552,236
$ 3,678,804
$ 3,948,506
$ 4,194,084
Supplies
1,565,256
1,719,650
2,095,900
2,095,900
Purchased
Services
2,076,621
2,010,923
2,361,479
2,361,479
Fixed
Charges
-1,095
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 7,193,018
$ 7,409,377
$ 8,405,885
$ 8,651,463
Revenue
0
0
0
0
Net
County
Cost
$ 7,193,018
$ 7,409,377
$ 8,405,885
$ 8,651,463
47
47
51
51
Budgeted
Positions
S UMMARY OF CHANGES: Personnel Services increased a total of $269,702 due to the addition
of one Lead Worker and three Service Workers for increased road maintenance.
S upplies increased a total of $376,250 as Uniforms & Clothing was increased $1,000 for
outerwear and safety boot reimbursements for seasonal employees and Other Operating
S upplies increased $375,250 due to an increase in gallons needed for both dust palliative and
experimental chemicals for roadways.
Purchased Services increased a total of $350,556 due to the following: Utilities increased $21,910
based on historical utility costs for the grader stations; Other Professional Services was added in
the amount of $50,000 for gravel road testing/deflection; Vehicle Expenses increased $269,646
based in part on historical costs and for truck washing fees; Machinery and Equipment Rental
increased $9,000 for the rent of one roller.
Final budget adjustments include a decrease in salaries and benefits of $245,578.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Additional staffing
is necessary to keep up with the road maintenance due to growth and energy haul routes.
BOARD ACTION: Approved as recommended, including the additional positions.
307
GRAVEL ROAD MANAGEMENT
(CONTINUED)
2000-32200
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Outs
uts
137 150 165
Miles
Miles
Miles
Miles
Lane
Lane
Roads
Efficiency
of
of
of
of
Miles
Miles
Topical
Full
Road
Gravel
of
of
Measures
Depth
Rehabilitation
Gravel
Snow
Application
Replenished
Application
Removed
Roads
Maintained
on
388
120,682
Gravel 74,662
64
35
475
111,800
88,000
65
35
450
111,850
85,000
75
38
FTE's per 10,000/capita 1.67 1.61 1.56
Per capita
cost (county support)
$27.59 $26.65 $26.55
Goal TPW3:
road conditions,
Provide regularly
and opening
scheduled
all non -paved
maintenance
roads
within
of all HUTF
72 hours after
roads,
a
continuous
snow
event
improvement of
DESIRED
ACTUAL
PROJECTED
PRELIMINARY PERFORMANCE
OUTCOMES
ESTIMATED
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
TPW3
surface
maintenance
gravel
-1: Perform
on
roads
90% of surface
maintenance
schedule
Yes
Yes
Yes
accomplished
annually
TPW3
HUTF
maintenance
-2: Perform
surface
100% of
surface
HUTF
m ai nt
roads
e nanc e
receive annual
Yes
Yes
Yes
TPW3 -3
Respond
for service
one working
:
to
calls
within
day
98% of
one working
service
day
calls
responded
to within
Yes
Yes
Yes
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 30 full time employees and 11 seasonal
positions, with over $5 million of reportable equipment. It is organized as a Bridge section,
Construction section, and Drainage section which perform a variety of tasks in those areas. This
unit also supports snow and ice control and conducts tree removal on county rights -of -way.
RESOURCES
BUDGETED
REQUESTED
FINAL
ACTUAL
LAST FY
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 2,407,865
$ 2,496,488
$ 2,510,488
$ 2,646,433
Supplies
1,865,530
2,396,946
2,760,530
2,760,530
Purchased
Services
761,003
959,170
969,980
969,980
Fixed
Charges
1,945
45,000
45,000
45,000
Capital
0
0
0
0
Gross County Cost
$ 5,036,343
$ 5,897,604
$ 6,285,998
$ 6,421,943
Revenue
3,064
0
0
0
Net
County
Cost
$ 5,033,279
$ 5,897,604
$ 6,285,998
$ 6,421,943
Budgeted
Positions
30
30
30
30
SUMMARY OF CHANGES: Personnel Services increased $14,000 for anticipated overtime.
Supplies increased a total of $363,584 due to the following: Road Construction Supplies
increased $303,000 for increased tonnages for both Class 6 material and bulk cement purchases;
Other Operating Supplies increased $32,320 for increased purchases of washed rock and shot
rock, and for the purchase of a tracking pad to keep debris off asphalt roads during gravel road
construction; Cost of Goods Sold increased $28,264 based on anticipated costs for cattleguards.
Purchased Services increased a total of $10,810 as Utilities increased $810 for port -o -let service
fees; Other Professional Services increased $10,000 for engineering review fees charged by
Farmer's Reservoir and Irrigation when crossing their irrigation ditches.
Final budget adjustments include a decrease in salaries and benefits of $135,945.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
309
BRIDGE CONSTRUCTION
(CONTINUED)
2000-32300
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Miles
Bridge
Culverts
Efficiency
of
Projects
Road
Replaced
Measures
Construction
Completed
Completed
16.8
103
11
15 16
9 10
80 90
FT
E's
capita
per
10,
000/capita
cost
(county
support)
0.98 0.95
$2Per !Q.88 $
0.92
9.98 19
71
GoalTPW4: Perform the construction, repair, and replacement of County Road and Bridge infrastructure
projects by staying within the scope, let ithin the budget, and on time.
OUTCOMES
DESIRED
PRELIMINARY
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
PERFORMANCE
INDICATORS)
OBJECTIVE/KEY
TPW4-1:
Complete
projects
scheduled
as
all
80%
within
of
construction
established
timelines
projects
completed
90%
100%
85%
TPW4-2:
Maintain bridge
system
Less than 10% restricted
of critical repair of
within one year of
discovery
bridges
bridges,
completed
100%
100%
100%
100%
TPW4-3:
Complete
scheduled
replacements
all
culvert
100%
completed
projects
of
culvert.
ahead
replace/repairs
of
scheduled
road
Yes
Yes
Yes
to
TPW4-4:
within
working
calls
one
for
day
Respond
service
98% of service calls responded
one working day
to within
93%
94%
98%
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
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST FY
CURRENT FY
NEXT
FY
NEXT FY
Personnel
Services
$ 817,387
$ 838,041
$ 838,041
$ 881,817
Supplies
481,631
936,510
1,008,377
1,008,377
Purchased
Services
139,135
201,953
269,900
269,900
Fixed Charges
-1,095
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,437,058
$ 1,976,504
$ 2,116,318
$ 2,160,094
Revenue
0
0
0
0
Net County Cost
$ 1,437,058
$ 1,976,504
$ 2,116,318
$ 2,160,094
Budgeted
Positions
10
10
10
10
SUMMARY OF CHANGES: Supplies increased a total of $71,867 as Small Items of Equipment
increased $900 based on anticipated needs; Road Construction Supplies increased $8,250 for
anticipated cost increases for sand, ice slicer and liquid deicer for snow and ice control; Cost of
Goods Sold increased $62,717 for materials needed to fabricate blinking stop signs for the Weld
County Parkway, Weld County Road 47 Corridor, and Weld County Road 49.
Purchased Services increased a total of $67,947 as Contract Payments was increased $50,000
for contract sign maintenance needs for the Weld County Parkway, Weld County Road 47
Corridor, and Weld County Road 49; Vehicle Expense increased $17,947 based on repair costs
and anticipated fuel usage.
Final budget adjustments include a decrease in salaries and benefits of $43,776.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
311
MAINTENANCE SUPPORT
(CONTINUED)
2000-32400
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Out
• u is
Stop
Miles
Scheduled
Efficiency
Signs
of
Pavement
Repaired 533 624
Striped 723 727
Construction Closures 107 105
Measures
625
729
105
0.328 0.317 0.307
FT
Per
E's per 10,000/capita
capita cost (county support) 6.9 X6.71 0.6 3
Goal TPWS: Maintain
traffic
control
devices on County
roads and
bridges.
DESIRED
ACTUAL
PROJECTED
PRELIMINARY PERFORMANCE
OUTCOMES
ESTIMATED
OBJECTIVE/KEY
PERFORMANCE
INDICATOR(S)
TPw5-1:
Respond
calls within
working
to
day
service
one
98%
within
of service calls
one working day
will
be responded
to
100%
100%
100%
TPW5-2: -2:
Respond
missing
stop
to
signs
Respond
notice
100%
within
of
one
the
working day
time
after
100%
100%
100%
TPW5-3:
warning
advisory
Replace
Replace
regulatory
100%
of
warning,
the
signs
time
advisory,
within
and
10 working
days
100%
100%
100%
and
signs
regulatory
TP w5
Schedule
painting
Centerline
Shoulder
-4
:
line
road
line
100% of
surface
100% of
50% shoulder
all
to
centerline
be
new
painted
lines
or
improved
completed
painted
annually
hard
annually
100%
100%
100%
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
FINAL
LAST
FY
NEXT FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 993,616
$ 126371820
$ 1,892,177
$ 1,892,177
Supplies
0
0
0
0
Purchased
Services
31,691,698
44,122,715
18,772,254
18,772,254
Fixed
Charges
3,173,291
650,900
920,000
920,000
Capital
210,702
0
0
0
Gross County Cost
$ 36,069,307
$ 46,411,435
$ 21,584,431
$ 21,584,431
Revenue
0
0
0
0
Net
County
Cost
$ 36,069,307
$ 46,411,435
$ 21,584,431
$ 21,584,431
Budgeted
Positions
n/a
&a
nla
nla
SUMMARY OF CHANGES: Other Public Works budget unit is budgeted at $21,584,431 based
on the Capital Improvement Plan (CIP).
Personnel Services are up a total of $254,357 for five additional seasonal workers ($205,222)
and $49,135 for cost of living for 52 seasonal employees.
Purchased Services decreased $25,350,461 primarily due to the completion of the construction
of the Weld Parkway (WCR 47 and 49) in 2018. There is $4,700,000 for the CR34/CR13 project,
and $1,506,654 for the joint project for CR 37/SH 52. $4,000,000 for CR 29 from SH 15 to CR90.
$3,000,000 is budgeted for the Haul Route Program (HARP). For flood related projects there is
$2,600,000 (FHWA) for Bridge 53/58A. Other contract payments are for seeding ($50,000), low
volume roads ($2,000,000), BMP projects ($100,000), $200,000 for the design of the CR 52
connector, $90,000 for the Poudre Trail, $250,000 for the Master Pollution Prevention Plan,
$200,000 for Weld Parkway maintenance, and bridge rehabilitation ($275,000). Fixed Charges
total $920,000 for rights -of -way funded at $50,000, and $870,000 for a CDOT project for Bridge
44/33A.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
313
OTHER PUBLIC WORKS
(CONTINUED)
2000-32500
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Bridge
Efficiency
Abutments
Measures
7 7 7
/
FTE's
Per
per 10,000/capita 0
capita cost (county support) $118.42 $147.20
0 0
$66.25
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
FINAL
REQUESTED
CURRENT
FY
NEXT FY
LAST
FY
NEXT FY
Personnel
Services
$ 483,565
$ 495,477
$ 503,227
$ 501,503
Supplies
992,281
2,576,601
5,076,074
5,076,074
Purchased
Services
276,798
323,437
395,135
395,135
Fixed
Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 1,752,644
$ 3,395,515
$ 5,974,436
$ 5,972,717
Revenue
0
0
0
0
Net
County
Cost
$ 1,752,644
$ 3,395,515
$ 5,974,436
$ 5,972,717
Budgeted
Positions
7
7
7
7
SUMMARY OF CHANGES: Personnel Services increased $7,750 for anticipated overtime.
Supplies increased a total of $2,499,473 as Road Construction Supplies increased $2,497,973
for the purchase of surface gravel, crushing at the Hokestra Pit, and the North Pierce Diversion
Channel. Other Operating Supplies increased $1,500 based on historical costs and anticipated
needs for 2019.
Purchased Services increased a total of $71,698 as Utilities increased $410 for port -o -let service
fees; Vehicle Expense increased $61,288 based on historic costs and anticipated fuel usage;
Machinery and Equipment Rental increased $10,000 for crane rental costs to perform liner
changes at the gravel pits.
Final budget adjustments include a decrease in salaries and benefits of $1,719.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
315
MINING
(CONTINUED)
2000-32600
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Outs
uts
08
1,840
242,379 249650
Tons of Pit Run Material
Processed
,
Tons of
Efficiency
Road
Measures
Base
Produced
76,880 195,442 201,305
FT E's per 10,000/capita
Per capita cost
.229 .222
(county support) $19.61 $18.94
.214
$18.33
Goal TPW6: Perform the
production of aggregate
materials, reclamation activities,
and safety
measures.
DESIRED
ACTUAL
PROJECTED
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
OUTCOMES
ESTIMATED
PERFORMANCE INDICATOR(S)
TPW6-1:
Complete
annual
Produce
required
100% of the
for road maintenance
aggregate
material
and
Yes
Yes
Yes
production
requirements
construction
projects
annually
TPW6-2:
Complete
Complete
the
timelines
all mine
set
reclamation's
by
the
Colorado
within
Yes
Yes
Yes
reclamation
Division of Reclamation
Mine Safety
activities
required
within
timeline
(DRMS)
TPW6-2:
employees
All
current
100%
current
training
of Mining
with
annually
new
Division employees
miner or refresher
Yes
Yes
Yes
with
safety
requirements
MSHA
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
FINAL
BUDGETED
REQUESTED
ACTUAL
LAST FY
CURRENT
FY
NEXT
FY
NEXT FY
Personnel
Services
$ 1,384,885
$ 1,404,564
$ 1,681,692
$ 1,781,217
Supplies
3,148,916
3,973,750
4,623,750
4,623,750
Purchased
Services
3,086,259
2,909,074
1,785,758
1,785,758
Fixed
Charges
-1,095
0
0
0
Capital
9,870
0
0
0
Gross County Cost
$ 7,628,835
$ 8,287,388
$ 8,091,200
$ 8,190,725
Revenue
0
0
0
0
Net
County Cost
$ 7,628,835
$ 8,287,388
$ 8,091,200
$ 8,190,725
Budgeted
Positions
17
17
21
21
S UMMARY OF CHANGES: Personnel Services increased a total of $277,128 for one additional
Lead Worker and three Service Workers.
S upplies increased a total of $650,000 as Road Construction Supplies was increased $630,000
for concrete for curb & gutter in subdivisions, crack filler material, and chip seal oil purchases
which were moved from Line Item 6373 as these are material -type purchases. Other Operating
S upplies increased $20,000 for supplies needed for the new concrete crew.
Purchased Services decreased a total of $1,123,316 based on the following: Utilities increased
$910 for port -o -let service fees; Contract Payments decreased $1,180,000 as concrete for curb
and gutter in subdivisions, crack filler material, and chip seal oil purchases were moved to Road
Construction Supplies. Vehicle Expense increased $45,774 based on anticipated fuel usage;
Machinery and Equipment Rental increased $10,000 for rental items for the new concrete crew.
Final budget adjustments include a decrease in salaries and benefits of $99,525.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Additional
positions are necessary for the new concrete crew to maintain the Weld Parkway.
BOARD ACTION: Approved as recommended, including the additional positions.
317
PAVEMENT MANAGEMENT
(CONTINUED)
2000-32700
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Outs
uts
Miles
Miles
Miles
Miles
Miles
Efficiency
of
of
of
of
of
Paving
Milling
Chip
Crack
Sand
Measures
Seal
Seal
& Slurry
Seal
23.25
46.55
83.25
32 39.85
40.30
30
30
22.9 22
50
75 75
30 30
FT E's per 10,000/capita
Per capita cost
.689 .666 .644
(county support) $26.56 $25.66 $25.14
Goal TPW7: Provide pavement
sweeping. Contract administration
services as assigned.
management
of concrete
to include pavement
curb and gutter,
testing,
seal
coat,
paving, patching,
aggregate,
and other
crack sealing,
contracted
and
OUTCOMES
DESIRED
PRELIMINARY
PERFORMANCE
PERFORMANCE
ACTUAL
ESTIMATED
PROJECTED
OBJECTIVE/KEY
INDICATOR(S)
TPW7-1:
Complete
scheduled
and
operations
milling
all
paving
100%
pavement,
completed
of
all new
and
annually
milling
pavement,
operation
maintenance
schedules
100%
100%
•
100%
TPW7-2:
Complete
contracted
sealing
operations
all
sand
of
the
100%
completed
of
all
contracted
annually
services
to
be
100%
100%
100%
TPW7-3:
Assure
are
evaluated
accordance
established
standards
reporting
requirements
maintained
paved
in
and
with
GASB
roads
and
Maintain
roads:
70%
25%
5%
the
good
fair
poor
following
standards
for paved
67%G
32.75%F
.25%P
70%G
30%F
.0%P
70%G
30%F
.0%P
TPW7-4:
Respond
service
working
within
to
day
calls
for
one
98% of service
working day
calls responded
to within
one
84%
98%
98%
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
FINAL
LAST FY
CURRENT
FY
NEXT
FY
NEXT FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
2,788,456
2,930,462
3,373,000
3,103,353
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,788,456
$ 2,930,462
$ 3,373,000
$ 3,103,353
Revenue
0
0
0
0
Net County Cost
$ 2,788,456
$ 2,930,462
$ 3,373,000
$ 3,103,353
Budgeted
Positions
nla
nia
n/a
nib
SUMMARY OF CHANGES: Budget is based upon the final assessed value of the municipalities
with the 2019 mill levy applied.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Final budget amount adjusted for final assessed value of the municipalities
with the 2019 mill levy applied.
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
REQUESTED
NEXT
FINAL
FY
ACTUAL
CURRENT
BUDGETED
FY
NEXT
FY
LAST
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Purchased
Services
0
0
0
0
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue/Fund
Balance
$ 51,244,426
$ 66,308,926
$ 44,369,925
$ 44,100,278
Net County Cost
$ 16,485,983
$ 16,500,000
$ 19,000,000
$ 19,000,000
Budgeted
Positions
nla
nla
n&a
nla
SUMMARY OF CHANGES: The resources for 2019 total $108,790,797 which includes a fund
balance of $45,000,000, in addition to the revenue shown in the budget. Property tax is set at
$19,000,000 up $2,500,000 from 2018. Specific ownership tax is estimated to be $11,200,000.
Total HUTF will be $10,700,000, up $50,000 from 2018. Permit revenues are budgeted at
$550,000. Motor vehicle registration fees are $365,000, and grazing fees are $500,000 due to
energy development in the Pawnee Grasslands. Oil and gas revenues are $9,500,000. The
lease/purchase payment from the Hoekstra Pit is $215,797. There is $200,000 from Solid Waste
for paving CR 28, and $100,000 reimbursement from the Town of Mead for CR 13 paving.
Federal mineral lease revenues are $1,100,000 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 2019, 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 $8,920,000. 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 two state grants to finish Bridge 44/33A for $100,000 and Bridge 68/59A
for $50,000. There is one flood project grant for Bridge 53/58A ($3,770,000). There is NFRMPO
funding of $1,000,000, and UFRMPO funding of $400,000. Severance tax is budgeted at
$1,400,000. 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
REQUESTED
FINAL
ACTUAL
CURRENT
BUDGETED
FY
NEXT
FY
LAST
FY
NEXT
FY
Personnel
Services
$ 0
0
$ 654,542
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
654,542
$ 0
Revenue
0
0
0
0
Net
County Cost
$ 0
$ 0
$ 654,542
0
Budgeted Positions
n/a
n/a
nla a
n&a
SUMMARY OF CHANGES: Budget reflects a 15% percent decrease in health insurance costs.
2019 salary increases are a policy issue for the Board, but there are funds for step increases due
employees in 2019 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
GQUINTY
322
SOCIAL SERVICES
Revenue Changes
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
Property taxes
Federal/State
Fund Balance
2019 Revenue
Total $46,487,236 (2018 $43,935,635)
Fund Balance
$2,500,000
5%
Federal/State
$31,686,679
68%
Property taxes
$12,300,557
27%
SOCIAL SERVICES
2019 Expenditures
Total $43,480,800 (2018 $43,935,653)
Core Services
$1,625,000 4%
TANF $3,512,000
8%
AND $367,000 1%
Miscellaneous
$130,000 0%
Child Support
Admin $3,714,700
8%
$20,000,000
$18,000,000
$10,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
Child Welfare
$17,340,000 40%
Day Care
$1,590,100 4%
0
0
0
en
r
LEAP $2,000 0%
Administration
$14,460,000 33%
Adult Protection
$740,000 2%
Expenditure Changes
0
0
0
0
0
0
-- 0
0 0
N 0
0
0
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0
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324
SEVEN YEAR TREND
Social Services
$50
$45
$40
$35
$30
O $25
2
$20
$15
$10
$5
$0
I
2013 2014 2015 2016 2017 2018 2019
SOCIAL SERVICES FUND SUMMARY
The Weld County Department of Human Services continues to adapt to the Legislative and
Programmatic changes imposed on us from State and Federal levels. The funding for additional
caseworkers, originally funded through SB 15-242 continues into Fiscal Year 2018-19, providing
Weld County with funding for three additional positions, enabling the Department to assess and
meet the needs of the community in a more deliberate and thorough manner. 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. The passage of the Family First Act
provides a framework which may allow us to continue the creative practices we have implemented
in recent years, without jeopardizing funding. The passage of SB 18-254 provides both
opportunities and challenges in funding Child Welfare activities. Weld County is taking an active
role in mitigating the challenges associated with the substantial increases in provider
reimbursement that may result from the bill, while taking full advantage of the flexibility and
emphasis on permanency included in the bill. Likewise, HB 18-1335 fundamentally transforms the
way Low -Income Child Care services are authorized and funded. Weld County will continue to
avail itself of all available resources to ensure that high quality care is available and affordable to
families, as we both recruit new providers and encourage development of existing providers in
the community.
The total Social Services Fund budget is $43,480,800. The programs are funded by property tax
of $12,300,557, state and federal funds of $31,686,679, and the potential increase of fund balance
of $506,436 to cover both anticipated and unanticipated cost overruns.
The State of Colorado has recently adjusted its Broad -based Categorical Eligibility requirements
for the Supplemental Nutrition Assistance Program (SNAP) from 130% to 200% of the Federal
Poverty Level. We are anticipating significant increases in both the benefits paid out to families
and the workload required of county eligibility staff, as a result. Likewise, the State recently
approved a 10% increase in the monthly Basic Cash Assistance benefit payments to recipients
under the Temporary Assistance for Needy Families (TANF) Program. This increase in
expenditures, combined with the existing pressures of providing supportive funding for Child
Welfare activities could mean a significant drain on the County TANF Reserves we have
accumulated in the past few years. We will be watching this closely in order to adjust our usage
of these funds for other purposes, such as Supportive Services and funding of Child Care
activities, in order to avoid full depletion of the Reserve balance. Approximately 25% of Weld
County residents are now enrolled in Medicaid.
The Department's focus on Prevention and Early Intervention continues and has resulted in a
more inter -divisional approach to evaluating, meeting, and funding the needs of clients. The
addition of a Family Resource Supervisor position will enable the Family Resource Division to
better organize its staffing structure and service delivery processes to better meet the needs of
the community.
326
SOCIAL SERVICES FUND
ESTIMATED REVENUE
2019
County Administration
Other Programs
Non -Program Revenue
Child Support Administration
TAN F -Colorado Works
Ad to the Needy Disabled
Child Care
Old Age Pension
Child Welfare
Core Services
Adult Protective Services
LEAP
General Assistance
Sub -Total
Federal/State Reimbursement
Claims Collection Incentives
TANF Adjustment
Usage of Deferred Revenues
Sub -Total Revenue
Potential Fund Balance Increase
County Property Tax
Total Revenue
FEDERAL
AND STATE
$ 9,460,000
300,000
0
2,7501000
2,026,917
0
952,700
149,000
13,800,000
1,000,000
610,000
1,000
0
COUNTY
$ 5,000,000
61,000
-170,000
964,700
1,485,083
130,000
637,400
7,000
3,540,000
625,000
130,000
0
21,000
$ 31,049,617 $ 12,431,183
$ 31,049,617
300,000
337,062
0
$ 31,686,679
-506,436
12,300,557
$ 43,480,800
TOTAL
$ 14,460,000
361,000
-170,000
3,714,700
37512,000
130,000
1,590,100
156,000
17,340, 000
1,625,000
740,000
1,000
21,000
$ 43,480,800
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
Mandated
Mandated
Temporary Assistance to Needy Families — Colorado Works X
Aid to the Needy Disabled
Low Income Energy Assistance Program
Old Age Pension
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.
Mandated
Child Protection
Youth Services
Casework Services
Casework Services
Federally
Mandated
x
x
State
State
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
2019
Fund Orq Acct
Account Title
TAXES
2100 42111 4112 CURRENT PROPERTY TAXES
2100 42110
2100 42111
2100 42115
2100 42200
2100 42365
2100 42375
2100 42380
2100 42410
2100 42415
2100 42450
2100 42610
INTERGOVERNMNETAL
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
TOTAL INTERGOVERNMENTAL
TOTAL SOCIAL SERVICES
2018
Budget
11,403,328
8,200,000
585,408
415,000
2,650,000
1,598,917
854,000
143,000
13,600,000
900,000
584,000
2,000
2019
Request
12,300,557
9,460,000
637,062
300,000
2,750,000
2,026,917
952,700
149,000
13,800,000
1,000,000
610,000
1,000
2019
Recommend
12, 300,557
9,460,000
637,062
300,000
2,750,000
2,026,917
952,700
149,000
13,800,000
1,000,000
610,000
1,000
2019
Final
12,300,557
9,460,000
637,062
300,000
2,750,000
2,026,917
952,700
149,000
13,800,000
1,000,000
610,000
1,000
29,532,325
31,686,679
31,686,679
31,686,679
40.935.653
43.987.236
43.987.236
43.987.236
SOCIAL SERVICES
SUMMARY OF EXPENDITURES
2019
Fund Oro
2100 42110
2100 42111
2100 42115
2100 42200
2100 42365
2100 42370
2100 42375
2100 42380
2100 42410
2100 42415
2100 42450
2100 42610
2100 42700
Expenditure Function
ADMINISTRATION -REGULAR
NON PROGRAM REVENUE
OTHER PROGRAMS
CHILD SUPPORT ADMINISTRATION
COLORADO WORKS
NEEDY AND DISABLED
DAY CARE & ADMINISTRATION
OLD AGE PENSION
CHILD WELFARE & ADMINISTRATION
PLACEMENT ALTERNATIVE CARE
ADULT PROTECTION
LEAP ADMINISTRATION & OUTREACH
GENERAL ASSISTANCE
TOTAL SOCIAL SERVICES
2018
Budget
13200,000
(130,000)
415,000
3,635,000
3,084,000
130,000
1,398,653
150,000
17,000,000
1,300,000
730,000
2,000
21,000
2019
Request
14,460,000
(170,000)
361,000
3,714,700
3,512,000
130,000
1,590,100
156,000
17, 340, 000
1,625,000
740,000
1,000
21,000
2019
Recommend
14,460,000
(170,000)
361,000
3,714,700
3,512,000
130,000
1,590,100
156,000
17,340,000
1,625,000
740,000
1,000
21,000
2019
Final
14,460,000
(170,000)
361,000
3,714,700
3,512,000
130,000
1,590,100
156,000
17,340,000
1,625,000
740,000
1,000
21,000
40,935,653
43,480,800
43,480,800
43,480,800
BUDGET UNIT REQUEST SUMMARY
/DEPARTMENT NAME:
SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Summary - - All Departments - - Fund 2100
DEPARTMENT DESCRIPTION: See individual units.
RESOURCES
BUDGETED
FINAL
ACTUAL
REQUESTED
NEXT
FY
LAST
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 28,132,080
$ 27,827,000
$ 29,893,500
$ 29,893,500
Supplies
498,676
1,190,000
319,400
319,400
Purchased
Services
6,174,957
6,404,653
6,995,800
6,995,800
Fixed
Charges
7,900,261
6,047,000
6,886,000
6,886,000
Capital
0
0
0
0
Contra
Expense
- 464,608
- 533,000
- 613,900
- 613,900
Gross County Cost
$ 42,241,366
$ 40,935,653
$ 43,480,800
$ 43,480,800
Revenue/Fund
Balance
28,895,332
29,532,325
31,180,243
31,180,243
Net
County Cost
$13,346,034
$11,403,328
$12,300,557
$12,300,557
Budget
Positions
352.0
358.0
364.0
360.0
SUMMARY OF CHANGES: See Individual Budget Units.
FINANCE/ADMINISTRATION RECOMMENDATION: See Individual Budget Units.
The Department of Human Services requests the following mid -year reclassifications and
repurposing of positions. The Board approved them at an August 8, 2018 work session.
ORGANIZATIONAL INTEGRITY (01)
• Reclassify and repurpose two vacant existing positions in 01, Mailroom Support
S pecialist (Grade 16) and Office Support Specialist (Grade 16), to a Records
Management Supervisor (Grade 35) position. This action will utilize existing positions
in 01 to better serve the Department and provide more direct oversight to mailroom and
records management staff.
ASSISTANCE PAYMENTS
• Reclassify► and repurpose a vacant Operations Manager (Grade 44) position to an
Assistant Operation Manager (Grade 40). This change will allow Public Assistance
P rogram Supervisors to receive additional mentoring and coaching.
• Reclassify and repurpose a vacant Eligibility Technician (Grade 23) position to an
Assistant Operation Manager (Grade 40). This will result in three Assistant Operation
Manager positions providing more direct oversight to Public Assistance Program
S upervisors and the Quality Assurance and Training Supervisor.
SOCIAL SERVICES FUND SUMMARY
(CONTINUED)
• Reclassify and repurpose a vacant Training Officer (Grade 27) position to an
Assistance Payments Data and Processing Support (Grade 35) position. This
position will report to the AP Division Head and assume certain duties previously
performed by Program Supervisors allowing them to provide additional mentoring and
coaching to Eligibility Technicians.
CHILD WELFARE
• Reclassify and repurpose a vacant Parent Educator (Grade 31) position to a Family
Resource and Visitation Center Scheduling Supervisor (Grade 40). The Family
Resource and Visitation Center was restructured to better support our client needs for
visitations, requiring more visitations scheduled for evenings and weekends. Visitation
staff who are scheduled for off -business hours require on -sight supervision, resulting in
the need for an additional supervisor.
FAMILY RESOURCE DIVISION
• Reclassify two existing Service Coordinator (Grade 23) positions to a Grade 25.
Service Coordinators spend a considerable amount of time interfacing with other
professionals in the community and are frequently co -located within community agencies
throughout the week. They play a significant role in collecting and reporting data for the
Community Services Block Grant and Emergency Services programs.
• Repurpose an existing Off -Site Eligibility Technician (Grade 23) position, to a
Service Coordinator (Grade 25) position. The repurposing of this position to a Service
Coordinator position, will allow for the Department to have three positions that directly
interface with the community.
ADMINISTRATION
• Reclassify the Organizational Support and Development Manager (Grade 36)
position to a Grade 40. This position oversees two Contract Management and
Compliance Coordinators (Grade 28) who manage the Department contracts and grants
process and an Employee Support and Resource (ESR) Supervisor (Grade 35) who
supervises two Employee Support and Resource Coordinators (Grade 31).
• Reclassify and repurpose a vacant Caseworker (Grade 35) position to a Foster Care
and Child Care Recruiter (Grade 40). Foster Care recruitment is currently being handled
by two (2) existing Child Welfare supervisors, who have successfully recruited more than
20 new foster homes, however the demand for homes is great and the Department has
determined the need for a dedicated recruitment position. The position also will be
responsible for the recruitment of child care homes. The position will report to the Deputy
Director.
BOARD ACTION: See Individual Budget Units.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
332
Goal
improve
H 1:
their
strenthen services and support
innovation that
leads
to a culture
that empowers
people
to
"To continuously
quality of life"
DESIRED
PRELIMINARY
PERFORMANCE
OUTCOMES
STRATEGIES
OBJECTIVE/KEY
INDICATOR(S)
PERFORMANCE
F IHS 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
he 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
effectiveness
tracking system
of
measuring
improvements;
the
reduce
the
refine it
in 2019.
duplication
of services provided
to customers
Continuous improvement
system
designed
and.
requiring wrap around
services; train
service
implemented
within DHS.
coordinators
to pro\ide
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.
OBJECTIVE/KEY
PI
LII
'NARY
PERFORMANCE
DESIRED
OUTCOMES
INDICATOR(S)
PERFORMANCE
STRATEGIES
HHS-1
retention
:
Increase
staff
Identify
approaches
include
County
performance
styles
existing
individual
approaches,
within
management
Human
performance
Human
department
and
Services.
different
Services
philosophies
management
Statistically
using
-
Used
retention
several
to
valid
gauge
past
levels
retention
years
realistic
within
to
determine
baseline
and
DHS
developed
appropriate
trends.
of quality
approaches,
to
and
within
HHS2-2:
fulfillment
opportunities
Increase
Research
Focus)
concepts
employee
development,
employee
motivation
and.
Baldrige
implement
to include
satisfaction
safety
and
supervisory
and
teamwork.
Category
factors
well-being,
'best
and
engagement,
development,
affecting
5 (Workforce
practice"
morale,
staff
All
plans
formal
employees
incorporated
evaluation
will
and
system.
have
addressed
professional
within
development
their
of promotion
333
DESIRE
( L�TC�o
D
STRATEGIES
OBJECTIVE/KEY
PRELIMINARY
INDICATOR(S)
PERFORMANCE
PERFORMANCE
HHS2-3: Viable
Assess capacity and
staffing
levels to
Upper level
DHS organization
structure
evaluated
succession
across
the
plans
Department
created
administer system,
and
assessed.
Develop
system
and
measuring
deploy followup
the effectiveness
tracking
of the
Human Services Department Human
Capital
Management efforts.
Define how employees are measured.
Fully implement
management
new County performance
system.
Implement
and perfect
performance appraisal
system.
Train supervisors
performance
and
appraisal
staff
system.
on
how to use the
Identifying
measuring
practices
and
current
employee
standards
practices
performance,
are
set
used
to
reflect
for
best
Core
Values,
Develop
management
standards
a uniform
as
and
dictated
approach
evaluation
by
job
that
descriptions.
for
performance
contains
Develop
standards
defined
performance
employee
and
and
implemented
measurements
assessments
management
that
in
system.
the
will
County
based
be
job
ob
HHS2-4: Team culture
Develop and deploy continuous
training and
Increase employee core
knowledge
ofall
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
and core
knowledge, job performance
values,
334
Goal
Department.
HHS3:
Establish
a systematic
structure
to
effectively
communicate
inside and outside
of
the
Human
Services
DESIRED
OUTCOMESSTRATEGIES
PRELIMINARY
OBJECTIVE/KEY
INDICATORS)
PERFORMANCE
PERFORMANCE
HHS3-1:
customer
access
information
to
Improved
program
services
hnplement
include
the
the
uld
County.
statistics
County
a
the
using
the
process
will
stakeholders
or
to
with
that
confrontational.
best
the
newsletters.
best
with
communicate
be
provided
relationships
Commissioners;
the
placed
point
to
could
methods
intranet;
methods
County
community.
share
to
and
on
by
success,
be
departments;
positive
positive
enhanced
to
other
newsletters
to
review
with
communicate
Greater
are
and
image
policy
rest
the
web
of
An
provides
including
customers
into
Increased
improved
that
more
qualification
and
identify
enables
Human
program
Services.
measureable
Services'
-related
details
eligibility
able
customers
use
could
even
website
information
of the
to apply
help
before
PEAK
for
that
coming
benefits
and
DHS
stakeholder
and
with
to
page;
Implement
clients,
email
the
the
agencies
outcomes
Services
Human
with
communicate
best
the
Develop
information
emphasis
of
and
o
co
considered
f
the
methods
services
improve
department
system
on-line.
Human
that
HHS3-2:
staff are
the communications
Ensure
fully engaged
all DHS
loop
in
Create
maintain
Form
Train
and
will
Conduct
most
in
currently
The
staff
staff
important
team
used
Communication
continuity.
research
way
driven
members
backups
improvement
during
to
improvement
around
methods
and
attain
from
on
methods
each
methodologies
following:
teams.
division
management
staff.
to
that
5
Top
identified
five internal
and
validated.
communicationmethods
for DHS
project
process.
to
methods
process
be
HS;
best
not
of
that
the
the
the
voice
communicate
The
info
all
are
working;
working
the
Goal
Department
HHS4:
To
prepare
of Human
for the future
Services.
by identifying
appropriate
actions
to
opportunities
and challenges
that
may impact
STRATEGIES
PRELIMINARY
PERFORMANC�.
DESIRED
OBJECTIVE/KEY
PERFORMANCE
SR' ES
OUINDICATOR(S)
Develop
Formulate
increased
Identify
& assess budget.
program projections
demand.
mandatory program
based
commitments
on
Forecast
and
Developing
fiscal
programs.
data
data,
that
shell
useful
Several
created
predict
Management
for
programs
future
decision
through
trends
Reports
identified
-making,
are
and
that
now
needs.
will
being
reports
provide
across
piloted
all
HHS4-1:
Increased
preparedness
future
contingencies
to
handle
for refinement
of format.
335
OUTCOMES
DESIREDPRELIMINARY
IES
STRATEGIES
OBJECTIVE/ICEY
PERFORMANCE
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 2019
that
are
reflected
in the
budget
supporting
others.
individual
programs
compared
to
narrative.
Identify
supported.
'big ticket"
items
that
must be
HHS4-3:
Enhanced
DHS
Form
staff
driven Continuity
of Operations
Continuity of Operation
Plan
have been
emergency
preparedness
project
planning
team.
implemented
staff
will participate
and revised
as appropriate
in and be aware of
the
and all
plan.
Develop
and
deploy
Continuity
of
Operations
Plan.
Goal
person
HHSS: To develop
inside and outside
a
of
means
the
to
organization
clearly
and effectively
on a continuous
communicate
basis
the
value
of
Human Service programs to any
DESIRED
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PERFORM
INDICATOR(S)
i ICE
STRATEGIES
OUTCOMES
HESS -1: County
Commissioners and other
Increase awareness of
DHS
programs
and
Individual
DHS division
education
and
promotion
services.
Enhance image of
DHS
programs
and
plans developed
mission, vision
that
and
includes the Department's
purpose.
stakeholders
the tangible
Weld
Services
local
County
community
provides
understand
value
Human
that
to the
services.
Development
recommendations
and implantation
of the
O1
of
Group
the
for
the
reorganization of
Points to Human Services.
the Service Deli
very Entry
HHS5-2: High
connections can
level
be
Analyze
coordinated
services within
a
Organizational
report
card
shell
designed.
targeted
group of customers
and
identify
what
demonstrated
services
provides
that
to
from
each
any family
the
team
everyone
Expand
targeted
guidelines
conjunction
analysis.
Determine
is gathering.
coordinated
group
regarding
with
what
analysis
funding
the
service
the
coordinated
and
information
sources
analysis
construct
service
and
after
ethics
used
in
tracking/reporting
explored possible
are
resolutions..
potential
barriers and
336
DESIRED
OUTCOMES
STRATEGIES
PRELIMINARY
OBJECTIVE/KEY
PERFORMANCE
PERFORMANCE
INDICATOR(S)
HHS5-3: Effective
Build
organizational
report
card:
Benchmark
DHS stakeholder and
customer
perception
baseline
stewardship
of the
taxpayer
Adams county;
Incorporated"Return on
established.
dollar
Investment"
on outcomes
language
that
into
can justify
report card
current
based
Department activities.
Validate
the
report
card
with
stakeholders.
Publish
report
card
on a routine
basis.
Goal
partners
HHS6: To develop and
reinforce
Department
"best
customer
oflluman Human
service" standards and commitment
Services
within
all employees
and
of the Weld County
PRELIMINARY
PERFORMANCE
DESIRED
STRATEGIES
OBJECTIVE/IC
EY
PERFORMANCE
OUTCOMES
I ICATOR(S)
HHS6-1: Increased
Ensure that customer goals are embedded
within
Individual
DHS division
customer
satisfaction
customer satisfaction levels
employee performance standards.
assessment
tools developed.
test
Test
the
for
feasibility
quality
in monitoring phone calls
customer service.
to
Develop multiple
methods
to assess
the quality
of
Overall
DHS customer
satisfaction
index
customer
service (staff, partners,
boards, etc.);
designed.
identify
all
customers?
the meaning of"respect" in the
eyes of
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
basic customer
training
service
to all
skills.
staff
to improve
Offer training
for
managers
on
the nuts
and
bolts
of reinforcing
Ensure partner
customer
accountability
service
standards.
to Human
Service
customer
service standards
through
contract
language
that
can
be developed to drive a closer
alignment
communicating
reinforcement.
and
assi
standards,
sting
partners
by
training, and
Develop
strategies
to quantify
intangible
aspects
of
customer
service (focus groups).
337
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
FINAL
ACTUAL
LAST FY
BUDGETED
REQUESTED
CURRENT
FY
NEXT FY
NEXT
FY
Personnel
Services
$ 7,081,602
$ 7,300,000
$ 8,100,000
$ 8,100,000
Supplies
- 719,665
- 400,000
- 400,000
- 400,000
Purchased
Services
1,110,684
1,320,000
1,300,000
1,300,000
Fixed Charges
6,564,302
5,000,000
5,500,000
5,500,000
Contra Expense
- 43,806
- 20,000
- 40,000
- 40,000
Capital
0
0
0
0
Gross County Cost
$13,993,117
$13,200,000
$14,460,000
$14,460,000
Revenue
7,657,581
8,200,000
9,460,000
9,460,000
Net
County
Cost
$ 6,335,536
$ 5,000,000
$ 5,000,000
$ 5,000,000
Budget Positions
169.0
171.0
172.0
172.0
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 Department of Health Care Policy
and Financing has obtained partial funding of the recommended increase. 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. We are anticipating changes in the
workload associated with the Supplemental Nutritional Assistance Program (SNAP) and Medicaid
programs, due to state-wide changes to the eligibility requirements of the programs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Additional position
was approved mid -year by the Board with some restructuring of the department.
There are position reclassification requests in various budget units included in the recommended
2019 budget to be discussed during the budget work session process.
BOARD ACTION: Approved as recommended. Position reclassifications requested were
approved by the Board on August 8, 2018 work session.
338
COUNTY ADMINISTRATION
(CONTINUED)
2100-42110
PERFORMANCE MEASURES
Work Outputs
Case Load (Average)
Efficiency Measures
FTE's per 10,000/capita
Per capita cost
ACTUAL ESTIMATED PROJECTED
34,000 32,000 31,800
5.548 5.423 5.249
$ 20.800
$ 15.858 $ 15.347
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
339
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: ScICIAI SERVICES
BUDGET UNIT TITLE AND NUMBER: Non -Program Revenue -- 210d-42111
DEPARTMENT DESCRIPTION: Property Taxes, Claim -Collection Incentives, TANF Adjustment,
TANF MOE Reduction, and Miscellaneous Revenue Sources.
RESOURCES
FINAL
ACTUAL
LAST
FY
BUDGETED
REQUESTED
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
-105,112
- 130,000
- 170,000
- 170,000
Gross County
Cost
$ -105,112
$ - 130,000
$ - 170,000
$ - 170,000
Revenue
356,819
585,408
637,062
637,062
Net
County Cost
$ 11,514,419
$ 11,403,328
$ 12,300,557
$ 12,300,557
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: Property tax is budgeted at $12,300,557 for 2019. The difference is
a combination of special revenue from various department programs. The TANF Adjustment is
$337,062. Incentives earned as the result of claims collections for Food Assistance, Medicaid,
TANF, and State -Only programs are estimated to be $300,000. Counties will not receive the Work
Participation bonus funds during 2019. $506,436 will be added to the fund balance to cover
unanticipated costs or revenue changes.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
340
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SnCIAI 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
REQUESTED
NEXT
FINAL
FY
CURRENT
BUDGETED
FY
ACTUAL
NEXT
FY
LAST FY
Personnel
Services
$ 333,042
$ 360,000
$ 300,000
$ 300,000
Supplies
36,366
25,000
15,000
15,000
Purchased
Services
51,476
31,000
50,000
50,000
Fixed
Charges
150
0
0
0
Contra
86
- 1,000
- 4,000
- 4,000
Gross County
Cost
$ 421,120
$ 415,000
$ 361,000
$ 361,000
Revenue
423,124
415,000
300,000
300,000
Net
County Cost
$ - 2,004
$ 0
$ 61,000
$ 61,000
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: The Employment First (Food Stamp Job Search) program continues
to be placed in a state of change. Although requiring broader participation in the program, the
Federal Government has reduced its funding of the program to the State of Colorado. In response,
Colorado has, at least preliminarily, chosen to allow counties to choose whether components of
the program will be implemented as a mandatory participation program or a voluntary program.
Weld County has been successful in leveraging its Workfare Incentive funds to meet the 50%
County match for funding such excess costs, historically. Therefore, we believe it is prudent to
continue the program as a mandated participation program. We will closely monitor whether or
not the new Federal requirements jeopardize our ability to continue doing so with existing funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
341
OTHER PROGRAMS
(CONTINUED)
2100-42115
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
9,575 9,600 9,650
- $ 0.007 $0,000 $0.187
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
342
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
FINAL
ACTUAL
LAST FY
BUDGETED
REQUESTED
CURRENT
FY
NEXT FY
NEXT
FY
Personnel
Services
$ 2,974,694
$ 2,960,000
$ 3,100,000
$ 3,100,000
Supplies
89,225
75,000
75,000
75,000
Purchased
Services
180,126
500,000
450,000
450,000
Fixed Charges
258,960
100,000
100,000
100,000
Contra Expense
- 8,700
0
- 10,300
- 10,300
Capital
0
0
0
0
Gross County Cost
$ 3,494,305
$ 3,635,000
$ 3,714,700
$ 3,714,700
Revenue
2,612,812
2,650,000
2,750,000
2,750,000
Net
County
Cost
$ 881,493
$ 985,000
$ 964,700
$ 964,700
Budget
Positions
31
31
31
31
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
343
CHILD SUPPORT ADMINISTRATION
(CONTINUED)
2100-42200
PERFORMANCE MEASURES
•
•
Work Outputs
Case Load
Efficiency Measures
FT E's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
7,300 7,300 7,300
1.0 1.0 0.9
$ 2.894
$ 3.124 $ 2.961
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
344
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIA1 SFRVICFS
Temporary Assistance to Needy
BUDGET UNIT TITLE AND NUMBER: Families and Administration (TANF) - - 2100-42365
DEPARTMENT DESCRIPTION: Assistance payment grants for eligible recipients of the TANF
program. This budget unit also has administrative funding for TANF staff and operating costs.
RESOURCES
FINAL
ACTUAL
BUDGETED
REQUESTED
CURRENT
FY
LAST FY
NEXT FY
NEXT
FY
Personnel
Services
$ 1,602,644
$ 1,430,000
$ 1,671,500
$ 1,671,500
Supplies
461,708
230,000
250,400
250,400
Purchased Services
1,527,682
1,400,000
1,571,200
1,571,200
Fixed Charges
22,579
34,000
36,500
36,500
Contra Expense
- 9,372
- 10,000
- 17,600
- 17,600
Capital
0
0
0
0
Gross County Cost
$ 3,605,241
$ 3,084,000
$ 3,512,000
$ 3,512,000
Revenue
2,510,865
1,598,917
2,026,917
2,026,917
Net County Cost
$ 1,094,376 r.
$ 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. The State Human Services Board
has approved a 10% increase in the Basic Cash Assistance Grant, which could put the long-term
fiscal stability of the program in jeopardy. Thus, requiring more county property tax support.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
345
TANF ADMINISTRATION
(CONTINUED)
2100-42365
PERFORMANCE MEASURES
•
• _
Work Outputs
Case Loads (Average)
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
636 650 660
$ 3.693 $ 4.710 $ 4.666
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
346
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Aid to Needy Disabled - - 2100-42370
DEPARTMENT DESCRIPTION: Assistance grants for eligible disabled and Medicaid benefits
for SSI clients.
RESOURCES
ACTUAL
LAST FY
CURRENT
BUDGETED
FY
REQUESTED
FY
FINAL
NEXT
FY
NEXT
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Fixed Charges
135,432
150,000
150,000
150,000
Contra Account
- 30,983
- 20,000
- 20,000
- 20,000
Capital
0
0
0
0
Gross County
Cost
$ 104,449
$ 130,000
$ 130,000
$ 130,000
Revenue
0
0
0
0
Net
County Cost
$ 104,449
$ 130,000
$ 130,000
$ 130,000
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
347
AID TO NEEDY DISABLED
(CONTINUED)
2100-42370
PERFORMANCE MEASURES
ACTUAL, ESTIMATED PROJECTED
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
250 240 225
$ 0.343
$ 0.412 $ 0.399
•
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
348
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Care - - 2100-42375
DEPARTMENT DESCRIPTION: Provision of day care services for children from TANF and
"income eligible" households.
RESOURCES
ACTUAL
LAST FY
CURRENT
BUDGETED
FY
REQUESTED
FY
FINAL
NEXT
FY
NEXT
Personnel
Services
$ 796,901
$ 715,000
$ 736,000
$ 736,000
Supplies
21,485
17,000
15,000
15,000
Purchased Services
516,831
654,653
825,600
825,600
Fixed Charges
8,794
13,000
14,500
14,500
Contra
Expense
- 274
- 1,000
- 1,000
- 1,000
Capital
4
0
0
0
0
Gross County
Cost
$ 1,343,737
$ 1,398,653
$ 1,590,100
$ 1,590,100
Revenue
859,442
854,000
952,700
952,700
Net
County Cost
$ 484,295
$ 544,653
$ 637,400
$ 637,400
Budget
Positions
9.0
9.0
9.0
9.0
SUMMARY OF CHANGES: HB 14-1317 significantly changed the activities eligible under this
program. HB 18-1335 made further changes to both the funding and eligibility requirements of the
program. More residents will now be eligible for assistance and, once receiving assistance, will
be eligible to remain on the assistance for a longer period of time. Weld County is in a relatively
good position to absorb the increased costs that will be associated with the legislation, but will
continue to monitor our position and make program adjustments, as necessary, to remain within
our available funding. Based on a provider survey and audit, conducted by United Way, Weld
County has adjusted its CCAP reimbursement rates to more closely align with existing provider
rates. We will continue to monitor the adequacy of these reimbursements, in light of the available
funds. We are also reaching out to potential Child Care providers in an attempt to fill the service
gaps identified in the survey.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
349
CHILD CARE
(CONTINUED)
2100-42375
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
FT E's per 10,000/capita
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
750 820 820
0.295 0.285 0.276
$ 1.590
$ 1727 $ 1.056
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
350
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
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
REQUESTED
FINAL
NEXT FY
CURRENT
BUDGETED
FY
ACTUAL
NEXT
FY
LAST FY
Personnel
Services
$ 110,093
$ 100,000
$ 100,000
$ 100,000
Supplies
58,047
23,000
29,000
29,000
Purchased
Services
16,391
28,000
28,000
28,000
Fixed
Charges
3,275
0
0
0
Contra
Expense
204
- 1,000
- 1,000
- 1,000
Gross County
Cost
$ 188,010
$ 150,000
$ 156,000
$ 156,000
Revenue
181,623
143,000
149,000
149,000
Net
County Cost
$ 6,387
$ 7,000
$ 7,000
$ 7,000
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
351
OLD AGE PENSION
(CONTINUED)
2100-42380
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
800 780 775
$ 0.021 $ 0.022 $ 0.021
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
352
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Child Welfare and Administration - - 210Q-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
REQUESTED
FINAL
NEXT FY
CURRENT
BUDGETED
FY
ACTUAL
NEXT
FY
LAST FY
Personnel
Services
$ 13,537,792
$ 13,400,000
$ 14,000,000
$ 14,000,000
Supplies
532,010
1,200,000
320,000
320,000
Purchased
Services
2,688,233
2,400,000
2,700,000
2,700,000
Capital
Outlay
0
0
0
0
Fixed Charges
400,306
350,000
570,000
570,000
Contra Expenses
- 225,349
- 350,000
- 250,000
- 250,000
Gross County
Cost
$ 16,932,992
$ 17,000,000
$ 17,340,000
$ 17,340,000
Revenue
12,783,174
13,500,000
13,800,000
13,800,000
Net
County Cost
$ 4,149,818
$ 3,400,000
$ 3,540,000
Si 3,540,000
Budget Positions
1371
141
145
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 requested authorization to hire four (4) additional positions prior to the end of
2019 (Child Welfare Deputy Division Head, Child Protection Permanency Caseworker, Child
Welfare Home Study, and Foster Care Coordinator). These positions will be funded through the
Legislature's funding of additional Child Welfare positions, state-wide, and the Child Welfare
appropriation. SB 18-254 will significantly alter the rates at which foster care providers are
reimbursed for their services. At this point, we are uncertain of the ultimate fiscal impact of these
increases but are fairly certain the current appropriation will not sustain them. The Department is
reaching out to the community to recruit family -based foster homes to care for the needs of the
children and youth in need of their services.
353
CHILD WELFARE AND ADMINISTRATION
(CONTINUED)
2100-42410
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Three of the four
additional positions were approved by the Board in July 2018 (Child Welfare Deputy Division
Head, Child Protection Permanency Caseworker, and Foster Care Coordinator). This program is
one of the reasons the property tax amount for the Social Services Fund leaves $800,430
unallocated in the 2019 budget.
BOARD ACTION: The Board took the following actions:
• Approved the fourth position requested (Child Welfare Home Study Coordinator).
• Terminated HCCC contract for evening and weekend coverage ($31,790).
• Decreased Screening/Family finding by 4 positions ($280,000).
• Contract with HCCC at a cost of $126,000
• Approved an additional Assistant County Attorney III and upgraded a Paralegal III to a IV
at a work session on August 27, 2018. All other approved as recommended.
Overall funding for the program was left unchanged from the requested amount. The Board
denied the late request submitted October 11, 20182 for a reorganization of the Child Welfare
Division. The Board may reconsider it later in 2019.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work
Outputs
Average Case
Efficiency Measures
Load
1,888 2,000 2,050
FT E's per 10,000/capita 4.498 4.472 4.328
Per capita cost (county
support) $ 13.624 $ 10.783 $ 11.794
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
354
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Core Services - - 2100-42415
DEPARTMENT DESCRIPTION: Program designed to avoid placement of children into the foster
care program primarily through counseling and parental education.
RESOURCES
ACTUAL
LAST FY
NEXT
FINAL
FY
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
Personnel
Services
$ 1,027,448
$ 900,000
$ 1,225,000
$ 1,225,000
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
492,420
400,000
500,000
500,000
Contra Expense
- 37,024
0
- 100,000
- 100,000
Gross County
Cost
$ 1,482,844
$ 1,800,000
$ 1,625,000
$ 1,625,000
Revenue
916,294
900,000
1,000,000
1,000,000
Net
County Cost
$ 566,550
$ 400,000
$ 625,000
$ 625,000
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 timely 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, including the
classification of Parent Education Center positions.
BOARD ACTION: Approved as recommended.
355
CORE SERVICES
(CONTINUED)
2100-42415
PERFORMANCE MEASURES
Work Outputs
Case Load
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
497 500 505
$1.660 $1.269 $1.918
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
356
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: Adult Protective Services - 42450
DEPARTMENT DESCRIPTION: Adult Protective Services offers protective services to prevent,
reduce, or eliminate the current or potential risk of mistreatment, exploitation, or self -neglect to
the at -risk adult using community based services and resources, health care services, family and
friends when appropriate, and other support systems.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
FY
REQUESTED
FY
FINAL
NEXT
FY
NEXT
CURRENT
Personnel
Services
$ 666,905
$ 660,000
$ 660,000
$ 660,000
Supplies
19,500
20,000
15,000
15,000
Purchased
Services
56,043
50,000
50,000
50,000
Fixed Charges
14,043
0
15,000
15,000
Capital
0
0
0
0
Gross County
Cost
$ 756,491
$ 730,000
$ 740,000
$ 740,000
Revenue
608,594
584,000
610,000
610,000
Net
County Cost
$ 147,897
$ 146,000
$ 130,000
$ 130,000
1
Budget
Positions
6
6
8
8
SUMMARY OF CHANGES: This was a new Budget Unit in 2017, 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. Due to caseload
the two additional Adult Protection Services Caseworkers are recommended.
BOARD ACTION: Approved as recommended, including the additional positions.
357
ADULT PROTECTIVE SERVICES
(CONTINUED)
2100-42450
PERFORMANCE MEASURES
Work Outputs
Referrals Reviewed
Efficiency Measures
Per capita cost (county support)
ACTUAL ESTIMATED PROJECTED
1,057 11010 1,050
$ 0.486 $ 0.463 $ 0.399
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
358
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER:
Low Income Energy Assistance Program
and Administration - - 2100-42610/42620
DEPARTMENT DESCRIPTION: Administration of the Low Income Energy Assistance
Program. This program is 100 percent federally funded.
RESOURCES
ACTUAL
CURRENT
BUDGETED
FY
FINAL
NEXT
FY
REQUESTED
NEXT
FY
LAST
FY
Personnel
Services
$ 959
$ 2,000
$ 1,000
$ 1,000
Supplies
0
0
0
0
Purchased
Services
307
0
0
0
Fixed Charges
0
0
0
0
Contra
Expenses
- 4,278
0
0
0
Gross County Cost
$ - 3,012
$ 2,000
$ 1,000
$ 1,000
Revenue
-15,448
2,000
1,000
1,000
Net
County Cost
$ 12,436
$ 0
$ 0
$ 0
Budget
Positions 1
0
0
0
I 0
SUMMARY OF CHANGES: Beginning October 2016, this program is contracted, at the State
level, to Discover Goodwill. Weld County's only participation in the program is that of referral and
marketing.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
359
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: SOCIAL SERVICES
BUDGET UNIT TITLE AND NUMBER: General Assistance - - 2100-42700
DEPARTMENT DESCRIPTION: Temporary and emergency assistance for applicants for
Federal/State categorical assistance programs and help for some medical indigents, totally
funded by the County. Expenditures from this program are not covered by TANF, OAP, AND,
etc.
RESOURCES
FINAL
BUDGETED
REQUESTED
ACTUAL
LAST FY
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
27,184
21,000
21,000
21,000
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 27,184
$ 21,000
$ 21,000
$ 21,000
Revenue
452
0
0
0
Net
County Cost
$ 26,732
$ 21,000
$ 21,000
$ 21,000
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated for this program during 2019►.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
360
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) $ 0.088 $ 0.067 $ 0.064
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Human Services
goals following the Social Services Fund Summary.
361
CL1TY �� Ji
362
HEALTH FUND
Revenue Changes
C)
M
CO
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
0)
CO
ti
T Q)
d) c)
{•7 co
wcr
'4f H3
tint
$0 _
Q)
<8
N
N
a
ti
H
a
111
Ga
I I I I I I
Solid Waste Chg for Federal/State Licenses& Miscellaneous Fund Balance General Fd
Trfs Services Permits Iris
2019 Revenue
Total $12,932,107 (2018 $12,362,443)
General Fd Iris
$6,441,633
42%
Solid Waste Trfs
$569,738 4% �-- Chg for Services
$847,002
Fund Balance Licenses&
$900,000 Permits
7% Miscellaneous
269966%
0%
$747,000
7%
Federal/State
$4,399,739
34%
■2018
O2019
363
HEALTH FUND
2019 Expenditures
Total $12,032,107 (2018 $11,562,443)
Administration f
$185,000
2%
Envirnmental
Health Services
$3,814,232
32%
$4,500, 000
$4, 000, 000
$3,500, 000
$3,000, 000
$2,500,000
$2,000, 000
$1 ,500, 000
$1,000,000
$500, 000
$0
CO
'=
LO CO Crib
to
ciA
C,
Qt,
,1/4xO
siet,
•,zs\
4,c‘
Health
Communication
$2,224,900
18%
Health
Preparedness
$331,307
3%
Community Health
Services
$2,811,470
23%
Clinical Services
$2,665,198
22%
Expenditure Changes
O
a)
CO
CO -
N
CO
eVh
09-
CP
`C%
eeo
C�
op
C
Cs"
Cs1
CO
005
to
Cn
• 2018
n 2019
r
N-
fs-
O
Co
CO CO
CO CO
of,
Cgs
•
d
e
l
C,
364
SEVEN YEAR TREND
Health Subsidy
2013 2014 2015 2016 2017 2018 2019
PUBLIC HEALTH & ENVIRONMENT FUND SUMMARY
Together, we are working to make Weld County
a healthy place to live, learn, work and play.
Public health helps kids grow up healthy and helps build strong communities. Public health
saves lives and saves money.
https://www.apha.orgfnews-and-medialmultimediali nfog raph icslpu blic-health-infog ra phic
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).
Evaluate
Assure
competent
workforce
Link to/
provide
care
Enforce
laws
Research
Diagnose &
Investigate
The Health Department's 2019 budget continues to reflect the Department's commitment to
strong fiscal management, recruitment and development of a competent and engaged workforce,
elimination of redundancies by modernizing processes, and reinvestment of the savings realized
from these activities into targeted initiatives geared toward achieving the goals of preserving,
promoting and protecting the health and environment of current residents and future generations
in Weld County.
The 2019 budget continues to align with our 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
three 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.
Consistent with our strategic goals, budgetary planning for 2019 continues to emphasize funding
technology additions and improvements in both our Greeley and Southwest Weld locations,
366
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.
Our 2019 budget further supports our performance management system, which embeds a
continuous, focused system of assessment, planning, essential services, quality improvement,
and workforce development to achieve our strategic priorities. Beginning in 2017, and carrying -
forward in 2018 and 2019, the Health Department continues to fine-tune our human capital
resources by strategically realigning those resources and, where possible, implementing a
generalist staffing model that will improve our Department's ability to provide exceptional
customer service to Weld County residents and businesses during competitive, low -
unemployment labor markets.
The 2019 target budget for the Department is $8,441,633, as determined by the Weld County
Director of Finance and Administration and Board of County Commissioners. The Department
achieved its budget goal with flat funding except for annual increases related to personnel costs.
The Department's available funding was allocated among the Department's six divisions;
Administration, Environmental Health Services, Health Education, Communication and Planning
[including Public Health Emergency Preparedness and Response], Community Health Services
and Public Health Clinical Services.
Highlights of changes in the 2019 budget include:
• Increased Revenues. Overall revenues are expected to increase only slightly by $117,472
or approximately 1.81% in 2019. While our Health Education and Public Health Clinical
Services divisions are projecting decreases in revenues from reduced grant funding and
reduced fees -for service, our Community Health Services and Environmental Health
Services divisions will be off -setting these decreases by increased grant funding and
charges for services. The largest decrease of revenue is anticipated to occur in our Public
Health Clinical Services division, with a reduction of approximately 15%, largely due to the
notable declines in Health First Colorado (formerly known as Medicaid) reimbursements
in our clinical operations. Again in 2019, Environmental Health is projecting increases in
fee income for lab services, licenses, permits and fines.
• Increased Personnel Services Costs. A slight increase of approximately 2.87% is
anticipated due to cost of living adjustments, step increases and benefit adjustments
(PERA, Medicare and health insurance costs) in 2019. Furthermore, reclassifications of
certain positions within the Health Department that are proposed to occur in 2019 will also
play a role in this increase. The Health Department has added one, and will be requesting
three additional, new positions in 2018, which will, if approved, also result in the addition
of those personnel costs to the 2019 budget. As an offset to increased total personnel
costs, our 2019 projected health insurance costs will decline by approximately 5.8%. This
is primarily due to decreased individual and family enrollment in the County's health plans
and the health insurance rate decrease.
• Increased Information Technology Costs. Based on actual costs incurred in 2017, our data
processing cost projections are proposed to increase by approximately 3.8% in 2019. Our
Environmental Health Lab is planning for the migration of their nearly obsolete laboratory
software to an advanced software application that is expected to improve productivity. In
367
addition, both our Environmental Health and Public Health Clinical Services divisions will
continue improving our technological interfaces between our electronic medical records
and laboratory for both internal and external customers.
• Decreased Equipment (Small and Capitalized) Costs. Most divisions are projecting lower
equipment costs as we adjust downward following our success in bringing -in updated
technology at the Health Department. We will continue to implement new technologies
geared toward reducing staffing costs, operational redundancies, and travel costs as local,
regional and national meetings are increasingly becoming available via teleconferences
and webinars as alternative options to costly travel.
368
PUBLIC HEALTH
SUMMARY OF REVENUES
2019
Fund Orq Acct
2560 41400 4210
2560 41400 4221
2530 41300
253910 41300
2560 41400
2590 41600
2591 41600
2592 41600
2599 41600
255810 41300
2560 41400
2500 41100
2517 41210
2521 41210
2523 41210
2524 41210
2525 41210
2528 41210
251010 41210
252710 41210
2531 41300
253310 41300
253910 41300
254911 41300
255211 41300
2560 41400
256410 41400
258110 41500
2591 41600
2592 41600
2593 41600
2594 41600
2500 41100
2500 41100
2530 41300
253910 41300
2560 41400
2590 41600
2591 41600
2592 41600
2593 41600
2594 41600
Account Title
LICENSES AND PERMITS
LICENSES
PERMITS
TOTAL LICENSES AND PERMITS
INTERGOVERNMENTAL
4321 MEDICAID
4321 MEDICAID
4321 MEDICAID
4321 MEDICAID
4321 MEDICAID
4321 MEDICAID
4321 MEDICAID
4336 REIMBURSEMENTS
4336 REIMBURSEMENTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4340 GRANTS
4356 COUNTIES
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
4410 CHARGE FOR SERVICES
TOTAL CHARGES FOR SERVICES
2560 41400 4510
25391041300 4690
2590 41600 4690
2591 41600 4690
2592 41600 4690
2593 41600 4690
2594 41 600 4690
MISCELLANEOUS
FINES
DONATIONS
DONATIONS
DONATIONS
DONATIONS
DONATIONS
DONATIONS
TOTAL MISMELLANEOUS
TRANSFER
2560 41400 712700 TRANSFER
TOTAL PUBLIC HEALTH
2018
Budget
318,400
383,350
2019
Request
332,000
415,000
2019
Recommend
332,000
415,000
2019
Final
332,000
415,000
701,750
117
38,804
77,500
2 8, 556
247,723
73,354
37,036
54,352
0
414,809
318,903
12,500
233,992
8,250
126,549
68,088
179,911
85,000
12,075
234,054
52,500
137,000
837,404
67,200
110,747
273,284
259,646
169,129
134,382
16,300
5,089,441
9,398,606
747,000
240
8,000
130,500
28,062
177,406
54,523
27,806
78,858
121,151
419,783
318,903
12,500
249,524
0
126,549
68,035
153,440
85,000
15,000
234,054
52,500
142,382
944,079
72,080
107,584
270,389
152,384
134,036
180,171
34,800
5,441,633
9,841,372
747,000
240
8,000
130,500
28,062
177,406
54,523
27,806
78,858
121,151
419,783
318,903
12,500
249,524
0
126,549
68,035
153,440
85,000
15,000
234,054
52,500
142,382
944,079
72,080
107,584
270,389
152,384
134,036
180,171
34,800
5,441,633
9,841,372
747,000
240
8,000
130,500
28,062
177,406
54,523
27,806
78,858
121,151
419,783
318,903
12,500
249,524
0
126,549
68,035
153,440
85,000
15,000
234,054
52,500
142,382
944,079
72,080
107,584
270,389
152,384
134,036
180,171
34,800
5A41,633
9,841,372
185,000
25,506
8,528
329,900
93,294
67,474
67,081
15,486
0
792,269
185,000
9,000
7,000
415,769
100,679
41,078
57,444
26,901
4,131
847,002
185,000
9,000
7,000
415,769
100,679
41,078
57,444
26,901
4,131
847,002
185,000
9,000
7,000
415,769
100,679
41,078
57,444
26,901
4,131
847,002
15,000
1
800
14,383
170
429
0
13,000
1
251
12,836
190
591
126
13,000
1
251
12,836
190
591
126
13,000
1
251
12,836
190
591
126
30,783
26,995
26,995
26,995
639,035
569,738
569,738
569,738
11.562.443
12.032.107
12.032.107
12.032.107
PUBLIC HEALTH
SUMMARY OF EXPENDITURES
2019
Fund Oro
2500 41100
251010 41210
2517 41210
2520 41210
2621 41210
2523 41210
2524 41210
2525 41210
252710 41210
2528 41210
2530 41300
2531 41300
253310 41300
253910 41300
254911 41300
255211 41300
255810 41300
2560 41400
256410 41400
2580 41500
258110 41500
2590 41600
2591 41600
2592 41600
2593 41600
2594 41600
Expenditure Function
ADMINISTRATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
GENERAL HEALTH EDUCATION
COMMUNITY HEALTH SERVICES
COMMUNITY HEALTH SERVICES
COMMUNITY HEALTH SERVICES
COMMUNITY HEALTH SERVICES
COMMUNITY HEALTH SERVICES
COMMUNITY HEALTH SERVICES
COMMUNITY HEALTH SERVICES
ENVIROMENTAL
ENVIROMENTAL
PUBLIC HEALTH PREPAREDNESS
PUBLIC HEALTH PREPAREDNESS
PUBLIC HEALTH CLINICAL SERVICES
PUBLIC HEALTH CLINICAL SERVICES
PUBLIC HEALTH CLINICAL SERVICES
PUBLIC HEALTH CLINICAL SERVICES
PUBLIC HEALTH CLINICAL SERVICES
TOTAL PUBLIC HEALTH
2018
Budget
185,000
159,542
329,565
930,647
20,130
256,878
13,033
147,783
138,383
84,883
394,807
14,360
433,337
407,678
249,128
984,464
75,998
3,250,091
135,459
54,488
285,253
747,037
1,169,664
674,151
313,934
106,750
2019
Request
185,000
177,005
333,099
1,001,033
20,879
323,737
0
156,435
129,463
83,249
573,250
33,265
471,681
341,549
290,907
995,261
105,557
3,682,376
131,856
56,945
274,362
675,385
997,304
590,638
306,609
95,262
2019
Recommend
185,000
177,005
333,099
1,001,033
20,879
323,737
0
156,435
129,463
83,249
573,250
33,265
471,681
341,549
290,907
995,261
105,557
3,682,376
131,856
56,945
274,362
675,385
997,304
590,638
306,609
95,262
2019
Final
185,000
177,005
333,099
1,001,033
20,879
323,737
0
156,435
129,463
83,249
573,250
33,265
471,681
341,549
290,907
995,261
105,557
3,682,376
131,856
56,945
274,362
675,385
997,304
590,638
306,609
95,262
11,562,443
12, 032,107
12,032,107
12,032,107
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
FINAL
BUDGETED
CURRENT
FY
REQUESTED
LAST FY
NEXT
FY
NEXT FY
Personnel Services
$ 7,274,358
$ 8,671,677
$ 8,920,552
$ 8,920,552
Supplies
549,923
798,581
801,911
801,911
Purchased Services
1,116,230
2,134,921
2,239,918
2,239,918
Fixed
Charges
702,677
937,306
1,076,001
1,076,001
Contra Expense
-908,950
-1,027,742
-1,049,475
-1,049,475
Capital
0
47,700
43,200
43,200
Gross County Cost
$ 8,734,238
$ 11,562,443
$ 12,032,107
$ 12,032,107
Revenue/Fund
Bal.
5,602,191
6,473,002
6,590,474
6,590,474
Net
County Cost
$ 3,132,047
$ 5,089,441
$ 5,441,633
$ 5,441,633
Budgeted
Positions
93.350
97.075
101.075
101.075
SUMMARY OF CHANGES: See individual units.
FINANCE/ADMINISTRATION RECOMMENDATION: See individual units.
BOARD ACTION: See individual units.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
See individual
Efficiency
Measures
budget units
FTE's
Per
per 10,000/capita
capita cost (county support)
3.06 3.08
$10.28 $16.14
3.10
$16.70
371
HEALTH FUND SUMMARY
(CONTINUED)
FUND 2500
Mission Statement: In partnership with the communities we serve, Weld County
Department of Public Health and Environment preserves, promotes and protects the health
and environment of the residents of Weld County. (Department of Public Health and
Environment)
o Goal PHS1: 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.
NOTE: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT HAS A
COMPREHENSIVE STRATEGIC PLAN AVAILABLE ONLINE AT:
http:l/www.co.weld.co.us/Departments/HealthEnviranment/index. html
Goal HS1 Offer integrated health careservice to the entire community as part of an i ntegrated comprehensive system of care.
DESIRED OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)*
ACTUAL
ESTIMATED
PROJECTED
Increase residents'
knowledge of
factors that affect
the communities'
Improve access
p
preventive, appropriate,
affordable, continuous,
community health
residents.
awa reness/
the influencing
their health and
health overall.
to needed
and timely
services for
Annually publicize at least one high reach
public health message that increases
community members' awareness of place-
specific differences in health and social
indicators.
Use national public health accreditation to
improve core functions of public health
services.
Use technologies to improve access to
services in all divisions.
Youth tobacco use
prevention campaign
Qualitylmprovement
(CSI ) activity conducted
in each Division
New use of data
dashboa rd to show
real time progress of
public health activities
Completed by March
2019 and on -going
social media in 2019
Completed Ql in 2019;
findi ngs to be used i n
shapingOl cultureat
the Department
Public has increased
access to i nformation
and progress of
Department activities
and strategies
Ongoi ng i n 2019
Ongoingin 2019
Ongoi ngi n 2019
Goal HSZ: Support the co n unity addressing various health issues, including mental health and substance abuse.
DESIRED OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)*
ACTUAL
ESTIMATED
PROJECTED
Reduce risks for
and help residents
healthy body
nutrition, physicalactivity,
obesity prevention
Increase years
reduce disparities
County residents
environmental
Keep residents
disease from environmental
hazards/ forecast,
respond to threats
health.
chronic disease
maintain a
weight through
and
strategies.
of healthy life and
among all Weld
through
health initiatives.
safe and free of
prepare and
to basic good
Oversee implementation of 5 -yea r Weld
County Community Health Improvement
Plan (CHI P) with public health partners,
including behavioral health issues
Increase residents awareness of identified
environmental health issues e. lead, air
� $ '
quality, radon, food safety)
Increase our internal capacity to respond to
natural and man-made hazards
New CHIP completed;
quarterly meeti ngs
held with partners
Radon, zoo notic, a nd
food safety ca mpa igns
Completion of dril Is
and table top
exercises
Over 90 partners
engaged; expansion of
outreach to business
community, etc.
Ra don, zoonotic, and
food safety campaigns
ongoing
Implement lessons
learned from exercises
into response plans
Ongoi ng i n 2019;
Progress to
andresults tracked
data dashboard
Additional campaigns
under review
and ongoing
Implement regional
healthcare coalition
a n d objectives
be assessed
via
(e.g. WNV)
in 2019
goals
in 2019
Goal HS3: Increasecommunication cha nnels, both i nterna Ilya nd with the community, through use of technology and other means
DESIRED OUTCOMES
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PERFORMANCE INDICATOR(S)*
ACTUAL
ESTIMATED
PROJECTED
Establish a department -wide quality
improvement (QI) plan based on
county and organizational policies
and direction.
Developed performance management
system that includes QI and competencies
required to maintain national
accreditation; including improvements to
internal and external communication
Achieved and
maintaining
Public Health
Accreditation
communication
national
and
Complete required
accreditation Annual
Report i n December
2019; i ncl udingCll
improvements and
improvements to
internal and external
communication
Maintain national
Accreditation in 2019 by
meeting reporting and
activity requirements,
which also includes
improvements to internal
and externa I
communication
Note: Goa Is from the Hea Ith Department Strategic Plan 2016-20
373
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
REQUESTED
FINAL
NEXT FY
ACTUAL
FY
LAST
BUDGETED
CURRENT
FY
NEXT
FY
Personnel Services
$ 770,179
$ 906,084
$ 1,045,577
$ 1,045,577
Supplies
7,795
45,975
44,200
44,200
Purchased Services
80,140
95,223
101,498
101,498
Fixed
Charges
0
0
0
0
Contra
Expense
-672,203
-909,982
-1,049,475
-1,049►,475
Capital
0
47,700
43,200
43,200
Gross County Cost
$ 185,911
$ 185,000
$ 185,000
$ 185,000
Revenue
185,945
185,000
185,000
185,000
Net County Cost
$ -34
$ 0
$ 0
$ 0
Budgeted
Positions
10.0
10.0
11.75
11.75
SUMMARY OF CHANGES: There is a $139,493 (7.49%) projected increase in Personnel
Services costs for 2019. This increase is attributable to the increase of FTE by 1.75 as the
Health Department continues its reorganization and movement of administrative staff from other
departments into the Administration Division. Furthermore, we are projecting increases in
salaries and benefits due to position reclassifications, step increases and cost of living
adjustment in 2019. A reclassification of an Office Tech IV to Accounting Clerk V is requested
and recommended for classification parity. Also, Public Health Office Tech III's gradel5 are
being requested and recommended to go to a Support Specialists grade 16 again for parity with
Human Services.
Supplies and Purchased Services costs are projected to remain fairly level at $44,200 and
$101,498, respectively, for 2019. In 2019 as part of our ongoing efforts to refresh our technology
in the Health Department, we are anticipating that a few items of equipment will fall into the
capital expenditures category and have budgeted $43,200.
There will be an increase of 15.33%, or $139,493, in contra -expenditures that will be reallocated
to the divisions of the Health Department. It is anticipated our birth and death certificate
issuance volume to maintain at historical levels in 2019, with revenue projected at $185,000.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
374
HEALTH ADMINISTRATION
(CONTINUED)
2500-41100
BOARD ACTION: Approved as recommended. Funding for the clerical reclassifications was
approved, but final classification change will wait until the Clerical Classification Study is
completed by Human Resources. The Board approved the creation of a Deputy Public Health
Director position as a part of succession planning. The Board will make a supplemental
appropriation if funding is needed for the position in 2019.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Greeley Office:
Birth Certificates issued
Death Certificates issued
Southwest Weld Office:
Birth Certificates issued
Death Certificates issued
VitalChek:
Birth Certificates issued
Death Certificates issued
Efficiency Measures
FT E's per 10,000/capita
Per capita cost
5639 7,000 5550
8226 9,000 7200
716
111
1,000 1000
200 200
372 450 450
24 50 50
.328 .317 .361
$2.21 $2.89 $2.79
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Review Summary.
375
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
FINAL
ACTUAL
LAST FY
BUDGETED
REQUESTED
CURRENT
FY
NEXT
FY
NEXT
FY
Gross County Cost
$ 0
$ 0
$ 0
$ 0
Revenue
413,654
414,809
419,783
4,974
Net
County
Cost
$ -413,654
$ -414,809
$ -419,783
$ 4,974
Budgeted
Positions
nla
n/a
nib
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
$4,974, or 1.2.%.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
376
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
u nintended pregnancy and STI, tobacco use prevention, traffic safety and prevention of
u nintentional 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
FINAL
ACTUAL
FY
LAST
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT
FY
Personnel
Services
$ 1,274,854
$ 1,446,098
$ 1,568,415
$ 1,568,415
Supplies
12,597
26,536
42,437
42,437
Purchased Services
126,034
434,470
406,973
406,973
Fixed
Charges
155,667
173,740
207,075
207,075
Contra
Expense
0
0
0
0
Gross County Cost
$ 1,569,152 a
$ 2,080,844
$ 2,224,900
$ 2,224,900
Revenue
931,347
1,033,193
1,013,951
1,013,951
Net County Cost
$ 637,805
$ 1,047,651
$ 1,210,949
$ 1,210,949
Budget
Positions
13.75
16.625
17.625
17.625
S UMMARY OF CHANGES: Overall, Personnel Services has an increase of $122,317, this is
due in part to cost of living adjustments, step increases, and the addition of 1.0 FTE for the Healthy
Eating/Active Living (HEAL) Health Educator.
S upplies increased $15,901 due to increased programming and outreach in several prevention
programs; Purchased Services has decreased $27,497, and this is due to a number of changes
in grant deliverables and contracted services.
The Fixed Charges has increased by $33,335 and this correlates with the increased staff and
technology needs. Revenue is down slightly by $19,242, and this is due to an overall decrease in
grant funding support.
377
HEALTH COMMUNICATION SECTION
(CONTINUED)
2520-41210
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
additional position for the Healthy Eating/Active Living (HEAL) Health Educator.
BOARD ACTION: Approved as recommended, including the HEAL Health Educator position.
PERFORMANCE MEASURES
ACTUAL
PROJECTED
ESTIMATED
Work
Outputs
# residents reached
by the classes, programs 175,000 180,000
185,000
News releaseexposure
720,000 750,000
760,000
Efficiency Measures
FTE's
per 10,000/capita
.4538
.527
.541
Per
capita cost (county support) $2.09 $3.32
$3.72
Effectiveness
results
Reduction in motor vehicle fatalities
35 51
55
Reduction
in teen
birth
rate for
15 - 17 yr. olds -- MCH data
18/1,000 13/1,000
12/1,000
Number
of Obese/overweight
adults
CHA data
64%
67%
66%
—
Adult Smoking rates -- CHA data
14.0% 14.5%
14.0%
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
378
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Community Health Services - - 2530-41300
DEPARTMENT DESCRIPTION: The division provides comprehensive services that improve the
overall health of Weld County. These services include preventing communicable and chronic
diseases; enhancing parenting skills and building strong family units; connecting community
members to needed resources; ensuring children and youth with special needs are getting the
health care they need; reducing adverse effects of lead poisoning; building strong partnerships
with community organizations through interactive collaboration; and reducing health inequities by
ensuring our most vulnerable community members have access to resources and services.
RESOURCES
41300
41
0
BUDGETED
NEXT
FINAL
FY
ACTUAL
REQUESTED
NEXT
FY
LAST
FY
CURRENT
FY
Personnel
Services
$ 2,687,470
$ 3,614,478
$ 0
$ 0
Supplies
277,434
501,924
0
0
Purchased Services
560,933
986,568
0
0
Fixed
Charges
295,490
468,338
0
0
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,821,327
$ 5,571,308
$ 0
$ 0
Revenue
2,198,954
2,625,584
0
0
Net
County Cost
$ 1,622,373
$ 2,945,724
$ 0
$ 0
Budgeted
Positions
41.35
42.2
0
0
RESOURCES
ACTUAL
BUDGETED
NEXT
FINAL
FY
REQUESTED
41300
LAST FY
(2017)
NEXT
FY
(2019)
CURRENT
(2018)
FY
(2019)
Personnel Services
$ 0
$ 1,836,013
$ 1,946,938
$ 1,946,938
Supplies
0
72,146
71,792
71,792
Purchased Services
0
422,156
516,115
516,115
Fixed
Charges
0
229,457
276,625
276,625
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County
Cost
$ 0
$ 2,559,772
$ 2,811,470
$ 2,811,470
Revenue
$ 0
1,400,341
1,491,114
1,491,114
Net County Cost
$ 0
$ 1,159,431
$ 1,320,356
$ 1,320,356
Budgeted
Positions
$ 0
22.542
23.35
23.35
379
COMMUNITY HEALTH SERVICES
(CONTINUED)
2530-41300
SUMMARY OF CHANGES:
In 2017 the division of Public Health Services, also known as Nursing, was split into two divisions,
community Health Services (CHS) (41300) and Public Health Clinical Services (PHCS) (41600).
The two tables above are meant to disseminate historical information for 2017 and 2018 and the
expenditures and revenues for the CHS division in 2019.
Personnel expenditures are projected to increase by about 6%, or $110,925. The increase is
attributable to planned position reclassifications, step increases, and a cost of living increase in
2019. An additional epidemiologist position was approved mid -year in 2018.
Supplies and Purchased Services categories have increased by $93,606, or approximately 19%.
This increase is primarily due to projected increased costs of computer software and contracted
and data processing services. These services and software are critical to ensuring efficient and
effective services for our clients and the community. The computer software products will enable
video remote interpreting and data analysis services for our diverse population. In addition, these
products and services will enable CHS to monitor and project diseases rates and outbreaks in
order to proactively prevent disease spread, resulting in increased work productivity and reducing
morbidity and mortality in Weld County. The department is also projecting higher costs associated
with the electronic health records program which is used for charting and billing.
Fixed Charges are increasing $47,168, or a little over 20% primarily due to an increase in
projected administration overhead costs.
Overall revenue is expected to increase by $90,773, or about 6.5%. This increase is primarily due
to increases in both Medicaid and grant funding in many of the CHS programs.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
380
COMMUNITY HEALTH SERVICES
(CONTINUED)
2530-41300
PERFORMANCE MEASURES — COMMUNITY HEALTH SERVICES - 41300
Work Outputs
Communicable Disease Program
Outbreak Investigations
Reportable Disease Investigations
Tuberculosis Blood and Skin Tests Completed
Infection Prevention Trainings
ings
Rabies PEP Coordination
Health Communities — Clients Contacted
Presumptive Eligibility — Clients Contacted
Mobile Medical Unit
Outings Days
Individual Sites Served
Miles Traveled
Nurse -Family Partnership for First -Time Mothers
Client Visits
Mothers and Infants Served
Total Time Spent with Clients (hours)
Maternal and Child Health — HCP — CC
Clients Served
Direct Referrals Received
Client Visits
Community Outreach
Clients Assisted
Outreach Events
Community Partner Meetings
ACTUAL
2017
12
542
376
3
15
15,430
188
173
56
5,377
1,536
265
1,774
547
119
1,066
398
72
54
ESTIMATED
2018
15
600
250
3
15
17,000
200
95
40
3,050
850
250
900
400
184
975
235
30
30
PROJECTED
2019
18
600
300
3
20
17,000
200
95
40
3,000
2,000
350
2,1000
540
200
1,050
300
70
60
Efficiency Measures - 41300 & 41600
FTE's per 10,000/capita
Per capita cost (county support)
Efficiency Measures - 41300
FTE's per 10,000/capita
Per capita cost (county support)
1.38
$5,34
1.34
$9.34
0.715
$3.68
0
$0.00
0.717
$4.05
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: 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
REQUESTED
FINAL
ACTUAL
BUDGETED
LAST
FY
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 2,316,248
$ 2,484,117
$ 2,601,
029
$ 2,601,
029
Supplies
215,072
220,756
259,107
259,107
Purchased
Services
339,081
524,110
613,378
613,378
Fixed
Charges
230,981
274,327
340,718
340,718
Contra Expense
-236,747
-117,760
0
0
Capital
0
0
0
0
Gross County Cost
$ 2,864,635
$ 3,385,550
$ 3,814,232
$ 3,814,232
Revenue
2,034,144
1,941,132
2,176,822
2,176,822
Net
County Cost
$ 830,491
$ 1,444,418
$ 1,637,410
$ 1,637,410
Budgeted
Positions
25.75
26.25
29.00
29.00
S UMMARY OF CHANGES: Net County Cost is increasing by $192,992. The increase is due to
increased costs in Personnel Services with the addition of 2.75 FTEs to EH. Other costs, including
S upplies, Purchased Services and Fixed Charges increased correspondingly and an increased
focus on training as well as technology (switch to FDA► Food Code and resultant software, training,
database and website changes). Additionally, Decade was acquired by Accela and Accela
predicts our migration to Accela (consumer protection programs are in Decade's Envision
program) will be either in 2019 or 2020. Money was set aside for this need.
Personnel Services increased with addition of 2.75 FTEs to the EH roster: 1.0 FTE for a courier
and water sample collector, 1.0 FTE for an EH Lab Specialist, 1.0 FTE for a Home Child Care
Health & Safety Specialist (collaboration with Human Services). The Home Child Care Health &
Safety Specialist was approved mid -year by the Board. Office technician time has been
decreased by 0.25 FTE.
S upplies increased by $38,351 or 17%. There is an increased amount for lab consumables in
anticipation of new contracts for services (such as processing the Adams County VOC samples),
a reflection of additional supplies needed due to the new positions in the budget and an allowance
for increase in cost of all supplies.
Purchased services increased by $89,268 or 17%. The increase is due to the added FTEs, a set -
aside for accommodating the change to the FDA Food Code from the Colorado Regulations
(requiring training for inspectors and operators, software changes, website changes), the potential
382
ENVIRONMENTAL HEALTH SERVICES
(CONTINUED)
2560-41400
SUMMARY OF CHANGES (Continued): database migration from Envision (Decade product) to
Accela (acquired Decade) for the Consumer Protection programs, and an allowance for inspector
training/standardization in the child care and ISDS programs. Fixed charges (EH share of Health
Administration costs) increased by $66,391 or 24%.
Revenue is expected to increase by $235,690. The increase is due to additional license fee
revenue from the 2016 legislative action that raised retail food establishment license fees (another
8% added for 2019) for three successive years; 2019 has the last fee increase. Septic revenue in
2017 was approximately $81,000 above the projection and residential permits are already
increased in 2018 over 2017. The Land Applications (biosolids) program produces revenue
through permits issued. At $94,744, 2017 revenue was almost $20,000 more than anticipated in
the 2017 Proposed Budget. Lab fee increases will be sought in 2018 for 2019. Additional lab
contracts, primarily medical, will be sought to support the addition of the lab specialist position,
and there will be additional unknown amount of revenue from the new contracts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The courier and
water sample collector, and EH Lab Specialist are justified based upon workload of the
department as indicated with the increased revenue in the department and improved efficiency of
the department.
BOARD ACTION: The Board on August 27, 2018, approved the 1.0 FTE for a courier and water
sample collector, and 1.0 FTE for an EH Lab Specialist. Al other items also approved as
recommended.
PERFORMANCE MEASURES
PROJECTED
ACTUAL
ESTIMATED
Work
Outputs*
Food
inspections,
activities,
complaints
3,578 3,900 3,900
Laboratory
analyses 21,316 18,000 24,000
Hazardous
Waste
Disposed
(ifs) 405,164 510,000
530,000
Household
Environmental
Planning
Reviews 625 593 650
I.S.D.S. permits
and
inspections
1409 1,374
1430
Waste
inspections, complaints,
spill
reports 250 250 260
Biosolids
Inspections,
activities, complaints
184
155 184
Efficiency Measures
per 10,000/capita
.845
.833 .890
FTE's
Per capita cost (county support)
$2.56 $4.58
$5.03
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
383
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: 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
BUDGETED
REQUESTED
NEXT
FINAL
FY
ACTUAL
LAST
FY
CURRENT
FY
NEXT
FY
Personnel Services
$ 225,607
$ 220,900
$ 198,222
$ 198,222
Supplies
37,025
3,390
3,390
3,390
Purchased
Services
10,042
94,550
106,196
106,196
Fixed Charges
20,539
20,901
23,499
23,499
Capital
0
0
0
0
Gross County
Cost
$ 293,213
$ 339,741
$ 331,307
$ 331,307
Revenue
251,801
273,284
270,389
270,389
Net County Cost
$ 41,412
$ 66,457
$ 60,918
$ 60,918
Budgeted
Positions
2.5
2.0
2.0 a
2.0
SUMMARY OF CHANGES: No increase in FTE for 2019 and staffing will remain unchanged (2.0
FTE); a slight decrease in Personnel Costs of $22,678 due to a long-time EPI staff position retired,
resulting in salary and benefits savings in Personnel.
Supplies has remained neutral with no increased costs ($0). Purchased Services has increased
($11,646) due to increased costs associated with medical response equipment and supplies.
Fixed Charges have increased ($2,598) due to increases in County IT services, and department
operations expenses.
Revenue has decreased slightly ($2,895) due to a funding adjustment by the State Office. Overall,
Gross County Costs is down ($8,434) due to savings in Personnel. Net County Cost is also
decreased by ($5,539).
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
384
PUBLIC HEALTH EMERGENCY PREP
(CONTINUED)
2500-41500
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
FT E's per 101000 capita
Per capita cost (county support)
.066 .063 .061
$0.14 $0.21 $0.19
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit RequestSummary.
385
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT
BUDGET UNIT TITLE AND NUMBER: Public Health Clinical Services - - 2590-41600
DEPARTMENT DESCRIPTION: The division holds clinics for immunizations, family planning,
international travel health, STI's, foster child physicals, and women's health. It provides
immunizations, screening, counseling, communicable disease surveillance, containment,
treatment, and teaching. Provides home visits for health promotion, evaluation, health
assessment, and community activities.
RESOURCES
BUDGETED
REQUESTED
FINAL
NEXT FY
ACTUAL
41300
41 00
CURRENT FY
NEXT FY
LAST FY
Personnel
Services
$ 2,687,470
$ 3,614,478
$ 0
$ 0
Supplies
277,434
501,924
0
0
Purchased
Services
560,933
986,568
0
0
Fixed
Charges
295,490
468,338
0
0
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 3,821,327
$ 5,571,308
$ 0
$ 0
Revenue
2,198,954
2,625,584
0
0
Net
County
Cost
$ 1,622,373
$ 2,945,724
$ 0
$ 0
Budgeted
Positions
41.35
42.2
0
0
RESOURCES
REQUESTED
NEXT
FINAL
FY
ACTUAL
LAST
FY
BUDGETED
41600
CURRENT
FY
NEXT
FY
Personnel
Services
$ 0
$ 1,778,465
$1,560,371
$1,560,371
Supplies
0
429,778
380,985
380,985
Purchased Services
0
564,412
495,758
495,758
Fixed
Charges
0
238,881
228,084
228,084
Contra Expense
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 0
$ 3,011,536
$ 2,665,198
$ 2,665,198
Revenue
0
1,225,243
1,033,415
1,033,415
Net
County
Cost
$ 0
$ 1,786,293
$ 1,631,783
$ 1,631,783
19.658
17.35
17.35
Budgeted
Positions
$ 0
386
PUBLIC HEALTH CLINIC SERVICES
(CONTINUED)
2590-41600
SUMMARY OF CHANGES:
In 2017 the division of Public Health Services, also known as Nursing, was split into two divisions,
Community Health Services (CHS) (41300) and Public Health Clinical Services (PHCS) (41600).
The two tables above are meant to disseminate historical information for 2017 and 2018 and the
expenditures and revenues for the Public Health Clinical Services division in 2019.
Overall, net county costs in the Public Health Clinical Services division will decrease by $154,510
as a result of the continuing restructure of Health Department resources that began in 2017. A►
closely corresponding increase in net county costs will occur in the Community Health Services
division.
Personnelexpenditures are projected to decrease by $218,094 in the Public Health Clinical
Services division. This is due to the reduction of 2.3 FTE in this division as a result of attrition
following the retirement of a 1.0 FTE and from shifting workloads of 1.3 FTE from this division into
other divisions. This reduction was off -set by planned step increases and a cost of living
adjustment in 2019.
Projected expenditures related to Supplies, Purchased Services and Fixed Charges will decline
by $128,244 in 2019, due to the realignment of resources between divisions in the Health
Department.
Overall revenue is expected to decrease by approximately $191,828 in 2019. This projection is
made following a large decline in 2017 of Health First Colorado (formerly known as Medicaid)
reimbursements for our clinical services. This is due to lower reimbursements rates for covered
services; more claims denials as fewer services are being covered; fewer patient visits in our
clinics as more patients are covered by private insurance or Health First and are seeking the
services from their primary care providers; and a demographic shift in the types of patients
accessing our services. Our projected grant revenues are down in some programs and up in other
programs, causing a net decrease in grant funding as there is a shift in focus for the types of
programs and services we are offering at the Health Department.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
387
PUBLIC HEALTH CLINIC SERVICES
(CONTINUED)
2590-41600
PERFORMANCE MEASURES
Work Outputs
Immunization/Communicable Disease Program
Immunization Visits
Vaccinations Given (North)
Vaccinations Given (South)
Outreach Events
Telethon Contacts -Outreach Calls
Travel Immunization/1693 Clinic Visits
Travel Vaccines Given
Family Planning Visits
MD Clinic Visits
Sexually Transmitted Infections Visits
Women's Wellness Connection (WWC) Visits
WISEWOMAN S EW O M A► N Visits
WWC — Targeted Outreach — Clients Contacted
Community Outreach (Women's Health/Foster)
ACTUAL ESTIMATED PROJECTED
2,111
31164
1,073
8
4,332
410
532
3300
79
330
199
108
1,356
0
2,000
5,000
900
12
5,700
200
550
2,800
120
350
240
160
7,800
50
2,150
3,500
1,000
12
5,000
450
600
3400
90
375
225
170
2,000
75
Efficiency Measures - 41300 & 41600
FTE's per 10,000/capita
Per capita cost (county support)
Efficiency Measures - 41600
FTE's per 10,000/capita
Per capita cost (county support)
1.38
$5.34
0.0
$0.00
1.34
$9.34
0.623
$5.67
0
$0.00
0.533
$5.01
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Health goals
following Department of Public Health and Environment Budget Unit Request Summary.
388
SEVEN YEAR TREND
Human Services
$9
$7
$6
0
z
O
2 $4
$5
$3
$1
$0
•
2013 2014 2015 2016 2017 2018 2019
HUMAN SERVICES FUND SUMMARY
The Human Services Fund is funded at $8,305,800 for 2019, which is up $1,084,424 or 15.02
percent from the previous year. There are shifts in funding by program. The Community Services
Block Grant is up $105,524, and Senior Nutrition programs are up $240,864. Department of Labor
programs are up $767,100. Area Agency on Aging is up $240,864 or 7.09 percent. These
programs are returning to the 2017 funding level, which is more typical than the 2018 funding
level was.
Being totally reliant upon state and federal funding sources, Human Services continues to operate
in an uncertain environment. The Human Services Fund budget has been constructed based
upon the best available information on the funding levels. It is very likely that many of the amounts
will be changed between now and the actual execution of the 2019 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
$2,813,100 for 2019. In addition, the Job Service contract will be $753,600 down $106,400.
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, The AmeriCorps program has an excess of $80,900 in revenues over expenses.
Therefore, the Human Services Fund has a net total of $68,549 in revenues over expenses for
2019.
Other programs of the Human Services Fund remain relatively stable programmatically with the
following 2019 funding levels:
Area Agency on Aging
Senior Nutrition
CSBG
$ 3,636,200
$ 703,100
$ 399,800
In the above programs, Weld County must continue to be responsive and reactive to federal and
state administrative and budget changes in 2019.
390
HUMAN SERVICES
SUMMARY OF REVENUES
2019
Fund O rq Acct Account Title
2650
2650
2650
2625
2625
2625
2625
2625
2625
2625
2625
2625
2625
2625
2625
2625
2625
267895
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
265995
2650
265995
2650
2650
2650
2650
265995
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2650
2560
INTERGOVERNMENTAL
61751 4314 USDA
61765 4314 USDA
61775 4314 USDA
61400 4320 FEDERAL GRANTS
61401 4320 FEDERAL GRANTS
61420 4320 FEDERAL GRANTS
61422 4320 FEDERAL GRANTS
61430 4320 FEDERAL GRANTS
61440 4320 FEDERAL GRANTS
61441 4320 FEDERAL GRANTS
61450 4320 FEDERAL GRANTS
61451 4320 FEDERAL GRANTS
61460 4320 FEDERAL GRANTS
61461 4320 FEDERAL GRANTS
61470 4320 FEDERAL GRANTS
61480 4320 FEDERAL GRANTS
61505 4320 FEDERAL GRANTS
61601 4320 FEDERAL GRANTS
61700 4320 FEDERAL GRANTS
61701 4320 FEDERAL GRANTS
61705 4320 FEDERAL GRANTS
61710 4320 FEDERAL GRANTS
61715 4320 FEDERAL GRANTS
61720 4320 FEDERAL GRANTS
61730 4320 FEDERAL GRANTS
61740 4320 FEDERAL GRANTS
61745 4320 FEDERAL GRANTS
61750 4320 FEDERAL GRANTS
61755 4320 FEDERAL GRANTS
61760 4320 FEDERAL GRANTS
61765 4320 FEDERAL GRANTS
61770 4320 FEDERAL GRANTS
61775 4320 FEDERAL GRANTS
61780 4320 FEDERAL GRANTS
61785 4320 FEDERAL GRANTS
61790 4320 FEDERAL GRANTS
61935 4320 FEDERAL GRANTS
61940 4320 FEDERAL GRANTS
61945 4320 FEDERAL GRANTS
61785 4321 MEDICAID
61790 4340 GRANTS
61805 4340 GRANTS
61835 4340 GRANTS
61840 4340 GRANTS
61841 4340 GRANTS
61845 4340 GRANTS
61850 4340 GRANTS
61865 4340 GRANTS
61866 4340 GRANTS
61875 4340 GRANTS
61880 4340 GRANTS
61885 4340 GRANTS
61890 4340 GRANTS
61895 4340 GRANTS
61900 4340 GRANTS
61905 4340 GRANTS
61915 4340 GRANTS
61920 4340 GRANTS
61925 4340 GRANTS
61930 4340 GRANTS
61931 4340 GRANTS
61932 4340 GRANTS
61701 711000 TRANSFER
TOTAL INTERGOVERNMENTAL
CHARGE FOR SERVICES
2645 61200 4410 CHARGE FOR SERVICES
2646 61300 4410 CHARGE FOR SERVICES
TOTAL CHARGE FOR SERVICES
DONATIONS
2650 61750 4690 DONATIONS
TOTAL HUMAN SERVICES
2018
Budget
50,000
75,005
7,279
0
400,000
185,000
145,000
50,000
320,000
0
116,250
348,750
810,000
40,000
0
0
20,490
294,276
0
105,206
46,900
35,244
10,000
7,500
53,900
19,900
10,000
343,000
86,000
12,848
0
2,043
0
1,756,300
18,843
49,000
14,966
39,042
40,000
0
0
10,000
103,625
135,000
48,000
18,800
189,851
32,500
30,000
48,000
61,000
0
59,477
0
5,000
25,509
92,000
58,000
27,247
135,000
0
0
12,351
6,604, 102
270,000
125,000
2019
Request
45,550
0
0
715,000
0
360,000
0
0
0
540,000
116,500
618,500
477,600
40,000
8,000
268,000
8,000
399,800
95,649
0
40,000
82,000
0
0
45,000
17,000
16,000
400,000
45,550
15,000
65,000
2.500
11,100
1,978,500
0
0
6,500
27,800
63,700
13,100
50,000
10,000
37,250
127,650
52,700
14,700
243,600
0
108,550
0
104,300
84,100
0
41,800
0
35,400
75,600
0
0
30,350
94,500
34,500
12,351
7,678,700
296,000
200,000
2019
Recommend
45,550
0
0
715,000
0
360,000
0
0
0
540,000
116,500
618,500
477,600
40,000
8,000
268,000
8,000
399,800
95,649
0
40,000
82,000
0
0
45,000
17,000
16,000
400,000
45,550
15,000
65,000
2,500
11,100
1,978,500
0
0
6,500
27,800
63,700
13,100
50,000
10,000
37,250
127,650
52,700
14,700
243,600
0
108,550
0
104,300
84,100
0
41,800
0
35,400
75,600
0
0
30,350
94,500
34,500
12,351
7,6781700
296,000
200,000
2019
Final
45,550
0
0
715,000
0
360,000
0
0
0
540,000
116,500
618,500
477,600
40,000
8,000
268,000
8,000
399,800
95,649
0
40,000
82,000
0
0
45,000
17,000
16,000
400,000
45,550
15,000
65,000
2,500
11,100
1,978,500
0
0
6,500
27,800
63,700
13,100
50,000
10,000
37,250
127,650
52,700
14,700
243,600
0
108,550
0
104,300
84,100
0
41,800
0
35,400
75,600
0
0
30,350
94,500
34,500
12,351
7,678,700
296,000
200,000
395,000
496,000
496,000
496,000
172,274
212,000
212,000
212,000
7.171.376
8.386.700
8.386.700
8.386.700
HUMAN SERVICES
SUMMARY OF EXPENDITURES
2019
Fund Org
2625 61401
2625 61420
2625 61422
2625 61430
2625 61440
2625 61441
2625 61450
2625 61451
2625 61460
2625 61461
2625 61470
2625 61480
2625 61505
2645 61200
2646 61300
2650 61701
2650 61705
2650 61710
2650 61715
2650 61720
2650 61730
2650 61740
2650 61745
2650 61750
2650 61751
2650 61755
2650 61760
2650 61765
2650 61770
2650 61775
2650 61785
2650 61805
2650 61835
2650 61840
2650 61841
2650 61845
2650 61850
2650 61855
2650 61860
2650 61865
2650 61866
2650 61875
2650 61880
2650 61885
2650 61890
2650 61895
2650 61900
2650 61905
2650 61915
2650 61920
2650 61925
2650 61930
2650 61935
2650 61940
2650 61945
265995 61780
265995 61790
267895 61601
267895 61610
267895 61620
267895 61630
267895 61640
267895 61650
Expenditure Function
WIOA ADULT
WIOA DILOCATED WORKER
WIOA DW ENHANCED
WIOA DW UI PILOT
VVIOA DW NEG
WIOA SP-NEG
WIOA YOUTH IN SCHOOL
WIOA YOUTH OUT OF SCHOOL
WAGNER/PEYSER
SUMMER JOB HUNT
MIGRANT SEASONAL FARM WORKER 10%
EMPLOYMENT SUPPORT
WIOA PERFORMANCE INCENTIVE
EDUCATION LAB
AMERICORPS
AAA ADMIN
AAA PART B LEGAL
AAA PART B OMBUDSMAN
AAA PART B HOMEMAKER
AAA PART B PERSONAL CARE
AAA PART B COUNSELING
AAA PART B OUTREACH
AAA PART B TRANSPORTATION
AAA PART C 1
AAA NSIP
I P
AAA C 2
AAA PART D
AAA CHF
F
AAA ELDER ABUSE
AAA SPECIAL OMBUDSMAN
AAA CCT
AAA VALE
AAA STATE ADMIN
AAA STATE INFORMATION AND ASSISTANC
AAA STATE HEALTH PROMOTIONS
AAA STATE EDUCATION
AAA STATE OMBUDSMAN
AAA STATE HOMEMAKER
AAA STATE PERSONAL CARE
AAA STATE OUTREACH
AAA STATE CASE MANAGEMENT
AAA STATE COUNSELING
AAA STATE CHORE
AAA STATE TRANSPORTATION
AAA STATE PART C1
AAA STATE PART C2
AAA STATE SHELF STABLE MEALS
AAA STATE VISUALLY IMPAIRED
AAA STATE DENTAL VISION & HEARING
AAA STATE SENIOR CENTER OPERATIONS
AAA STATE PART E RESPITE
AAA STATE SOUTH COUNTY RVNA
AAA PART E GRANDPARENTING
AAA PART E CAREGIVER
AAA PART E RESPITE
SINGLE ENTRY POINT
HOME CARE ALLOWANCE
CSBG EF
CSBG ADIV IN
CSBG AAAA LINKAGES
CSBG EMERGENCY SERVICES
CSBG TANF EMPLOYMENT INTERSHIP
CSBG AMERICORPS SERVICES
TOTAL HUMAN SERVICES
2018
Bud et
400,000
185.000
145.000
50.000
320.000
0
116,250
348.750
860.000
40,000
0
0
20,490
270.000
125.000
117,557
46,900
35,244
10,000
7,500
53,900
19,900
10,000
515,274
50,000
86,000
12,848
75,005
2,043
7,279
18,843
10.000
103.625
135,000
48.000
18,800
189,851
0
0
32,500
30,000
48,000
61.000
0
59.477
0
5,000
25,509
92.000
58.000
27,247
135,000
14.966
39.042
40,000
1.756.300
49.000
63.600
12,100
46,500
55,450
86,700
29.926
2019
Re uest
715,000
360,000
0
0
0
540,000
116,500
618,500
477,600
40,000
8,000
268,000
8.000
296,000
119,100
108,000
40,000
82,000
0
0
45,000
17,000
16,000
612,000
45,550
45,550
15,000
65,000
2,500
11,100
13,100
10,000
37,250
127,650
52,700
14,700
243,600
94,500
34,500
0
108,550
0
104,300
84,100
0
41,800
0
35,400
75,600
0
0
30,350
6,500
27,800
63,700
1,978,500
50,000
66,400
7,400
235,200
90,800
0
0
2019
Recommend
715,000
3 60, 000
0
0
0
540,000
116,500
618,500
477,600
40,000
8,000
268,000
8,000
296,000
119,100
108,000
40,000
82,000
0
0
45,000
17,000
16,000
612,000
45,550
45,550
15,000
65,000
2,500
11,100
13,100
10,000
37,250
127,650
52,700
14,700
243,600
94,500
34,500
0
108,550
0
104,300
84,100
0
41,800
0
35,400
75,600
0
0
30,350
6,500
27,800
63,700
1,978,500
50,000
66,400
7,400
235,200
90,800
0
0
2019
Final
715,000
360,000
0
0
0
540.000
116.500
618.500
477,600
40,000
8,000
268.000
8,000
296.000
119.100
108,000
40,000
82,000
0
0
45,000
17,000
16,000
612.000
45,550
45,550
15,000
65,000
2,500
11,100
13,100
10.000
37.250
127,650
52.700
14,700
243.600
94,500
34.500
0
108,550
0
104,300
84.100
0
41,800
0
35,400
75,600
0
0
30,350
6,500
27,800
63.700
1.978.500
50.000
66,400
7,400
235,200
90.800
0
0
7,221,376
8,305,800
8,305,800
8,305,800
392
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
NEXT
FINAL
FY
BUDGETED
REQUESTED
LAST
FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 5,176,528
$ 4,953,733
$ 5,893,800
$ 5,893,800
Supplies
292,377
248,694
286,300
286,300
Purchased
Services
1,970,216
2,018,949
2,125,700
2,125,700
Fixed
Charges
0
0
0
0
Gross County Cost
$ 7,439,121
$ 7,221,376
$ 8,305,800
$ 8,305,800
Revenue
7,908,092
7,159,025
8,374,349
8,374,349
Net
County Cost
$ - 468,971
$ 62,351
$ - 68,549
$ - 68,549
Budget Positions
83
85
87
87
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.
393
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Wagner/Peyser - - 2625-61460 [Formerly 60000-2626]
DEPARTMENT DESCRIPTION: Administer all Job Service activities in Weld County.
RESOURCES
ACTUAL
LAST
FY
FINAL
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
NEXT
FY
Personnel
Services
$799,939
$ 750,000
$ 650,000
$ 650,000
Supplies
73,027
80,000
38,600
38,600
Purchased
Services
75,018
30,000
65,000
65,000
Gross County
Cost
$ 947,984
$ 860,000
$ 753,600
$ 753,600
Revenue
953,097
810,000
753,600
753,600
Net
County Cost
$ - 5,113
$ 50,000
$ 0
$ 0
Budget
Positions
18
19
19
19
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
.
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Clients
Efficiency
served
Measures
10,110 13,000 9,747
Per capita
Effectiveness
cost
Measures (desired results)
$ 3.112 $ 2.728 $ 2.313
Job
placements 60.1% 52.5% 59.0%
394
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Summer Job Hunt - 2625-61461 [Formerly 60000-2627]
DEPARTMENT DESCRIPTION: Administer youth employment program for the summer months.
RESOURCES
FINAL
NEXT
FY
BUDGETED
REQUESTED
ACTUAL
CURRENT
FY
LAST
FY
NEXT
FY
Personnel Services
$ 37,523
$ 33,975
$ 31,500
$ 31,500
Supplies
112
25
2,600
2,600
Purchased Services
2,365
6,000
5,900
5,900
Gross County Cost
$ 40,000
$ 40,000
$ 40,000
$ 40,000
Revenue
40,000
40,000
40,000
40,000
Net
County Cost
0
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 2019. Funding, however, will likely be provided for
the program.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Clients served
Efficiency Measures
2,246 2,250 2,700
Per capita
cost
$ 0.131 $ 0.127 $ 0.123
395
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SFRVICFS Fl JNl7
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
FINAL
NEXT FY
BUDGETED
REQUESTED
ACTUAL
CURRENT
FY
LAST
FY
NEXT
FY
Personnel Services
$ 401,067
$ 220,000
$ 410,000
$ 410,000
Supplies
3,025
1,000
5,000
5,000
Purchased Services
266,541
179,000
300,000
300,000
Fixed Charges
0
0
0
0
Gross County Cost
$ 670,633
$ 400,000
$ 715,000
$ 715,000
Revenue
670,633
400,000
715,000
715,000
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budget
Positions
6
6
6
6
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
•
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
245
$ 2.202
75.2%
217 221
$ 1.269 $ 2.195
74.9% 79.6%
396
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.
DEPARTMENT DESCRIPTION: This program provides employment and training
programs for in -school and out -of -school youth.
RESOURCES
REQUESTED
FINAL
CURRENT
BUDGETED
FY
ACTUAL
NEXT
FY
LAST
FY
NEXT
FY
Personnel Services
$ 309,057
$ 390,000
$ 525,000
$ 525,000
Supplies
2,764
3,000
5,000
5,000
Purchased
Services
155,087
72,000
205,000
205,000
Fixed Charges
0
0
0
0
Gross County
Cost
$ 466,908
$ 465,000
$ 735,000
$ 735,000
Revenue
466,908
465,000
735,000
735,000
Net
County
Cost
$ 0
$ 0
$ 0
$ 0
Budget
Positions
8
8
8
8
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Youth served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired resu Its)
Entered Employment rate (Older Youth)
ACTUAL ESTIMATED PROJECTED
217 198 195
$ 1.533 $ 1.475 $ 2.256
56.9% 65.0% 70.7%
Skill Attainment rate (Younger Youth) 59.9%
57.5% 58.5%
397
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: 10% Incentive Grant (CIMS) 60000-2639
DEPARTMENT DESCRIPTION: To foster the development and continuous improvements of
the Weld County region workforce system.
RESOURCES
ACTUAL
LAST FY
FINAL
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 20,490
$ 20,490
$ 8,000
$ 8,000
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Gross County
Cost
$ 20,490
$ 20,490
$ 8,000
$ 8,000
Revenue
20,490
20,490
8,000
8,000
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
--
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
$ 0.067
$ 0.065 $0.025
398
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
LAST
FY
FINAL
REQUESTED
CURRENT
BUDGETED
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
Gross County
Cost
$ 0
$ 0
$ 0
$ 0
Revenue
0
0
0
0
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budget
Positions
- -
..
- -
- -
SUMMARY OF CHANGES: No funding in 2019
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Efficiency Measures
Per capita cost
I _
$0 $0 $0
399
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
WIOA (Dislocated Worker Prog)
BUDGET UNIT TITLE AND NUMBER: 2625-61420/61430/61440 [Formerly 60000-26431
DEPARTMENT DESCRIPTION: This program provides retraining for laid off clients.
RESOURCES
FINAL
NEXT FY
BUDGETED
REQUESTED
ACTUAL
CURRENT
FY
LAST
FY
NEXT
FY
Personnel Services
$ 600,594
$ 374,100
$ 600,000
$ 600,000
Supplies
5,816
27,500
4,000
4,000
Purchased Services
131,134
298,400
296,000
296,000
Fixed Charges
0
0
0
0
Gross County
Cost
$ 737,544
$ 700,000
$ 900,000
$ 900,000
Revenue
825,690
700,000
900,000
900,000
Net
County Cost
$ - 55,146
$ 0
$ 0
$ 0
Budget
Positions
2
2
2
2
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
•
ACTUAL ESTIMATED PROJECTED
Work Outputs
Clients served
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Entered employment rate
135 144 122
$ 2.421 $ 2.220 $ 2.762
78.43% 75.6% 80.3%
400
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: Educational Lab - 2645-61200 [Formerly 60000-2645]
DEPARTMENT DESCRIPTION: This fund covers the cost of operating the Computer Education
Lab.
RESOURCES
ACTUAL
LAST FY
FINAL
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 130,339
$ 175,000
$ 200,000
$ 200,000
Supplies
31,773
75,000
75,000
75,000
Purchased
Services
33,013
20,000
21,000
21,000
Gross County
Cost
$ 195,125
$ 270,000
$ 296,000
$ 290,000
Revenue
255,890
270,000
290,000
290,000
Net
County Cost
$ - 60,765
$ 0
$ 0
$ 0
Budget Positions
4
4
4
4
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Clients served
Efficiency Measures
1,003 2,500 2,500
Per capita
Effectiveness
cost
Measures
(desired
resu Its)
$ 0.641
$ 0.856 $ 0.909
GED's
obtained
78 120 120
401
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
BUDGET UNIT TITLE AND NUMBER: AmeriCorps Prog - 2646-61300 [Formerly 60000-2646]
DEPARTMENT DESCRIPTION: The AmeriCorps Program is a youth corps work program.
RESOURCES
ACTUAL
LAST
FY
CURRENT
BUDGETED
FY
REQUESTED
FY
NEXT
FINAL
FY
NEXT
Personnel
Services
112,665
$ 95,000
$ 105,000
$ 105,000
Supplies
6,750
4,800
4,800
4,800
Purchased Services
27,858
25,200
9,300
9,300
Fixed Charges
0
0
0
0
Gross County Cost
$ 147,273
$ 125,000
$ 119,100
$ 119,100
Revenue
266,399
125,000
200,000
200,000
H Net
County Cost
---
$ 119,128
$ 0
$ 80, 900
$ 80,900
Budget
Positions
1
1
1
1
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
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: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work Outputs
Participants in program 17 42
Efficiency Measures
42
Per capita
Effectiveness
cost
Measures
(desired
resu Its)
$ 0.483 $ 0.396 $ 0.366
Clients
completing
program 0 42
42
402
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Admin.) 2650-61700
BUDGET UNIT TITLE AND NUMBER: [Formerly A0000 -2A51]
DEPARTMENT DESCRIPTION: This Older American's Act Grant administers the Senior
programs of the Area Agency on Aging.
RESOURCES
ACTUAL
LAST FY
FINAL
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 94,270
$ 107,300
$ 98,500
$ 98,500
Supplies
436
0
0
0
Purchased
Services
4,959
10,257
9,500
9,500
Gross County
Cost
$ 99,665
$ 117,557
$ 108,000
$ 108,000
Revenue
99,846
105,206
95,649
95,649
Net
County Cost
$ - 181
$ 12,351
$ 12,351
$ 12,351
Budget Positions
3
3
3
3
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Programs administered
Efficiency Measures
Per capita cost (other)
ACTUAL ESTIMATED PROJECTED
11 11 11
$ 0.327 $ 0.373 $ 0.331
403
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME. HUMAN SERVICES FUND
AAA (Support) 2650-61705/61710/61715/61720/61725/
BUDGET UNIT TITLE AND NUMBER: A1730/A1735/A1740/ 1745 [Former y &f)000 -7A52]
DEPARTMENT DESCRIPTION: This grant provides several contracted services to the elderly;
legal counseling, ombudsman services, homemaker services, personal care, peer counseling,
outreach, and transportation.
RESOURCES
ACTUAL
LAST
FY
FINAL
CURRENT
BUDGETED
FY
REQUESTED
NEXT
FY
NEXT FY
Personnel
Services
$ 26,813
$ 23,944
$ 80,000
$ 80,000
Supplies
0
0
0
0
Purchased Services
159,092
159,500
120,000
120,000
Gross County
Cost
$ 185,905
$ 183,444
$ 200,000
$ 200,000
Revenue
185,905
183,444
200,000
200,000
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budget
Positions
4
4
5
5
SUMMARY OF CHANGES: The department is asking for an additional Long -Term Care
Ombudsman (Grade 23). Ombudsman are advocates and complaint investigators in long term
care facilities. Due to the growing number of long term care facilities that are moving into Weld
County area, the department anticipates the need to add an additional Ombudsman to respond
to this need.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval, including the
additional position.
BOARD ACTION: Approved as recommended, including the additional position.
404
HUMAN SERVICES AREA ON AGING
(CONTINUED)
60000-2650
PERFORMANCE MEASURES
ACTUAL ESTIMATED PROJECTED
Work Outputs
Outreach — Hispanic Senior Outreach
Peer Counseling
Legal consultation/representation
Homemaker and personal care
Ombudsman Services
600 600 600
3,500 3,5O0 3,500
700 700 700
3,600 3,6O0 3,600
1,600 1,600 1,600
Transportation 797 800 800
Efficiency Measures
Per capita cost $ 0.610
Effectiveness Measures (desired resu Its)
Work output goals are maintained Yes Yes Yes
$0.582 $0.614
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Congregate Meal Program)
BUDGET UNIT TITLE AND NUMBER: 7650-A1750 [Former y A0000 -2A53]
DEPARTMENT DESCRIPTION: This grant provides meals to the senior population at 23
nutrition sites around the county.
RESOURCES
ACTUAL
LAST FY
FINAL
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 145,953
$ 164,600
$ 180,000
$ 180,000
Supplies
9,027
19,774
12,000
12,000
Purchased
Services
333,337
330,900
420,000
420,000
Fixed
Charges
0
0
0
0
Gross County Cost
$ 488,917
$ 515,274
$ 612,000
$ 012,000
Revenue
494,099
515,274
612,000
612,000
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 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Meals served
Efficiency Measures
Per capita cost
ACTUAL ESTIMATED PROJECTED
50,000 50,000 50,000
$ 1.605 $ 1.034 $ 1.878
406
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Home Delivered Meals)INSIP
BUDGET UNIT TITLE AND NUMBER: 7650-61751 /61755 [Former y Awn -2654j
DEPARTMENT DESCRIPTION: This grant provides home delivered meals through Meals on
Wheels.
RESOURCES
ACTUAL
LAST FY
FINAL
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
172,529
136,000
91,100
91,100
Gross County
Cost
$ 172,529
$ 136,000
$ 91,100
$ 91,100
Revenue
172,529
136,000
91,100
91,100
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
--
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Out
•
uis
Meals
Efficiency
Served
Measures
22,000 22,000 22,000
Per capita cost
Effectiveness
Work output
goals
Measures (desired
are maintained.
results)
$ 0.566 $ 0.431 $ 0.280
Yes Yes Yes
407
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME. HUMAN SERVICES FUND
Area Agency on Aging (Health Services) 2650-61760
BUDGET UNIT TITLE AND NUMBER: (Fnrmery A0000 -2A55]
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community.
This grant supports evidence -based health programs.
RESOURCES
ACTUAL
LAST FY
FINAL
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 8,264
$ 12,600
$ 15,000
$ 15,000
Supplies
0
0
0
0
Purchased
Services
118
248
0
0
Gross County Cost
$ 8,382
$ 12,848
$ 15,000
$ 15,000
Revenue
8,382
12,848
15,000
15,000
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
1
1
1
1
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Clients
Efficiency►
served
Measures
200 200 200
Per capita cost
Effectiveness
Measures
(desired
results)
$ 0.028 $ 0.041 $ 0.046
Work output
goals
are maintained
Yes Yes Yes
408
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME. HUMAN SERVICES FUND
Area Agency on Aging (Co. Health Foundation)
BUDGET UNIT TITLE AND NUMBER: 2A50-A17AS [Former y A0000-7A5A]
DEPARTMENT DESCRIPTION: This grant provides health services to the senior community,
providing long-term care information and assistance for individuals 18 years of age and older.
RESOURCES
ACTUAL
LAST FY
FINAL
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 7,237
$ 74,005
$ 65,000
$ 65,000
Supplies
0
0
0
0
Purchased
Services
263
1,000
0
0
Gross County
Cost
$ 7,500
$ 75,005
$ 65,000
$ 65,000
Revenue
7,096
75,005
65,000
65,000
Net
County Cost
$ 404
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
..
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Efficiency
Measures
Per capita cost
Effectiveness Measures
(desired
resu Its)
Si 0.025 $ 0.238 $ 0.200
Work
output
goals
are maintained
Yes Yes Yes
409
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 60000-26571
DEPARTMENT DESCRIPTION: This grant provides for educational training to the community
on elder abuse.
RESOURCES
ACTUAL
LAST FY
FINAL
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 2,253
$ 2,043
$ 2,500
$ 2,500
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Gross County Cost
$ 2,253
$ 2,043
$ 2,500
$ 2,500
Revenue
2,253
2,043
2,500
2,500
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budget
Positions 1
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Ombudsman Services
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Education of long term staff
ACTUAL ESTIMATED PROJECTED
0 20 20
$ 0.007 $ 0.006 $ 0.008
Yes
Yes Yes
410
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
FINAL
NEXT
FY
BUDGETED
REQUESTED
ACTUAL
CURRENT
FY
LAST
FY
NEXT
FY
Personnel Services
$ 6,967
$ 7,279
$ 11,100
$ 11,100
Supplies
0
0
0
0
Purchased Services
0
0
0
0
Gross County Cost
$ 6,967
$ 7,279
$ 11,100
$ 11,100
Revenue
6,967
7,279
11,100
11,100
Net
County Cast
$ 0
$ 0
$ 0
$ 0
Budget
Positions
- -
- -
- -
- -
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Complaints investigated
Efficiency Measures
75 75 75
Per capita cost
Effectiveness
Measures
(desired
resu Its)
$ 0.023 $ 0.023 $ 0.034
Work outputs
are maintained Yes Yes Yes
411
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPA►RTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (Single Entry Point/HCA)
BUDGET UNIT TITLE AND NUMBER: 7A59g5-A17R0/A1790 [Fnrmery Aflflflf-265A95]
DEPARTMENT DESCRIPTION: This grant provides case management services to Medicaid
eligible clients.
RESOURCES
ACTUAL
LAST FY
FINAL
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 1,689,198
$ 1,772,900
$ 2,000,000
$ 2,000,000
Supplies
2,830
4,000
500
500
Purchased
Services
30,389
28,400
28,000
28,000
GrossCounty
Cost
$ 1,722,417
$ 1,805,300
$ 2,028,500
$ 2,028,500
Revenue
1,897,134
1,805,300
2,028,500
2,028,500
Net
County Cost
$ - 174,717
$ 0
$ 0
$ 0
Budget Positions
32
32
32
32
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Clients
Efficiency►
served
Measures
1,800 1,800 1,800
Per capita cost
Effectiveness
Measures
(desired
results)
$ 5.655 $ 5.726 $ 6.226
Divert
Medicaid
Eligible
clients
from 1,350 1,350 1,350
Institutional
care
to cost
effective home care
412
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (CCT) - - 2650-61785
BUDGET UNIT TITLE AND NUMBER: (Fnrmery 60000-7FiCfl]
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs, including Colorado Choice Transition (OCT).
RESOURCES
ACTUAL
LAST FY
FINAL
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 13,626
$ 17,000
$ 12,900
$ 12,900
Supplies
0
0
0
0
Purchased
Services
577
1,843
200
200
GrossCounty
Cost
$ 14,203
$ 18,843
$ 13,100
$ 13,100
Revenue
28,636
18,843
13,100
13,100
Net
County Cost
$ 14,433
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
--
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Efficiency Measures
Per capita
Effectiveness
cost
Measures
(desired
resu Its)
$ 0.047
$ 0.060 $ 0.040
Maintain
work output goals Yes Yes Yes
413
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (VALE) - - 2650-61805
BUDGET UNIT TITLE AND NUMBER: (Fnrmery F[lflllll-7FiC7]
DEPARTMENT DESCRIPTION: This area includes minor sources of funding that supplement
the aging programs. These funds supplement the ombudsman program.
RESOURCES
ACTUAL
LAST FY
FINAL
BUDGETED
REQUESTED
NEXT
FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 9,258
$ 9,300
$ 9,300
$ 9,300
Supplies
0
0
0
0
Purchased
Services
742
700
700
700
GrossCounty
Cost
$ 10,000
$ 10,000
$ 10,000
$ 10,000
Revenue
10,000
10,000
10,000
10,000
Net
County Cost
$ 0
$ 0
$ 0
$ 0
Budget Positions
- -
- -
- -
--
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Clients
Efficiency
served
Measures
600 600 600
Per capita cost
Effectiveness
Measures
(desired
results)
$ 0.033 $ 0.032 $ 0.031
Maintain
work
output
goals
Yes Yes Yes
414
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: HUMAN SERVICES FUND
Area Agency on Aging (State Funds)- 2650-61835-61925
BUDGET UNIT TITLE AND NUMBER: [Formerly 60000-2671]
DEPARTMENT DESCRIPTION: State General Fund appropriation intended to mirror Federal
Funding of the Older Americans Act: Administration, Information and Assistance, Health
promotions, Education, Ombudsman, Homemaker, Personal Care, Outreach, Case
Management, Adult Day Care, Counseling, Chore, Transportation, Congregate Meals, Home -
Delivered Meals, Visually Impaired, Reassurance, Dental -Vision -Hearing, Senior Centers
Operations, Respite.
RESOURCES
REQUESTED
FINAL
CURRENT
BUDGETED
FY
ACTUAL
NEXT
FY
LAST
FY
NEXT
FY
Personnel
Services
$ 483,602
$ 525,621
$ 550,000
$ 550,000
Supplies
158,219
28,195
185,000
185,000
Purchased
Services
430,624
515,193
400,000
400,000
Gross County
Cost
$ 1,067,445
$ 1,069,009
$ 1,085,000
$ 1,085,000
Revenue
1,059,157
1,059,009
1,085,000
1,085,000
Net
County Cost
$ - 1,712
$ 0
$ 0
$ 0
Budget
Positions
- -
1
2
2
SUMMARY OF CHANGES: The budget adds an additional position of AAA Dental/Vision and
Hearing Program Coordinator (Grade 23). Adding this position will assist with the Dental/Vision
and Hearing voucher program and provide Information and Assistance services to an ever-
growing Weld County senior population and their families. The Colorado Area Agency on Aging
network received an increase of 6 million dollars effective July 1, 2018 and this position will be
funded 100% through this funding.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Board approved
the new position midyear on August 8, 2018, and the position was 100% grant funded.
BOARD ACTION: Approved as recommended, including the additional position.
415
HUMAN SERVICES AREA ON AGING
(CONTINUED)
60000-2650
PERFORMANCE MEASURES
Work Outputs
Dental/Vision/Hearing Clients Served
Meals served
Other clients served
Efficiency Measures
Per capita cost
ACTUAL
160
23,000
13,000
$ 3.504
ESTIMATED PROJECTED
160
23,000
13,000
160
23,000
13,000
$ 3.390 $ 3.330
416
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 [Former y 60000-2673]
DEPARTMENT DESCRIPTION: This program provides support to family who are caring for
relatives at home.
RESOURCES
BUDGETED
FINAL
ACTUAL
LAST
FY
REQUESTED
NEXT FY
CURRENT FY
NEXT FY
Personnel Services
$ 38,006
$ 44,300
$ 31,000
$ 31,000
Supplies
16
0
0
0
Purchased
Services
40,018
49,708
67,000
67,000
Gross County Cost
$ 78,040
$ 94,008
$ 98,000
$ 98,000
Revenue
78,040
94,008
98,000
98,000
Net
County
Cost
$ 0
$ 0
$ 0
$ 0
Budget
Positions
1
1
I
1
SUMMARY OF CHANGES: No significant changes are anticipated in this program for 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Care giver Support - units of services 200 200 200
Efficiency Measures
Per capita cost
Effectiveness
Measures
(desired
results)
$ 0.256 $ 0.298 $ 0.301
Maintain
requirements
of grant Yes Yes Yes
417
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME HUMAN SERVICES FUND
Comm. Services Block Grant - - 267895 - 61600-61650
BUDGET UNIT TITLE AND NUMBER: tFormery 60000-267895]
DEPARTMENT DESCRIPTION: This grant provides a range of community services to the low
income and elderly of the community.
RESOURCES
BUDGETED
FINAL
ACTUAL
LAST
FY
REQUESTED
NEXT FY
CURRENT FY
NEXT FY
Personnel Services
$ 239,407
$ 134,276
$ 309,000
$ 309,000
Purchased Services
106,552
154,600
87,000
87,000
Supplies
2,982
5,400
3,800
3,800
Gross County Cost
$ 348,941
$ 294,276
$ 399,800
$ 399,800
Revenue
348,941
294,276
399,800
399,800
Net
County
Cost
$ 0
$ 0
$ 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: Approved as recommended.
PERFORMANCE MEASURES
Work Outputs
Employment opportunities low-income
unskilled adult labor force
Efficiency Measures
Per capita cost
Effectiveness Measures (desired results)
Work output goals maintained
ACTUAL ESTIMATED PROJECTED
2,000 2,000 2,000
$ 1.146 $ 0.933 $ 1.227
Yes
Yes Yes
418
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 $32,000,000 from property tax,
and $22,000,000 going into the fund balance. A beginning fund balance of $4,000,000 is
anticipated. An ending fund balance of $36,000,000 is projected, assuming no contingency funds
are needed in 2019. 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 $1,550,000. There is
an anticipated beginning fund balance of $1,700,000. The Department of Public Health and
Environment costs for the Household Hazardous Waste program is projected to be $395,905.
$40,000 is budgeted for community clean-ups, and $90,000 to fund the roadside trash pick-up
program with Useful Public Service clients. $181,133 is funded for solid waste inspections and
monitoring by the Health Department. $224,538 is budget for indirect costs. $833,424 is
unallocated for road projects or other items to mitigate landfill impacts.
CONSERVATION TRUST FUND:
The Conservation Trust Fund is budgeted at $440,579 based upon the anticipated operating costs
for 2019. 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.
419
CONSERVATION FUND
SUMMARY OF REVENUES
2019
Fund Orq Acct
2200 73700 4332 LOTTERY
Account Title
LOTTERY
MISCELLANEOUS
2200 73700 4610 EARNINGS ON INVESTMENTS
TOTAL CONSERVATION FUNC
2018
Budget
425,000
2,000
2019
Request
435,000
10,000
2019
Recommend
435,000
10,000
2019
Final
435,000
10,000
427.000
445.000
445,000 445.000
CONSERVATION TRUST
SUMMARY OF EXPENDITURES
2019
Fund Oro
Expenditure Function
2200 73700 CONSERVATION TRUST
2018
Budget
417,616
2019
Request
440,579
2019
Recommend
440,579
2019
Final
440,579
TOTAL CONSERVATION TRUST 417,616
440,579
440,579
440,579
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
BUDGETED
REQUESTED
NEXT
FINAL
FY
ACTUAL
CURRENT FY
NEXT FY
LAST FY
Personnel Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased Services
369,018
417,616
440,579
440,579
Fixed Charges
0
0
0
0
Capital
0
0
0
0
Gross County Cost
$ 369,018
$ 417,616
$ 440,579
$ 440,579
Revenue
442,564
427,000
445,000
445,000
Net County Cost
I $ - 73,546
$-9,384
$-4,421
$-4,421
SUMMARY OF CHANGES: Revenue from the Colorado Lottery is being projected at $435,000
and $10,000 from interest earnings. For 2019, the budget for the county buildings at Island Grove
Park is proposed at $624,579. Revenue from rents and facility use fees for 2019 is estimated at
$184,000. The county payment for 2019 maintenance is proposed at $440,579, which is a
increase of $22,963 from the 2018 payment. The increase is primarily in salaries and benefits,
and $4,129 for utilities and maintenance costs. 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.
Historically, when the final costs are reconciled with the City of Greeley at the end of the year the
amount paid by the county is less than budgeted.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
422
CONSERVATION TRUST FUND
(CONTINUED)
2200-73700
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
Historically, the following is the amount of money received annually since the lottery started:
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
$ 194,698
195,304
151,033
138,069
162,736
154,074
130,764
136,726
200,103
220,219
264,371
205,534
327,162
312,024
356,262
373,962
286,971
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
$358,802
361,050
391,780
385,070
361,926
371,213
453,233
423,260
430,795
408,648
386,999
376,031
411,891
450,659►
404,589►
358,431
487,550
436,368
The funds have been used for maintenance and development of Island Grove Park and the
Missile Site Park, with the exception of the following items:
Entity
1983:
Greeley
1984:
Greeley
1985:
Greeley
1986:
Greeley
LaSalle
Ault
Dacono
Windsor
Ft. Lupton
Independence Stampede
Purpose
Civic Auditorium
Civic Auditorium
Civic Auditorium
Civic Auditorium
Community Center
Park System
Park Improvements
Park Improvements
Pearsin Park Sports Complex
Headquarters Facility
Amount
$ 141,464
$ 143,000
$ 90,000
$ 51,500
10,000
7,500
3,000
6,000
10,000
5,000
Since 1987 all funds have gone to the two county parks. Beginning in 2002, only Island
Grove Park has been funded.
423
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:
I. 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.
Projects must have an area impact or significance.
Funds used for local community projects must have substantial local support.
Outside of existing county parks, no operating funds shall be contributed to
projects.
PERFORMANCE MEASURES
Work Outputs
Island Grove Park Visitors
Efficiency Measures
Per capita cost (county support)
Cost Per Visitor
ACTUAL
419,500
$1.21
$0.88
ESTIMATED PROJECTED
420,000 420,000
$1.32
$0.99
$1.35
$1.05
BOARD ACTION: Approved as recommended.
424
CONTINGENCY FUND
SUMMARY OF REVENUES
2019
Fund Orq Acct
Account Title
TAXES
23000 90300 4112 CURRENT PROPERTY TAXES
TOTAL CONTINGENCY FUND
2018
Budget
12,000,000
12.000.000
2019
Request
327000,000
32.000.000
2019
Recommend
2019
Final
32,000,000 327000,000
32.000.000 32.000.000
CONTINGENCY
SUMMARY OF EXPENDITURES
2019
Fund Oro
Expenditure Function
2300 90300 CONTINGENT
2018
Budget
2019
Request
10,000,000 10,000,000
2019
Recommend
10,000,000
2019
Final
10,000,000
TOTAL CONTINGENT FUND 10,000,000 10,000,000
10,000,000
10,000,000
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CONTINGENCY FUND
BUDGET UNIT TITLE AND NUMBER: Contingency Fund - - 2300-90300
DEPARTMENT DESCRIPTION: The Contingency Fund exists to cover reasonably unforeseen
expenditures or revenue short -falls.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
CURRENT
FY
REQUESTED
NEXT
NEXT
FINAL
FY
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Fixed
Charges
13,600,000
10,000,000
10,000,000
10,000,000
Capital
0
0
0
0
Gross County
Cost
$ 0
$ 10,000,000
$ 10,000,000
$ 10,000,000
Revenue/Fund
Bal.
5,612,779
-2,000,000
-22,000,000
-22,000,000
Net
County Cost
$ 7,987,221
$ 12,000,000
$ 32,000,000
$ 32,000,000
SUMMARY OF CHANGES: The Contingency Fund is funded at the level of $10,000,000 with
$32,000,000 from property tax, and $22,000,000 going into the fund balance. A beginning fund
balance of $4,000,000 is anticipated. An ending fund balance of $30,000,000 is projected,
assuming no contingency funds are needed in 2019. 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: Approved as recommended.
427
EMERGENCY RESERVE FUND
SUMMARY OF REVENUES
2019
Fund Orq Acct
2400 53100 4112
Account Title
TAXES
CURRENT PROPERTY TAXES
TOTAL EMERGENCY RESERVE FUND
2018
Budget
0
2019
Request
0
2019
Recommend
0
2019
Final
0
0
0
0 0
EMERGENCY RESERVE
SUMMARY OF EXPENDITURES
2019
Fund Or g Expenditure Function
2400 53100 EMERGENCY RESERVE
TOTAL EMERGENCY' RESERVE
2018 2019 2019 2019
Budget Reouest Recommend Final
0 0
429
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
BUDGETED
FINAL
REQUESTED
ACTUAL
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 eight -
million dollars or three -percent of the TABOR revenue limit, whichever is greater. This Emergency
Reserve Fund will no longer be used to budget or account for the TABOR emergency reserve.
FINANCE/ADMINISTRATION RECOMMENDATION: Concur with policy per GASB 54.
BOARD ACTION: Reaffirmed policy per GASB 54.
430
SOLID WASTE
SUMMARY OF REVENUES
2019
Fund Orq Acct
Account Title
CHARGE FOR SERVICES
2700 90200 4410 CHARGE FOR SERVICES
TOTAL SOLID WASTE
2018
Budget
1,500,000
1.500.000
2019
Request
1650,000
1.650.000
2019
Recommend
1,650,000
2019
Final
1 650,000
1.650.000 1.650.000
SOLID WASTE
SUMMARY OF EXPENDITURES
2019
Fund Org
2700
2700
2700
21240
90200
90200
Expenditure Function
TRANSFER
SOLID WASTE
TRANSFER
TOTAL SOLID WASTE
2018
Budget
85,000
2,188,741
639,035
2019
Request
85,000
987,962
577,038
2019
Recommend
85,000
9 87, 962
577,038
2019
Final
85,000
987,962
577,038
2,912376
1,650,000
1,650,000
1,650,000
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
BUDGETED
REQUESTED
FINAL
NEXT FY
ACTUAL
LAST FY
CURRENT 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: Approved as recommended.
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work Outputs
Number
Efficiency
of
Complaints
Measures
787 800 800
Per capita cost (county support) $0.279 $0.270 $0.261
GOALS/DESIRED OUTCOMES/KEY PERFORMANCE INDICATORS: See Sheriff Public
Safety Bureau (Budget Unit 1000-21200) goals.
433
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
CURRENT
BUDGETED
FY
REQUESTED
FINAL
NEXT
FY
ACTUAL
LAST
FY
1
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Purchased
Services
72,084
471,572
354,538
354,538
Fixed
Charges
802,611
643,428
1,210,462
1,210,462
Capital
0
0
0
0
Gross County Cost
$ 874,695
$ 1,115,000
$ 1,565,000
$ 1,565,000
Revenue/Fund
Bal.
2,138,399
1,200,000
1,650,000
1,650,000
Net
County Cost
$ - 1,263,704
$ - 85,000
$ - 85,000
$ - 85,000
SUMMARY OF CHANGES: The projected revenue estimate is $1,650,000 up $450,000 over last
year and consistent with recent revenue trends. The Department of Public Health and
Environment costs for the Household Hazardous Waste program is projected to be $305,005.
$40,000 is budgeted for community clean-ups, and $90,000 to fund the roadside trash pick-up
program with Useful Public Service clients. $181,133 is funded for solid waste inspections and
monitoring by the Health Department. $224,538 is budget for indirect costs. $633,424 is
unallocated for road projects or other items to mitigate landfill impacts.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
434
SOLID WASTE FUND
(CONTINUED)
2700-90200
PERFORMANCE MEASURES
ACTUAL ESTIMATED
PROJECTED
Work
Outputs
Landfill
Inspections
45
45
45
Household
Surcharge
Efficiency
Hazardous
Collected
Measures
Material
(HHM)
$445,405 $429,925
$2,138,399 $1,500,000
$395,905
$1,550,000
Per capita cost (collected)
$7.02 $4.75
$5.06
Per capita HHM cost $1.52 $1.36 $1.22
435
436
SEVEN YEAR TREND
Capital Expenditures
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
C
d
C
0
N."
2013
tea
3
0
2014 2015
a
C
Q
L
N
a,
0
2016 2017
O
d
N
OCT
2018 2019
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 2019-2023 is presented in this section and relates to the specifics of the 2019 capital project
budget.
In 2018 a supplemental appropriation of $40,000,000 was made to fund $44,500,000 in 2018 for
the jail expansion. This reduced the planned funding of $20,000,000 in each of the years 2019
and 2020. Net cost to the county was the same over the three budget years, but the timing of
funding allowed the completion of the project sooner. The jail expansion is an additional 113,575
square feet of building for 380 additional beds. The capital plan is consistent with the inmate
population projections that calls for the opening of added jail beds at the end of 2020. In 2020 the
jail kitchen will be remodeled at an estimated cost of $2,000,000.
The Capital Expenditures Fund accounts for various capital improvement projects for county
buildings. The 2019 program is funded at $12,108,200, with $11,000,000 in property tax,
$225,000 from capital expansion fees, $300,000 from interest and fund balance reserve.
Anticipated projects include $1,500,000 for a Public Works facility in Johnstown, $2,700,000 for
an additional Public Works office and storage building, $900,000 for Chase Building
improvements, $190,000 for communications equipment, $500,000 to upgrade the Human
Services section of the Southeast Weld Building, $2,300,000 to upgrade Human Services
Buildings, $1,300,000 for a coroner facility, $1,000,000 to remodel an office building acquired in
2018, and $1,718,200 for special projects. A carry-over beginning fund balance of $2,500,000 is
anticipated, and $1,916,800 ending reserve fund balance for the future jail expansion ($566,800),
Communications System reserve ($850,000), and Downtown Greeley land reserve ($500,000) is
anticipated at the end of 2019.
Capital projects impacting the 2019 and future years' operational costs include the additional jail
space planned for construction in 2018-2020 will impact the operational budget by $1,210,000 in
2020, $770,000 in 2021, and $1,100,000 in 2022. In 2020 the addition of a 35,000 square foot
office building in the Weld Business Park will add approximately $160,000 per year for utilities
and maintenance. Special projects and Public Works facility projects are primarily cosmetic
enhancements to buildings that will not impact operating costs, but will improve the appearance
and functionality of the buildings involved.
438
CAPITAL EXPENDITURES
SUMMARY OF REVENUES
2019
Fund Orq Acct
Account Title
TAXES
4000 17500 4112 CURRENT PROPERTY TAXES
4000 17500 4610
4000 17500 4730
MISCELLANEOUS
EARNINGS ON INVESTMENTS
FEES
OTHER FEES
TOTAL CAPITAL EXPENDITURES
2018
Budget
10,250,000
300,000
225,000
10.775.000
2019
Request
10,000,000
300,000
225,000
10.525.000
2019
Recommend
10,000,000
300,000
2251000
10.525.000 11.525.000
2019
Final
11 000,000
300,000
225,000
2019
Fund Org Expenditure Function
2018 2019 2019 2019
Budget Request Recommend Final
4000 17500 CAPITAL IMPROVEMENT AND ACQUISITION 10,775,000 9,608,200 12,108,200 12,108,200
TOTAL CAPITAL EXPENDITURES
10,775,000 9,608,200
12,108,200 12,108,200
440
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: CAPITAL EXPENDITURE FUND
BUDGET UNIT TITLE AND NUMBER: Capital Expenditures - - 4000-17500
DEPARTMENT DESCRIPTION: Capital projects for general county use. Created in accordance
with Section 29-1-301(1.2), C.R.S., April 5, 1984. Formerly Public Works - County Buildings Fund
(Fund 33).
RESOURCES
ACTUAL
LAST
BUDGETED
CURRENT
REQUESTED
NEXT
FY
RECOMMEND
NEXT
FY
FY
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
0
0
0
0
Purchased
Services
0
0
0
0
Capital
7,836,164
10,775,000
9,608,200
12,108,200
Gross County
Cost
$ 7,836,164
$ 10,775,000
$ 9,608,200
$ 12,108,200
Revenue/Fund
Bal.
-19,197,762
525,000
-391,800
-1,108,200
Net County Cost
$ 11,361,598
$ 10,250,000
$
10,000,000
$ 11,000,000
SUMMARY OF CHANGES: In 2018 a supplemental appropriation of $40,000,000 was made to
fund $44,500,000 in 2018 for the jail expansion. This reduced the planned funding of $20,000,000
in each of the years 2019 and 2020. Net cost to the county was the same over the three budget
years, but the timing of funding allowed the completion of the project sooner. The jail expansion
is an additional 113,575 square feet of building for 380 additional beds. The capital plan is
consistent with the inmate population projections that calls for the opening of added jail beds at
the end of 2020. In 2020 the jail kitchen will be remodeled at an estimated cost of $2,000,000.
The Capital Expenditures Fund accounts for various capital improvement projects for county
buildings. The 2019 program is funded at $12,108,200, with $11,000,000 in property tax,
$225,000 from capital expansion fees, $300,000 from interest and fund balance reserve.
Anticipated projects include $1,500,000 for a Public Works facility in Johnstown, $2,700,000 for
an additional Public Works office and storage building, $900,000 for Chase Building
improvements, $190,000 for communications equipment, $500,000 to upgrade the Human
Services section of the Southeast Weld Building, $2,300,000 to upgrade Human Services
Buildings, $1,300,000 for a coroner facility, $1,000,000 to remodel an office building acquired in
2018, and $1,718,200 for special projects. A carry-over beginning fund balance of $2,500,000 is
anticipated, and $1,916,800 ending reserve fund balance for the future jail expansion ($566,800),
Communications System reserve ($850,000), and Downtown Greeley land reserve ($500,000) is
anticipated at the end of 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Budget reflects the 2019 funding level of
the Proposed Long Range Capital Plan for 2019 - 2023. The actual plan is on the pages
immediately following.
BOARD ACTION: Approved as recommended.
441
WELD COUNTY
LONG RANGE CAPITAL PROJECTS
FIVE-YEAR PLAN
2019 - 2023
Presented By: Donald D. Warden
Director of Finance and Administration
September, 2018
LONG RANGE CAPITAL PROJECTS
FIVE YEAR PLAN
2019 - 2023
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 2019 - 2023.
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. 2019 - 2023 Five-year Plan
4. 2019 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
2019 - 2023 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
2019 county budget.
443
FINANCING ALTERNATIVES
444
FINANCING
Overview:
There are a number of ways to finance capital improvement projects. Some of the most common
methods are:
1. Pay as you go:
Pay as you go is a method of financing capital projects with current revenues --
paying cash instead of borrowing against future revenues. Pay as you go has
several advantages. First, it saves interest cost. Second, pay as you go protects
borrowing capacity for unforeseen major outlays that are beyond any current year's
capacity. Third, when coupled with regular, steady completion of capital
improvements and good documentation and publicity, pay as you go fosters
favorable bond ratings when long term financing is undertaken. Finally, the
technique avoids the inconvenience and considerable cost associated with
marketing of bond issues, advisors, counsel, printing, etc.
However, there are practical and theoretical disadvantages to a pay as you go
policy. First, pay as you go puts a heavy burden on the project year. Second, it
creates awkward fluctuating expenditure cycles which do not occur with extended
financing. Third, a long life asset should be paid for by its users throughout its
normal life rather than all at once by those who may not have the use of it for the
full term. Finally, when inflation is driving up construction costs, it may be cheaper
to borrow and pay today's prices rather than wait and pay tomorrow's.
2. All borrowing policy:
An all borrowing policy or a substantial reliance on debt financing is another
approach. The annual available resources could be used entirely for debt service
with the size of the annual resources setting the limit on the amount that could be
borrowed.
3. Capital reserve:
A capital reserve plan is an approach where the annual resources available could
be accumulated in one or more capital reserve funds, the amounts invested, and
when any funds become adequate to pay for a proposed project, the fund could
be expended. This is a good approach when a county has a capital requirement
which can wait. Accumulation of the necessary capital funds over a period of time
is a feasible approach, assuming a relatively stable construction dollar.
HB 82-1111, passed in 1982, specifically provides for a capital improvements trust
fund for capital reserves.
445
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 will 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.
446
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.
447
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 Xl, Section 6, requires the debt be incurred by adoption of a
legislative measure which is irrevocable until the indebtedness is fully paid or discharged. The
ordinance must:
1. Set forth the purpose for which the bond proceeds will be applied, and
2. Provide for the levy of the tax which, together with such other revenues as may be
pledged, will be sufficient to pay the principal and interest of the debt.
The Constitution delegates to the Legislature the duty to establish statutory limitations on the
incurrence of debt. The total amount of debt which a county may incur may not exceed three
percent (3%) of the assessed value in the county, which is nearly $350 million dollars in Weld
County.
Section 4 of Article X, Section 20 (TABOR Amendment), requires voter approval for any form of
multi -year debt. It states that an election is required: "Except for the refinancing of district bonded
debt at a lower interest rate or adding new employees to existing district pension plans, creation
of any multiple -fiscal year direct or indirect district debt or other financial obligation whatsoever
without adequate present cash reserves pledged irrevocable and held for payments in all future
fiscal years."
In addition to the state statute, Section 14-6 of the Weld County Home Rule Charter specifies:
"The incurring of indebtedness by the county and the issuance of evidences of
such indebtedness shall be authorized, made and executed in accordance with the
laws of the state, including the borrowing of money to fund county projects, the
pledging of project revenues and repayment thereof, and the issuance of revenue
warrants, or revenue bonds, or other forms of evidence of such obligations."
Before discussing specific types of bonds, it is appropriate to review some of the general
characteristics of bonds. Bonds mature serially, that is, a portion of the principal is retired over
the entire term of the bond issue. Interest on municipal bonds is free from Federal Income Tax
which is an important feature to prospective purchasers. The term or the length of time to maturity
of municipal bonds can vary considerably. Generally, the last maturing bond comes due ten to
thirty years from the date of issue. Normally, the longer the maturity of the bonds, the higher the
yields or return on investment is demanded by the market price. Thus, a bond issue that runs
thirty years will pay a higher net effective interest rate than a bond issue that runs twenty years.
448
General Obligation Bonds:
General obligation bonds are secured by a pledge of the full faith, credit and taxing power of the
county. The county is obligated to levy sufficient taxes each year to pay the principal and interest
of the bond issue. Consequently, general obligation bonds are a debt subject to the constitutional
and statutory provisions discussed earlier. Because the issue of general obligation bond pledges
its full faith and credit and agrees to levy the ad valorem taxes necessary to repay the principal
and interest of the bond, it is generally agreed to be a more secure investment than other types
of bonds. Thus, the major advantage of general obligation financing is the low rate of interest as
compared to the interest of other types of bonds. The law permits general obligation bonds to
have a thirty-year term; however, general obligation bond issues usually have terms of twenty
years or less.
General obligation bonds, in addition to being secured by full faith and credit of the issuer, may
provide additional security by pledging certain available revenues.
The major disadvantage of general obligation bonds is the fact that it does require voter approval
prior to issuance. Voter resistance to increased taxes may prevent a successful bond election.
Revenue Bonds:
Revenue bonds are not a debt in the constitutional sense. They are secured by the revenue
derived from the project to be constructed, not by pledge of the full faith, credit, and taxing
authority of the county. Projects typically financed by revenue bonds include airports, stadiums,
and park facilities. Under the TABOR Amendment, revenue bonds can only be used for enterprise
funds and operations.
Although it may seem possible to pledge any non -tax revenues for payment of revenue bonds,
there should be a relationship between the type of revenue pledged for payment of the bonds and
the project to be financed. Although revenue bonds need not comply with the constitutional
statutory provisions generally applicable to a debt, there are several statutory provisions which
may affect the issuance of certain types of revenue bonds and the statutes should be consulted
for specific provisions regarding the issue of revenue bonds if this method is considered.
Revenue bonds are 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 bond must:
1. Have a good operating history documented by audited figures.
2. Reflect good debt service coverage through use of a feasibility study
completed by a recognized expert in the field.
449
In analyzing a revenue bond issue for underwriting, an investment banker will look not only at
operating statistics and coverage, but also at more basic elements, such as the necessity of the
service, control over competition, and delinquency procedures. Revenue bonds are becoming
more popular because they do not require voter approval and do not apply in statutory debt limits.
Leases:
A less traditional method of financing county facilities is a lease arrangement. A lease is executed
with the county, which gives the county the option to purchase the equipment or facility during the
term of the lease. All or part of the lease payments may be applied to the purchase prices.
A bona fide lease option agreement is not a debt; however, an installment purchase program is a
debt. A bona fide lease/option agreement is characterized by two factors:
1. Annual rental payments with automatic renewal of the lease unless
terminated by either party, and
2 No obligation on the part of the local government to purchase the property
if the lease is terminated.
Also, some court cases indicate the annual rental must be paid from non -property tax revenues
to avoid the lease being considered a general obligation. Upon exercise of the option, the local
government obtains full legal title to the property. Leases of this nature are distinctively different
from more conventional means of financing. Of primary importance is the security which underlies
the lease period. It is not a promise to levy taxes or a pledge of revenues from the system.
Rather, it is usually a promise to pay only one year at a time, with an implied intention to continue
payment until ownership is transferred. As ultimate security, the holder of the lease may look to
the asset which is being leased in the event of a default.
There is little statutory or judicial guidance in the area of leases of this type, and the obligation to
continue lease payments until title transfers is a moral, rather than a legal obligation. As a
consequence, the underwriting or placement of a lease is more difficult than the underwriting of
conventional bonds. The term of the leases generally 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.
450
Building Authority:
A building authority is a non-profit corporation which generally is formed at the request of the
governing body of the county or local jurisdiction, which also appoints the Board of Directors of
the corporation. Weld County created such an authority in 1987, named the Weld County Finance
Corporation. The directors are the Director of Finance, County Attorney, and Director of Buildings
and Grounds, each appointed for ten-year terms.
The building authority issues its own bonds to finance a facility. To achieve the same lower
interest rates that traditional municipal bonds enjoy, the building authority must obtain a ruling
from the Internal Revenue Service (IRS) that the interest on the authority's bonds is exempt from
Federal Income Tax. Such an exemption is granted if the IRS finds the authority's bonds are
issued on behalf of a political subdivision, which is determined based upon the following factors
as detailed in IRS Revenue Ruling 63-20.
1. The authority engages in activities which are essentially public in nature.
2. The corporation is not organized for profit.
3. The corporate income does not inure to the benefit of any private person.
4. The political subdivision has a beneficial interest in the corporation, while the
indebtedness is outstanding, and it obtains full legal title to the property on the
retirement of the debt.
5. The corporation has been approved by the political subdivision which has
approved the specific obligation of the corporation.
Like municipal bonds, bonds issued by a corporation usually are subject to registration and other
requirements of the Securities Act of 1933 and the Security Exchange Act of 1934. After receiving
a favorable ruling from the IRS, a "no action" letter should be secured from the Security and
Exchange Commission, exempting the authority's bonds from these requirements. The authority
then issues bonds pledging the annual rental payments as security. After issuance of bonds and
construction of the facilities, the authority leases the facilities to the county. Again, this must be
a bona fide lease and possess all the elements discussed under Lease/Purchase.
The bonds of a building authority are 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.
451
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 B.E.D. In essence, the S.E.D. 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.
452
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.
453
COMPLETED CAPITAL PROJECTS
2013- 2017
Actual
2013
Actual
2014
Actual
2015
Actual
2016
Actual
2017
Total
Centennial
Complex
$ 1,199,206
$
19,999
$ 299,498
$ 560,310
$ 319,399
Courthouse
373,200
267,400
$ 105,800
Land
Reserve
2,613,405
630,000
668,071
1,315,334
Chase
Building
9,547,764
5,775,000
84,9►44
3,161,209
526,611
Grader
Sheds
1,032,560
375,508
138,980
193,684
40,589
283,799
Motor
Pool
576,056
576,056
Department
215,262
215,262
Health
Island
Grove
133,139
48,283
84,856
North
Jail
996,354
122,187
103,329
345,404
81,426
344,008
Center
129,547
129,547
Training
Crime
Lab
4,120,570
4,120,570
Public Works
1,932,608
698,565
149,260
967,367
117,416
Services
242,946
82,800
160,146
Human
Gravel Pits
4,150,505
4,150,505
SW Weld Building
207,215
8,770
101,344
97,101
North
1401-1402
286,081
211,007
75,074
County
Clinic
93,400
38,600
54,800
Admin.
Bldg (Sykes)
83,375
39,775
43,600
Southeast
Building
Weld
116,306
7,984
108,322
Law Administration
250,625
138,819
111,806
Miscellaneous
1,248,878
917,268
22,620
283,301
25,689
CNG
Station
0
9,878,533
7,305,629
1,572,412
1,000,492
Towers
918 10th
Street
747,717
675,168
72,549
TOTAL
$40,175,252
$5,112,816
$20,332,221
$4,879,138
$5,774,426
$4,076,651
NOTE: Expenditures listed in year incurred.
454
FIVE YEAR
CAPITAL PROJECTS PROGRAMS
2019-2023
Requirements
2019
2020
2021
2022
2023
Total
Jail
Capital
Reserve
$32,242,800
-$583,200
$6,401,000
$6,297,000
$10,208,000
$9,920,000
Comm. System
950,000
190,000
190,000
190,000
190,000
190,000
SE Weld Building
6,500,000
500,000
0
6,000,000
0
0
Comm.
Buildings
1,000,000
0
1,000,000
0
0
Misc Projects
7,432,200
1,718,200
1,584,000
1,588,000
1,177,000
1,365,000
PW Projects
6,800,000
5,200,000
0
500,000
500,000
600,000
Human
Services
3,800,000
2,300,000
1,500,000
0
0
0
Office Building
Business
Park
800,000
0
800,000
0
0
0
Weld
Plaza Building
3,900,000
900,000
750,000
750,000
750,000
750,000
Coroner Facility
1,300,000
1,300,000
0
0
0
0
SW Weld
Building
0
0
0
0
0
Jail
Kitchen
Remodel
2,000,000
0
2,000,000
0
0
0
Justice
Center
1,200,000
0
1,200,000
0
0
0
$67,925,000
$11,525,000
$15,425,000
$15,325,000
$12,825,000
$12,825,000
TOTAL
NOTE: In 2018 a supplemental appropriation of $40,000,000 was made to fund $44,500,000 in
2018 for the jail expansion. This reduced the planned funding of $20,000,000 in each of
the years 2019 and 2020. Net cost to the county was the same over the three budget
years, but the timing of funding allowed the completion of the project sooner.
RESOURCE CAPACITY
*****************
FUNDING SOURCES
*****************
CASH FLOW ANALYSIS
456
CAPITAL EXPENDITURES FUND
RESOURCE CAPACITY
2019- 2023
YEAR
PROPERTY
INTEREST
FEES
TOTAL
TAX
2018
$11,000000
$300,000
$225,000
$11,525,000
2019
15,000000
200,000
225,000
15,425,000
2020
15,000000
100,000
225,000
15,325,000
2021
12,500,000
100,000
225,000
12,825,000
2022
12,500,000
100,000
225,000
12,825,000
457
CASH FLOW ANALYSIS
YEAR
BEGINNING
BALANCE
FUND
REVENUE
EXPENDITURES
ENDING
BALANCE
FUND
2019
$ 2,500,000
$ 11,525,000
$ 12,108,200
$ 1,916,800
2020
$ 1,916,800
$ 15,425,000
$ 9,024,000
$ 8,317,800
2021
$ 8,317,800
$ 15,325,000
$ 9,028,000
$ 14,614,800
2022
$ 14,614,800
$ 12,825,000
$ 2,617,000
$ 24,822,800
2023
$ 24,822,800
$ 12,825,000
$ 2,905,000
$ 34,742,800
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 beconstructed in increments of
beds, as needed. The total project of approximately 331,143 square feet will be constructed in
phases. The first phase, constructed in 1997, was 125,775 square feet. It included the core
service facilities, such as kitchen, administrative offices, medical detention, booking area, and
lobby to accommodate over 1,000 inmates. Phase II has 245 beds and is both maximum and
medium security to accommodate the projected inmate classifications. Phase II was constructed
in the 2002 - 2003 time frame and became fully operational as of 2004. Phase III has 374 beds
and was constructed in 2006 - 2007. There is currently 217,568 square feet of building with 779
beds available.
Financing:
In 2018 a supplemental appropriation of $40,000,000 was made to fund $44,500,000 in 2018 for
the jail expansion. This reduced the planned funding of $20,000,0}0 in each of the years 2019
and 2020. Net cost to the county was the same over the three budget years, but the timing of
funding allowed the completion of the project sooner. The jail expansion is an additional 113,575
square feet of building for 350 additional beds. The capital plan is consistent with the inmate
population projections that calls for the opening of added jail beds at the end of 2020. In 2020 the
jail kitchen will be remodeled at an estimated cost of $2,0►00,000.
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
600,000
320,000
Food
0
400,000
200,000
Utilities
0
00,00}
0
Maintenance
0
60,000
0
459
WELD COUNTY BUSINESS PARK
Existing Situation:
In 1987, Weld County acquired 160 acres located in the southwest corner of "0" Street and North
11th Avenue in Greeley. Funds for the property came from the sale of the Health Building.
Proposed Solution:
The property is large enough to allow for future consolidation of county facilities in one area. The
utilities and site improvement were developed in 1988, at an estimated cost of $1,750,000 with
the aid of a $630,000 EDA Grant. The first facilities, completed in 1989, included a 15,000 square
foot building for Human Services and a county motor vehicle shop. Fifty to 60 acres have been
developed for building and storage sites and approximately 60 acres can be mined for gravel and
reclaimed in an attractive way. The new correctional facility is located on this site, as well as the
Health Department, Household Hazardous Waste Building, Training Center, Fleet Services
Facility, Public Works, Law Administration, Buildings and Grounds, Alternative Programs Facility,
Community Corrections Facility, and five 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), an additional office building and storage
building for Public Works ($3,600,000), and the remodel to convert the existing paramedic
headquarters into a coroner facility ($1,300,000).
Impact on Operational Costs:
See individual projects for cost impacts.
460
COMMUNICATIONS SYSTEM
Existing Situation:
Weld County, in 1975, created the Weld County Regional Communications Center and agreed to
fund the infrastructure to accommodate the communications system. The system consisting of
towers, radio receivers and transmitters, system controllers, consoles, computers, and various
communications equipment has been required to be replaced or upgraded approximately every
ten years with growth and technological changes. The costs have been paid for by grants, Weld
County government, and the E911 Authority.
Proposed Solution:
The communications system was upgraded in 2012 at a total cost of $7,700,000. The E911
Authority Board agreed to fund the console equipment upgrade in the amount of $2,000,000, and
Weld County, in the Capital Expenditure Fund, funded the remaining costs. 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 2019► -2028 Capital Plan for the Weld County communications infrastructure
and facilities was developed totaling $30.145 million. The county will continue to provide resource
per year of $790,000 per year with $190,000 per year for communications equipment, and
$600,000 for facilities. The remaining $22.225 million will be paid by the E911 Authority surcharge
at $2,225,000 per year. To fund the added capital costs the E911 Authority will be required to
raise the 70 cents surcharge per month per phone to $1.20 or a 50 cents increase beginning
January 1, 2019.
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.
461
GRADER SHEDS I STORAGE BUILDING
Existing Situation:
The County currently has 21 grader sheds throughout Weld County, to accommodate road
maintenance functions in all sectors of the county. The grader sheds are in various conditions,
ranging from good to needing replacement. The following is age of the sheds: Johnstown (1945),
Vim (1983), Mead (1985), Severance (1987), Ault (1989), Briggsdale (1991), Keenesburg (1994)
Stoneham (1994), Dacono (1995), Fort Lupton (2000), Gill (2001), Gilcrest (1989),
Galeton (2003), New Raymer (2004), Rockport (2007), Peckham (2007), Keota (2008), Kersey
(2010), Grover (2013), Kiowa (2015),. and Nunn (2018). In addition, four ice control storage
buildings were constructed in 2001 - 2003. Additional storage facilities at the Public Works
Headquarters were built in 2003 and 2013. A new Buildings and Grounds facility was built
in 2007, and the old facility was converted to a Printing and supply facility. An additional storage
facility was purchased in 2009. An addition to the Public Works Headquarters for Engineering was
completed in 2015.
Proposed Solution:
An analysis of existing grader sheds determined which are required for the operational functions
of the road maintenance operation in Weld County. In the process some have been sold, others
consolidated, and some identified for replacement. In cases where existing grader sheds will
accommodate the maintenance function, it is suggested that attention be given to those sheds
that need maintenance or major improvements. Where necessary, replacement sheds have been
identified.
Financing:
The county, since 1982, has totally reconstructed and upgraded all grader and road maintenance
facilities. The county should continue a sound maintenance and replacement program, so the
buildings do not fall into the disrepair condition they were in prior to 1982. The funding mechanism
is a pay-as-you-go function out of the Capital Fund. In 2014, a 15,000 square foot heavy
equipment storage facility was constructed ($800,000). In 2015 additional office space was added
for Engineering. In 2019 $1,500,000 is funded for Johnstown/Mead 3 -bay grader station and a
$3,600,000 office building and truck storage building. Funds in the amount of $1,600,000 are
included for Public Works facilities in 2020-2023. The grader sheds will be replaced in Ault (2021)
for $500,000, Briggsdale (2022) for $500,000, and Keenesburg (2023) for $600,000.
Impact on Operational Costs:
Vehicle storage facility and lighting will have utility costs of approximately $2,400 per year. Since
the old grader sheds are being replaced and consolidated with new sheds, the county's
experience is that there is approximately a $1,000 per year savings on the utilities due to the use
of radiant heat and improved insulation. Staffing is unchanged.
462
JUSTICE CENTER
Existing Situation:
The Justice Center includes the Courthouse, Court Annexes, and Centennial Center buildings. It
provides for the space needs of the 19th Judicial District. Under state law the county is obligated
to provide and maintain the facilities for court related activities. The Courthouse was built in 1917
and is maintained on the Federal Register of Historical Buildings. After many remodels and
upgrades it still functions as the main court facility for Weld County. In the mid -1980's two
buildings across the street from the Courthouse were acquired and remodeled to house the
Probation Department. In 2001, the West Courthouse Annex Building was acquired to house the
District Attorney Juvenile Division. As the population grows and court related activities grow the
space requirements continue to expand. Four courtrooms were added in 2008.
Proposed Solution:
With the growing needs of the courts it will require that the county convert the Centennial Center,
including the jail, to courtrooms and court -related offices. With the construction of Phase II of the
North Jail, the Centennial Jail was closed and remodeled into court -related space in 2004. All
Sheriff's office administrative functions, along with Communications and Records, were moved to
the new Public Safety Administrative Building next to the North Jail in 2003. Over time the entire
Centennial Complex will become court -related space, as well as the two annex buildings to the
west and east of the Courthouse. In 2004, three additional district courtrooms were created, a
juvenile courtroom, and one additional county courtroom, and in 2009 four additional court rooms
were built. The first floor of the Centennial Jail has been converted into courtrooms. The second
and third floors of the jail were remodeled in 2010 for additional court and office facilities. First
floor Centennial offices were converted into office space for the Clerk to the Court. The space in
the Courthouse occupied by the Clerk to the Court was converted into a district courtroom. These
courtrooms will supplement the current vacant district courtroom and the visiting judge courtroom
to accommodate four anticipated additional judges through 2020. Space formerly occupied by the
Weld County Commissioners and administrative functions will be converted to court -related space
since those functions moved to a new administrative building in 2011. 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.
463
CAPITAL PLAN
FOR
JUSTICE CENTER
YEAR
CURRENT
NEW
USE
USE
COST
2008
Vacant
Work
Release
(30,000 sf)
$ 4,275,000
2008
Second
Floor
Old
Jail
3 Courtrooms
$
1,500,000
2008
Floor Work
Release
2 Courtrooms
$ 1,500,000
Third
2008
Floor
Work Release
•
DA Offices
$ 1,000,000
Third
2011
Vacant
Administrative
Bldg.
$ 5,000,000
2015
Planning
Probation
$
400,000
2020
Floor
Centennial
2 Courtrooms
$ 1,200,000
Third
2029+
First Floor
Centennial
•
1 Courtroom
$ 500,000
2029+
Vacant
Justice
Center
Annex
Building
$ 7,000,000
2029+
Floor
Centennial
(DA)
2 Courtrooms
$ 750,000
Third
2029+
Second
Floor
Centennial
2 Courtrooms
$
750,000
2029+
First Floor
Centennial
.
(DA)
Court
Offices
$ 300,000
Impact on Operational Costs:
Under Colorado law, county governments are required to provide space for the courts and
maintenance of the facility, but all personnel and other operating expenses are paid for by the
State of Colorado. The estimated additional building maintenance costs by year are:
2019
2020
2029+
a
$30,000
$ 176,000
464
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 $166,300 for utilities and maintenance.
Staffing costs were unchanged, since personnel were transferred from the old facility to the new
building.
465
LAW ENFORCEMENT
ADMINISTRATION BUILDING
Existing Situation:
Growing needs of the courts require that the county convert the Centennial Center, including the
jail, to courtrooms and court -related offices. With the construction of Phase II of the North Jail,
the Centennial Jail will be closed and remodeled into court -related space. In addition, all Sheriff's
office administrative functions, along with the Communications and Records, were relocated in
2004 to accommodate the courts.
Proposed Solution:
Since the entire jail operation was moved to the North Jail there are logistical advantages to
relocate all Sheriff Office functions near the jail site. To accommodate the space needs of the
Sheriff's Office, a 22,000 square foot office building near the North Jail site was constructed in
2002. The building houses the Sheriff's office functions, Communications, and Records. This
allows for the consolidation of all criminal justice functions at one site with the exception of patrol
substations.
Financing:
The new Public Safety Administration Building was constructed in 2002. Funds in the amount of
$2,600,000 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.
466
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 $246,000 for a net county cost of $66,000. Staffing costs are unchanged,
since personnel were transferred from the old crime lab to the new building. A► Federal grant for
$600,000 funded the first three to four years of operational costs.
467
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
$6,000,000.
Financing:
The new Community Corrections Facility was constructed, in 2010, within the Weld County
Business Park. An Energy Impact Grant, in the amount of $400,000, along with $4,600,000 in
county funds, funded the project.
Impact on Operational Costs:
There were additional costs in the 2010 and future budgets for utilities and maintenance, in the
amount of $160,000. However, the majority of the program costs are paid for from state contracts
with the State Department of Corrections through a lease to ICCS, which is the sub -contractor
operating the facility. Currently, the program services are provided by a private contractor (ICCS).
468
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.
469
WELD PLAZA BUILDING
804-822 7T" STREET, GREELEY
Existing Situation:
Weld County has a major investment in court facilities in the downtown Greeley area. For many
years the county has gradually been acquiring buildings and land for the court operations and
parking accommodations. The court operations and support function will grow over time and
require a long term plan.
Proposed Solution:
In 2014 the county purchased the Weld Plaza Building located at 80►4-822 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 A►ttorney's Office, probation, and other human services with
court related responsibilities can eventually be consolidated in the complex. Until the space is
needed the county will continue to lease the space to private business to offset the cost of the
building.
•
Financing:
In 2014 the 119,875 square foot Weld Plaza Building complex was purchased for $5,775,000. In
late 2016 the county relocated child protection services into the two story plaza that contains
approximately 27,000 square feet and the first floor of the main building. The remodel costs in
2016 were approximately $2,800,000. In the 2019-2023 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.
470
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 $3,500,000 in June, 2010. Approximately
another $2,300,000 was spent to remodel the building to make a fully functional administrative
building to house the County Commissioners' Office and associated administrative functions.
Vacant space will exist to accommodate growth for a number of years. The project was funded
by Capital Reserve funds. An additional 35,000 square foot office building was acquired in 2018
for $3,800,000. In 2019 the building will be remodeled for $1,000,000. $800,000 is budgeted in
2020 to remodel an existing 20,000 square foot office building to house county functions, such as
Planning, Building Inspection and others.
Impact on Operational Costs:
There were additional costs in the 2011 budget for utilities and maintenance, in the amount of
$180,000. There were no additional staffing costs since the staff moved from other facilities to
occupy this building. Moving and relocation costs were $50,000.
In 2020 the addition of a 35,000 square foot office building in the Weld Business Park will add
approximately $160,000 per year for utilities and maintenance.
471
HUMAN SERVICES
BUILDING ANNEX
Existing Situation:
The Human Services Building was acquired in the 1970's and in the mid 1990's an annex was
added. In 2005, additional land was purchased, adjacent to and south of the two existing
buildings. The additional land will accommodate another 20,000 square foot building and parking.
Proposed Solution:
A new 40,000 square foot building was constructed in Greeley on the Social Services site in 2009.
The building will accommodate the current services, plus allow room for future expansion and
consolidation of the Human Services and Social Services Departments. In late 2016 the Child
Protection unit was relocated to the Chase Building freeing up space at the Human Service
Complex.
Financing:
The building was constructed in 2009. Funds in the amount of $5,000,000 were budgeted in the
2O08 budget for the 40,O00 square foot building. Additional parking was constructed in 2007, in
the amount of $800,000. $8,000,000 was spent in 2018 to remodel and upgrade the oldest
building, and another $8,800,000 will be spent over 2019-2020 to upgrade the two remaining
buildings.
Impact on Operational Costs:
There were additional costs in the 2010 budget and beyond for utilities and maintenance, in the
amount of $210,000. However, the majority of the program costs are paid for from grants from
the State Department of Social Services. There were no additional staffing costs since the staff
moved from other facilities to occupy this building. The added space costs for the Chase Building
will be paid from the State Child Welfare Allocation. No additional costs are anticipated for the
areas remodeled in 2019-2020.
472
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 ServiceCenter 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 2023, or beyond. Funds in the amount of $6,000,000 are
budgeted in the 2023 and beyond 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.
473
SOUTHWEST COURT/DETENTION COMPLEX
Existing Situation:
Population growth in the southern part of Weld County continues. Southern municipalities such
as Frederick, Firestone, Erie and Dacono have more than doubled in size over the last decade.
There is a need for additional jail beds in Weld County and the North Jail complex is built out to
approved capacity.
Proposed Solution:
Constructing a new South West Court/Detention Complex, located at 4209 WCR 24 Y2 Longmont,
CO. would create efficiencies for municipalities, the Sheriff's Office and Weld County taxpayers.
This new complex would consist of new -ground -up construction of a 2 -story building that will
house Sheriff Office staff, two courtrooms, jail intake for new bookings, enclosed sally port, and
several detention housing units large enough to house up to 30 detainees each. The building
must also have a loading dock and supply/storage area, commercial kitchen and laundry services
area.
Financing:
The building will be constructed in 2023 or beyond. Funds in the amount of $20,000,000 are
budgeted in the 2023 or beyond budget.
Impact on Operational Costs:
Impact on operational costs have not been estimated at this point pending more details regarding
the facility and operations. The associated court operational costs would be paid for by the 19th
Judicial District.
474
SOUTHEAST
COUNTY SERVICE CENTER
Existing Situation:
The Southeast County Service Center was acquired as a used building in the early 1980's from
the city of Fort Lupton. With the growth in the area, the building was no longer large enough for
the functions located in the building, and the building was in need of remodeling.
Proposed Solution:
In 2006, a new 20,000 square foot building was constructed in east Fort Lupton on a five -acre
site. The building accommodates the historic services provided, plus Probation and increased
Human Services. The location of the building in east Fort Lupton will better accommodate not
only Fort Lupton residents, but also residents from the Hudson and Lochbuie areas. Additional
space may► be added to the site in 2024, or beyond.
Financing:
The additional building will be constructed in 2021, or beyond. Funds in the amount of $6,000,000
are budgeted in the 2021 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.
475
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 $7,407,200 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 $7,407,200 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.
476
B&G Capital Maintenance Projects 2019 - 2023
2019
if
Projects
Department
Budget
1 Split Conference Room - Create Two Offices
2 Quarter Master Office Remodel
3 Fire Suppression in Data Centers
4 Division B Sound System Replacement
5 Division 8 Sound System Replacement
6 Division 1 Sound System Replacement
7 Division 7 Sound System Replacement
8 Division 9 Sound System Replacement
9 HVAC Controls Update - Public Works
10 Centennial Security Station - Secondary Access
11 Jail 1 -West Ad m i n Roof Top Units
12 Proximity Card - Phase 2
13 HVAC Controls Update - 1555
14 HVAC Controls Update - Jail 1 -East
15 HVAC Controls Update - Jail 1 -West
16 Jail Kitchen Cooler & Freezer - New Compressor/ Condenser
17 Jail Data Center Air Conditioner
18 Jail Clothes Washers (3 each)
19 Move Office door to opposite corner (deferred from 2018)
20 Alternative Programs Toilet partitions (deferred from 2018)
21 Two Food Warmers - Jail
22 Proxy Card (Armory & 2nd Street Storage)
23 Jail Locker Room Remodel
24 Inmate Property Storage shelving
25 Jail Lexan at pod stairwells (7 pods)
26 Armory Window infill, interior finish & cage
27 1402 Proximity door for Recording
28 1402 Remodel Supply Room into Bookkeeping
29 Paint interior of Community Corrections
30 Remodel Clinic Lobby and Reception
31 Replace VCT and Seamless flooring
32 Remote door magnet (close and lock)
33 Remodel for 5-7 years growth
34 Fort Lupton: Two exterior marquee signs and interior signage
35 Del Camino: Interior Signage, paint mailbox, Navigator furniture
35 Building A: Free Standing "You Are Here" sign
37 Buidling C: Vinyl window signage & paint mailbox
38 Jail Courtroom Design
Planning
SO
IT
19th Judicial
19th Judicial
19th Judicial
19th Judicial
19th Judicial
B&G
19th Judicial
B&G
Various
B&G
B&G
B&G
B&G
B&G
B&G
Justice Services
Justice Services
Sheriff Office
Sheriff Office
Sheriff Office
Sheriff Office
Sheriff Office
Sheriff Office
Clerk & Recorder
Clerk & Recorder
Justice Services
Health
Health
Treasurer
Assessor
Human Services
Human Services
Human Services
Human Services
19th Judicial
TOTAL
6,000
15,000
60,000
19,000
19,000
19,000
19,000
19,000
50,000
2 2, 000
240,000
50,000
80,000
80,000
80,000
40,000
6 5, 000
50,000
2,500
10,000
17,000
4,000
40,000
90,000
105,000
7,000
2,000
14,000
102,000
80,000
30,000
1,700
257,000
10,000
2,500
5,000
500
5,000
1,718,200
477
B&G Capital Maintenance Projects 2019 - 2023
2020
Projects
1 Centennial - Hot Water Generator Replacement
2 Planning & Public Health - Boiler Replacement
3 Division 11 Sound System Replacement
4 Division 12 Sound System Replacement
5 Division 4 Sound System Replacement
6 Division 5 Sound System Replacement
7 Division 6 Sound System Replacement
8 Public Health Roof Replacement
9 Planning/Health Chiller
10 Centennial - Chiller Pumps
11 Fire Alarm Controls - Public Health
12Centennial - Isolation Valves
13 Sand Salt Sheds Wainscot- Replaced Rusted Sections
14 Grover Tower - Generator Replacement
15 New Rayner Tower - Generator Replacement
16 LaSalle Tower - Generator Replacement
17 Courtroom Remodel
Department
B&G
B&G
19th Judicial
19th Judicial
19th Judicial
19th Judicial
19th Judicial
B&G
B&G
B&G
B&G
B&G
B&G
B&G
B&G
B&G
19th Judicial
TOTAL
Budget
140,000
120,000
19,000
19,000
19,000
19,000
19,000
300,000
600,000
30,000
34,000
30,000
125,000
30.,000
30,000
30,000
20,000
1,584,000
478
B&G Capital Maintenance Projects 2019 - 2023
2021
11
Projects
Deportment
Budget
1 Centennial - Cooling Tower Replacement
2 Fuel Island - Fuel Tank Replacement
3 Division 2 Sound System Replacement
4 Division A Sound System Replacement
5 Division 10 Sound System Replacement
6 Division C Sound System Replacement
7 Division D Sound System Replacement
8 Jail Shower Boxes M,N,O,R,TM,TF&S
9 Courthouse Annex - Roof
10 Print Shop - Roof
11 4H Building - Roof
12 Centennial - Heat Pumps
13 8th Ave Storage - Roof (South half)
14 Plaza West - Clapper Valve in Parking Garage
15 Law Administration - Boiler
16 Law Administration - Roof Top Unit
17 Public Health - Booster Pump
18 Courthouse - Hot Water Generator
19 Exhibition/4H - Exhaust Hood Replacement
20 CommunityCorrections - Camera Replacement
21 Public Works - Roof Top Units
B&G
B&G
19th Judicial
19th Judicial
19th Judicial
19th Judicial
19th Judicial
B&G
B&G
B&G
B&G
B&G
B&G
B&G
B&G
B&G
B&G
B&G
B&G
B&G
B&G
300,000
100,000
19,000
19,000
1 9, 000
19,000
19,000
30,000
120,000
6 6, 000
65,000
68,000
25,000
17,000
2 2, 000
200,000
3 5, 000
8 0, 000
75,000
150,000
140,000
TOTAL
1,588,000
479
B&G Capital Maintenance Projects
2019 - 2023
2022
##
Pro 'ects
Department
Budget
1 Courthouse
- Carpet
B&G
170,000
2 Courthouse
- Teardown/Rebuild
Furniture for Carpet
B&G
42,000
3 Centennial
-
DA Carpet
B&G
90,000
4
Centennial
- DA
Teardown/Rebuild
Furniture
for Carpet
B&G
42,000
5 Courthouse
Annex - Carpet
B&G
72,000
6 Courthouse
Annex -
Tea rdown/Rebuild
Furniture
for Carpet
B&G
42,000
7 Centennial
- 3rd
Teardown/Rebuild
Furniture for Carpet
B&G
18,000
8 Centennial
- 3rd
Floor Carpet
B&G
32,000
9 Centennial
- 1st
Floor
Carpet
B&G
145,000
10 Centennial
- 1st
Floor
Teardown/Rebuild
Furniture for Carpet
B&G
42,000
11 Jail
- 1 -West
RTUs
(11
Each)
B&G
380,000
12 Jail
-
IT
Room AC (Liebert)
B&G
48,000
13 West Annex -
Roof
B&G
35,000
14
Veterans
-
Roof
B&G
19,000
TOTAL
1,177,000
2023
#
Projects
Department
Budget
1
Plaza
West
Condenser
Replacement
B&G
65,000
2 Jail
1 -West
Pods
Roof
Top Units
B&G
200,000
3 Jail
1 -East
Roof
Top Units
B&G
280,000
4
Planning
&
Health
VAV replacement
B&G
500,000
5 Centennial
- 2nd
Floor
lighting
upgrade
B&G
120,000
6 Centennial
- Ceiling
Grid
2nd
Floor
B&G
50,000
7
HVAC
Controls
Upgrade
-
Planning
& Health
B&G
150,000
„
TOTAL
1,365,000
480
ACCUMULATIVE CAPITAL
OUTLAY/CONTINGENCY
Existing Situation:
If Weld County is to embark upon a number of ventures in capital projects over the next five years,
it is suggested the county proceed very cautiously and very conservatively in the area of financing.
To do this, it is suggested that a contingency be set aside each year on a pay-as-you-go basis to
accommodate unanticipated cost increases or emergency situations which cannot be foreseen at
this time. If the contingency amount is accumulated over the next five years, it can be used as a
reserve for the capital projects program in future years, or it can be used as a funding mechanism
in years beyond 2024. The primary reserve would be for a future correctional facility or other
facilities at the North County complex and southwest and southeast county administrative office
sites and to fund the replacement of the communications system.
Proposed Solution:
Budget any carry-over 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 2024.
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.
481
MISCELLANEOUS FUNDS
482
CONSERVATION TRUST FUND
Existing Situation:
With the passage of SB119 (The Colorado Lottery), 40 percent of the proceeds of the lottery are
earmarked for Conservation Trust Funds in local governments. The earning potential of the lottery
is anticipated to be $485,000 per year. The funds must be used for "the acquisition, development,
and maintenance of new conservation sites, or for capital improvements or maintenance for
recreational purposes on any public site". (Section 29-21-101, C.R.S.) With the passage of
Amendment 8 (GO COLORADO) these funds should stabilize at $400,000 to $450,000 per year,
plus lottery sales growth. See Conservation Trust Fund for detailed discussion.
Proposed Solution:
The Board has the option to use the funds in the following ways:
1. Maintain and improve Island Grove Park.
2. Maintain and improve the Missile Site Park.
3. Acquire and maintain open space.
4. Develop and maintain trails.
5. Other project requests from throughout the county.
Financing:
In addition to Conservation Trust Funds, it is recommended that the county finance parks and
recreation projects at a level of $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.
483
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.
484
PROPRIETARY FUNDS SUMMARY
Proprietary funds include both Internal Service Funds and Enterprise Funds. Internal Service
Funds are established to account for goods and services provided to other departments of the
county on a cost -reimbursement basis. Enterprise Funds account for departments providing
services primarily to third party payers.
NORTHERN COLORADO REGIONAL FORENSIC LABORATORY FUND: This fund accounts
for the maintenance and operational costs of the Northern Colorado Regional Forensic
Laboratory. It is funded by rent paid by participating agencies.
FLEET SERVICES FUND: The Fleet Services Fund accounts for the revenue and costs
generated by equipment and vehicles rented to other county departments. The gross operating
budget amounts to $11,047,052 in 2019, with $6,419,369 budgeted for new capital equipment.
The budget reflects the decision of the Board in March 2017, to bring the fleet management
function in-house versus contracting the service out effective October 1, 2017. Depreciation is
$4,625,000 for new equipment purchases, plus sale of surplus items of $1,207,600. The budget
also includes revenue of $952,720 transferred from the General Fund (1000-96600).
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 2019, 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 $2,940,000 in 2019, with a property tax levy of $2,750,000. 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
$1,292,692 in Weld County. Funding is at current level and reflects no capital upgrades in 2019.
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.
485
REGIONAL CRIME LAB
SUMMARY OF REVENUES
2019
Fund Orq Acct
Account Title
CHARGE FOR SERVICES
5200 27100 4410 CHARGE FOR SERVICES
TOTAL REGIONAL CRIME LAB
2018
Budget
310,000
2019
Request
310,000
2019
Recommend
310,000
2019
Final
310,000
310.000
310.000
310.000 310.000
REGIONAL CRIME LAB
SUMMARY OF EXPENDITURES
2019
Fund Org Expenditure Function
5200 27100 CRIME LAB - JOINT 0PS
TOTAL REGIONAL CRIME LAB
2018 2019 2019 2019
Budget Request Recommend Final
310,000 310,000
310,000 310,000
310,000 310,000
310,000 310,000
487
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
RECOMMEND
NEXT FY
ACTUAL
BUDGETED
CURRENT
FY
REQUESTED
NEXT
FY
LAST FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
4,014
0
0
0
Purchased
Services
117,881
147,000
147,000
147,000
Fixed Charges
0
163,000
163,000
163,000
Capital
0
0
0
0
Gross County
Cost
$ 121,895
$ 310,000
$ 310,000
$
310,000
Revenue
207,933
310,000
310,000
310,000
Net
County
Cost
$ -86,038
$ 0
$ 0
$
0
Budgeted
Positions
n&a
nla
n&a
nla
SUMMARY OF CHANGES: Purchased Services total $147,000 which includes electricity
($46,000), water ($8,000), gas ($18,000), phones ($35,000), trash ($700), janitorial ($17,000),
professional services ($1,700),, and repair and maintenance ($20,000). Fixed costs are $153,000
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 $02,000 each.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
488
FLEET SERVICES
SUMMARY OF REVENUES
2019
Fund Orq Acct
GRANTS
6000 17550 4340 GRANTS
Account Title
CHARGE FOR SERVICES
6000 96300 4410 CHARGE FOR SERVICES
6000 96300 4680
6000 17750 4680
6000 17550 4810
MISCELLANEOUS
OTHER
OTHER
GAIN LOSS ON SALE
TOTAL MISCELLANEOUS
TOTAL FLEET SERVICES
2018
Budget
888,100
6,320,000
4,625,000
0
850,000
5,475.000
2019
Request
0
6,422,052
4,625,000
1,000,000
1,207,600
6,832,600
2019
Recommend
0
6,422,052
4,625,000
1,000,000
1,207,600
6,832,600
2019
Final
0
6,422,052
4,625,000
1,000,000
1,207, 600
6,832,600
12.683.100
13.254.652
13.254.652
13.254.652
FLEET SERVICES
SUMMARY OF EXPENDITURES
2019
Fund Org
6000 17550
6000 96300
Expenditure Function
VEHICLE REPLACEMENT
FLEET SERVICES
TOTAL FLEET SERVICES
2018
Budget
0
10,945,000
2019
Request
6,554,400
11, 047, 052
2019
Recommend
6,554,400
11,047,052
2019
Final
6,419,369
11,047,052
10,945,000
17,601,452
17,601,452
17,466,421
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - FLEET SERVICES
BUDGET UNIT TITLE AND NUMBER: Fleet Services Administration - - 6000-96300
DEPARTMENT DESCRIPTION: Centralized motor pool support for Weld County. Contract for
fleet maintenance is included in this budget unit.
RESOURCES
ACTUAL
BUDGETED
FINAL
REQUESTED
NEXT FY
LAST FY
NEXT
FY
CURRENT
FY
Personnel
Services
$ 293,029
$ 1,123,906
$ 1,407,531
$
1,407,531
Supplies
1,917,139
1,666,000
4,034,600
4,034,600
Purchased Services
4,669,729
3,323,221
612,000
612,000
Fixed
Charges
4,187,917
4,806,873
4,967,921
4,967,921
Capital
134,044
25,000
25,000
25,000
Gross County
Cost
$ 11,201,858
$ 10,945,000
$ 11,047,052
$ 11,047,052
Revenue
10,519,059
10,945,000
11,047,052
11,047,052
Net
County
Cost
$ 682,799
$ 0
$ 0
$
0
Budgeted
Positions
nla
17
18
18
SUMMARY OF CHANGES: The 2019 budget reflects the Board's decision to bring the fleet
services operation in-house, and not renew the contract for vehicle maintenance effective October
1, 2017. The operation is staffed with 18 FTE's at a cost of $1,407,531, including 2019 cost -of -
living and benefits. Depreciation will be $4,625,000. Costs of Goods for fuel, parts, and services
is $3,940,000. Contract payments are funded at $100,000, overhead at $287,921 for indirect
costs, equipment at $25,000, $300,000 for vehicle expenses, $50,000 for repairs, $120,000 for
utilities, and the remaining $241,600 for miscellaneous supplies and service costs.
The revenue for the budget includes $4,625,000 from depreciation of the fleet, $6,422,052 from
fuel sales and vehicle maintenance charges for a total of $11,047,052.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. The net increase
in costs of $102,052 is primarily attributed to cost -of -living and benefits ($60,159), indirect costs
($136,048) and rising fuel costs ($165,000). Without these increases the net savings would have
been $259,155 for 2019. Overall savings will continue to be achieved as the in-house
management continues to make cost effective changes in the management of the fleet.
BOARD ACTION: Approved as recommended.
491
FLEET SERVICES ADMINISTRATION
(CONTINUED)
6000-96300
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Outputs
Number
Number
Efficiency
per
of
of
technician
work
service/maintenance
Measures
orders
issued
orders
8,542
1,060
8,700 8,800
870 880
FTE's
per 10,000/capita
.558 .571
.552
Work
orders
issued
per FTE 502 483 489
Goal E 15: lo pros ide quality, sufficient, and well -maintained county vehicles to county departments.
DESIRED
PRELIMINARY PERFORMANCE
OBJECTIVE/KEY
PROJECTED
OUTCOMES
ESTIMATED
ACTUAL.
PERFORMANCE INDICATORS)
ES19-
reliable
ready
1: Safe and
vehicles
to meet needs
90% of department
the quality and timeliness
management services
users satisfied
of
fleet
with
90%
90%
90%
ES19-2:
friendly
functional
and
Worker-
vehicles
90%
with
of
county
internal
customers
vehicle
satisfied
90%
90%
90%
ES 19-3:
effective
Cost
vehicles
Cost
value)
standards
(acquisition,
within
operating,
prescribed
resale
industry
95%
95%
95%
ES19-4:
efficient/
environmentally
friendly
Fuel-
vehicles
-
90%
with
of internal
county
vehicle
customers
satisfied
90%
90%
90%
492
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - FLEET SERVICES
BUDGET UNIT TITLE AND NUMBER: Equipment - - 6000-17550
DEPARTMENT DESCRIPTION: Use of funded depreciation to acquire vehicles for county use.
RESOURCES
ACTUAL
BUDGETED
REQUESTED
FINAL
LAST
FY
CURRENT
FY
NEXT
FY
NEXT
FY
Personnel
Services
$ 0
$ 0
$ 0 a
$ 0
Capital
4,726,888
6,393,500
6,554,400
6,419,369
Gross County
Cost
$ 4,726,888
$ 6,393,500
$ 6,554,400
$
6,419,369
Revenue
3,130,243
1,738,100
2,207,600
2,160,320
Net
County Cost
$ 1,596,645
$ 4,655,400
$ 4,346,800
$ 4,259,049
Budgeted Positions
nla
n/a
it
nla
SUMMARY OF CHANGES: See listed equipment on next page. The budget includes revenue
of $1,000,000 transferred from the General Fund (1000-96600). The other revenue is $1,207,600
from anticipated sale of vehicles in 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: In the final budget due to the grader lease bids being higher $47,280 was
moved to the equipment rental line item from the transfer to Fleet Services Funds for new
equipment line item in budget unit 1000-96600, thus reducing the transfer amount to $952,720.
Board approved a new vehicle for the Chief DA Investigator for $25,000. Otherwise the budget
approved as recommended.
Due to manufacturers production schedule the Sheriff's five 4 -door AWD SUV's ($275,000) were
purchased in September 2018. The three speed trailers ($35,569) budgeted in the Sheriff Patrol
budget unit 21200 were moved to this budget since all licensed vehicles are purchased through
this budget unit and charged back as depreciation over the life of the vehicle.
Due to not have used vehicles available the Board added a % ton 4X4 pickup ($37,400) for
Building and Grounds, and a 1/2 ton extended cab pickup ($42,000) for Engineering.
493
IGA EQUIPMENT
Sheriff:
Patrol -Full size SUV
Patrol - 4 door AWD SUV
Patrol - high clearance 4x4 SUV
Patrol -1/2 4x4 ton pickup
Patrol - 1/2 ton SUV
Detentions - SUV (addition)
Detentions - 15 passenger Van (addition)
Detention - 13 passenger Van (addition)
Speed Trailers
Buildings and Grounds
1/2 ton 4x4 ext cab pickup (addtion)
1/2 ton 4x4 ext cab pickup
mid size SUV
tennant sweeper
District Attorney
Sedan - Investigator
Planning
Sport Utility - SUV (addition)
Coroner
Super Cab Pickup
Engineering
1/2 Ton Extended Cab Pickup
Public Works
See Basic List
Total
Request
1 59,000
5 275,000
5 295,000
1 40,000
1 41,000
2 118,000
1 90,000
1 90,000
3 0
2 74,800
2 37,400
1 21,500
1 45,000
1
1
1
4
0
21,500
38,200
126,000
5,182,000
$6,554,400
Recommend
59,000
275,000
295,000
40,000
41,000
118,000
90,000
90,000
0
74,800
37,400
21,500
45,000
0
21,500
38,200
126,000
5,182,000
$6,554,400
Ap►p�roved
59,000
0
295,000
40,000
41,000
118,000
90,000
90,000
35,569
74,800
74,800
21,500
45,000
25,000
21,500
38,200
168,000
5,182,000
$6,419,369
494
2019 PROPOSED EQUIPMENT REPLACEMENT FOR PUBLIC WORKS DEPT (revised 4123118)
Division
Qty a
Description IMIr Estimated
(Shaded items reflect outgoing equip) Purchase
Price
Est.
Auction
Value
Addition
To Fleet
Trucking
Gravel Rd
Mgmt
Bridge
1 1/2 -Ton Crew Cab 4X4 Pickup
41,000
O523005912008 Ford 250 Pickup
7,000
4 Belly Dump Trailers, Tandem Axle
140,000
15610028/2006 CTS Belly Dump Trailer
15610029/2006 CTS Belly Dump Trailer
15610030/2006 CTS Belly Dump Trailer
15610031/2006 CTS Belly Dump Trailer
20,000
20,000
20,000
20,000
1 Tandem Axle Dump Truck with snow plow & sander
250,000
15460034/2006 Mack Tandem Axle Truck • 50,000
2 3/4 -Ton Crew Cab 4X4 Pickup. Long Box - CNG
90.000
15220142/2006 Chevy 1500 Pickup
15230056/2008 GMC 2500 Pickup
2,800
10,000
2 314 -Ton Extend Cab 4X4 Pickup. Long Box - CNG
90.000
15220145/2007 Ford F150 Pickup
15220146/2007 Ford F150 Pickup
2,800
4,500
1 3/4 -Ton Crew Cab 4X4 Pickup. Long Box - CNG
48.000
Maint-Supt
Mining
Pvmt Mgmt
15230067/2011 Ford F250 Pickup
8,000
6 Motor Graders
1.,890.000
15820143/2009 Volvo Motor Grader
15820144/2010 Caterpillar Motor Grader
15820145/2010 Caterpillar Motor Grader
15820146/2010 Caterpillar Motor Grader
15820147/2010 John Deere Motor Grader
15820148/2010 John Deere Motor Grader
50,000
85,000
85,000
85,000
80,000
80,000
1 Wheel Loader
15830019/1997 JD Loader
1 One -Ton Crew Cab Pickup with Utility Box
15420088/2008 Ford One -Ton
1 1/2 -Ton Extend Cab 4X4 Pickup, Long Box
15220164/2010 Ford F150
1 Single -Axle Truck w/Dump Box, Mounted Sander
1
1
225,000
50,000
42,000
140,000
25,000
9,000
8,000
15450016/1994 International a
Fifth -Wheel Tractor with Wet Kit
8,000
15410054/2004 Sterling paw
Tandem Cement Spreader Truck with Mounted Spreader
15410091/2004 International
1 Post Driver Attachment for Skidsteer Loader
1 8 -Ton Ext Cab, Dual Wheel Truck w/Flatbed & Crash Attenuate
1 Crushing Plant
16210004/2002 Cedar Rapids Crushing P
1 1/2 -Ton Crew Cab 4X4 Pickup
15230052/2007 Ford 2500 Pickup
1 20 Ft Conveyor with 46" Belt
1 Milling Machine (Cold Planer)
ant
16050011/2008 Caterpillar Milling Machine
1 3/4 -Ton Crew Cab 4X4 Pickup. Standard Longbox
15230057/2008 Ford F250 Pickup w/message board
1 Vehicle Mounted Message Board
05760003/2010 ADDCO Message Board
1 Tilt Deck Trailer
1 25, 000
80,000
15,000
175,000
1,000,000
41,000
20,000
650,000
40,000
15,000
15,000
10,000
4,000
30O000
7,000
125000
5,000
500
YES
YES
YES
15640012/2000 Homemade Trailer
1,000
Sub -Total
5,182,000
1,132,600
GRAND TOTAL PRICE LESS ESTIMATED TRADE 2000 FUND
4,049,400
HEALTH INSURANCE
SUMMARY OF REVENUES
2019
Fund Or g Acct Account Title
MISCELLANEOUS
6200 93400 4690 DONATIONS
6200 93100 46902 EMPLOYEE CONTRIBUTIONS
TOTAL HEALTH INSURANCE
2018 2019 2019 2019
Budget Request Recommend Final
245,000 245,000 245,000 245,000
19,482,732 18,144,228 18,144,228 18,144,228
19.727.732 18.389.228
18.389.228 18.389.228
HEALTH INSURANCE
SUMMARY OF EXPENDITURES
2019
Fund Org
6200 93100
6200 93400
Expenditure Function
HEALTH INSURANCE
DENTALNISION
TOTAL HEALTH INSURANCE
2018
Budget
17,799,337
1,928,395
2019
Request
16,434,746
1,954,482
2019
Recommend
16,434,746
1,954,482
2019
Final
16,434,746
1,954,482
19,727,732
18,389,228
18,389,228
18,389,228
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - HEALTH INSURANCE
BUDGET UNIT TITLE AND NUMBER: Health Insurance Fund - - 6200-93100/93400
DEPARTMENT DESCRIPTION: Provides for the costs associated with Weld County's self -
insured health program.
RESOURCES
ACTUAL
LAST
FY
BUDGETED
CURRENT
FY
REQUESTED
NEXT
NEXT
FINAL
FY
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Purchased
Services
836,704
1,683,395
1,609,482
1,609,482
Fixed
Charges
16,066,709
18,044,337
16,779,746
16,779,746
Gross County Cost
$ 16,903,413
$ 19,727,732
$ 18,389,228
$ 18,389,228
Revenue
20,413,334
19,727,732
18,389,228
18,389,228
Net
County
Cost
$
- 3,509,921
$ 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 ($1,271,932). In addition, the budget, in 2005, started to include the partially
self -insured health program offered county employees through CIGNA. For 2019 the county
solicited bids from all the large insurers operating in Colorado. As a result, the successful bidder
was Aetna, which will offer the same coverage with a similar broad network of health providers at
15% less. The partially self -insured health program is funded at the level of $16,434,746 in 2019.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. Weld County will
utilize Aetna, with a hybrid universal health PP0IHMO plan as the health insurance provider in
2019, plus offer a high deductible health plan with a health reimbursement account option through
Aetna. Rates for 2019 will be 15% less than 2018 rates for both the employees and Weld County.
The savings to the county and its employees is approximately $1.5 million annually.
In 2005, the county moved its health insurance plan to a consumer driven plan that combines a
high deductible PPO insurance policy along with an HMO component for preventative care, with
a low co -pay and low cost prescriptive drug program. The high deductible policy protects the
insured from catastrophic losses, such as prolonged illness, hospitalization or simply an
unexpected period of poor health. The plan is a partially self -insured program with stop loss
insurance. The goal is to make the employees aware of the true cost of health care, with a
program that will encourage employees and their families to make more judicious spending
decisions in return for paying lower insurance premiums and lower health care costs. The health
plan is being offered through Aetna. In 2008, the County moved to a universal health care option
that has lower employee premiums and higher co-insurance and out-of-pocket costs. A
comprehensive wellness program was also implemented in 2008. In July, 2010, the County
opened its own health clinic in an attempt to better serve county employees' and their dependents'
primary health needs in a more convenient and cost effective manner. The clinic contract will
cost $1,271,932 in 2019 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 tol . 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 the fact that
health insurance rates are 11.8% lower in 2019 than they were five years ago for 2019 for the
county or its employees.
498
IGS - HEALTH INSURANCE
(CONTINUED)
6200-93100/93400
FINANCE/ADMINISTRATION RECOMMENDATION (CONTINUED):
In 2019, it is recommended to continue that the base health plan offered along with the standard
PRO being a high deductible health plan with a health reimbursement account (HRA) option
through Aetna. The County will contribute $1,000 to the HRA for those employees taking the high
deductible health/HRA plan. The standard PRO 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 2019 program is calculated with current participation as follows:
Single Coverage: 580
Dependent Coverage: 678
FIXED COSTS:
Health Insurance
On -site Clinic
Administration/Wellness/EAP Costs
Fixed Costs:
LOSS FUND:
Medical
Dental
Vision
Loss Fund Costs
$ 1,406,523
1,271,932
437,550
$ 3,116:005
$15,028,223
135,000
110,000
$15,273,223
GRAND TOTAL - COSTS $18,389,228
REVENUE:
Health Premiums
Dental/Vision
TOTAL REVENUE
BOARD ACTION: Approved as recommended.
PERFORMANCE MEASURES
$18,144,228
245,000
$18,389,228
Work Outputs
Single coverage
Family coverage
ACTUAL ESTIMATED PROJECTED
558 554 580
640 661 678
499
INSURANCE
SUMMARY OF REVENUES
2019
Fund Orq Acct
Account Title
TAXEX
6300 93300 4112 CURRENT PROPERTY TAXES
CHARGE FOR SERVICES
6300 93200 4410 CHARGE FOR SERVICES
MISCELLANEOUS
6300 93300 4610 EARNINGS ON INVESTMENTS
6300 93300 4820 COMPENSATION FOR LOSSES
TOTAL MISCELLANEOUS
TOTAL INSURANCE FUND
2018
Budget
2,500,000
50,000
30,000
75,000
105,000
2.655.000
2019
Request
2,750,000
75,000
40,000
75,000
115,000
2.940.000
2019
Recommend
2,750,000
75,000
40,000
75,000
115,000
2019
Final
2,750,000
75,000
40,000
75,000
115,000
2.940.000 2.940.000
INSURANCE FUND
SUMMARY OF EXPENDITURES
2019
Fund Org
6300 93200
6300 93300
Expenditure Function
WORKERS COMPENSATION
LIABILITY
TOTAL INSURANCE FUND
2018
Budget
1,601,500
1,053,500
2019
Request
1,776,500
1,163,500
2019
Recommend
1,776,500
1,163, 500
2019
Final
1,776,500
1,163,500
2,655,000
2,940,000
2,940,000
21940,000
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - INSURANCE
BUDGET UNIT TITLE AND NUMBER: Insurance Fund - 6300-93200193300
DEPARTMENT DESCRIPTION: Central fund to provide county -wide insurance coverage. This
fund is administered by Finance and Administration unit in the General Fund.
RESOURCES
ACTUAL LAST
FY
BUDGETED
CURRENT
REQUESTED
NEXT
NEXT
FINAL
FY
FY
FY
Personnel
Services
$ 0
$ 0
$ 0
$ 0
Supplies
1,352
3,500
3,500
3,500
Purchased Services
41,137
42,375
43,000
43,000
Fixed
Charges
2,897,972
2,609,125
2,893,500
2,893,500
Gross County
Cost
$ 2,940,461
$ 2,655,000
$ 2,940,000
$ 2,940,000
Revenue /Fund
Bal.
939,168
155,000
190,000
190,000
Net
County
Cost
$ 2,001,293
$ 2,500,000
$ 2,750,000
$ 2,750,000
SUMMARY OF CHANGES: The budget is structured with Weld County remaining a member of
CAPP, but using the self -insured option under the insurance pool for a fixed cost of $703,500.
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 $43,000, and a loss fund of $1,552,500. A loss fund for all other insurance coverage is
budgeted at $460,000. Unemployment insurance is being charged directly to departments. The
program is supported by property tax ($2,750,000), charges for service ($75,000), interest
($40,000), and compensation for losses ($75,000). No fund balance reserves are anticipated to
be needed to support the loss fund in 2019.
Property tax has been increased by $250,000 to $2,750,000 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.
502
INSURANCE FUND
(CONTINUED)
6300-93200/93300
PERFORMANCE MEASURES
Work Out
•
uts
sessions
compensation
claims
claims
paid
ACTUAL
ESTIMATED
ECTED
PROJ
$1,510,700
$644,838
0.033
$6.57
36
$1,378,125
$450,000
36
$1,552,500
$460,000
0.032
$7.93
36
0.031
$8.44
Number
Dollar
Dollar
Efficienc
of training
amount
amount
Measures
workers
of prop/casualty
capita
per
10,000/capita
cost
(county
support)
FTES
Per
503
TELECOM SERVICES
SUMMARY OF REVENUES
2019
Fund Orq Acct
Account Title
CHARGE FOR SERVICES
6400 17400 4410 CHARGE FOR SERVICES
TOTAL PHONE SERVICES
2018
Budget
1,365,792
1,365,792
2019
Request
1,292,692
1,292,692
2019
Recommend
1,292,692
2019
Final
12 92, 692
1,292,692 1,2921692
TELECOM SERVICES
SUMMARY OF EXPENDITURES
2019
Fund Org Expenditure Function
6400 17400 TELECOM SERVICES
TOTAL TELECOM SERVICES
2018 2019 2019 2019
Budget Request Recommend Final
1,365,792 1,292,692
1,2921692 1,292,692
1,365,792 1,292692
1.292,692 1,292,692
505
BUDGET UNIT REQUEST SUMMARY
AGENCY/DEPARTMENT NAME: IGS - INFORMATION TECHNOLOGY
BUDGET UNIT TITLE AND NUMBER: Telecom Services - - 6400-17400
DEPARTMENT DESCRIPTION: Provide telecom services to Weld County offices and
departments.
RESOURCES
ACTUAL
BUDGETED
FINAL
REQUESTED
LAST FY
NEXT
FY
CURRENT
FY
NEXT FY
Personnel
Services
$ 276,689
$ 315,545
$ 304,753
$ 304,753
Supplies
6,845
27,800
27,800
27,800
Purchased
Services
844,600
682,160
672,260
672,260
Fixed
Charges
372,171
340,287
287,879
287,879
Capital
0
0
0
0
Gross County Cost
$ 1,500,305
$ 1,365,792
$ 1,292,692
$ 1,292,692
Revenue
1,492,973
1,365,792
1,292,692
1,292,692
Net
County
Cost
$ 7,332
$ 0
$ 0
$ 0
Budgeted
Positions
3
3
3
3
SUMMARY OF CHANGES: Personnel Services are down $10,792 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 unchanged. Phone costs are down
$9,000, and training is down $900. Depreciation is $100,000 with the new'VoIP system. Indirect
costs are budgeted at $187,879, down $52,408 due to less IT support. Overall the budget is down
$73,100.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval. In addition, a new
telecom rate analysis has been done and new rates for telecom users are recommended
beginning January 1, 2019, to better reflect and recover costs of utilization of telecom resources
in the county.
BOARD ACTION: Approved as recommended, including the new 2019 rates to charge users
of the county telecom services.
506
TELECOM SERVICES
(CONTINUED)
6400-17400
PERFORMANCE MEASURES
ACTUAL
ESTIMATED
PROJECTED
Work
Out'
uts
Incoming
calls
Efficiency Measures
6,000,000 6,000,000 6,000,000
FTE's
Per capita
Annual
per
cost
10,000/capita
cost
per
(county
call
support)
0.098
$4.93
$0.250
0.095 0.092
$4.75 $3.97
$0.228 $0.215
Goal ES20: Capitalize on phone technology to improve service, increase efficiency and provide greater
telecom access and exchange.
DESIRED
OUTCOMES
PRELIMINARY
PERFORMANCE
OBJECTIVE/KEY
PROJECTED
ACTUAL
ESTIMATED
PERFORMANCE
INDICATOR(S)
ES 18-1:
friendly
services
phone
User
Percent
employees,
telecom
information
of users
etc.)
access
(residents,
satisfied
to services
visitors,
with
and
99%
99%
99%
507
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
FY
CURRENT
BUDGETED
FY
REQUESTED
NEXT
NEXT
FINAL
FY
ACTUAL
LAST
FY
Personnel
Services
$
0
$
0
$
0
$
0
Fixed
Charges
0
0
0
0
Gross County
Cost
$
0
$
0
$
0
$
0
Revenue
0
0
0
0
Net
County Cost
$
0
$
0
$
0
$
0
SUMMARY OF CHANGES: Budget reflects the county's debt service on any long-term debt
and/or any lease purchase debt in any given year. With the payoff of the correctional facilities'
Certificates of Participation (COP) as of August 1, 2007, Weld County has no long-term debt or
long-term lease obligations.
FINANCE/ADMINISTRATION RECOMMENDATION: Recommend approval.
BOARD ACTION: Approved as recommended.
508
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
ACTIVITY CLASSIFICATION
ALLOCATE
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.
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.
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.
509
APPROPRIATION
APPROPRIATION BILL,
ORDINANCE, RESOLUTION,
or ORDER
APPROPRIATION
EXPENDITURE
A legal authorization granted by a legislative body to make
expenditures and to incur obligations for specific purposes. An
appropriation is usually limited in amount and as to the time
when it may be expended.
A bill, ordinance, resolution, or order by means of which
appropriations are given legal effect. It is the method by which
the expenditure side of the annual operating budget is enacted
into law by the legislative body. In many governmental
jurisdictions, appropriations cannot be enacted into law by
resolution but only by a bill, ordinance, or order.
An expenditure chargeable to an appropriation. Since virtually
all expenditures of governments are chargeable to
appropriations, the term expenditures by itself is widely and
properly used.
ASSESSED VALUATION A valuation set upon real estate or other property by a
government as a basis for levying taxes.
AUTHORITY
A government or public agency created to perform a single
function or a restricted group of related activities. Usually such
units are financed from service charges, fees, and tolls, but in
some instances they also have taxing powers. An authority
may be completely independent of other governments or
partially dependent upon other governments for its creation, its
financing, or the exercise of certain powers.
AUTHORIZED POSITION A position (job) authorized by the Board of County
Commissioners as part of the annual adopted budget.
BOND An interest bearing promise to pay with a specific maturity.
BALANCED BUDGET
BUDGET
A balanced budget occurs when the total sum of money a
government collects in a year is equal to the amount it spends
on goods, services, and debt interest.
A plan of financial operation embodying an estimate of
proposed expenditures for a given period and the proposed
means of financing them. Used without any modifier, the term
usually indicates a financial plan for a single fiscal year. The
term "budget" is used in two senses in practice. Sometimes it
designates the financial plan presented to the appropriating
body for adoption and sometimes the plan finally approved by
that body. It is usually necessary to specify whether the
budget under consideration is preliminary and tentative or
whether it has been approved by the appropriating body.
510
BUDGET DOCUMENT
BUDGET MESSAGE
BUDGETARY ACCOUNTS
BUDGETARY COMPARISONS
BUDGETARY CONTROL
BUDGETARY EXPENDITURES
BUDGETED FUNDS
CALLABLE BONDS
CAPITAL BUDGET
The instrument used by the budget -making authority to
present a comprehensive financial program to the
appropriating body. The budget document usually consists of
three parts. The first part contains a message from the budget -
making authority, together with a summary of the proposed
expenditures and the means of financing them. The second
consists of schedules supporting the summary. These
schedules show, in detail, the information as to past years'
actual revenues, expenditures, and other data used in making
the estimates. The third part is composed of drafts of the
appropriation, revenue, and borrowing measures necessary to
put the budget into effect.
A general discussion of the proposed budget as presented in
writing by the budget -making authority to the legislative body.
The budget message should contain an explanation of the
principal budget items, an outline of the government's
experience during the past period and its financial status at the
time of the message, and recommendations regarding the
financial policy for the coming period.
Accounts used to enter the formally adopted annual operating
budget into the general ledger as part of the management
control technique of formal budgetary integration.
Governmental GAAP financial reports must include
comparisons of approved budgeted amounts with actual
results of operations. Such reports should be subjected to an
independent audit, so that all parties involved in the annual
operating budget/legal appropriation process are provided with
assurances that government monies are spent in accordance
with the mutually agreed -upon budgetary plan.
The control or management of a government or enterprise in
accordance with an approved budget for the purpose of
keeping expenditures within the limitations of available
appropriations and available revenues.
Decreases in net current assets. In contrast to conventional
expenditures, budgetary expenditures are limited in amount to
exclude amounts represented by noncurrent liabilities. Due to
their spending measurement focus, governmental fund types
are concerned with the measurement of budgetary
expenditures.
Funds that are planned for certain uses but have not been
formally or legally appropriated by the legislative body. The
budget document that is submitted for Board approval is
composed of budgeted funds.
Bonds which are redeemable by the issuer prior to the maturity
date at a specified price at or above par.
A plan of proposed capital outlays and the means of financing
them.
511
CAPITAL OUTLAY
CAPITAL PROGRAM
CAPITAL PROJECTS FUND
CAPITAL RESOURCES
CERTIFICATES OF
PARTICIPATION (COP)
CONSERVATION TRUST
CONTINGENCY ACCOUNT
CONTINUING
APPROPRIATION
COST ALLOCATION PLAN
DEFAULT
DEFICIT
Expenditures for equipment, vehicles, or machinery that
results in the acquisition or addition to fixed assets.
A plan for capital expenditures to be incurred each year over
a fixed period of years to meet capital needs arising from the
long-term work program or otherwise. It sets forth each project
or other contemplated expenditure in which the government is
to have a part and specifies the full resources estimated to be
available to finance the projected expenditures.
A fund created to account for financial resources to be used
for the acquisition or construction of major capital facilities
(other than those financed by proprietary funds, Special
Assessment Funds, and Trust Funds).
Resources of a fixed or permanent character, such as land and
buildings, which cannot ordinarily be used to meet current
expenditures.
Form of financial instrument similar to a bond to facilitate lease/
purchase agreements. Not a debt of the County.
State of Colorado lottery funds remitted to the County for parks
and recreation use.
A budgetary reserve set aside for emergencies or unforeseen
expenditures not otherwise included in the budget.
An appropriation which, once established, is automatically
renewed without further legislative action, period after period,
until altered or revoked. The term should not be confused with
INDETERMINATE APPROPRIATION.
Identification, accumulation and distribution of costs relative to
the provision of those services, along with the methods used.
Failure to pay principal or interest when due. Defaults can also
occur for failure to meet nonpayment obligations, such as
reporting requirements, or when a material problem occurs for
the issuer, such as a bankruptcy.
(1) The excess of the liabilities of a fund over its assets.
(2) The excess of expenditures over revenues during an
accounting period; or, in the case of proprietary funds, the
excess of expense over income during an accounting period.
512
DEPRECIATION
DIRECT COSTS
DURATION
ENCUMBRANCES
ENTERPRISE FUND
ESTIMATED REVENUE
EXPENDITURES
FISCAL PERIOD
FISCAL YEAR
FIXED ASSETS
(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.
Costs that have a clearly identifiable beneficial or causal
relationship to the services performed.
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.
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
u
p.
A fund established to finance and account for the acquisition,
operation, and maintenance of governmental facilities and
services which are entirely or predominantly self-supporting by
user charges. The Crime Lab operates as an Enterprise Fund.
The amount of projected revenue to be collected during the
fiscal year. The amount of revenue appropriated is the amount
approved by the Board.
Decreases in net financial resources. Expenditures include
current operating expenses which require the current or future
use of net current assets, debt service, and capital outlays.
The unmodified use of the term expenditures in this text is
intended to mean budgetary expenditures.
Any period at the end of which a government determines its
financial position and the results of its operations.
A 12 -month period to which the annual operating budget
applies and at the end of which a government determines its
financial position and the results of its operations.
Assets of a long-term character which are intended to continue
to be held or used, such as land, buildings, improvements
other than buildings, machinery and equipment.
513
FTE (FULL-TIME
EQUIVALENT)
FUNCTION
FUNCTIONAL
CLASSI FICATION
FUND
FUND BALANCE
GAAP (GENERALLY
ACCEPTED ACCOUNTING
PRINCIPLES)
GENERAL FUND
GENERAL OBLIGATION
BOND
GEOGRAPHICAL
INFORMATION SYSTEM (GIS)
GOVERNMENTAL FUNDS
GRANT
HIGHWAY USER TAX (HUTF)
Numeric equivalent of one person occupying one employment
position for one year (equivalent of 2,080 hours or 52
forty -hour weeks).
A group of related activities aimed at accomplishing a major
service or regulatory program for which a government is
responsible. For example, public health is a function.
Expenditure classification according to the principal purposes
for which expenditures are made. Examples are public safety,
public health, public welfare, etc.
A fiscal and accounting entity with a self -balancing set of
accounts recording cash and other financial resources,
together with all related liabilities and residual equities or
balances, and changes therein, which are segregated for the
purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions,
or limitations.
Fund balance is the excess of assets over liabilities and is
therefore also known as surplus funds.
Standards for financial accounting and reporting.
The fund used to account for all financial resources except
those required to be accounted for in another fund.
A municipal bond secured by the pledge of the issuer's full
faith, credit and taxing power.
A computerized data base of all land attributes within the
County. The "base map" contains the least amount of common
data which is supplemented by attribute overlays.
Funds generally used to account for tax -supported activities.
There are five different types of governmental funds: the
general fund, special revenue funds, debt service funds,
capital funds, and permanent funds.
A contribution by a government or other organization to
support a particular function. Grants may be classified as
either categorical or block depending upon the amount of
discretion allowed to the grantee.
Revenue that is derived from the state gasoline tax and
restricted for Road and Bridge activities.
514
INDETERMINATE
APPROPRIATION
INDIRECT COSTS
INTERFUND TRANSFER
INTERGOVERNMENTAL
REVENUE
INTERNAL SERVICE FUND
LEAN
LINE -ITEM BUDGET
MANDATE
MATURITY
MILL LEVY (TAX RATE)
An appropriation which is not limited either to any definite
period of time or to any definite amount. A distinction must be
made between an indeterminate appropriation and a
continuing appropriation. In the first place, whereas a
continuing appropriation is indefinite only as to time, an
indeterminate appropriation is indefinite as to both time and
amount. In the second place, even indeterminate
appropriations which are indefinite only as to time are to be
distinguished from continuing appropriations in that such
indeterminate appropriations may eventually lapse. For
example, an appropriation to construct a building may be
made to continue in effect until the building is constructed.
Once the building is completed, however, the unexpended
balance of the appropriation lapses. A continuing
appropriation, on the other hand, may continue forever; it can
only be abolished by specific action of the legislative body►.
Costs associated with, but not directly attributable to, the
providing of a product or service. These costs are usually
incurred by other departments in the support of operating
departments.
Amounts transferred from one fund to another.
Revenue received from another government for a specified
purpose. In Weld County, these are funds from municipalities,
the State of Colorado, and the Federal Government.
Funds used to account for the financing of goods or services
provided by one department to another department on a cost
reimbursement basis, for example, the Phone Services Fund.
Lean government refers to the application of lean production
(also known as "Lean") principles and methods to both identify
and then implement the most efficient, value added way to
provide government services.
A► budget that lists each expenditure category (salary,
materials, telephone service, travel, etc.) separately, along
with the dollar amount budgeted for each specified category.
Any responsibility, action or procedure that is imposed by one
sphere of government on another through constitutional,
legislative, administrative, executive, or judicial action as a
direct order or that is required as a condition of aid.
The date when the principal amount of a security is payable.
Rate applied to assessed valuation to determine property
taxes. A mill is 1/10th of a penny or $1.00 of tax for each
$1,000 of assessed valuation.
515
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.
516
OPERATING GRANTS
OPERATING INCOME
OPERATING TRANSFER
ORGANIZATIONAL UNIT
ORGANIZATION UNIT
CLASSIFICATION
OVERHEAD
PROGRAM
PROGRAM BUDGET
PROPRIETARY FUND
RATINGS
RECIDIVISM
REGISTERED BOND
REIMBURSEMENTS
Grants which are restricted by the grantor to operating
purposes or which may be used for either capital or operating
purposes at the discretion of the grantee.
The excess of proprietary fund operating revenues over
operating expenses.
Routine and/or recurring transfers of assets between funds.
A responsibility center within a government.
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.
Those elements of cost necessary in the production of an
article or the performance of a service which are of such a
nature that the amount applicable to the product or service
cannot be determined accurately or readily. Usually they
relate to those objects of expenditure which do not become an
integral part of the finished product or service such as rent,
heat, light, supplies, management, supervision, etc.
An organized set of related work activities which are directed
toward a common purpose or goal and represent a well
defined expenditure of county resources.
A budget wherein expenditures are based primarily on
programs of work and secondarily on character and object
class. A program budget is a transitional type of budget
between the traditional character and object class budget, on
the one hand, and the performance budget, on the other.
A fund used to account for business -type activities in
government. The activities are usually financed with user fees
that are directly related to the services received. There are
two types of proprietary funds - enterprise and internal service
funds.
Designations used by credit rating agencies to give relative
indications of credit quality.
A relapse into criminal habits after punishment.
A bond whose owner is registered with the issuer or its agent.
Transfer of ownership can only be accomplished when the
securities are properly endorsed by the registered owner.
(1) Repayments of amounts remitted on behalf of another
party.
(2) Interfund transactions which constitute reimbursements of
a fund for expenditures or expenses initially made from it which
517
are properly applicable to another fund -- e.g., an expenditure
properly chargeable to a Special Revenue Fund was initially
made from the General Fund, which is subsequently
reimbursed. They are recorded as expenditures or expenses
(as appropriate) in the reimbursing fund and as reductions of
the expenditure or expense in the fund that is reimbursed.
RESERVE
RESIDUAL EQUITY
TRANSFER
REVENUE
REVENUE BOND
SOURCE OF REVENUE
SPECIAL REVENUE FUND
SUBACTIVITY
SUBFUNCTION
SURPLUS
(1) An account used to earmark a portion of fund balance to
indicate that it is not appropriate for expenditure.
(2) An account used to earmark a portion of fund equity as
legally segregated for a specific future use.
Non -recurring or non -routine transfers of assets between
funds.
(1) Increases in governmental fund type net current assets
from other than expenditure refunds and residual equity
transfers. Under NCGA Statement 1, general long-term debt
proceeds and operating transfers -in are classified as "other
financing sources" rather than revenues.
(2) Increases in proprietary fund type net total assets from
other than expense refunds, capital contributions, and residual
equity transfers. Under NCGA Statement 1, operating
transfers -in are classified separately from revenues.
A municipal bond payable from revenues derived from tolls,
charges or rents paid by users of the facility constructed with
the proceeds of the bond issue.
Revenues are classified according to their source or point of
origin.
A fund used to account for revenues legally earmarked for a
particular purpose.
A specific line of work performed in carrying out a
governmental activity. For example, "cleaning luminaries" and
"replacing defective street lamps" would be subactivities under
the activity of "street light maintenance".
A grouping of related activities within a particular governmental
function. For example, "police" is a subfunction of the function
"public safety".
The use of the term "surplus" in governmental accounting is
generally discouraged because it creates a potential for
misleading inference.
518
TABOR (TAXPAYERS
BILL OF RIGHTS)
TABOR RESERVE
TAXES
TAX LEVY
TAX RATE
TAX RATE LIMIT
TAX ROLL
TRADITIONAL BUDGET
UNINCORPORATED COUNTY
WELL PROGRAM
WORKLOAD MEASURES
An amendment to the Colorado Constitution approved by the
voters in November 1992. The Taxpayers Bill of Rights has
been incorporated in the State Constitution as Section 20 of
Article X. The amendment limits growth in both state and local
government revenue and expenditures, makes provision for
annual elections, and requires voter approval for tax
increases.
Term applied to a reserve which is required by the TABOR
Amendment. Starting in 1995 this reserve is 3% of "Fiscal
Year Spending" excluding bonded debt service. This reserve
is for use in declared emergencies only.
Compulsory charges levied by a government for the purpose
of financing services performed for the common benefit. This
term does not include specific charges made against particular
persons or property for current or permanent benefits such as
special assessments. Neither does the term include charges
for services rendered only to those paying such charges as,
for example, sewer service charges.
The total amount to be raised by general property taxes.
The amount of tax stated in terms of a unit of the tax base; for
example, 25 mills per dollar of assessed valuation of taxable
property.
The maximum rate at which a government may levy a tax. The
limit may apply to taxes raised for a particular purpose, or to
taxes imposed for all purposes, and may apply to a single
government, to a class of governments, or to all governments
operating in a particular area. Overall tax rate limits usually
restrict levies for all purposes and of all governments, state
and local, having jurisdiction in a given area.
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.
A term sometimes applied to the budget of a government
wherein expenditures are based entirely or primarily on objects
of expenditure.
Those portions of the county that are not part of a legal entity
such as a city or some towns.
Wellness health program provided as a fringe benefit to
employees.
Specific quantitative and qualitative measures of work
performed as an objective of the department.
519
WORK PROGRAM
WORK UNIT
YIELD
A plan of work proposed to be done during a particular period
by the administrative agency in carrying out its assigned
activities.
A fixed quantity which will consistently measure work effort
expended in the performance of an activity or the production
of a commodity.
The annual percentage rate of return earned on a security.
Yield is a function of a security's purchase price and coupon
interest rate.
NOTE: Most of the above definitions were taken from Governmental Accounting,
Auditing, and Financial Reporting, GFOA, Chicago, 2012, Appendix G.
pp. 1051-1093.
520
ACRONYMS
AAA
ADCOM
CAFR
CAPP
CCI
CDBG
CDHS
COOT
CIP
COPS UHS
COLA
CMAQ
CPI
C.R.S.
CSBG
DA
DHS
DOC
DO LA
DUI
EDAP
EOC
FEMA
FOMC
FRRC
FTE
Area Agency on Aging
Adams County Communications
Comprehensive Annual Financial Report
Colorado Counties Casualty and Property Pool
Colorado Counties Inc. association of Colorado counties
Community Development Block Grant
Colorado Department of Human Services
Colorado Department of Transportation
Capital Improvement Plan
Federal community oriented policing grant
Cost of Living Allowance
Congestion Mitigation and Air Quality Improvement Program
Consumer Price Index
Colorado Revised Statutes
Community Services Block Grant
District Attorney
Department of Human Services
Colorado Department of Corrections
Colorado Department of Local Affairs
Driving Under the Influence
Economic Development Action Partnership
Emergency Operations Center
Federal Emergency Management Agency
Federal Open Market Committee
Front Range Communication Consortium
Full Time Equivalent
521
GAAP
GASB
GFOA
GIS
HARP
HES
HUTF
HRA
HVAC
IT
IGS
IGA
LEAP
MOU
MOE
MS4
NCMC
NFRMPO
NRBH
O&M
OEM
OPED
PERA
PPACA
PPO
ROW
SH
TABOR
Generally Accepted Accounting Principles
Government Accounting Standards Board
Government Finance Officers Association
Geographical Information System
Haul Route Program
Hazard Elimination Program for transportation projects
Highway Users Tax Fund
Health Reimbursement Account
Heating, ventilation, and air conditioning
Information Technology
Intergovernmental Service Fund
Intergovernmental Agreement
Low-income Energy Assistance Program
Memorandum of Understanding
Maintenance of Effort
Municipal Separate Storm Sewer for storm management
N orth Colorado Medical Center
N orth Front Range Metropolitan Planning Organization
N orth Range Behavioral Health
Operations and maintenance
Office of Emergency Management
Other Post -Employment Benefits
Colorado Public Employees' Retirement Association
Patient Protection and Affordable Care Act (Obamacare)
Preferred Provider Organization
Right -of way
Abbreviation for State Highway
Taxpayers Bill of Rights
TAN F
UNC
URA
VALE
VW
WCR
WCRCC
Temporary Assistance to Needy Families
University of Northern Colorado
Urban Renewal Authority
Victim Assistance Law Enforcement
Victim Witness
Weld County Road
Weld County Regional Communications Center
524
DEMOGRAPHICS;
Population Over Time
Number
2016
2010
294,397
254,230
2010 to 2016 % Change
16%
Components of Change 2018 1=P
Net Migration
6,431
Natural (Births — Deaths)
Source: Colorado Demography Office
2,356
4046PopulationbyAge
0-14 years
15-29 years
30-44 years
22.1%
22.6%
21.3%
45-59 years
60-74 years
17.4%
12.0%
75+ years
4.6%
Median Age a 33.9
Source: Colorado Demography Office
Note: Percentage may not add due to rounding
2016 PopulationbyRaceandEthnicity
Not
-White
Hispanic
Alone
or
Latino
IU.9%
66.3%
-Black
Alone
1.1%
- American
Alaska
Native
Indian
Alone
&
0'5%
-Asian Alone
1.5%
Native
Hawaiian/Other
-
Pacific
Island Alone
0.1
/o
Two
More
Races
—
or
2.8°, 0
Hispanic
(Any
or
Race)
Latino
29.1%
2016 Educational Attainment of Pop
HS Diploma +
Bachelor's Degree +
Source: US Census Fact Finder
Source: Metro Denver Stars, Stats America
87.1%
25.9%
Zo16PerCapilaFeraonal
and Household Income
Number
PC Personal Income
Median HH Income
$42,701
$63,609
WELD COUNTY POPULATION
294,397
4016Ropulaaon,Householda &2016SalesTacRatebyMunidpality
Population
Households
'
alas
Tax
Weld
County
294,397
105,720
None
Ault
1,700
647
3.00%
Berthoud
(MCP)
120
36
3.00%
Brighton
(MCP)
405
130
3.75%
Dacono
5,008
1,763
3.00%
Eaton
5,104
1,866
3.00%
Erie (MCP)
12,203
4,348
3.50%
Evans
20,223
6,933
3.50%
Firestone
12,943
4,195
3.00%
Fort
Lupton
7,975
2,575
4.00%
Frederick
12,209
4,059
2.50%
Garden City
247
127
3.00%
Gilcrest
1,094
344
4.00%
Greeley
104,557
38,662
4.11%
Grover
149
92
4.00%
Hudson
1,597
563
3.00%
Johnstown
(MCP)
14,649
4,833
3.00%
Keenesburg
1,209
467
3.00%
Kersey
1.574
540
3.60%
La Salle
2,150
771
3.50%
Lochbuie(MCP)
5,617
1,968
4.00%
Longmont
(MCP)
42
19
3.275%
Mead
4,473
1,500
2.00%
Milliken
6,672
2,211
2.50%
Northglenn
(MCP)
13
11
4.00%
Nunn
449
200
2.00%
Pierce
887
337
2.00%
Platteville
2,779
985
3.00%
Raymer
105
57
None
Severance
4,075
1,405
3.00%
Windsor
(MCP)
17,773
6,584
3.95%
Unincorporated
Area
46,396
17,492
None
Source: Colorado Demography Office/Note: MCP indicates multi-countyplace. Figures reported are the
portions of total population/households in Weld County
Note: Most recent published annual statistic
526
Pg. 2
CLIMATE;
The area offers a dry, sunny climate with low humidity and four seasons.
Rainfall (inches)
Snowfall (inches)
Weld
Precipitation Days
Sunny Days
14.3
41.2
36
244
U.S.
39.2
25.8
102
205
Elevation (feet)
4,746 1443
Source: Sperling's Best Places November; 2017
LOCATION & TRANSPORTATION;
HIGHWAY ACCESS
North/South Demand: I-25, State Hwy 85
East/West Demand: I -76, State Hwy 34 & State Hwy 14
FREIGHT RAIL ACCESS
Class 1: Union Pacific (UP) &
Burlington Northern Santa Fe (BNSF)
Short Line: The Great Western Railway of Colorado (GWR)
AIR ACCESS
Denver International Ai rpo rt (DIA): Sixth busiestairport in
the US (30 minute commute from South Weld —hour from
Central/West Weld)
Greeley/Weld CountyAirport:GeneralAviation
(www.gxy.net)
Erie Mu nicipal Airport: General Aviation
(www.eriecogov.com)
Fort Collins/Loveland Airport: General Aviation
(www.fortloveair.com)
r. com )
Weld
Avg. Temp July High
Avg. TempJan Low
Comfort Index (higher = better)
90
U.S.
86.1
14
72
22.6
54
UV Index
5.2
4.3
as
Great "Western Railway
!°sr:C.rt inre)
Union Pacific Railway
Burlington
Nrtliern.t- an-ita '
tit"" r.1
Alin
GROSS REGIONAL PRODUCT (GRP),Esumate;
Exports and Imports /201 7 Total Weld GRP: $112 Billion
Earnings $6.7 Billion
$3.9 Billion
Property I ncome..aa• as RAW tilt . aa. Sallee
Taxes on Production F...... 8700 Million
Note: GRP measures final rnarketva/ueofgoods/services pro duce ti.
Source: Economic Modeling Specialists, Inc
Exports............ $13.9 Billion (66% of Supply)
Imports $18.3 Billion (71 % ofDernand)
Locally Produced/Consumed ....$7.4 Billion (29% of Demand)
527
Pg_3
Total Population
Total Labor Force /Weld County: 149,365/Colorado: 3,010,600
Employed-144,230(Weld) / Unemployed— 5,135 (Weld)
Unemployment Rate— 3.4% (Weld) / 2.5% (Colorado) /4.1% (United States)
Source: Colorado Department of Labor & Employment 2016,
LABOR SHED SJProjeckions
CENTRAL/WEST WELD LABOR SHED
5-10-15 Mile Radius from Hwy 34 Business & Hwy 34 Bypass
5Miles
10 Miles
15 Miles
2017 Estimate 2022 Estimate 2017 Estimate 2022 Estimate
2017 Estimate
2022 Estimate
30,194
35,795
213,818
238,963
490,240
536,517
Population 18+
Edu. Attain. 25+ Bachelor's
Source: ESP!, 2017 Estimates
23,781
28,603
168,809
189,880
397,474
436,661
S+OUTHWELD LABORSHED
5-10-15 Mile Radius from 1-25 & Hwy 52
27.9%
25.7%
24.5%
5Miles
10 Miles
15 Miles
2017 Estimate 2022 Estimate
2017 Estimate 2022 Estimate
2017 Estimate 2022 Estimate
Total Population
36,503
46,671
230,826
268,567
646,729
714,239
Population 18+
Edu. Attain. 25+ Bachelor's
26,099
27%
33,135
168,502
28.8%
198,203
485,046
27%
539,250
Source: ESP!, 2017 Estimates
CENTRAL/WEST WELD Labor Shed
SOUTH WELD Labor Shed
528
Pg. 4
2016 Employment by Industry Sector with Average Annual Wage
Establishment
Jobs
Distribution
AverageAnnuelWage
Total
All
Industries
6859
100,215
1
00.0 0
$46,252
Agriculture,
Forestry, Fishing
& Hunting
230
3,982
3.9
$39,330
Mining
238
5,493
5.5
$80,177
Utilities
29
335
0.3
$89,222
Construction
921
9,214
9.2
$55,516
Manufacturing
316
13,420
13.4
$49,425
Wholesale
Trade
453
3,929
3.9
$65,326
Retail
Trade
652
10,062
10
$30,214
Transportation
& Warehousing
372
3,104
3.1
$55,221
Information
83
692
0.7
$57,862
Finance and Insurance
347
3,014
3.0
$61,305
Real
Estate,
Rental
and
Leasing
293
1,249
1.2
$44,045
Professional,
Scientific
and
Technical
Services
768
2,582
2.5
$65,024
Management ofcompanies
and Enterprises
58
1,442
1.4
$126,045
Admin & Support
& Waste
Mgt.
& Rem. Services
408
5,688
5.7
$32,029
Education
Services
73
518
0.5
$26,918
Health
Care and
Social
Services
458
9,026
9.0
$46,750
Arts, Entertainment
and Recreation
76
1,
047
1.0
$19,807
Accommodation and
Food Services
437
7,744
7.7
$15,508
Other
Services (Except
Public
Administration)
491
2,347
2.3
$33,590
Public
Administration
152
15,314
15.3
$41,375
Source: CO Department of Labor and Employment; Note: Employment for individual industries may not match published numbers due to rounding.
2017BriplaymentandAverageWspbyQccupation (Highlights: Top Location Quotients in the County)
Description
2017
Jobs Al. Hourly
Earnings
Location
Quotient
Architecture
and
Engineering Occupations
2262 $40.04
1.02
Arts,
Design, Entertainment,
Sports,
and
Media
Occupations
4154
$15.49
.88
Building
and Grounds Cleaning
and
Maintenance
Occupations
5283 $13.04
.94
Business and Financial
Operations
Occupations
7690 $29.10
.86
Community
Computer
and
and
Mathematical
Social
Service
Occupations
Occupations
1558
1507
$21.74
$31.83
.80
.40
Construction
Education,
Training,
and
Extraction
and
Library
Occupations
Occupations
14,264
7536
$22.54
$19.76
2.12
1.01
Farming,
Fishing,
and
Forestry Occupations
3318
$12.22
3.12
Food Preparation
and Serving
Related
Occupations
8858 $10.75
.82
Healthcare
Practitioners
and
Technical
Occupations
4650
$35.41
.62
Healthcare
Support
Occupations
2206 $14.53
.57
Installation,
Maintenance,
and
Repair
Occupations
6000 $21.79
1.16
Legal
Life,
Physical,
Occupations
and Social
Science Occupations
771
943
$31.91
$30.00
.61
.75
Management
Occupations
12,447
$28.38 1.13
Office
and Administrative
Support
Occupations
14,913
$17.16
.79
Personal
Care and
Service Occupations
5789 $12.07
.79
Production
Occupations
11,818
$17.97
1.50
Protective Service Occupations
2010
$23.83 .72
Sales
and
Related
Occupations
20,019
$17.15
1.03
Transportation
and
Material
Moving
Occupations
11,080
$20.02 1.16
Unclassified
Occupation
435 $14.93
N/A
TOTAL
149.510
$20.11
N/A
Location Quotient quantifies how concentrated an occupation is compared to the nation. The higher the number the more concentrated- US='.0.
Source: EMSI *Estimates
529
Pg.5
MAJOR EMPLOYERS/
Largest Private, Non -Retail Employers (May 2018 - FTE)
1 JBS USA & Affiliates
2 Banner Health: North CO Medical Center
3 Vestas
Beef Processing, Corporate HO, Trucking
Regional Hospital, Corporate Center, Clinics
Wind Turbine Blade/Nacelle Manufacturing
Greeley/Weld
Greeley/Weld
Windsor/Brighton
4,590
3,560
2,270
4 State Farm Insurance
Insurance
Greeley 1,200
5 Halliburton Energy Services, Inc.
6 TTEC
7 Anadarko Petroleum
8 Noble Energy
9 StarTek
Oil /Gas Development
Financial Services Support Center
Oil/Gas Development
Oil/Gas Development
Customer Support
Fort Lupton
Greeley
Platteville
1,030
620
520
Greeley/'veld
Greeley 480
500
10 Leprino Foods
1
Greeley/Evans School District 6
Cheese & Dairy Foods Manufacturing
Greeley
480
2 University of Northern Colorado
3 Weld County
Public School District
Public Four Year University
Government
Greeley/Evans
1,923
Greeley/Weld 1,623
Greeley 1,615
4 City of Greeley
Government
Greeley 812
5 Aims Community College
Public Community College
Source: Colorado Demography Office, Upstate Colorado Economic Development— 10/2017
UTILITY PROVIDERS;
Water/Sewer Providers
Water is available for purchase from municipal ities throughout
the county who typically provide water treatment./delivery
services within municipal boundaries. In addition, there are
several water districts that partner with communities and/or
can provide raw water. Water rates will vary depending upon
location and provider.
Weld County 337
Sewer services are also provided by municipalities in the
most developed areas. St. Vrain Sanitation District provides
services in much of Southwest Weld. Septic a nd/or packaged
systems can also be viable in the most rural circumstances and
locations. Rates will vary depending upon location and provider.
Major Electricity Providers
Xcel Energy
Poudre Valley IDEA
United Power, Inc.
Central/West Weld
Central/West & North/East Weld
South Weld
www.xcel energy. corn
www.poudrevalleyrea.com
www.unitedpower.com
Major Gas Providers
Atmos Energy
Central/West Weld
www.atmosenergy.com
Xcel Energy
Black Hills Energy
Central/West Weld
South Weld
www.xcelenergy.com
www.blackhillsenergy.com
530
K-12 EDUCATION;
Weld County is served by 13 public school districts which includes numerous charter schools. There are also ten private school
education opportunities throughout Weld County.
Weld
P K-12 Public
Education
Statistics
Yew
Weld Stets
CO
Stats
Weld
Enrollment
2016-17
54,051
905,019
Number
Classroom
of
Schools
Teacher
FTE
2016-17
2015-16
80
2,810
1854
53.179
Pupil/Teacher
Ratio
2015-16
17.4
17.5
Dropout
Completer
Rate
Rate
(High
School)
2015-16
2015-16
2.4%
82.7%
2.3%
89.3%
Graduation
Rate
2015-16
81.4%
78.9%
Colorado
ACT
Composite
Score
2017
20.8
20.4
Source: Colorado Dept. of Education. Note: incudes Weld Schools in REIJ District
Weld Public School Districts Enrollment
Gilcrest/Platteville RE -1 2,004
St. Frain Valley RE -1J 111,179
Eaton RE -21,878
Keenesburg RE -3J 2,352
Windsor RE -4 6,034
Johnstown/Milliken RE5J3,830
Greeley/Evans RE -0 ................ 21,950
Platte Valley (Kersey) RE -7 ..................1,108
Fort Lupton RE -8 2.388
Ault -Highland RE -9 853
Briggsdale RE -19 181
Prairie RE -11 217
Pawnee RE -12 77
Source: Colorado Department of Education
2016/1 7Total Enrollment/ 54,051
HIGHER EDUCATION:
LJNIVF.RSITY OF
NORTHERN COLORADO
UNIVERSITY OF NORTHERN COLORADO (UNC
Fall 2016 Enrollment - 10,141
Fall 2017 Enrollment - 12,968
UNC offers a comprehensive baccalaureate and specialized
graduate research Liberal Arts education through their
six colleges. Top 5 Undergraduate Degrees Awarded:
Interdisciplinary Studies (includes Elementary Ed); Business
Administration; Nursing; Sport and Exercise Science and
Psychology. Top 5 Graduate Degrees Awarded: Education;
Special Education; Sport and Exercise Science; Speech
Language Pathology and Music.
Formore info see www.unco.edu.
['Aims
Community College
AIMS COMMUNITY COLLEGE/
Fa112015Enrollment-5,fi52
Fa112017Enrollment - 7,966
With two Weld campus locations, Aims offers 160+ degree and
certificate programs. Two -Year Degrees Awarded - Associate
o f Arts, Associate of Science, Associate of General Studies,
Associate of Applied Science plus numerous Career and
Technical Education Certificates.
Public Higher Education Facilitiesin N. Colorado &Metro Denver
Four YFourYewPublic coflegesiuniveMes
Fell 20'17
Enrollment
Colorado School of Mines —Golden
5,875
Colorado State University —Fort Collins
Metropolitan State University Denver
33,198
19,923
University of Colorado —Boulder
31,861
University of Colorado —Denver
University of Northern Colorado —Greeley
19,161
12,968
Source: Individual Schools
2016WeIdtarlmerTapEducatlon Program Completions
Business, Management, Marketing & Related
1,298
Kinesiology and Exercise Science
Psychology, General
Liberal Arts and Sciences/Liberal Studies
Speech Communication and Rhetoric
Human Development and Family Studies
477
410
365
315
313
Biology/Biological Sciences
254
Sociology
217
Journalism
208
English language and
Literature
* Estimate
Source: EMS'
205
Formore info see www.aims.edu.
531
COM
MERCIAL/INDUSTRIAL REAL ESTATE;
Commercial/industrial real estate opportunities can be found
throughout Weld County to meet virtually any business need
from an existing building to developed sites for construction.
2Q 2017 Weld County Commercial Real Estate Market Conditions
5.5
Existing
Space
Overall Average
Vacant Vacancy Lease
Space'
Rate
Office
Industrial
0.2
21.1
0.2
3.8%
1.0%
$18.02
$9.93
Flex
2.3 0.4
17.9%
$7.03
Retail
11.5 0.4
Source: Metro Denver Stats, CoStar Realty Group
1) Building space is fisted in Millions of Square Feet.
2) Office lease rates are per square foot
TAXES,
3.8%
$10.52
Real & Business Personal Property and Colorado Income Taxes
Commercial Property Tax
Residential Property Tax
Corporate Income Tax
Personal Income Tax
29%
7.2%
4.63%
4.63%
Source: Metro Denver Stars, CO Department of Revenue, CO Division of
Property Taxation
SALES & USE TAX
Weld County DOES NOT asses a county -wide sales/use tax.
Communities through the county charge sales/use tax rates
ranging from 2%-4%. Colorado has a 2.9% sales/use tax rate.
REAL & PERSONAL PROPERTY TAX
Industrial/commercial property (building, land and equipment)
is assessed for property tax pu rposes at 2g% of actual value
(based on a variety of factors). The mill levy assigned to each
property location includes the taxing jurisdictions serving that
location and represents the number of dollars, or property
taxes, levied foreach $1 , 000 of assessed val ue . Forexample;
e;
with a mill levy of 75.7333 mills the owner pays $75.73 in taxes
forevery $1,000 in assessed value.WeId has over 3,000 unique
tax areas with mill levies ranging from about 54 mills to 148
mills. The 2016 Weld County average total mill levy rate was
70.218 mills Propertytaxes fund local schools, special propose
districts and a portion of city/county government.
RESIDENTIAL PROPERTY TAX
Residential property is assessed at 7.20% of the actual val ue and
is exempt from personal property taxation.
Real estate prices will vary widely depending upon the level of
development and location within the County.
Weld County Industrial Sites
Name
Firestone
Acres
Location
AFT Industrial Land
65
Airport Business Park
60
Greeley
Bellmore Industrial Park
47
Center Drive Land
Concepts Industrial Park
Crown Prince Land
Diamond Valley Industrial Park
Eagle Business Park
Eaton Industrial Rail Park
21
54
65
91
133
161
Nunn
Milliken
Longmont
Brighton
Windsor
Frederick
Eaton
Erie Aero Tech Industrial Park
61 Erie
Falcon Point Business Park
32 Windsor
The Grainery Park
156 Greeley
Great Western Industrial Park
500 Windsor
Highland Industrial Park
147 Ault
Highpointe Business Center
1-25 & Hwy 56 Land
Iron Horse Park
Jackson Industrial Site
136
110
165
58
Greeley
Berthoud
Johnstown
Berthoud
Lost Creek Commons
74 Keenesburg
Niobrara Energy Park
Northland Industrial Park
Platteville Energy Park
662 Weld
55 Fort Lupton
45 Platteville
Promontory Business Park
Ritchie Brothers Land
Silver Peaks Business Park
Stonegate Industrial Park
Villano Land
200
82
148
25
51
Greeley
Mead
Dacono
Evans
Fort Lupton
Weld County Industrial Park
100
Weld
Wildflower Business Park
138
Frederick
STATE INCOME TAX - CORPORATE & PERSONAL
The corporate and personal Colorado income tax rate is a flat
rate of 4.63% of federal taxable income. Local governments D 0
NOTassessincometaxes. Inventories, GoodsinTransitand
Intangibles are not taxed in Colorado and there is no Franchise
Tax. Colorado has established Enterprise Zones (EZ) that offer
state income tax credits. SelectWeld locations/communities
have EZ designation . Companies that locate or expand within
the physical boundaries of an EZ are eligible to earn a variety
of state income tax credits based on their specific activities
primarily in equipment investment, job creation/training,
research and developmentactivities, etc. Earned creditsare
applied to the company's Colorado income tax liability.
Source: Weld County Government, Colorado Division of Property Taxation,
Colorado Department ofRevenue
532
Pg.8 3
COST OF LIVING/
The Cost of Living Indices (COLT) are based on a U.S. average of 100. Below 100 is cheaperthan the U .S. average and above is
more expensive. Below are Cost of Living Indices for Central/Northern Counties in Colorado.
U.S. Average 100/ WELD
110.2
Adams -1 15.2 Arapahoe — 120.9
Denver 128.8 Douglas -1 41.7
Source: Sperling Best Places, Oct 2017
Boulder 146.8
Jefferson 128.4
Broomfield 131.8
Larimer-122.7
No county -wide Sales/Use tax
SINGLE FAMILY HOME PRICES;
Central/West Weld
(Ault, Eaton, Evans, Greeley, Gilcrest, LaSalle,
Johnstown, Kersey, Milliken, Pierce,
Severance, Windsor)
# Sold Media Price
2017
3135
2016
2015
$396,700
1233 $368,000
1333 $342,000
Source: Sears & Company Real Estate
South Weld
(Dacono, Erie, Firestone, Fort Lupton, Frederick,
Hudson, Keenesburg, Platteville)
2017
2016
# Sold
2015
1289
3451
3936
Median Pries
$307,225
$277,814
East/North Weld
(Grover, New Raymer, Nunn)
Median Price
2017
2016
24 $292,000
28 $257,219
$252,000 2015
Source: Sears & Company Real Estate
CULTURAL/RECREATIONAL AMENITIES,
Weld County offers a rich and diverse selection of cultural and
recreationalopportunities including numerous golf courses, a
multitude of parks, miles of paved bike/ pedestrian paths, the
Pawnee National Grasslands and numerous annual
events including:
� The Greeley Stampede
4- Greeley Blues jam
+ Weld County Fair
Numerous Community
Summer Celebrations
Colorado Farm Show
U NC/ Greeley Jazz Festival
W Windsor Harvest Festival
26 $191,250
Source: Sears & Company Real Estate
The 1,600 seat Greeley Union Colony Civic Center provides
even more entertainment options along with U NC Bears
Division I Ath letics. AWeld location also offers easy access to
multipleworld class ski areas, camping, fishing, hunting, snow
sports, hiking and all the Rocky Mountains have to offer. Weld
County is Colorado after all!
For more information visit websites of our 31 communities and
the following Weld County web sites:
www.discoverweld.com
www.upstatecolorado.org
533
Weld County and its communities are pro -growth, prepared
to handle company needs and will dowhat can reasonably be
done to reduce the development/start-up costs of qualifying
primary sector companies looking to locate or expand_
Key Business Assistance/Incentives:
Comprehensive Site Selection Services
Confidential Building/Land Searches
Weld County Demographic/Economic and Workforce Data
Financial Resource Identification/Assistance Through Two
Loan Programs
• Government Advocacy
• County, State, and Municipal Incentive
Identification/Packaging Including:
> Municipal Development Fee/Tax Incentives
> Partial Personal Property Tax Rebates
Enterprise Zone State Income Tax Credits
Colorado First Customized Training Grants
> Colorado Job Growth Incentive Tax Credits
For detailed assistance information contact Upstate
Colorado Economic Development, anon -profit economic
developmentagency, thatserves as a single
Confidential source of information about the Weld Courtyard
Northern Colorado region
Promontory Corporate Perk, Greeley
State Farm Operations enter & JBS North American Corporate Headquarters
822 7th Street/ Suite 550
Greeley, CO 80631
Phone (970) 356-4565
Fax (970) 352-2436
www.upstatecolorado.org
UPSTATECOLORADO
ECONOMIC DEVELOPMENT
'uppL)oti,iti Job Oppertun►tit.:. in GwLLILy S W:Id County COmnaunitILI
534
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